服务质量管理论文外文文献

简介在过去的二十年全面质量管理（TQM）已蔓延相当公司，因此研究人员研究了这种管理方法在一定的深度。有些作者发现正相关关系TQM采用和组织表现（如道格拉斯与法官，2001年Kaynak，2003年鲍威尔，1995年）。鲍威尔（1995年），该公司的资源基础观点（RBV）的框架下，conceptualises TQM作为一种战略资源。从这个角度来看，不同的作者已考虑 RBV作为一个有用的理论方法来解释TQM对组织绩效的影响（例如的Escrig，特纳和和尚，Llusar，2005年，励展博览集团Lemak，与梅罗，2000年萨沃莱恩， 2000年）。根据RBV，TQM构成的资源，是难以模仿的， 1995（鲍威尔），并产生竞争优势的公司采用（萨沃莱恩， 2000）。此外，Reed等人。 （2000）推导出，TQM本身有可能产生模仿的障碍，有必要可持续发展。反过来，Escrig特纳和的和尚，Llusar （2005）的结论是的TQM积极影响组织绩效的发展的一系列能力（技能或具体调配资源的能力）。 存在一些共识，全面质量管理的能力，以提高组织绩效，所以我们重点分析了企业可以增加获得的利益从T??QM采用。 这是当前工作的主要目标。为了这个目的，我们使用的理论和概念框架提供的（1985）威廉姆森的交易成本理论（TCT）。这使我们能够检查TQM的经济性质，其容量在创造财富，改善组织绩效。 TCT下，，TQM可被定义为一个特定的组织设计选项（Wruck詹森，1994年）。因此，它的能力，以提高组织的性能在于它能够解决企业的组织设计（OD）的问题。具体来说，米尔格罗姆和罗伯茨（1992年），这些问题的信息（协调）和动机（激励）问题公司所产生的。 检讨后，TQM和OD的文献，我们认为，TQM 采纳和实施必须符合OD假设。否则，潜在的好处TQM可以稀释增加剩余损失（事后从外观上从员工的机会主义行为造成的交易成本）的水平。我们分析一个样品，采用了TQM的公司，并找到经验证据的互补性，当企业应用，OD和TQM元素的同时。 我们的研究结果表明，利用这种互补性的公司管理取得优异组织绩效。 纸张的结构如下。在接下来的部分中，我们分析了TQM的能力创造价值的解决OD在公司出现的问题（信息和动机问题）。然后，我们提出我们的实证研究项目，特别是最后的样本和使用的变量的设计。倒数第二部分报告和分析的结果。最后一节提出了本文的主要结论和业务影响。 全面质量管理（TQM）的组织设计（OD）选项组织设计（OD）问题的起源在于一个事实，即公司的资源多个业主。一方面，存在多个所有者意味着需要协调。另一方面，他们的利益分歧导致的机会行为的出现。 太长，我，我送你好了。另：如果高点，你的论文我可以帮你，我刚刚写完的论文，运营管理，是英文的，但可以帮你翻译

服务营销 Service Marketing服务质量管理 service quality management relationship management (CRM) is a multifaceted process, mediated by a set of information technologies, that focuses on creating two-way exchanges with customers so that firms have an intimate knowledge of their needs, wants, and buying patterns. In this way, CRM helps companies understand, as well as anticipate, the needs of current and potential customers.[1] Functions that support this business purpose include sales, marketing, customer service, training, professional development, performance management, human resource development, and compensation. Many CRM initiatives have failed because implementation was limited to software installation without alignment to a customer-centric are many aspects of CRM which were mistakenly thought to be capable of being implemented in isolation from each other. [3]From the outside of the organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal CRM implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, yet together represent a common is the philosophy, policy and coordinating strategy connecting different players within an organization so as to coordinate their efforts in creating an overall valuable series of experiences, products and services for the different players within the organization are in identifiable groups:Customer Facing Operations - The people and the technology support of processes that affect a customer's experience at the frontline interface between the customer and the organization. This can include face to face, phone, IM, chat, email, web and combinations of all media. Self-service kiosk and web self-service are doing the job of vocals and they belong here. Internal Collaborative Functional Operations - The people and technology support of processes at the policy and back office which ultimately affect the activities of the Customer Facing Operations concerning the building and maintaining of customer relationships. This can include IT, billing, invoicing, maintenance, planning, marketing, advertising, finance, services planning and manufacturing. External Collaboration functions - The people and technology support of processes supporting an organization and its cultivation of customer relationships that are affected by the organization's own relationship with suppliers/vendors and retail outlets/distributors. Some would also include industry cooperative networks, . lobbying groups, trade associations. This is the external network foundation which supports the internal Operations and Customer facing Operations. Customer Advocates and Experience Designers - Creative designers of customer experience that meet customer relationship goals of delivering value to the customer and profit to the organization (or desired outcomes and achievement of goals for non-profit and government organizations) Performance Managers and Marketing Analysts - Designers of Key Performance Indicators and collectors of metrics and data so as to execute/implement marketing campaigns, call campaigns, Web strategy and keep the customer relationship activities on track. This would be the milestones and data that allow activities to be coordinated, that determine if the CRM strategy is working in delivering ultimate outcomes of CRM activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences. Customer and Employee Surveyors and Analysts - Customer Relationships are both fact driven and impression driven - the quality of an interaction is as important as the