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在发展与盈利客户成功关系中，企业需要了解和管理所有阶段的关系发展，因为每个阶段的特点是在行为和取向的差异性，因此，它需要不同的CRM方法，（Dwyer, Schurr, 和 Oh，1987 年）。理论和实际的证据表明，客户关系演变过程依据相关的客户生命周期理论主要分为三个不同的阶段（Dwyer等人，1987，Greve 和 Albers，2006和Reinartz等，2004）：起始，维护和保持或终止。因此，所有的CRM实施模型（Christopher等人，1991）是以确定管理每个关系阶段的CRM做法的基础上的。这些模型由Park和Kim（2003）的动态CRM实施模型所充实，内容是为每个阶段的客户关系生命周期确定所需的和适当的客户信息管理（CIM）战略。随着Web 2.0雨后春笋般的兴起和用户生成内容的类型流行，本研究采用了后者的模型开发框架，可以证明企业如何利用Web 2.0的社会智能去支持和充实eCRM策略（见表3） 。Park 和 Kim（2003）确定了以下三种类型的信息，用于管理客户关系生命周期各阶段的要求 。“关于客户”的信息，包括客户的个人信息和交易数据目的是了解和衡量他们的个人资料，如销售，盈利能力，购买方式 ，偏好。“为了客户”信息指的是被客户视为有用的产品，服务和公司信息，用以做出更明智的决策。 “通过客户”的信息反映客户反馈（例如，客户投诉，建议，评论），可用于新产品的开发和/或业务改进。目前，各种Web 2.0应用程序能够以可靠、及时和低成本的方式直接从一个客户用户收集、传播和更新所有这三种类型的客户信息。
外文文献出处：附外文文献原文
eCRM 2.0 applications and trends: The use and perceptions of Greek tourism firms of social networks and intelligence
Marianna Sigala
Abstract
Although previous CRM studies treat eCRM as a synonymous with 1:1 communications and personalised service at an inpidual basis, web 2.0 further enables firms and users to generate customer value and build customer relations through social networking, co-learning, co-production and collaboration. The paper advocates the development of eCRM 2.0 strategies aiming at exploiting both the networking and social/customer intelligence of web 2.0 by integrating and engaging customers and communities along firms’ value chain operations. The usage and readiness of Greek tourism firms to embark on eCRM 2.0 strategies was examined by conducting an e-mail survey and focused groups with tourism professionals. Despite the low adoption rates of eCRM 2.0, respondents were aware and greatly concerned about the practical implications of this field, which in turn elucidated an agenda for future research studies.
Keywords:e-Customer Relationship Management; Web2.0; Readiness; Challenges; Usage
1.Introduction
Effective e-Customer Relationship Management (eCRM) is a strategic imperative for increasing customer satisfaction and service, online sales, website patronage, loyalty, and retention (Adebanjo, 2003, Feinberg and Kadam, 2002 and Kotorov, 2002). eCRM is also an effective tool for addressing consumers’ increased mobility amongst products and suppliers (Sigala, 2006a), as CRM can have positive effects on retention rates, repeat purchases, lower propensity to switch, and higher profits (Chen & Chen, 2004). Nowadays, web 2.0 further empowers consumers by changing the ways they search, read, gather, share, communicate and create information and by transforming the ways in which customer value is created. On the contrary, the literature has treated CRM almost as synonymous with 1:1 marketing and with personalisation at an inpidual basis (Adebanjo, 2003, Chen and Popovich, 2003 and Fjermestad and Romano, 2003). This notion of CRM focusing on the creation of personalised value and inpidualised communication for a specific customer is also evident in the tourism literature (e.g. Jang et al., 2006 and Sigala, 2006a). Nevertheless, web 2.0 applications have rendered 1:1 marketing insufficient for communicating with customers, for attracting their attention and loyalty, and for creating customer value. Nowadays, customers expect to become active firms’ partners for creating and consuming their personalised product, while through social networks, customers can also generate value for and from each other (Sigala, 2009 and Sigala, 2010). Hence, it should be recognised that customer value creation and communication do not happen solely between firms and customers, but also amongst customers themselves and within blurred firms’ and customers’ networks. Business examples reflecting such trends include: firms’ websites created as social network websites for enabling multiple forms of customer communications (Sheraton’s redesigned “Belong” website); firms building an island on SecondLife for allowing customers to design and buy their personalised products (e.g. Nike). Although, the role of virtual communities on CRM is widely discussed (e.g. Bughin & Hagel, 2000), there is a lack of research on how firms can exploit web 2.0 for further enhancing eCRM strategies. Thus, there is an urgency to further investigate how web 2.0 broadens the scope of eCRM by empowering consumers themselves to largely contribute to the formation of relationships and by allowing both consumers and firms to interact instantly and co-create value through various interactions (C2B, B2C, C2C).