工商管理外文參考文獻(xiàn)翻譯

1、 外文參考文獻(xiàn)翻譯題 目： 城市之星客戶服務(wù)管理淺析 學(xué)院： 經(jīng)濟(jì)管理學(xué)院 專業(yè)：工商管理 班級： 0601學(xué)號： 200607080130 學(xué)生姓名： 雷月茜 導(dǎo)師姓名： 胡 琳 完成日期： 2010年04月23日 一、外文參考文獻(xiàn)原文 All too often, marketers of homogenous products fail to identify their competitive advantage, resulting in dismal results. Similarly, SME participants find it difficult to identify

2、 such competitive advantages. Fortunately, the Franchise Model facilitates the notion of being in business for yourself, but not on your own. The reason for this case is to facilitate competitive advantage within a Home Entertainment SME Franchise environment, enabling participants to successfully c

3、ompete with the corporate environment. The outcome is to identify and implement Service Profit Chain (Heskett et al, 1997) initiatives, linking customer service to long term profitability and growth.The home video industry is a product of technology. Prior to the introduction of the home VCR in 1976

4、, there was no way to watch movies at home, except as shown on broadcast television, and no one had thought of a retail store where movies could be rented for the night. In the course of the past quarter-century, those VCR's and those video rental stores became the foundation for a US$ 17 billio

5、n industry.This study researches the Home Entertainment Video Rental industry, consisting predominantly of SME home entertainment outlets. The particular analysis is in a leading South African Franchise system, consisting of family owned Franchisees.The service profit chain will centre on analysis f

6、rom the 'gurus' on the topic, specific reference to " The Service Profit Chain- how Leading Companies Link Profit and Growth to Loyalty, Satisfaction, and Value, as depicted by Heskett. J, Sasser. W, Schlesinger. L, (1997). Concepts, models and frameworks will also be researched from le

7、ading customer service oriented organizations, including Southwest Airlines, Xerox, Wal-mart, Taco Bell, Au Bon Pain Restaurants, British Airways, and other relevant leaders in their respective fields.The service profit chain will be analysed from the above sources, whereby customer satisfaction, cu

8、stomer loyalty and customer value are linked to the long term profitability and growth of Blockbusters Video.CRM systems have become the rule for customer service centers. Now managers are taking the next step; to arm their agents with a knowledge base that can deliver fast, accurate answers. They a

9、re reaping the benefits of integrating a true knowledge management system with CRM - such as decreasing escalation rates, shorter call times and increased first call resolution. Customer relationship management (CRM) solutions have been widely accepted by global enterprises seeking to improve custom

10、er satisfaction and retention. But it takes more than just technology to maintain customer relationships. It takes improved business processes and a method for providing customers with the information that they demand in an efficient and effective manner. This is where knowledge management (KM) come

11、s in to play in the customer interaction center. Today, industry experts recommend customer service and support knowledge bases as a critical component of successful CRM. According to Tim Hickernell, senior analyst with the META Group, "Service strategies that include knowledge bases, accessibl

12、e to both agents and customers across all deployed points of interaction, can optimize cost of service and increase customer satisfaction by providing a more consistent customer experience." META concludes that by 2004, companies seeking customer service superiority will add cross-channel knowl

13、edge bases and escalation capabilities .Knowledge management is often an enterprisewide initiative.a discipline that encompasses managing and sharing knowledge across all departments within an organization. However, quite often organizations choose to kick-off KM on a departmental basis. With custom

14、er satisfaction as a mission-critical driver for all businesses, especially today when repeat business from existing customers can make or break a company, many companies are choosing to invest in knowledge management for their customer contact centers. Other common implementations occur within IT h

15、elp desks, human resources departments and sales organizations. It's important to remember that organizations must tailor KM processes and tools to the specific needs and goals of each department. Today, knowledge management is not just for agents accessing a knowledge base. Allowing customer ac

16、cess to self-service knowledge bases is a must. The bonus of Web self-service (also referred to as e-service or online self-help) is that customers are happier with your company if they can quickly and easily find answers without having to contact the call center, and companies can reduce operating

