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论文题目：关于CRM的作业
The aims of this module are to enable students to: 3. Module Intended Learning outcomes Knowledge and Understanding Have a knowledge and understanding of Skills and Attributes Be able to operate both as individuals and within groups in order to CRM and Sales Management are increasing areas of interest for marketers. Gone are the days of pure transactional marketing, based on producer abilities. Nowadays customers are making increasing demands, fuelled by the internet boom, that force companies to respond to their needs. This module will explore the needs of customers and the range of skills and abilities companies require to develop and maintain long term, profitable relationships. A range of subjects are explored, each designed to support one or more of the learning outcomes. Content includes- All lecture notes will be provided on StudyNet under teaching resources. Please download each week and bring to the lecture. The use of StudyNet as a forum for discussion and exchange of ideas is also to be encouraged. Weekly Lecture Schedule
Introduction to the module. Development and role of selling in Marketing. RH/RW 23.02.09 Managing the Sales Force. Creating the Internal Market 02.03.09 Guest speaker – Harley Davidson. Relationship selling. CRM marketing aspects: The individual customer proposition. Relationship policy. 09.03.09 New Media Technology: Mediating Relationship Development 16.03.09 Multi-channel integration, call centre, retention and cross selling. 23.03.09 Operational CRM: Internet and websites 30.03.09 31 March Hand in Assignment 1 27.04.09 Relationship life cycles – Sales Management – the relationship between client and sales force w/c 04.05.09
One hour per week during which students are split into smaller groups. Each group of students will take a specific topic and make a presentation during an assigned seminar. The seminar presentation will be assessed and the marks will be used to enhance the individual essay.#p#分页标题#e# Seminar Activities: No seminars this week 16.02.09 Groups 1 23.02.09 Groups 2 02.03.09 Groups 3 16.03.09 Groups 5 30.03.09 27.04.09 Revision and feedback on assignment 1 w/c 04.05.09 Constrained time test The purpose of the assessment for this module is to test whether, and to what extent, you have reached the learning outcomes for the module. It is important that you know early what the assessment criteria is and what is expected of you. Assessment criteria specify what it is that you will be assessed against and what, in general terms, you will need to demonstrate in your assessed work in order to achieve the specified grades. Coursework (100%) There are two assessments to this module: 1. Assessment I (40%) This is an individual exercise. Concentrating on the topic covered in your group presentation answer the following question: “Relationship Marketing may still be regarded as an ‘umbrella philosophy’ with numerous relational variations rather than as a wholly unified concept with strongly developed objectives and strategies’. (Egan, J, 2004, Relationship Marketing: Exploring Relational Strategies in Marketing, Prentice Hall, p.19) How does your research into Customer Relationship Marketing confirm or contradict this statement? Illustrate your argument using examples from organisations and being careful to underpin your conclusions with appropriate theory. This is an individual assessment. Each member of the group will write their own answer. You may include the research from your group presentation but you must develop this through independent research. There must be no collusion and each individual must work on his or her own.#p#分页标题#e# However, to encourage you to work together constructively, the mark from the group presentation will be used to enhance the individual mark by up to 5%. Word count: 1500 words.
The test itself will involve answering two questions on topics covered on the module. There will be one compulsory question on a general topic and a selection of questions from which you will choose. You must not choose a question which refers to the topic youhttp://www.ukassignment.org/daixieAssignment/Assignmentgeshi/ covered in your group presentation/individual essay. The questions will be released at 9.00 am and answers must be submitted by 5.00 pm electronically.
For BOTH ASSIGNMENTS it will be necessary to make use of textbooks and journal articles. It is compulsory to make use of the databases provided on Studynet such as, Mintel, Datamonitor, Warc, etc. 8. Learning Outcomes Matrix
Feedback from coursework assignments will be normally provided using the Business School Assignment Assessment Form which will provide details of the strengths, weaknesses, grading rationale and points for improvement regarding your submitted work. UHBS reserves the right to use electronic means to identify plagiarism. The information given in this Module Guide is believed correct, but Faculty reserves the right, at its discretion, and for any reason, to make changes to the Guide without prior notice and in particular: • To make changes to syllabuses and modules for reasons including meeting technological or academic developments or employer's requirements particularly in specialists options; In order to get the best from your studies and achieve your goals, the Business School expect you: • to behave in an acceptable, respectful and considerate manner to fellow students, administrators and academic staff • to realise that being a full time student is equivalent to having a full-time job requiring at least 35 hours per week self study in preparation for workshops, seminars, lectures and assessments • to attend and participate in lectures, tutorials, workshops and other timetabled classes#p#分页标题#e# • to be punctual in attending classes • to turn off mobile 'phones prior to entering class • to complete and hand in all assignments by the appropriate deadline • to provide responsible feedback on your learning experience as requested
• to comply with any University and external regulations affecting your studies
Individual Assignment The referral/deferral coursework will be posted on Studynet in due course
10 (b) 1 2 3 4 5 6 1 2 3 4 5 6 Coursework 1 Coursework 2
Not Offered Introduced Developed Assessed Team Working Resource Reflection
