دانلود ترجمه مقاله روابط استراتژیک بین توابع مرز پوشا: هماهنگ کردن مدیریت ارتباط با مشتری و مدیریت ارتباط با عرضه کننده

This review set out to underline the compelling case that one direct impact on a company's competitive strength, and particularly its ability to meet the increasingly sophisticated requirements of strategic customers for value enhancement and new types of relationship, is the capability to align strategic customer relationship management processes with supplier relationship management processes, and both of these with the management of collaborations and joint ventures with third parties. Developing such a capability rests on the development of strategic internal relationships between the groups responsible for managing customer relationships (marketing, sales strategic account management teams), for managing supplier relationships (purchasing), and collaborations (alliance management). The case for devoting more management attention to this internal partnering between the boundary-spanning functions that have direct impact on customer value delivery has several areas of support. First, market change is driving the evolution of traditional organizations from vertically-oriented functional structures toward more horizontal structures and hybrid forms with different kinds of overlay across vertical structures, and an emphasis on managing process rather than simply structure. These shifts facilitate innovation and agility, but are also bringing new challenges in organizational diversity and managing complex external relationships. These organizational shifts are creating a new scenario in which marketing faces the challenge of developing new models to enhance customer value and strategic customer relationships. Increasingly the imperative has become not simply cross-functional integration, but cross-boundary integration. Closer relationships between the seller and the supply base and partnerships that drive customer value bring new responsibilities for marketing as the integrator of customer value. The mandate for collaboration is creating additional complexity of several kinds in the route to market. In particular, new business models and collaborative value generation underline the need for enhanced collaboration between the internal boundary-spanners whose efforts impact directly on customer relationships. Approaches which may support the management of strategic internal relationships include process-based organizational models which explicitly link supplier relationship management to customer relationship management; partnering marketing, purchasing and alliance executives in joint projects and cross-memberships of important planning groups; and, internal marketing models which underline the growing role for marketing and sales inside their own companies as well as externally with customers. The issue of strategic relationships between boundary-spanning functions to align customer relationship management with supplier relationship management is concerned with presenting a unified face to the customer, which reflects all the resources and capabilities in marketing and sales, purchasing and collaborations. The topic has several implications for practice, and also identified a number of interesting research directions.