17、expenses by deflecting queries to the Web. It's not enough, however, to put the information on the Web and ask your customer to go find it. You need to make the information timely, accurate, easy to find and in the format that most customers want. By knowledge-enabling your online customer servi

18、ce, you empower customers to find answers quickly through dynamic FAQs or knowledge search engines. Both FAQs and search engines must generate dynamic responses in order to be useful, meaning that they must learn and adapt from usage. This type of technology is referred to as a self-learning search

19、engine. To be considered a true self-learning search, the system must learn from previous experiences had by customers with similar issues. It must be self-organizing, in that it is always moving the most relevant information to the top of the search results. It also must be tied into a reporting sy

20、stem that monitors knowledge usage - which items in the knowledge base are being used most frequently and which are not being accessed. At its simplest, customer service is being influenced and revitalized by information technology. Regardless of how one visualizes customer service, either from a lo

21、gistics or marketing perspective, information technology now assumes an important role in customer service. Information technology is a powerful tool or enabler in the arena of customer service. Information technology is essentially in the process of migration, from the support function to the front

22、-line functions where the customer is served, as indeed is customer service itself.In particular, the degree of marketing orientation and its relationship to both customer service and information technology requires further quantitative measurement. A greater understanding would facilitate marketing

23、 managers in identifying other areas in which information technology may be of use.One of the most remarkable features of the debate on workplace skills over the last few years has been the increasing emphasis placed on soft skills and attitudes. In part this is because work itself is changing. The

24、rise of the service sector has meant that increasing numbers of people in employment are (at least in part) delivering a service and are themselves part of the process being sold. This is perhaps most dramatically apparent where the service is itself entertainment. In Disneyworld staff are expected

25、to be physically attractive, friendly, helpful, smiling and able to follow scripted exchanges (Van Maanen, 1991). But these dramatic elements and the emphasis on aesthetic and emotional skills are not restricted to the entertainment industry, rather they are increasingly accepted as a normal aspect

26、of service work (Hancock and Tyler, 2000). So staff in restaurants, bars and hotels are hired on (and groomed in) aspects of their looks (Nickson et al., 2001); flight attendants are monitored on looks, weight and consistent helpfulness (Hochschild, 1983); and call centre workers are expected to inf

27、use their voice with appropriate emotions (Callaghan and Thompson, 2002; Wray-Bliss, 2001; Taylor and Tyler, 2000). Even official reviews of the state of the nations skills emphasis personal qualities and attributes (Skills Task Force). Work, it seems, is increasingly about appearing, being and feel

28、ing as well as doing.The picture presented in these organisations is not one of opening the public sector to market forces or responsiveness to customers but of confusion. Here additional levels of monitoring and new performance measures are introduced and customer service was emphasised often over

29、areas where those serving have little control. As might be predicted, the implications for employee skills are also mixed. At one level training, at least in areas relevant to customer service, is increasing at others technical skills still needed to complete the work are not being reproduced and it

30、 is difficult to see, rhetorical or structurally, many incentives for them to be developed in the future.Most chief executives say that customer satisfaction is a number-one priority for their companies. Given a little background information on what has really transpired in their companies, however,

31、 many will admit that pressures for short-term results create thinking processes and decisions that often negatively impacts customer service. Management needs to carefully and critically assess how their companies have performed at developing and implementing a customer-focused service strategy.Too

32、 many companies limp along with less than top-notch customer service. Well-intentioned goals to achieve and sustain a high level of customer service often exist. Yet, customer service is often one of those perpetual problems in the process of being solved, but without measurable results. Executive m

33、anagement is often very frustrated with the seeming inability to solve the customer service competitive dilemma once and for all.Customer service is a competitive weapon that can easily differentiate one supplier from another. A lot of talk today is centered on quality, new processes and systems, co

34、ntinuous improvement and the like, but it must be aimed at customer satisfaction or it isnt worth much over the longer term. The same old way of doing business is just not good enough; the complex job of redefining and implementing new processes, policies, systems and measurement are mandatory to so

35、lidify your companys future.In most industries, customers have become more sophisticated and demanding of their supply chains. Suppliers that offer the most in customer-defined quality products, pricing and quickorder turnaround will outperform their competitors and easily gain more marketshare in t

