客户关系管理外文翻译.doc

CUSTOMER RELATIONSHIP MANAGEMENT As. univ. drd. Mihaela Cornelia Prejmerean.Lect. univ. dr. Alina Mihaela Dima.Academy of Economic Studies, Bucharest Abstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and 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 aspects, 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. 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. Romanias 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 Romanian 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 customers. 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 more 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, 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 customers, 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 marketing 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 DAmico,1993). The marketing information 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 information 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 requires 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 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 difference 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 many 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 between 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 competing 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 complaints 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 customer (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, 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). 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 topics:（1）object of the customer relationship management：the company has three options: focusing on the company itself, on a brand or on the distributor.（2）target segment：the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria; （3）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 clauses, such as service, leasing and warranty; （4）choosing the instruments of CRM：the company combines the instruments of the 4Ps with focus on the customer; （5）intensity and timing of the CRM decisions：show when and how should the company introduce different instruments; programmes can last from one day to one week, or from three month to two years; （6）cooperation within the CRM programme：sometimes the company must cooperate with other partners from the distribution channel, mainly between producer ,wholesaler and retail. 5. Instruments of customer relationship management The communication 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 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, 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 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 Lifestyle-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 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. 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 corporation (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 competitors, 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, design, 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 partner 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. 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 occasional 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 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 market, in a world of capricious clients. 客户关系管理作者：Mihaela Cornelia Prejmerean.LectAlina Mihaela Dima这是一份来自布加勒斯特（罗马尼亚首都）经济学院的研究 摘要：经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战：来自欧盟的激烈竞争和抢夺消费者的大战。看来罗马尼亚众企业不仅得学会如何吸引顾客，还得想法子如何留住顾客。现在的行销策略已包含了关于客户定位，客户关系管理，客户的忠诚度以及客户质量的方面。在本文中，我们主要讨论客户关系管理学中的特性，范围及进程，我们还将分析本土公司面临的挑战。 在金融服务的例子中我们将围绕客户管理关系学规则实施的实际情况和罗马尼亚的原则来展开讨论。关键词：市场营销信息系统，客户关系管理，商业资产，客户来源，客户资源的维持。 1. 介绍在过去的十年中，大多数企业正在忙于生产，或者濒临破产，合并，开发新技术和商业管理。罗马尼亚加入欧盟组织后将会迎来诸多发展优势，和欧洲共同体的所有成员一样享受同样的商品政策和四个生产要素（商品，服务，资本和劳动力）的使用自由。这就意味着，罗马尼亚的公司在国内市场要与来自欧盟其他国家的公司相竞争。欧洲的公司模式更灵活多变，他们为了生产出更好产品，提出更优惠的价格和更好的服务给客户，从顾客方面，他们会更以消费者为导向，这无疑给罗马尼亚的本土公司带来更大压力。当公司组织他们的客户策略时，有一条经典的规则，就是高的收益来源于重要客户。“一个重要客户能给公司带来巨大金钱收益”已经成了海外大多数公司的反照，在罗马尼亚也可说是如此。但这是否是一成不变的事实呢？我们大概需要搜集更多信息来证明，而不是单靠年底的一份简单的数据报告就可以知道的吧？ 2营销信息系统一个好的公司在获取和留住客户，扩大其客户群体方面是富有成效的（Kotler, 2003）。这样的公司通过降低叛逃率来提高客户的价值，增加了客户关系管理及市场寿命，使低效益客户更加有效或直接放弃他们。收集实际的或潜在的市场信息不仅有利于本组织对其现有客户的监测和发现有关问题，而且也有助于确定潜在的客户和新的市场，以保持其竞争，战略，战术和未来的计划(Brassington and Pettitt,2003)。为了收集和整理各种高质量的信息，企业开始建立营销信息系统。主要是一组相关的程序和方法，及时、准确的信息被不断的收集，整理，分析，评估，储存和营销决策者的分布式使用(Zikmund and DAmico,1993)。营销信息系统包括来自外部的和内部的（销售记录，客户记录，营销传播数据，信息和销售力）。重点客户和营销功能的集成帮助公司建立与客户有关的综合信息数据库。 3. 客户关系管理 客户关系管理已经出现了30年了，当公司改变他们对营销功能的态度时，它变得非常重要。如今，跨职能的营销方式需要一个鼓励部门之间的协作的组织文化和气氛。在行业中的人必须了解其在客户服务中所扮演的角色，不管是内部的还是外部的。客户关系管理是建立在关系营销的原则上和认识到客户是企业的资产，而不是一个简单的商业观众，意味着公司的结构不管是从功能到过程，都主动而非被动地使用信息和发展ne-to-one的营销方法(Payne, 2006)。当定义客户关系管理时，我们必须首先解释客户之间的差异和客户保留。这两个概念有不同的驱动程序。最近，吸引客户已变得非常困难，人们更加难以讨好。他们更聪明，对价格更加敏感，更严格，缺少宽容，他们接触到更多的来自竞争对手的一样好或更好的产品(Kotler,2003)。公司更注重销售分析，客户细分，广告，营销和广告管理。最困难的部分是留住客户。根据Bruhn所说，当客户在出价和消费之间进行比较并满足他/她的期望的情况下，客户才会满意，之后他/她接受了该公司并且信任它对它表现出积极的态度，成为该公司的忠实客户。在这种情况下，客户积极的谈论该公司和其产品，较少注意竞争品牌，对价格不敏感，将交易转化为常规交易(Bruhn, 1999)。想要维系客户，公司必须注重客户满意度和信任客户关系管理的组织及其工作人员。一些公司认为，客户一旦投诉，那么问题将得到解决，但96的不满意客户不会抱怨，而转到另一家公司。因此，客户关系管理是留住客户的机制(Russell-Jones, 2003)。CRM大体上允许公司了解他们的客户是谁，隔离最好的客户（那些与你有长期合作关系的客户），创建与客户的关系会随着时间的推移而延伸和涉及许多方面的问题，管理相互利用的关系，