information and outcome achieved, in determining whether the relationship is growing or shrinking in value to the participants. [edit] Technology considerationsThe basic building blocks:A database for customer lifecycle (time series) information about each customer and prospect and their interactions with the organization, including order information, support information, requests, complaints, interviews and survey Intelligence - Translating customer needs and profitability projection into game plans for different segments or groups of customers, captured by customer interactions (Human, automated or combinations of both) into software that tracks whether that game plan is followed or not, and whether the desired outcomes are Modeling Customer Relationship Strategy, Goals and outcomes: Numbers and description of whether goals were met and models of customer segments and game plans worked as and Competency Management Systems - Customer Capacity and Competency Development - Training and improving processes and technology that enable the organization to get closer to achieving the desired results. Complex systems require practice in order to achieve desired outcomes, especially when humans and technology are interacting. Iteration is the key to refining, improving and innovating to stay ahead of the competition in Customer Relationship Management. (Successful tools, technology and practices will be copied by the competition as soon as they are proven successful.)The building blocks can be implemented over time separately, but eventually need to be dynamically coordinated. The ongoing alignment of the basic building blocks distinguishes an elegant seamless CRM implementation which successfully builds mutually valuable relationships.[edit] Types/Variations of CRMThere are several different approaches to CRM, and at present there is no one software package that allows all of these approaches to be applied. When companies consider implementing a CRM strategy, they usually talk about either Campaign Management or Sales Force Automation. Although CRM is much more than either of those parts, software packages are usually based around one or the other idea (with SFA being the most popular).Operational CRMOperational CRM provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database when of the main benefits of this contact history is that customers can interact with different people or different contact channels in a company over time without having to describe the history of their interaction each , many call centers use some kind of CRM software to support their call center CRM processes customer data for a variety of purposes:Managing Campaigns Enterprise Marketing Automation Sales Force Automation Sales Force Automation (SFA)Sales Force Automation is a type of Operational CRM that is designed to automate sales-force-related activities, such as lead tracking. Software products perform such tasks as:Keeping lists of leads Assigning list segments to salespeople Allowing list contacts to be called or e-mailed Tracking responses Generating reports Analytical CRMAnalytical CRM analyzes customer data for a variety of purposes:Design and execution of targeted marketing campaigns to optimize marketing effectiveness Design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention Analysis of customer behavior to aid product and service decision making (. pricing, new product development etc.) Management decisions, . financial forecasting and customer profitability analysis Prediction of the probability of customer defection (churn analysis) Analytical CRM generally makes heavy use of data Intelligence CRMSales Intelligence CRM is very similar to Analytical CRM, but it is intended as a more direct sales tool. Features include the delivery of "alerts" to sales people based on analysis of such factors as:Cross-sell/Up-sell/Switch-sell opportunities. Customer Drift. Sales performance, good and bad. Customer trends Customer margins Campaign ManagementCampaign management software is marketing-oriented CRM software that combines elements of Operational and Analytical CRM and allows campaigns to be run on an existing client base. Campaign Management is used when you need to create personalized offers when it is prohibitively expensive to personally contact each client. Campaign management software functions include:Choosing campaign recipients from the client base according to selected criteria Development of a campaign offer (this is often done "out-of-the-system" and is not automated) Assigning specific campaign offers to selected recipients Automatically sending offers to the selected clients via selected channels (either