Thematische Bibliographien / Customer relationship management

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Customer relationship management“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 24. Januar 2023

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Zeitschriftenartikel zum Thema "Customer relationship management"

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DR.K.VANITHA, DR K. VANITHA. „Customer Relationship Management on Customer Satisfaction“. International Journal of Scientific Research 3, Nr. 4 (01.06.2012): 1–3. http://dx.doi.org/10.15373/22778179/apr2014/240.

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et al., Eltahir. „Comparative study of customer relationship management (CRM) and electronic customer relationship management (E-CRM)“. International Journal of ADVANCED AND APPLIED SCIENCES 8, Nr. 7 (Juli 2021): 1–6. http://dx.doi.org/10.21833/ijaas.2021.07.001.

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Customer Relationship Management can have great help to different companies of different sizes as it offers direct relation with the efficient in organizing, disseminating, and establishing values. The current study is the investigation into and comparison of Customer Relationship Management (CRM) and Electronic Customer Relationship Management (E-CRM). The study also aims to compare CRM and ECRM. The study also aims at showing to what extent building good relationships with the customer is of great role to companies. The study reviewed the recent articles published in the international databases. No exclusion criteria were made according to the country or location of the study. It views profit from another perspective as it focuses on establishing good relationships with the customers and clients as it is a better window to create customer retention and loyalty and thus lead to profits is seen and treated from the customers and client's retention and loyalty point of view to assure customers and clients loyalty and retention, the study follows customer orientation approach.
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Erlygina, E., und V. Filimonova. „Customer Relationship Management“. Bulletin of Science and Practice 6, Nr. 2 (15.02.2020): 212–18. http://dx.doi.org/10.33619/2414-2948/51/21.

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The modern market is characterized by changes in the relationship between companies and customers. Today, customer relationships are an orderly system process that needs to be monitored and managed. In the context of complex sales in highly competitive markets, the use of automated systems will provide organizations with increased competitiveness. Automated CRM software can become a solution for implementing a personalized marketing strategy, which will allow you to more effectively manage business processes that occur within the framework of interaction between employees and customers.
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Mohammadhossein, Nastaran, Mohammad Nazir Ahmad, Nor Hidayati Zakaria und Shidrokh Goudarzi. „A Study towards the Relation of Customer Relationship Management Customer Benefits and Customer Satisfaction“. International Journal of Enterprise Information Systems 10, Nr. 1 (Januar 2014): 11–31. http://dx.doi.org/10.4018/ijeis.2014010102.

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The purpose of this study is to investigate the efficacy of customer relationship management (CRM) benefits for customers in relation to customer satisfaction. A model has been developed and empirically tested through survey data collected from 150 customers of three Malaysian companies. The results indicate that the benefits of CRM for customers have had a significant positive effect on their satisfaction in marketing companies. Personalized service, responsiveness to customer's needs, customer segmentation, customization of marketing, multichannel integration, time-saving and improving customer knowledge are the benefits that we proposed would affect customer satisfaction in order to significantly improve marketing performance. Additionally, the results reveal that all the benefits found, with the exception of time-saving, enhanced customer satisfaction. This paper contributes to the existing literature by incorporating the benefits of CRM for customers and the relationships of these benefits with their satisfaction in the proposed model.
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Kumar, M. P. Shiva. „Customer Relationship Management (CRM) - Retaining Customers“. SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 33, Nr. 3 (September 2006): 63–72. http://dx.doi.org/10.1177/0970846420060306.

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Bhat, Suhail Ahmad, und Mushtaq Ahmad Darzi. „Customer relationship management“. International Journal of Bank Marketing 34, Nr. 3 (16.05.2016): 388–410. http://dx.doi.org/10.1108/ijbm-11-2014-0160.

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Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.
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Ryals, Lynette. „Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships“. Journal of Marketing 69, Nr. 4 (Oktober 2005): 252–61. http://dx.doi.org/10.1509/jmkg.2005.69.4.252.

