英语翻译1) Get executive buy-inIf management doesn‘t believe in a new CRM system,why should employees?Support throughout all echelons(梯队) of upper management affirms the company's commitment to the project,which will motivate all stakeholde
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英语翻译1) Get executive buy-inIf management doesn‘t believe in a new CRM system,why should employees?Support throughout all echelons(梯队) of upper management affirms the company's commitment to the project,which will motivate all stakeholde
英语翻译
1) Get executive buy-in
If management doesn‘t believe in a new CRM system,why should employees?Support throughout all echelons(梯队) of upper management affirms the company's commitment to the project,which will motivate all stakeholders below management.
2) Align departmental strategies
Each department,whether it's a call center,marketing team,or sales force,has its own requirements and goals.They are also,however,all part of an entity that should communicate a consistent message and brand experience across all customer touch points.
"One of the keys to a successful CRM implementation or strategy is aligning your enterprise and all the customer touch points within that enterprise," Franco
3) Strategy first,technology second
Technology is not a good driver of a CRM strategy,but reorganizing business process efficiencies and bolstering revenue are.
Software is only there to enable implementation of a CRM strategy
CRM isn't about picking the technology.Technology is a pillar of CRM success,but it's only one pillar.There are other things that are just as important
4) Minimize financial risks
It's important that executives come to grips with the fact that CRM is not a one-time expense.
Long-term services and maintenance fees will outweigh the price of licensed applications by a ratio of nearly 3:1,according to industry analysts.
By assessing the risks and understanding the cost of implementation and long-term services along with the financial benefits
By understanding the financial impact the company gains a better understanding of what sort of an application they need and how big the implementation should be.
5) Look for quick wins
Many pre-Y2K failures were largely due to companies biting off more than they could chew.
Smaller,more manageable projects can yield quick wins,more momentum,and higher end-user adoption.
Building a holistic approach,but on a step-by-step process
6) Consider migration paths
Understand where your company is heading.
Select a vendor that will enable your products to grow as your company grows.
7) Scrub the data
Behavioral data is the lifeblood of CRM.
Make sure your customer data is accurate.
Before implementing a solution,bring the data into a unified database,cleanse it to remove multiple entries for the same customer,ensure that the data is accurately distributed to all customer touch points,and standardize your databases so customer information is presented accurately throughout the entire organization.
A general rule of thumb is companies should balance their server space to maintain 13 months' worth of customer data,and at least three years' worth of contact data information.
8) Plan for disruptions
Companies change.
When making a CRM implementation,these are changes that management must be ready for.
希望大家不要直接去在线翻译那里直接copy过来！
英语翻译1) Get executive buy-inIf management doesn‘t believe in a new CRM system,why should employees?Support throughout all echelons(梯队) of upper management affirms the company's commitment to the project,which will motivate all stakeholde
1) Get executive buy-in
If management doesn‘t believe in a new CRM system,why should employees?Support throughout all echelons(梯队) of upper management affirms the company's commitment to the project,which will motivate all stakeholders below management.
2) Align departmental strategies
Each department,whether it's a call center,marketing team,or sales force,has its own requirements and goals.They are also,however,all part of an entity that should communicate a consistent message and brand experience across all customer touch points.
"One of the keys to a successful CRM implementation or strategy is aligning your enterprise and all the customer touch points within that enterprise," Franco
3) Strategy first,technology second
Technology is not a good driver of a CRM strategy,but reorganizing business process efficiencies and bolstering revenue are.
Software is only there to enable implementation of a CRM strategy
CRM isn't about picking the technology.Technology is a pillar of CRM success,but it's only one pillar.There are other things that are just as important
4) Minimize financial risks
It's important that executives come to grips with the fact that CRM is not a one-time expense.
Long-term services and maintenance fees will outweigh the price of licensed applications by a ratio of nearly 3:1,according to industry analysts.
By assessing the risks and understanding the cost of implementation and long-term services along with the financial benefits
By understanding the financial impact the company gains a better understanding of what sort of an application they need and how big the implementation should be.
