客戶關(guān)系管理外文文獻(xiàn)翻譯

1、 CUSTOMER RELATIONSHIP MANAGEMENT As. univ. drd. Mihaela Cornelia PrejmereanLect. univ. dr. Alina Mihaela DimaAcademy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union an

2、d the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspect

3、s, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania

4、. Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention. 1. Introduction In the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Roma

5、nias accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romani

6、an companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their custom

7、ers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need mo

8、re information than a simple figure reported at the end of the year? 2. Marketing information system A winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection,

9、increasing the longevity of customer Management & marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current custome

10、rs, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, the enterprises started to build marke

11、ting information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D´Amico,1993). The marketing inform

12、ation system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive informatio

13、n about individual customers or prospects. 3. Customer relationship management Customer Relationship Management has been around for the last 30 years, but it became very important when companies changed their attitude towards marketing function. Nowadays, the cross-functional approach to marketing r

14、equires an organizational culture and climate that encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers

15、are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are used proactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006). When defining CRM, we must first explain the differenc

16、e between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by man

17、y more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison be

18、tween offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competin

19、g brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe that if a customer compla

20、ints the problem will be solved, but 96% of unsatisfied customers dont complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best c

21、ustomer (those with whom you desire to have long-standing relationships), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products,

22、and regulation, competitors and staff skills are synthesized in a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003)

23、. 4. Developing a strategy in customer relationship management Because CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topic

24、s:- object of the customer relationship management the company has three options: focusing on the company itself, on a brand or on the distributor; - target segment the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses

25、, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria; - ways of retaining the customers customers satisfaction is in the centre of all the decisions, but customers retention can also become a central issue through contractual clau

26、ses, such as service, leasing and warranty; - choosing the instruments of CRM the company combines the instruments of the 4P´s with focus on the customer; - intensity and timing of the CRM decisions show when and how should the company introduce different instruments; programmes can last from o

27、ne day to one week, or from three month to two years; - cooperation within the CRM programme sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and wholesaler and retail. 5. Instruments of customer relationship management The communication

28、 policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialogue with the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy

29、 are: Direct-Mail is material distributed through the postal service to the recipients home or business address to promote a product or service. In CRM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particular moment in customers life (birthday,

30、 invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are an important tool in

31、gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifesty

32、le-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance, prestige and expectations of its customers; Telemarketing allows companies to undertake marketing research and is highly measurable and accountable; the number of positive and

33、 negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling.

34、The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic to your companys Web site. Event-marketing takes place in three main areas: the product (here, it focuses on increasing sales), the corp

35、oration (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002). The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competit

36、ors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences. Key factors in the product policy are the product itself, with quality, des

37、ign, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution p

38、artner and Customer relationship management intervenes when needed. The focus on the customers is realised through a Key Account Management which develops programmes for special customers. 6. Customer relationship management in financial services Financial services differ from many other industries.

39、 This can be seen particularly in Romania, where 40 commercial banks fight for a population of 21 million citizens. They cover the whole spectrum of customers from individuals to partnerships, institutions, corporations and governments. As a result, it can be very difficult to focus on single market

40、s. Customers are often in two positions: they may have a deposit and savings accounts, but also loans and overdrafts. They are very service focused, they sell only intangibles. Financial services require processing billions of transactions worldwide and they are one of the heaviest regulated industr

41、ies in the world (Rusell-Jones, 2003).The customers in the financial services are better informed, are switching channels, and seem to be more demanding of service, and used to change. The market is also highly competitive and new entrants are coming with diverse products and approaches. The industr

42、y of financial services in Romania has a very high potential and registers every year high growth rates. Till now, the location in a major city of the country with a population around 300.000 people was an advantage of the business and a success factor. Now the battlefield has moved in the small tow

43、ns. The competition became tougher; banks began to develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seems that banks prefer to focus on clients with large savings accounts. The m

44、ain banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and specia

45、l insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile for banking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (

46、32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customers criteria when choosing a bank are the trust in the bank

47、, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows cl

48、ients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration i

49、s still low, ranking between 10% and 30% of the customers in one middle bank. 7. Conclusions Romanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occa

50、sional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of the company. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive

51、show now a higher interest in quality, service and behaviour of staff, and a company which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the mark