36、he future as customers clamor for more. For management, a high level of customer service must become a measurable result.The discipline to adhere to a good customer service and operational strategy can create substantial rewards. A notable example of effective strategy and disciplined adherence is D

37、ell Computer. Dell provides its customers with a quality product, flexible product configurations, quick response and a reasonable price. The marketplace responded by buying more and more product from Dell and its stock went up 10.000 percent over the past five years.World class companies have taken

38、 more market share by providing notably better customer service. Executives know that to stand out in a crowded field of competitors, customer service is a very critical component in achieving and maintaining a high level of customer satisfaction. When pressures move the organization to meet only pe

39、rformance goals and measurements such as overhead absorption, shipping dollar targets, labor efficiency, purchase price variance and the like, however, customer service often takes a back seat to these other concerns. The result can be a plunge in customer satisfaction and ultimately, if allowed to

40、continue, an erosion in market share.Finally, and in broad terms, the evolution and revolution of customer service will continue and therefore deserves further investigation. Specifically, empirical research should aim to crystallize the transitional process and variables necessary for an organizati

41、on to broaden its definition and understanding of customer transaction service to customer relationship service. This should assist marketing academics and managers face the competitive challenges of a new century. 二、外文參考文獻(xiàn)翻譯很多時候，營銷的同質(zhì)產(chǎn)品不能確定自己的競爭優(yōu)勢，在令人沮喪的結(jié)果產(chǎn)生。同樣，中小企業(yè)參與很難確定這些競爭優(yōu)勢。幸運(yùn)的是，特許經(jīng)營模式促進(jìn)了'的

42、概念正在為自己的業(yè)務(wù)，但不是你自己的'。對于這種情況的原因是為了便利在家庭娛樂中小企業(yè)特許經(jīng)營環(huán)境的競爭優(yōu)勢，使與會者能夠成功地與企業(yè)競爭環(huán)境。其結(jié)果是確定和實(shí)施服務(wù)利潤鏈（赫斯克特等人，1997年）的倡議，連接的客戶服務(wù)，長期盈利能力和增長。家庭視頻產(chǎn)業(yè)是一個技術(shù)產(chǎn)品。之前推出的家庭錄像機(jī)在1976年，有沒有辦法在家看電影，除在廣播電視上播放，沒有人有一個零售商店的電影可以在晚上租用思想。在過去四分之一世紀(jì)中，這些錄像機(jī)的錄像出租店和那些變成了一個170億美元的產(chǎn)業(yè)基礎(chǔ)。這項(xiàng)研究研究了家庭娛樂影片出租業(yè)，主要由中小企業(yè)組成的家庭娛樂發(fā)售。特定的分析是處于領(lǐng)先的南非特許經(jīng)營制度，家庭擁

43、有的'加盟'組成。該服務(wù)利潤鏈將集中于分析從大師的主題，具體提到“服務(wù)利潤鏈，如何領(lǐng)導(dǎo)公司利潤和成長鏈接忠誠，滿意度和價值，如赫斯克特描繪年。j震蕩波。瓦，施萊辛格。L時（1997年）概念，模式和框架也將研究從領(lǐng)先的客戶服務(wù)為主的組織，包括西南航空公司，施樂，沃爾瑪，塔可鐘，金朋疼痛餐廳，英國航空公司，以及其他有關(guān)在各自fields.The服務(wù)利潤鏈領(lǐng)導(dǎo)人將分析來自上述來源，讓客戶滿意，客戶忠誠度和客戶價值與長期盈利能力和增長的大片視頻。CRM系統(tǒng)已經(jīng)成為客戶服務(wù)中心的統(tǒng)治。現(xiàn)在，管理人員正在采取下一步;武裝與知識基礎(chǔ)，能夠提供快速，準(zhǔn)確的回答他們的代理人。他們收獲的CRM -