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Customer relationship management (CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. Using calculations of the lifetime value of customers in two longitudinal case studies, the research finds that customer management strategies change as more is discovered about the value of the customer. These changes lead to better firm performance. The contribution of this article is to show that CRM works and that a relatively straightforward analysis of the value of the customer can make a real difference.
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Pashaie, Sajjad, Fatemeh Abdavi, Geoff Dickson und Romina Habibpour. „SPORT CUSTOMER RELATIONSHIP MANAGEMENT, COMPETITIVE ADVANTAGE, SATISFACTION, LOYALTY, AND COMPLAINT MANAGEMENT“. Kinesiologia Slovenica 28, Nr. 1 (26.05.2022): 122–40. http://dx.doi.org/10.52165/kinsi.28.1.122-140.

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Customer relationship management (CRM) in sports venues is a strategy for interacting with customers and managing the activities necessary for an effective and enduring customer relationship. This study investigates the impact of CRM on loyalty and the moderating role of reducing customer complaints. Data were collected from clients of sports venues (n=384). The structural equation method surveyed the effect of variables and the PLS Smart Partial Least Squares Approach analyzed the patterns. The Hayes process examined the moderating effect of customer complaints reduction. Findings showed that CRM leads to increased loyalty, satisfaction, and competitive advantage. Also, reducing customer complaints (R2 = 0.81) moderated the impact of CRM success on customer loyalty. Therefore, making proper relationships with customers, satisfying them, and increasing the level of service facilities are the most important determinants of loyalty in sports venues. The reduction of customers' complaints can lead to increased loyalty and subsequently lower marketing expenses.
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Srisamran, Phocharapol, und Vichita Vathanophas Ractham. „Customer-Centric Knowledge Creation For Customer Relationship Management“. Journal of Applied Business Research (JABR) 30, Nr. 2 (27.02.2014): 397. http://dx.doi.org/10.19030/jabr.v30i2.8410.

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As the pace of todays world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to know your customer and construct good relationships with customers. In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization.
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G.V. Kori, G. V. Kori, und Basavaraj Huggi. „Customer Relationship Management” - In Banking Industry“. Indian Journal of Applied Research 1, Nr. 7 (01.10.2011): 34–36. http://dx.doi.org/10.15373/2249555x/apr2012/11.

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Dissertationen zum Thema "Customer relationship management"

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Arndt, Oliver H. „Fähigkeiten im Customer Relationship Management /“. Bamberg : Difo-Druck, 2009. http://aleph.unisg.ch/hsgscan/hm00264325.pdf.

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Voss, Julian. „Customer-Relationship-Management im Agribusiness“. Göttingen Sierke, 2008. http://d-nb.info/989845397/04.

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Suárez, Néstor Mauricio. „Estrategia CRM (Customer Relationship Management)“. Master's thesis, Universidad Nacional de Cuyo. Facultad de Ciencias Económicas, 2011. http://bdigital.uncu.edu.ar/4481.

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Realizar una propuesta metodológica que permita analizar, diseñar e implementar una estrategia CRM en las empresas de servicios públicos de Mendoza.
Fil: Suárez, Néstor Mauricio. Universidad Nacional de Cuyo. Facultad de Ciencias Económicas.
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Дядечко, Алла Миколаївна, Алла Николаевна Дядечко, Alla Mykolaivna Diadechko und G. Shaban. „Customer relationship management (crm) strategy“. Thesis, Вид-во СумДУ, 2009. http://essuir.sumdu.edu.ua/handle/123456789/16796.

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Simmons, Robert Lee. „The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue“. ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1451.