52、et, in a world of capricious clients. 客戶關(guān)系管理這是一份來(lái)自布加勒斯特（羅馬尼亞首都）經(jīng)濟(jì)學(xué)院的研究：摘要：經(jīng)過(guò)17年市場(chǎng)經(jīng)濟(jì)的發(fā)展，羅馬尼亞的公司面臨著一個(gè)新的挑戰(zhàn)：來(lái)自歐盟的激烈競(jìng)爭(zhēng)和搶奪消費(fèi)者的大戰(zhàn)?？磥?lái)羅馬尼亞眾企業(yè)不僅得學(xué)會(huì)如何吸引顧客，還得想法子如何留住顧客。現(xiàn)在的行銷(xiāo)策略已包含了關(guān)于客戶定位，客戶關(guān)系管理，客戶的忠誠(chéng)度以及客戶質(zhì)量的方面。在這份報(bào)告中，我們關(guān)注它的主要方面：即客戶關(guān)系管理學(xué)中的特性，范圍及進(jìn)程，并且我們還將分析本土公司可能面臨的挑戰(zhàn)。 在金融服務(wù)那一塊的例子我們將會(huì)圍繞客戶管理關(guān)系學(xué)規(guī)則實(shí)施的實(shí)際情況和羅馬尼亞的原則來(lái)展開(kāi)討

53、論。關(guān)鍵詞：市場(chǎng)行銷(xiāo)信息系統(tǒng)，客戶關(guān)系管理學(xué)，商業(yè)資產(chǎn)，客戶來(lái)源，客戶資源的維持。1. 介紹在過(guò)去的十年中，大多數(shù)企業(yè)正在忙于生產(chǎn)，經(jīng)濟(jì)衰退，合并，新技術(shù)和商業(yè)管理。羅馬尼亞在加入歐盟將進(jìn)一步發(fā)展的諸多優(yōu)勢(shì)，加上一對(duì)產(chǎn)品監(jiān)管的共同政策共同市場(chǎng)的成員，和行動(dòng)自由，所有四個(gè)生產(chǎn)要素（商品，服務(wù)，資本和勞動(dòng)力）。這就意味著，羅馬尼亞的公司要在國(guó)內(nèi)市場(chǎng)直面來(lái)自歐盟國(guó)家其他公司的競(jìng)爭(zhēng)。歐洲的公司模式更靈活多變，為了生產(chǎn)出更好產(chǎn)品，提供更優(yōu)報(bào)價(jià)和服務(wù)給客戶，顧客方面他們會(huì)更以消費(fèi)者為導(dǎo)向，這無(wú)疑給羅馬尼亞的本土公司帶來(lái)更大壓力。高收益等于重要客戶是公司推行客戶政策拉攏客戶的經(jīng)典準(zhǔn)則。“一個(gè)重要客戶能給公司

54、帶來(lái)巨大金錢(qián)收益”已經(jīng)成了海外大多數(shù)公司的反照，在羅馬尼亞也可說(shuō)是如此。但這是否是一成不變的事實(shí)，我們大概需要搜集更多信息來(lái)證明，而不是單靠相信年底報(bào)告的一份簡(jiǎn)單數(shù)據(jù)就知道的吧？ 2營(yíng)銷(xiāo)信息系統(tǒng)一個(gè)好的公司在獲取和留住客戶的生產(chǎn)，擴(kuò)大其客戶群這方面更具成效的。這樣的公司提高了對(duì)叛逃率降低了客戶的價(jià)值，增加了客戶關(guān)系管理及市場(chǎng)壽命，使低利潤(rùn)客戶更有利可圖或終止他們的實(shí)際或潛在的市場(chǎng)信息收集等，不僅使本組織監(jiān)測(cè)趨勢(shì)和問(wèn)題有關(guān)的現(xiàn)有客戶，而且也有助于確定潛在的客戶，輪廓和新的市場(chǎng)，以保持其競(jìng)爭(zhēng)的軌道，其戰(zhàn)略，戰(zhàn)術(shù)和的未來(lái)計(jì)劃。為了收集和整理的各種信息高質(zhì)量，企業(yè)開(kāi)始建立營(yíng)銷(xiāo)信息系統(tǒng)。目前，主要是一個(gè)

55、程序，受它相關(guān)，及時(shí)和準(zhǔn)確的信息不斷收集，整理，分析，評(píng)估，儲(chǔ)存和營(yíng)銷(xiāo)的決策者使用分布式的方法集。營(yíng)銷(xiāo)信息系統(tǒng)包括來(lái)自外部和內(nèi)部來(lái)源（銷(xiāo)售記錄，客戶記錄，營(yíng)銷(xiāo)傳播數(shù)據(jù)，信息和銷(xiāo)售力）。對(duì)客戶的重點(diǎn)和營(yíng)銷(xiāo)功能整合幫助公司建立與有關(guān)個(gè)別客戶或潛在客戶的客戶的綜合信息數(shù)據(jù)庫(kù)。 3. 客戶關(guān)系管理 客戶關(guān)系管理已經(jīng)出現(xiàn)了過(guò)去30年，但它變得非常重要，當(dāng)企業(yè)對(duì)營(yíng)銷(xiāo)功能改變他們的態(tài)度。如今，跨職能的營(yíng)銷(xiāo)方式需要一個(gè)組織文化和氣氛，鼓勵(lì)部門(mén)之間的協(xié)作和合作。在行業(yè)中的人必須了解客戶服務(wù)，內(nèi)部或外部的一個(gè)方面的作用?？蛻絷P(guān)系管理基礎(chǔ)上的關(guān)系營(yíng)銷(xiāo)的原則和承認(rèn)，客戶是一個(gè)企業(yè)的資產(chǎn)，而不是簡(jiǎn)單的商業(yè)片觀眾，意味著

