Translation Enterprise Customer Relationship Management Research

With translation companies as the research subject, this paper conducts a systematic study on the meaning, current status, general framework and effect evaluation of their CRM (customer relationship management).This paper contains four chapters following the order of "introduction, analysis and conclusion". Chapter One "Forward" is mainly devoted to introducing the background and research significance of this topic, the relevant research at home and abroad, as well as its research proposal. Various research methods are employed in the study, including normative analysis and empirical research, overall analysis and local analysis, and qualitative analysis and quantitative analysis. Also, some innovations are made regarding research fields, thought and methods. Chapter Two, introducing the topic, defines what translation is and what the translation company is. Moreover, it looks at the meaning, significance and difficulties of the translation company's CRM. In Chapter Three, the paragraphs mainly focus on analyzing and discussing the specific content of the general framework of CRM. Based on this, a CRM evaluation system tailored to the translation company is proposed. In this part, the analytic hierarchy process (AHP) is used to measure the relevant indicators. The evaluation system is put into preliminary application in field investigation. In Chapter Four, given the questions raised in Chapter Three, some policy proposals are made for the company to improve its CRM from different perspectives such as deepening the systematic understanding of customer value, improving the translation service, and enhancing customer satisfaction, relevant systems and technical support.Through in-depth analysis, the following conclusions are drawn:Firstly, there is a notable absence of research on domestic translation companies and their CRM. Because of the increasingly complicated environment the translation company is confronted with and its growing role in promoting the economic development, research in this sector should be greatly strengthened in the future. Secondly, the translation company's CRM is of great significance in meeting intense market competition, creating more values and segmenting customer groups. However, some problems are emerging in the current practice of it. Cases in point include the relatively outdated concepts, inadequate investment in hardware and software, vague understanding of the purpose and the absence of a scientific evaluation system. All these have greatly affected the CRM's effect in reality. Thirdly, translation companies also face an array of challenges, especially the complexity of CRM, the conflict between the small size of the enterprise and the relatively large investment required, as well as the unsatisfactory performance of the employees. Fourthly, CRM needs an effective general framework to support its operation. We find that a general framework is composed of three parts, i.e. the customer value management, customer translation service management and customer satisfaction management. Fifthly, an integrated index system, which is complete, simple, effective, typical, quantitative and qualitative, should be built to assess the effect of CRM. Sixthly, by establishing a comprehensive assessment system featuring 28 indicators of sub-categories at three levels, we make a relatively comprehensive evaluation of the effectiveness of CRM. Thanks to the efforts in testing the role of each indicator in the actual operation by AHP (analytic hierarchy process), a large number of factors are found to be highly relevant to the translation company's CRM. They include the profits provided by the customer, contribution of customer profits, customer profit share, customer intangible value, translation service acceptability, and the balance between the translation cost of the company and the average cost in this industry. Seventhly, a translation company should make efforts in the following four aspects so as to improve the actual performance of its CRM:first, having a better understanding of the customer value (present and potential); second, enhancing the quality of translation service; third, raising the customer satisfaction; fourth, establishing the necessary system and providing adequate technical support (including developing a long-term implementation strategy, and providing related technical support and staff training).