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Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. The purpose of this correlational study was to investigate potential relationships between the independent variables of customer satisfaction and CRM utilization on the dependent variable of business revenue. The service-profit chain formed the theoretical framework for this study. The study population included 203 service branches for an industrial equipment manufacturer in North America. The service director for the subject organization provided the data for the study via data extracts from the company's corporate database. Some branches were eliminated, leaving a total sample size of 178. The results of a multiple linear regression analysis showed that the proposed model could significantly predict branch revenue F (2,175) = 37.321, p < .001, R2 = .298. Both CRM use and customer satisfaction were statistically significant, with CRM use (beta = .488, p < .001) showing a higher contribution than customer satisfaction (beta = -.152, p = .021). This study provides evidence to business executives that CRM use has a strong positive influence on revenue. Additionally, this study supports the findings of other studies that show a point of diminishing returns in improved customer satisfaction. This study contributes to positive social change by allowing firms to make better decisions with their investment dollars and by increasing CRM utilization through cause-related marketing.
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Lönnevik, Helena, und Fiorella Piedra. „Luxury Customer Relationship Management : Customer loyalty through a luxury perspective“. Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-72857.

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Bakgrund och problemdiskussion: Lyxvarumärkesföretag har börjat undersöka implementering av en strategi som erbjuder livslångt kundvärde. De har även visat intresse som tyder på att de vill tillämpa CRM-policys men är osäkra till hur stor del den går att tillämpa inom lyxindustrin. Vi har med inspiration från artikeln ”Is CRM for Luxury brands?” Cailleux, Mignot & Kapferer (2009) konstaterat att det existerar ett problem med den traditionella CRM som inte förstår ”luxury management” och de exakta implikationerna. Då begreppet CRM anses vara otillräcklig samt bristande vid tillämpning på lyxvarumärken anser vi att CRM inte är en optimal affärsstrategi för den sortens företag. Syfte: Vårt syfte med studien är att förstärka och komplettera CRM ur ett lyxperspektiv. Ambitionen är att utveckla existerande teori samt skapa en modell som är anpassad för lyxvarumärkesföretag. Vidare vill vi även tydliggöra de skillnader som existerar mellan klassisk CRM och LCRM. Metod: Uppsatsen har en teoretisk utgångspunkt och behandlas ur en kvalitativ metod tillsammans med respondenter från fallföretaget som besitter gedigen erfarenhet och ansvarspositioner inom lyxindustrin. Slutsats: CRM är inte en tillräcklig strategi att applicera mot lyxvarumärkesföretag då den inte är justerad för att tillgodose lyxvarumärkesföretagens plattform. Den utvecklade teorin LCRM har testats genom en empirisk studie och verifierats till att vara en lämplig strategi för lyxvarumärkesföretag. Genom en tillämpning av LCRM kan lyxvarumärkesföretag nå en ökad kundlojalitet ur ett långsiktigt  perspektiv.
Background and problem discussion: Luxury brands have begun to explore the benefits of an approach to create lifelong customer value. They have also shown interest in implementing CRM policies but are unsure how suitable it is for their market. The article “Is CRM for luxury brands?” Cailleux, Mignot & Kapferer (2009) has been used as an inspiration in this study as the article has found that the existing traditional CRM does not understand "luxury management" and the precise implications, i.e., how luxury brands want to expand while maintaining their prestige. Since the concept of CRM is considered to be insufficient and inadequate for the purposes of luxury brands, we believe that CRM is not an optimal business strategy for the type of business. Purpose: The purpose with this study is to enhance and supplement the strategy CRM to meet the luxury industry needs. The ambition is to develop existing theory and create a model that is suitable for luxury brands. Further, the purpose is to clarify the differences between CRM and LCRM. Method: The paper is theoretically based with a qualitative approach with respondents in leader positions and extensive experience within the luxury industry. Conclusion: CRM is an insufficient strategy to apply for businesses within the luxury industry because it does not understand the platform of a luxury brand. The developed theory LCRM has been tested through an empiric study and has been verified as a suitable strategy to apply for luxury brands. Through an implementation of LCRM luxury brands can achieve a higher customer loyalty in the long run.
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Felix, Amoah. „Customer relationship management practiced by KOSAB“. Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1008046.

