Titlebook: Customer Relationship Management; Concept, Strategy, a V. Kumar,Werner Reinartz Textbook Nov 20122nd edition Springer-Verlag GmbH Germany,

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書目名稱Customer Relationship Management影響因子(影響力)




書目名稱Customer Relationship Management影響因子(影響力)學(xué)科排名




書目名稱Customer Relationship Management網(wǎng)絡(luò)公開度




書目名稱Customer Relationship Management網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Customer Relationship Management被引頻次




書目名稱Customer Relationship Management被引頻次學(xué)科排名




書目名稱Customer Relationship Management年度引用




書目名稱Customer Relationship Management年度引用學(xué)科排名




書目名稱Customer Relationship Management讀者反饋




書目名稱Customer Relationship Management讀者反饋學(xué)科排名

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https://doi.org/10.1007/978-3-642-20110-3Customer Lifetime Value; Customer Loyality; Customer Relationship Management; Database Marketing; Market

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Springer-Verlag GmbH Germany, part of Springer Nature 2012

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A Dictionary of Neurological Signsigns of changing. It is critical for businesses to understand how strategic and customer-centric CRM can support their efforts to achieve their corporative objectives. Thus, this first chapter offers a detailed overview of the key terms and introduces important constructs that readers will need to r

Macronutrients

Andrew J. Larner MA MD MRCP (UK) DHMSAomer Value, and the Satisfaction-Loyalty-Profit Chain. Whereas past research and traditional mass-marketing identified the general needs of particular segments, recent research has shown that the rapid growth of technology has helped to gather a wealth of data on individual customers. This developme

Macronutrients

A Dictionary of Neurological Signsrs for developing and implementing efficient, effective customer management strategies. Section 3.2 introduces the four main components of a CRM strategy: customer-management orientation, integration and alignment of organizational processes, information capture and alignment of technology, and CRM

FLASK

Andrew J. Larner MA MD MRCP (UK) DHMSAlements of a CRM System such as the company to customer touch points that cover sales, marketing, and service functions, (2) ascertaining the ROI of the planned CRM initiative by considering the costs and implementation timeframe, and (3) the project and data requirements for the deployment of the C

bile648

Andrew J. Larner MA MD MRCP (UK) DHMSAheir outcomes. This chapter reviews traditional marketing metrics and introduces various primary customer-based metrics for acquisition and customer activity measurement, before it explains some popular customer-based metrics. Some of the primary customer-based metrics introduced in this chapter for

Indict

Andrew J. Larner MA MD MRCP (UK) DHMSAthis differential resource allocation is the economic value of the respective customer to the firm. Thus, before one can start to manage customers, one must have developed a thorough understanding of how to compute the value contribution each customer makes to a firm. Various economic concepts and p