directly, via channels such as e-mail, or indirectly, by creating lists for use in channels such as direct mail) Gathering, storing, and analyzing campaign results (including tracking responses and analyzing propensities) Collaborative CRMThe function of the Customer Interaction System or Collaborative Customer Relationship Management is to coordinate the multi-channel service and support given to the customer by providing the infrastructure for responsive and effective support to customer issues, questions, complaints, CRM aims to get various departments within a business, such as sales, technical support and marketing, to share the useful information that they collect from interactions with customers. Feedback from a technical support center, for example, could be used to inform marketing staffers about specific services and features requested by customers. Collaborative CRM's ultimate goal is to use information collected from all departments to improve the quality of customer service.[4]Geographic CRMGeographic CRM (GCRM) is a customer relation management information system which collaborates geographic information system and traditional combines data collected from route of movement, types of residence, ambient trading areas and other customer and marketing information which are matched with relevant road conditions, building formations, and a floating population. Such data are conformed with a map and is regionally analyzed with OLAP(On-Line Analytical Processing) for visualization. This enables a company to examine potential customers and manage existing customers in the commercial CRM software packages are available which vary in their approach to CRM. However, as mentioned above, CRM is not just a technology but rather a comprehensive customer-centric approach to an organization's philosophy in dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considerations stretch beyond technology, towards the broader organizational objectives of a CRM strategy must consider a company’s specific situation and its customers' needs and expectations. Information gained through CRM initiatives can support the development of marketing strategy by developing the organization's knowledge in areas such as identifying customer segments, improving customer retention, improving product offerings (by better understanding customer needs), and by identifying the organization's most profitable customers.[5]CRM strategies can vary in size, complexity and scope. Some companies consider a CRM strategy to only focus on the management of a team of salespeople. However, other CRM strategies can cover customer interaction across the entire organization. Many commercial CRM software packages that are available provide features that serve sales, marketing, event management, project management and there are numerous reports of "failed" implementations of various types of CRM projects,[6] these are often the result of unrealistic high expectations and exaggerated claims by CRM of these "failures" are also related to data quality and availability. Data cleaning is a major issue. If the company CRM strategy is to track life-cycle revenues, costs, margins and interactions between individual customers, this must be reflected in all business processes. Data must be extracted from multiple sources (., departmental/divisional databases, including sales, manufacturing, supply chain, logistics, finance, service, etc.), requiring an integrated, comprehensive business processing system to be in place with defined structures and data quality. If not, interfaces must be developed and implemented to extract data from different systems. This creates a demand far beyond customer satisfaction to understand the full business-to-business relationship. For this reason, CRM is more than a sales or customer interaction experience from many companies[who?] is that a clear CRM requirement with regard to reports (., input and output requirements) is of vital importance before starting any implementation.[citation needed] With a proper demand specification, a great deal of time and money can be saved based on realistic expectations of systems capability.[citation needed] A well operating CRM system can be an extremely powerful tool for management and customer and data securityOne of the primary functions of CRM software is to collect information about customers. When gathering data as part of a CRM solution, a company must consider customer privacy and data security with respect to legal and cultural environments. Some customers prefer assurance that their data is not shared with third parties without their consent and that it cannot be illicitly accessed by third parties.