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Customer relationship management (CRM) presents a new paradigm shift to the old traditional marketing strategies that are known and practiced by many organisations in South Africa and across the globe. Competition is not an excuse for failure anymore. Organisations that do not have any concrete strategies in dealing with the customer will not survive in the market. The ultimate goal of CRM is to enable organisations to forge closer ties with the customer so that a solid bond can be created to enhance loyalty and satisfaction. The goal for this research was to identify the CRM strategies used by a single organisation and thereafter suggest improvements to enhance customer loyalty. The results of the study could assist the management of the organisation to improve the CRM strategies which will hopefully enhance retention and prevent customer attrition. A literature review was conducted to unveil various elements of CRM, and strategies that can attract and retain customers. It helped in identifying themes for the empirical study. An in-depth interview was conducted with the general manager of the organisation to gauge his perception, and CRM practices in the organisation. An interview guide was used during the interview process. Four main topics namely: implementation of CRM, customer loyalty, customer complaints and conflict, and employees training and motivation were utilised for the interview guide and followed by further probing. Based on the responses obtained, analyses were made by comparing the responses to what literature revealed so that shortcomings could easily be identified.The study revealed that there were several inconsistencies with what was practised by the organisation and what the literature study revealed. Bearing in mind the shortcomings identified in the empirical study, the researcher made the following recommendations. The CRM implementation approach needs to be carefully planned with a clear defined vision and mission statement that focus on customer centredness. The organisation needs to invest in modern and innovative channels of communication and strategic partnership to reach the right customer. The organisation has to develop effective market segmentation and targeting to know the customer well. Consistent and highly relevant customer experiences should be drawn-on to fulfill the organisation’s promise of trust and reliability. The organisation should adopt competitive pricing strategy to limit customer sensitivity on price. The organisation should invest in employees’ development and welfare. Further research can be conducted to investigate the perception of other food retailers on the CRM strategies practiced. Further research can also be conducted in the organisation to investigate the perception of employees and customers on the CRM strategies practised.
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Arndt, Dirk. „Customer-information-Management ein Referenzmodell für die Informationsversorgung im Customer-Relationship-Management“. Göttingen Cuvillier, 2008. http://d-nb.info/98980853X/04.

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Greve, Goetz. „Erfolgsfaktoren von Customer-Relationship-Management-Implementierungen /“. Wiesbaden : Deutscher Universitäts-Verlag, 2006. http://dx.doi.org/10.1007/3-8350-5705-7.

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Hedin, Magnus, und Niklas Sjöblom. „Customer Relationship Management och dess implementeringsproblem“. Thesis, Uppsala University, Department of Business Studies, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-7574.

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Bücher zum Thema "Customer relationship management"

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Roberts-Phelps, Graham. Customer Relationship Management. London: Thorogood, 2004.

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Carol, Kerr, Hrsg. Customer relationship management. New York: McGraw-Hill, 2002.

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Das, Subhasish. Customer relationship management. New Delhi: Excel Books, 2007.

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Customer relationship management. 3. Aufl. Amsterdam: Pearson Education, 2009.

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Joanna, Reeves, Hrsg. Customer relationship management. London: Caspian Publishing, 1999.

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Kumar, V., und Werner Reinartz. Customer Relationship Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-55381-7.

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Sperl, Friederike. Customer Relationship Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-11547-0.

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Muther, Andreas. Customer Relationship Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56222-8.

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Schwetz, Wolfgang. Customer Relationship Management. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89528-8.

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Schwetz, Wolfgang. Customer Relationship Management. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-92002-7.

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Buchteile zum Thema "Customer relationship management"

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Wilde, Silvio. „Customer Relationship – Customer Knowledge“. In Customer Knowledge Management, 45–56. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-16475-0_5.

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Wessling, Harry. „Customer Relationship Management“. In Network Relationship Management, 143–87. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-82384-7_4.

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Buttle, Francis, und Stan Maklan. „Customer portfolio management“. In Customer Relationship Management, 131–66. Fourth Edition. | New York : Routledge, 2019. | Revised edition of the authors’ Customer relationship management, 2015.: Routledge, 2019. http://dx.doi.org/10.4324/9781351016551-7.