5) Look for quick wins
Many pre-Y2K failures were largely due to companies biting off more than they could chew.
Smaller,more manageable projects can yield quick wins,more momentum,and higher end-user adoption.
Building a holistic approach,but on a step-by-step process
6) Consider migration paths
Understand where your company is heading.
Select a vendor that will enable your products to grow as your company grows.
7) Scrub the data
Behavioral data is the lifeblood of CRM.
Make sure your customer data is accurate.
Before implementing a solution,bring the data into a unified database,cleanse it to remove multiple entries for the same customer,ensure that the data is accurately distributed to all customer touch points,and standardize your databases so customer information is presented accurately throughout the entire organization.
A general rule of thumb is companies should balance their server space to maintain 13 months' worth of customer data,and at least three years' worth of contact data information.
8) Plan for disruptions
Companies change.
When making a CRM implementation,these are changes that management must be ready for.
翻译：
1 ）获得行政买进
如果管理不相信一个新的CRM系统,为什么要员工?支持所有级别（梯队）的上层管理部门确认该公司的承诺项目,这将激励所有利益相关者如下管理.
2 ）对齐部门战略
每个部门,不管它是一个呼叫中心,营销团队,或者销售队伍,有自己的要求和目标.他们还然而,所有的一部分,一个实体,应该沟通一致的讯息和品牌经验在所有客户接触点.
“一个关键的成功的CRM实施或战略调整您的企业和所有的客户接触点内的企业,”佛朗哥
3 ）策略第一,技术第二
技术不是一个好司机的CRM战略,但重组业务流程的效率和收入的提高.
软件是唯一有使执行CRM战略
CRM是不会选择这种技术.技术是一个支柱的CRM成功,但它唯一的一个支柱.还有其他的东西一样重要
4 ）尽量减少金融风险
重要的是,高管认清的事实是,CRM是不是一次性费用.
长期服务和维护费用将超过价格的许可申请的比例近3:1 ,根据产业分析.
通过评估风险和理解实施成本和长期的服务与财务效益
据了解财务影响公司收益更好地了解什么样的应用需要多大的实施应.
5 ）寻找速效
许多前2000年的失败主要是由于公司贪多嚼他们可以.
更小,更易于管理的项目能产生速效,更势头,更高的最终用户通过.
建立一个全面的办法,但在一步一步进程
6 ）考虑迁移路径
了解您的公司是标题.
选择一个供应商,使您的产品成长为贵公司的发展.
7 ）磨砂数据
行为数据是生命线,客户关系管理.
请确保您的客户数据是准确的.
在实施解决方案,使数据转化为一个统一的数据库,清洗它删除多个条目为同一客户,确保数据是准确地分发到所有客户接触点,并使其标准化,使您的数据库的客户信息是准确的整个组织.
一般的经验法则是企业应平衡其服务器空间,以维持13个月价值的客户数据,至少有三年的接触数据信息.
8 ）计划中断
公司的变化.
当决策的CRM实施,这些都是变化,管理必须准备的.
1 ）获得行政买进
如果管理不相信一个新的CRM系统，为什么要员工？支持所有级别（梯队）的上层管理部门确认该公司的承诺项目，这将激励所有利益相关者如下管理。
2 ）对齐部门战略
每个部门，不管它是一个呼叫中心，营销团队，或者销售队伍，有自己的要求和目标。他们还然而，所有的一部分，一个实体，应该沟通一致的讯息和品牌经验在所有客户接触点。
“一个关键的成功的CR...