44、 升級如降低利率，縮短通話時間融入一個真正的知識管理系統(tǒng)的好處，先增加呼叫解決?？蛻絷P(guān)系管理（CRM）解決方案已被廣泛接受，設(shè)法提高客戶滿意度和忠誠全球性企業(yè)。但需要不僅僅是技術(shù)，以保持更多的客戶關(guān)系。這需要改進(jìn)提供的信息，他們以高效率和有效的方式要求客戶的業(yè)務(wù)流程和方法。這就是知識管理（KM）來以發(fā)揮在客戶交互中心。今天，行業(yè)專家建議客戶服務(wù)和客戶關(guān)系管理作為一種成功的關(guān)鍵因素支持的知識基礎(chǔ)。據(jù)蒂姆?？藘?nèi)爾，META Group的高級分析師，“服務(wù)戰(zhàn)略，其中包括基礎(chǔ)知識，接觸到不同客戶的推動者和所有已部署的互動點(diǎn)，可以優(yōu)化提供了一個更一致的客戶體驗(yàn)的服務(wù)成本，提高客戶滿意度。 “中繼的結(jié)論是

45、，到2004年，公司尋求客戶服務(wù)的優(yōu)勢將增加跨渠道的知識基礎(chǔ)和升級能力。知識管理往往是企業(yè)內(nèi)部的倡議.一門學(xué)科，它包括管理和分享知識在組織內(nèi)的所有部門。然而，經(jīng)常組織選擇開球就一個部門的基礎(chǔ)知識。以客戶滿意作為所有企業(yè)的關(guān)鍵任務(wù)的驅(qū)動程序，尤其是在重復(fù)今天從現(xiàn)有客戶的業(yè)務(wù)能不能造就一個公司，很多公司都選擇在知識管理的投資，他們的客戶聯(lián)絡(luò)中心。其他常見的實(shí)現(xiàn)它發(fā)生在服務(wù)臺，各部門的人力資源和銷售機(jī)構(gòu)。重要的是要記住，組織必須根據(jù)知識管理流程和工具的具體需要和各部門的目標(biāo)。今天，知識管理不僅是一個知識基礎(chǔ)，用于訪問代理。允許客戶進(jìn)入自助服務(wù)的知識基礎(chǔ)是必須的。該網(wǎng)絡(luò)自助服務(wù)獎金（也稱為電子或在線服

46、務(wù)自助）是客戶與您的公司更快樂，如果他們能夠迅速和容易地找到，而不必呼叫中心聯(lián)系答案，公司可以降低運(yùn)營費(fèi)用由偏轉(zhuǎn)查詢網(wǎng)站。這還不夠，但是，把網(wǎng)站上的信息，并要求你的客戶去找到它。您需要的信息及時，準(zhǔn)確，易于查找和格式，大多數(shù)客戶想要的。由知識，使您的在線客戶服務(wù)，讓客戶找到你通過動態(tài)常見問題的答案或知識搜索引擎很快。常見問題和搜索引擎都必須產(chǎn)生動態(tài)反應(yīng)，以便將是有益的，這意味著他們必須學(xué)習(xí)和適應(yīng)的用法。這種技術(shù)被稱為一個自我學(xué)習(xí)的搜索引擎。需要考慮的一個真實(shí)的自我學(xué)習(xí)搜索時，系統(tǒng)必須學(xué)會從客戶已經(jīng)與以前類似問題的經(jīng)驗(yàn)。它必須是自我組織的，因?yàn)樗冀K是最相關(guān)的信息移動到搜索結(jié)果的頂部。它也必須是打了一個報(bào)告系統(tǒng)，監(jiān)控知識的使用 - 這在知識基礎(chǔ)項(xiàng)目是目前使用最為頻繁的，哪些是不被訪問。在其最簡單的，客戶服務(wù)正在以信息技術(shù)的影響和活力。不管如何從一個可視化的物流或營銷的角度來看，信息技術(shù)的客戶服務(wù)，不論是現(xiàn)在假設(shè)一個客戶服務(wù)的重要作用。信息技術(shù)是一個強(qiáng)大的工具或在客戶服務(wù)領(lǐng)域創(chuàng)造條件。信息技術(shù)主要是在移民過程中，從功能的支持前線的地方，顧客服務(wù)職能，確實(shí)是客戶服務(wù)本身。特別是，市場營銷方向和程度的關(guān)系，以客戶服務(wù)和信息技術(shù)需要進(jìn)一步的定量測量。一個更大的理解將有助于查明其他信息技術(shù)在哪些領(lǐng)域可以使用的營銷