工商管理 外文翻译 外文文献 中英翻译 客户关系管理

1、customer relationship management这是一份来自布加勒斯特（罗马尼亚首都）经济学院的研究：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 f

2、rom 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 wi

3、ll 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

4、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

5、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

6、). 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

7、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 alwa

8、ys 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 reducin

9、g 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 concernin

10、g 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 s

11、tarted 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 m

12、arketing 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 comprehen

13、sive 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

14、 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

15、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 explai

16、n 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 ap

17、proached 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 th

18、e 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 attent

19、ion 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

20、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, iso

21、late 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 b

22、ase, 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 (russe

23、ll-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

24、following topics:- 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 por

25、tfolio analyses, 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 c

26、ontractual clauses, such as service, leasing and warranty; - choosing the instruments of crm the company combines the instruments of the 4ps with focus on the customer; - intensity and timing of the crm decisions show when and how should the company introduce different instruments; programmes can la

27、st from one 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 comm

28、unication 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 communicati

29、on 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 (

30、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

31、 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, an

32、d 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 pos

33、itive 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

34、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),

35、 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 com

36、petitors, 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

37、, 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 distribut

38、ion 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. customer relationship management in financial services financial services differ from many other indust

39、ries. 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 m

40、arkets. 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 in

41、dustries 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 in

42、dustry 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 smal

43、l towns. 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.

44、the main 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 s

45、pecial 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 paym

46、ent (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

47、 bank, 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 allo

48、ws clients 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 penetrat

49、ion is 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

50、 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 sensi

51、tive 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

52、 market, in a world of capricious clients. 客户关系管理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。在这份报告中，我们关注它的主要方面：即客户关系管理学中的特性，范围及进程，并且我们还将分析本土公司可能面临的挑战。 在金融服务那一块的例子我们将会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

53、则来展开讨论。关键词：市场行销信息系统，客户关系管理学，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，经济衰退，合并，新技术和商业管理。罗马尼亚在加入欧盟将进一步发展的诸多优势，加上一对产品监管的共同政策共同市场的成员，和行动自由，所有四个生产要素（商品，服务，资本和劳动力）。这就意味着，罗马尼亚的公司要在国内市场直面来自欧盟国家其他公司的竞争。欧洲的公司模式更灵活多变，为了生产出更好产品，提供更优报价和服务给客户，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。高收益等于重要客户是公司推行客户政策拉拢客户的经典准则。“一个重要客

54、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，我们大概需要搜集更多信息来证明，而不是单靠相信年底报告的一份简单数据就知道的吧？ 2营销信息系统一个好的公司在获取和留住客户的生产，扩大其客户群这方面更具成效的。这样的公司提高了对叛逃率降低了客户的价值，增加了客户关系管理及市场寿命，使低利润客户更有利可图或终止他们的实际或潜在的市场信息收集等，不仅使本组织监测趋势和问题有关的现有客户，而且也有助于确定潜在的客户，轮廓和新的市场，以保持其竞争的轨道，其战略，战术和的未来计划。为了收集和整理的各种信息高质量，企业开始建立营销信息系统。目前，

55、主要是一个程序，受它相关，及时和准确的信息不断收集，整理，分析，评估，储存和营销的决策者使用分布式的方法集。营销信息系统包括来自外部和内部来源（销售记录，客户记录，营销传播数据，信息和销售力）。对客户的重点和营销功能整合帮助公司建立与有关个别客户或潜在客户的客户的综合信息数据库。 3. 客户关系管理 客户关系管理已经出现了过去30年，但它变得非常重要，当企业对营销功能改变他们的态度。如今，跨职能的营销方式需要一个组织文化和气氛，鼓励部门之间的协作和合作。在行业中的人必须了解客户服务，内部或外部的一个方面的作用。客户关系管理基础上的关系营销的原则和承认，客户是一个企业的资产，而不是简单的商业片观

56、众，意味着结构从职能的公司流程，信息是主动而不是被动地使用和发展的ne对1营销办法。 当定义客户关系管理，我们必须首先解释客户之间的差异获取和留住客户。这两个概念有不同的驱动程序。吸引客户已变得非常困难的日子里，当人们难以讨好。他们更聪明，价格意识和敏感，更严格，不能宽容，他们有更多的有同样好或更好的优惠的竞争对手接触。公司更注重销售分析，客户细分，广告，营销和广告管理。越是困难的部分是保持客户。据布鲁恩，当一个顾客满意与消费之间提供履行他/她的期望比较后，他/她接受了公司，信托，并朝它表现出积极的态度，成为该公司的忠诚。在这种情况下，积极对公司及有关其产品的客户谈判，较少注意竞争品牌，对价格

57、不敏感，而变成日常交易。与客户保持率，公司必须注重服务的满意度和客户关系管理的组织及其工作人员的信任。一些公司认为，如果客户投诉的问题将得到解决，但96的不满意客户不会抱怨，转到另一家公司。因此，客户关系管理是留住客户的机制。主要客户关系管理使得公司能够了解谁是他们的客户，孤立最好的客户（那些与你的愿望有长期的合作关系），创建关系随着时间的推移伸展和涉及多方面的相互作用，相互关系，管理优势，寻求获得这些“最佳”的顾客。如营销战略的投入，客户基础，产品和管理，竞争对手和员工的技能是一个crm方案，建立为客户服务，客户保留，产出更高的钱包份额，客户转介，更可预期的收入流，提高盈利能力，较低的合成成

58、本和更好地遵守。 4. 客户关系管理发展战略 由于crm是一个跨职能的活动和大型企业有成千上万的数百万客户，一个战略框架的必要性是非常高的。一个crm战略的层面，主要是在确定以下主题重点： 对象的客户关系管理 - 该公司有三个选项：在一个品牌或分销商对公司本身的重点; 目标市场 - 该公司通常会设置不同的客户群体的优先事项，它定义了组合分析为基础的战略客户，收入因素，长度的关系，收入，与客户的合作。这是它的分析标准; 保留客户 - 客户满意 - 的方式是在所有的决策中心，但客户也可以成为保留通过合同条款，如服务，租赁和保修，核心问题; 选择客户关系管理的工具 - 该公司结合了文书以客户为中心的四路的; 强度和客户关系管理的决策时机 - 何时以及如何显示该公司介绍，不同的乐器方案可以从一天的最后一个星期，或由3个月至两年; 在crm项目合作 - 公司有时必须进行合作，由其他合作伙伴的分销渠道，主要是生产者和批发商之间和零售。 5. 仪器的客户关系管理该通信政策中起着重要作用的工具组合。它如下两个目标：第一，建立与客户长期对话，以稳定或改变其预期，第二，抵消后消费的影