CRM战略的组件包括如下:价值定位、业务案例、客户战略、利益相关者和企业转型的计划。价值主张法术出组织必须提供以满足客户的期望。业务用例是一个评估,表明股东价值和金融交付所需的客户价值的回归。客户策略显示不同的客户群体将如何形成和管理。最后,必须熟悉该计划的所有利益相关方,以确保必要的价值主张决心和提供给目标客户群体。皮尔西(克雷文和,2009)
地理扩展是一个必要条件为本地公司定位价格障碍,而不是扩大网点而创新。全球化特别是影响产品通过允许整体储蓄和经验曲线的飞跃。许多跨国公司遵循multi-local哲学,而是遵循特定的在每个国家的市场趋势。社会和文化变化为国际品牌提供良好的平台,部分市场不再认同历史悠久的当地的价值观和寻求新的模型来建立自己的身份。背弃了主流国家的价值取向(卡普费雷尔,2004)。
美国华盛顿大学论文代写：传统品牌的历史
The components of the CRM strategy are included as follows: the value proposition, business case, customer strategy, stakeholders and enterprise transformation plan. The value proposition spells out what the organization must provide in order to satisfy customer expectations. The business case is an assessment which indicates the shareholder value and financial return of delivery of the required customer value. The customer strategy indicates how different customer segments will be formed and managed. Finally, all relevant stakeholders must be familiar with the plan, to make sure that the necessary value propositions are determined and provided to the targeted customer segments.(Cravens and Piercy, 2009)
Geographical extension is an essential condition for the local company positioned the price handicap rather than to extend its outlets while innovating. Globalization particularly affects products by allowing overall savings and leaps in the experience curve. Many multinational firms follow a multi-local philosophy, preferring to follow specific trends in each country's market. Social and cultural changes provide a favorable platform for global brands, Part of the market no longer identifies with long-established local values and seeks new models on which to build its identity. Turning its back on prevailing national values(Kapferer, 2004).