全部展开
1 ）获得行政买进
如果管理不相信一个新的CRM系统，为什么要员工？支持所有级别（梯队）的上层管理部门确认该公司的承诺项目，这将激励所有利益相关者如下管理。
2 ）对齐部门战略
每个部门，不管它是一个呼叫中心，营销团队，或者销售队伍，有自己的要求和目标。他们还然而，所有的一部分，一个实体，应该沟通一致的讯息和品牌经验在所有客户接触点。
“一个关键的成功的CRM实施或战略调整您的企业和所有的客户接触点内的企业， ”佛朗哥
3 ）策略第一，技术第二
技术不是一个好司机的CRM战略，但重组业务流程的效率和收入的提高。
软件是唯一有使执行CRM战略
CRM是不会选择这种技术。技术是一个支柱的CRM成功，但它唯一的一个支柱。还有其他的东西一样重要
4 ）尽量减少金融风险
重要的是，高管认清的事实是， CRM是不是一次性费用。
长期服务和维护费用将超过价格的许可申请的比例近3:1 ，根据产业分析。
通过评估风险和理解实施成本和长期的服务与财务效益
据了解财务影响公司收益更好地了解什么样的应用需要多大的实施应。
5 ）寻找速效
许多前2000年的失败主要是由于公司贪多嚼他们可以。
更小，更易于管理的项目能产生速效，更势头，更高的最终用户通过。
建立一个全面的办法，但在一步一步进程
6 ）考虑迁移路径
了解您的公司是标题。
选择一个供应商，使您的产品成长为贵公司的发展。
7 ）磨砂数据
行为数据是生命线，客户关系管理。
请确保您的客户数据是准确的。
在实施解决方案，使数据转化为一个统一的数据库，清洗它删除多个条目为同一客户，确保数据是准确地分发到所有客户接触点，并使其标准化，使您的数据库的客户信息是准确的整个组织。
一般的经验法则是企业应平衡其服务器空间，以维持13个月价值的客户数据，至少有三年的接触数据信息。
收起
1 ）获得行政买进
如果管理不相信一个新的CRM系统，为什么要员工？支持所有级别（梯队）的上层管理部门确认该公司的承诺项目，这将激励所有利益相关者如下管理。
2 ）对齐部门战略
每个部门，不管它是一个呼叫中心，营销团队，或者销售队伍，有自己的要求和目标。他们还然而，所有的一部分，一个实体，应该沟通一致的讯息和品牌经验在所有客户接触点。
“一个关键的成功的CR...
全部展开
1 ）获得行政买进
如果管理不相信一个新的CRM系统，为什么要员工？支持所有级别（梯队）的上层管理部门确认该公司的承诺项目，这将激励所有利益相关者如下管理。
2 ）对齐部门战略
每个部门，不管它是一个呼叫中心，营销团队，或者销售队伍，有自己的要求和目标。他们还然而，所有的一部分，一个实体，应该沟通一致的讯息和品牌经验在所有客户接触点。
“一个关键的成功的CRM实施或战略调整您的企业和所有的客户接触点内的企业， ”佛朗哥
3 ）策略第一，技术第二
技术不是一个好司机的CRM战略，但重组业务流程的效率和收入的提高。
软件是唯一有使执行CRM战略
CRM是不会选择这种技术。技术是一个支柱的CRM成功，但它唯一的一个支柱。还有其他的东西一样重要
4 ）尽量减少金融风险
重要的是，高管认清的事实是， CRM是不是一次性费用。
长期服务和维护费用将超过价格的许可申请的比例近3:1 ，根据产业分析。
通过评估风险和理解实施成本和长期的服务与财务效益
据了解财务影响公司收益更好地了解什么样的应用需要多大的实施应。
5 ）寻找速效
许多前2000年的失败主要是由于公司贪多嚼他们可以。
更小，更易于管理的项目能产生速效，更势头，更高的最终用户通过。
建立一个全面的办法，但在一步一步进程
6 ）考虑迁移路径
了解您的公司是标题。
选择一个供应商，使您的产品成长为贵公司的发展。
7 ）磨砂数据
行为数据是生命线，客户关系管理。
请确保您的客户数据是准确的。
在实施解决方案，使数据转化为一个统一的数据库，清洗它删除多个条目为同一客户，确保数据是准确地分发到所有客户接触点，并使其标准化，使您的数据库的客户信息是准确的整个组织。
一般的经验法则是企业应平衡其服务器空间，以维持13个月价值的客户数据，至少有三年的接触数据信息。
8 ）计划中断
公司的变化。
当决策的CRM实施，这些都是变化，管理必须准备的。
收起