56、結(jié)構(gòu)從職能的公司流程，信息是主動(dòng)而不是被動(dòng)地使用和發(fā)展的NE對(duì)1營(yíng)銷(xiāo)辦法。 當(dāng)定義客戶關(guān)系管理，我們必須首先解釋客戶之間的差異獲取和留住客戶。這兩個(gè)概念有不同的驅(qū)動(dòng)程序。吸引客戶已變得非常困難的日子里，當(dāng)人們難以討好。他們更聰明，價(jià)格意識(shí)和敏感，更嚴(yán)格，不能寬容，他們有更多的有同樣好或更好的優(yōu)惠的競(jìng)爭(zhēng)對(duì)手接觸。公司更注重銷(xiāo)售分析，客戶細(xì)分，廣告，營(yíng)銷(xiāo)和廣告管理。越是困難的部分是保持客戶。據(jù)布魯恩，當(dāng)一個(gè)顧客滿意與消費(fèi)之間提供履行他/她的期望比較后，他/她接受了公司，信托，并朝它表現(xiàn)出積極的態(tài)度，成為該公司的忠誠(chéng)。在這種情況下，積極對(duì)公司及有關(guān)其產(chǎn)品的客戶談判，較少注意競(jìng)爭(zhēng)品牌，對(duì)價(jià)格不敏感，而

57、變成日常交易。與客戶保持率，公司必須注重服務(wù)的滿意度和客戶關(guān)系管理的組織及其工作人員的信任。一些公司認(rèn)為，如果客戶投訴的問(wèn)題將得到解決，但96的不滿意客戶不會(huì)抱怨，轉(zhuǎn)到另一家公司。因此，客戶關(guān)系管理是留住客戶的機(jī)制。主要客戶關(guān)系管理使得公司能夠了解誰(shuí)是他們的客戶，孤立最好的客戶（那些與你的愿望有長(zhǎng)期的合作關(guān)系），創(chuàng)建關(guān)系隨著時(shí)間的推移伸展和涉及多方面的相互作用，相互關(guān)系，管理優(yōu)勢(shì)，尋求獲得這些“最佳”的顧客。如營(yíng)銷(xiāo)戰(zhàn)略的投入，客戶基礎(chǔ)，產(chǎn)品和管理，競(jìng)爭(zhēng)對(duì)手和員工的技能是一個(gè)CRM方案，建立為客戶服務(wù)，客戶保留，產(chǎn)出更高的錢(qián)包份額，客戶轉(zhuǎn)介，更可預(yù)期的收入流，提高盈利能力，較低的合成成本和更好地

58、遵守。 4. 客戶關(guān)系管理發(fā)展戰(zhàn)略 由于CRM是一個(gè)跨職能的活動(dòng)和大型企業(yè)有成千上萬(wàn)的數(shù)百萬(wàn)客戶，一個(gè)戰(zhàn)略框架的必要性是非常高的。一個(gè)CRM戰(zhàn)略的層面，主要是在確定以下主題重點(diǎn)： 對(duì)象的客戶關(guān)系管理 - 該公司有三個(gè)選項(xiàng)：在一個(gè)品牌或分銷(xiāo)商對(duì)公司本身的重點(diǎn); 目標(biāo)市場(chǎng) - 該公司通常會(huì)設(shè)置不同的客戶群體的優(yōu)先事項(xiàng)，它定義了組合分析為基礎(chǔ)的戰(zhàn)略客戶，收入因素，長(zhǎng)度的關(guān)系，收入，與客戶的合作。這是它的分析標(biāo)準(zhǔn); 保留客戶 - 客戶滿意 - 的方式是在所有的決策中心，但客戶也可以成為保留通過(guò)合同條款，如服務(wù)，租賃和保修，核心問(wèn)題; 選擇客戶關(guān)系管理的工具 - 該公司結(jié)合了文書(shū)以客戶為中心的四路的; 強(qiáng)度和客戶關(guān)系管理的決策時(shí)機(jī) - 何時(shí)以及如何顯示該公司介紹，不同的樂(lè)器方案可以從一天的最后一個(gè)星期，或由3個(gè)月至兩年; 在CRM項(xiàng)目合作 - 公司有時(shí)必須進(jìn)行合作，由其他合作伙伴的分銷(xiāo)渠道，主要是生產(chǎn)者和批發(fā)商之間和零售。 5. 儀器的客戶關(guān)系管理該通信政策中起著重要作用的工具組合。它如下兩個(gè)目標(biāo)：第一，建立與客戶長(zhǎng)期對(duì)話，以穩(wěn)定或改變其預(yù)期，第二，抵消后消費(fèi)的影響。通信政策內(nèi)的主要客戶關(guān)系管理工具包括：直接郵件是通過(guò)郵