70% - 100% Work of an excellent standard. A mark at this level will count towards a Distinction on the programme as a whole. An mark above 80% indicates work upon which it would be difficult to improve within the constraints of the module. Work at this level • will have demonstrated excellent achievement of all the module learning outcomes • will frequently be characterised by a degree of originality • should demonstrate a thorough understanding of key concepts within the subject • will, where appropriate, be characterised by the application of theoretical concepts to empirical issues with appropriate reflection#p#分页标题#e# • requires that all of the elements of the question set will have been addressed • will show evidence of reading beyond that specified by the tutor/examiner, reflecting a broad literature review • will show an ability to approach reading with a critical understanding • will show evidence, where required, of an ability to evaluate contrasting viewpoints and draw conclusions • will demonstrate a degree of independence of thought, rather than relying simply on the ideas of others, perhaps as contained in the prescribed reading for the module • will demonstrate an ability to analyse and synthesise information • will always be written in a clear and concise manner, will be well constructed and the argument of the work will flow smoothly. • will include an appropriate range of references using one of the recognised protocols. • will normally be presented to a high standard. 60% - 69% Work of a very good standard. A mark at this level will count towards a commendation on the programme as a whole. Work at this level: • will have demonstrated good achievement of all the module learning outcomes • will demonstrate an ability to integrate theoretical concepts with business or management practice, where appropriate • will address the key elements of the question set • will usually show evidence of reading beyond that specified by the tutor/examiner • will provide evidence of a good grasp of prescribed literature • will demonstrate evidence of independent thought • will generally be written in a clear and concise manner with a good structure and a logically developed argument • will normally be well-presented • will include references using one of the recognised protocols for academic work
Work of a satisfactory standard. Work at this level will count towards a pass in the programme as a whole. Work at this level: • will have demonstrated achievement of all the module learning outcomes will demonstrate attempts to integrate theory and practice, demonstrating understanding of both will demonstrate familiarity with, and understanding of, prescribed literature • should demonstrate an understanding of the existence of alternative viewpoints, where these exist or where required by the questionmay incorporate evidence of independent thought • will be generally coherent, though some weaknesses in structure or clarity may be evident • will be presented to a satisfactory standard • will include an indication of literature consulted, using the prescribed referencing protocol#p#分页标题#e#
Work of insufficient quality to achieve a Pass standard. It may be eligible for referral. Work at this level will suffer from some or all of the following defects: • will have demonstrated achievement of few of the module learning outcomes • fails to address the question set • no attempt to integrate theory and practice • little or no understanding of relevant theory and/or business and management practice • little or no reference to appropriate literature • little or no evidence of independent thought • little or no evidence that the candidate has grasped key ideas • is incoherent or has severe faults in its construction • inadequate citation of appropriate literature • makes unsubstantiated statements or assertions • is unduly descriptive and/or lacks analysis • is badly presented • is late without having gained permission through the Business School procedures • is unduly derivative of the work of others, for example, quoting or copying large tracts from published works PLAGIARISM OR COPYING is an extremely serious offence and may incur severe penalties beyond a Fail Grade Essential Reading/Resources: Donaldson, B (2007) Sales Management: Principles, Process and Practice, 3rd Ed. Palgrave Macmillan Egan, J (2008) Relationship Marketing: Exploring relational strategies in marketing. 3rd Ed. UK: Prentice Hall Harwood, T & Broderick A (2008) Relationship Marketing: Perspectives, dimensions and contexts.NY: McGraw-Hill Jobber, D & Lancaster, G (2006) Selling and Sales Management,7th Ed. Harlow : FT Prentice Hall Peelen, E (2005) Customer Relationship Management. Harlow : FT Prentice Hall Student resources for both of these books are available Further Reading/Resources: Hooley.J and Piercy,N and Nicolaud,B. (2008), Marketing Strategy and competitive positioning (4th Ed). England: Pearson Education Limited King,D. McKay,J. Marshall,P. Lee,J. and Viehland,D.(2008) Electronic Commerce: A managerial perspective 2008. New Jersey:Pearson Education. Kotler P. & Keller K. L. (2006), Marketing Management (12th Ed). Harlow : FT Manning, G.L. and Reece, B.L (2007), Selling today – Creating Customer Value (10th Ed), New Jersey: Pearson Education. PAYNE, A., CHRISTOPHER, M., CLARK, M. and PECK, H. (1999), “Relationship Marketing for Competitive Advantage” Oxford: Butterworth Heinemann. Zikmund W. (2003) Customer Relationship Management . London : John Wiley & Sons, Tapp A. (2001) Principles of Direct Marketing and Database Marketing. Harlow : FT Prentice Hall,#p#分页标题#e# SHETH, J.N. and PARVATIYAR, A. (2000) “Handbook of Relationship Marketing”. USA: Sage. Journal Articles Bull, C. (2003) “Strategic issues in customer relationship management (CRM) implementation”, Business Process Management Journal, 9 (5), pp. 592-602. Bose, R. (2002), “Customer relationship management: key components for IT success”, Industrial Management & Data Systems, (102), 2, p.p. 89-97. Rappaport, A. (2006) “10 ways to create shareholder value”, Harvard Business Review. September, p.p 66-77. Tuominen, M., Rajala, A. and Moller, K. (2004), “Market-driving versus market-driven: divergent roles of market orientation in business relationships”, Industrial Marketing Management, (33) 3, p.p. 207-217. Xu, M. and Walton, J. (2005) “Gaining customer knowledge through analytical CRM”, Industrial Management & Data Systems, (105) 7, p.p. 955-971. CRM is a rapidly developing field, populated by many Sales-led organisations. A wide range of resource reading should be accessed via the web, but results should be treated with caution. Quality information can only be obtained from high quality sources, mainly Journal and conference papers. Many of these may be accessed by referring to marketing and electronic commerce information section on the following web site: The information given in this Module Guide is believed correct, but the Business School reserves the right, at its discretion, and for any reason, to make changes to the guide without prior notice and in particular:
Checklist for location of information on the module StudyNet site Where to find what you need: • Module guide in Module Information Note: Students are expected to access the Studynet module page in a daily basis. For this module, the module leader will adopt this channel as the main point of contact with students, through individual blogs, messages, posted news and podcasts.#p#分页标题#e# |
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