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Jolibert, Alain, Hans Mühlbacher, Laurent Florès und Pierre-Louis Dubois. „Customer Relationship Management“. In Marketing Management, 229–42. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-36367-0_10.

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Umbach, Günter. „Customer-Relationship- Management“. In Erfolgreich im Pharma-Marketing, 293–99. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-18482-7_9.

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Walsh, Gianfranco, Alexander Klee und Thomas Kilian. „Customer Relationship Management“. In Springer-Lehrbuch, 215–38. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-540-89136-9_5.

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Plattner, Hasso. „Customer Relationship Management“. In Electronic Business Engineering, 1–12. Heidelberg: Physica-Verlag HD, 1999. http://dx.doi.org/10.1007/978-3-642-58663-7_1.

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Schawalder, Michael, Volker Lenz und Herbert Röllin. „Customer-Relationship-Management“. In Industrielle Services strategisch optimieren, 7–12. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36453-2_2.

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Gersch, Martin. „Customer Relationship Management“. In Geschäftsbeziehungsmanagement, 309–57. Wiesbaden: Gabler Verlag, 2011. http://dx.doi.org/10.1007/978-3-8349-6928-6_8.

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Möhring, Michael, Barbara Keller und Rainer Schmidt. „Customer-Relationship-Management“. In CRM in der Public Cloud, 3–10. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19724-7_2.

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Konferenzberichte zum Thema "Customer relationship management"

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Nurainun. „Customer Loyalty and Customer Relationship Management“. In Malaysia Indonesia International Conference on Economics Management and Accounting. SCITEPRESS - Science and Technology Publications, 2019. http://dx.doi.org/10.5220/0010520300002900.

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Yu, Yufan. „Customer Relationship Management and Online Customers Brand Loyalty“. In 2014 International Conference on Global Economy, Commerce and Service Science (GECSS-14). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/gecss-14.2014.70.

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Glissmann, Susanne, Lutz Kolbe, Nicholas Romano Jr. und Jerry Fjermestad. „Minitrack: Electronic Customer Relationship Management“. In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.369.

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Hayati, Isra, und Uun Al Muddatstsir. „Effects Of Customer Relationship Management On Customer Loyalty“. In Proceedings of the 1st International Conference on Economics, Management, Accounting and Business, ICEMAB 2018, 8-9 October 2018, Medan, North Sumatra, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.8-10-2018.2288685.

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Jia, Xiuna, und Lin Bai. „The Supplier Relationship Management Applying Management Thoughts of Customer Relationship Management“. In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1602.

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Zhu, Zhixuan. „The Relationship Between Supply Chain Management and Customer Relationship Management“. In 2022 7th International Conference on Financial Innovation and Economic Development (ICFIED 2022). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220307.494.

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Bueren, A., R. Schierholz, L. Kolbe und W. Brenner. „Customer knowledge management - improving performance of customer relationship management with knowledge management“. In 37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of the. IEEE, 2004. http://dx.doi.org/10.1109/hicss.2004.1265416.

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Sulaiman und Said Musnadi. „Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty“. In International Conference on Multidisciplinary Research. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008892606920698.

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9

Yean, Lim Chia, und Vincent K. T. Khoo. „Customer Relationship Management: Lifecycle of Predicting Customer Lifetime Value“. In 2010 Second International Conference on Computer Research and Development. IEEE, 2010. http://dx.doi.org/10.1109/iccrd.2010.24.

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10

Sun, Daiyue, Xu Wang und Yingbo Wu. „Automobile Dealers' Customer Relationship Management based on Customer Value“. In First International Conference Economic and Business Management 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/febm-16.2016.88.

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Berichte der Organisationen zum Thema "Customer relationship management"

1

Gillenson, Mark L. Sailor Relationship Management: The Use of Customer Relationship Management in Sailor Morale and Retention. Fort Belvoir, VA: Defense Technical Information Center, August 2002. http://dx.doi.org/10.21236/ada405493.

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