客户关系管理外文文献翻译

1、CUSTOMER RELATIONSHIP MANAGEMENTAs. 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 and

2、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,

3、 characteristics, dimensions and processes of Customer Relationship Management, andwe 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.Ke

4、ywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.1. Introductions accessionIn the last decade, themajority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation.

5、Romaniathe European Union will bring many advantages for further development, together with membershipin 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

6、 will compete with other companiesfrom the EU directly in their home market. European companies aremore flexible and mobile and will put a high pressureon the local companies in order to produce better products,launch better offers and services and orientatemore towardstheir customers. High revenue

7、equals important customer is a classic rule when the company organises its customer policy. “ Animportant customer brings a gross 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?amount of money for our enterpri

8、sehas become a reflex for mannieyscaobmropaad2. Marketing information systemA 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

9、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 concerningits current customers, but also helps it iden

10、tify 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.

11、There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributefdor the use of marketing decision makers (Zikmund and D' Amico,1993). The marketing information system includes data

12、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 customer

13、s or prospects.3. Customer relationship managementCustomer 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 cul

14、ture 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

15、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

16、and customer retention. The two concepts have different drivers. Attracting customers has becomevery difficult these days, when people areharder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally g

17、ood 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 fulfi

18、ls his/her expectations, after he/she accepts the compan, ytrusts it and exhibits a positive attitude towards it, becomesloyal to that company. In this situation, the customer talks favourably about the company and aboutits products, pays less attention to competing brands and is less sensitive to p

19、rice, which turns transactionsinto routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust inCustomer relationship managementthe organization and its staff. Some companies believe that if a customer complaints the problem will be solved, but 9

20、6% of unsatisfied customers don tcomplain 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

21、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 “ bestc”ustomers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff s

22、kills are synthesized in a CRM programme which creates outputs as customer service, customer retentionh,igher 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 re

23、lationship managementBecause 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:- object of the customer relationship ma

24、nagement - 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 basedon the portfolio analyses, factors as revenue, length of the relat

25、ionship, 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 clauses, such as service, leasing and warrant

26、y;- choosing the instruments of CRM - the company combines theinstruments 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 last from one day to one week, or from three month to two

27、 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 managementThe communication policy plays an important role in the instrume

28、nts 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 throu

29、gh the postal service to the recipients home or businessaddress 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 particularmoment in customer lisfe (birthday, invitation for an event). It must incorporate st

30、icky gadgetsto increase their chancesof 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

31、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

32、 company to make offers in accordancewith 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

33、. 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 usedis the internet and themain instrument

34、 is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic to your company sWeb 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 commu

35、nity (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 offeri

36、ng 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

37、 which includes lifelong warranty, price warranty or a customer telephone line. An active managementin 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 managementintervenes when

38、 needed. Thefocus on the customersis realised through a Key Account Management which develops programmes for special customers.6. Customer relationship management in financial servicesFinancial services differ from many other industries. This can be seen particularly in Romania, where 40 commercial

39、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 difficulto focus on single markets. Customers are oftenin two positions: they may have a deposit a

40、nd 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 industries in the world (Rusell-Jones, 2003).The customersin the financia

41、l services are better informed, are switching channels, and seem to bemore demanding of service, and used to change. The market is also highly competitive and new entrants are coming with diverse products and approaches.The industry of financial services in Romania has a very high potential and regi

42、sters 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 ofthe business and a success factor. Now the battlefield has moved in the small towns. The competition becametougher; banks beganto develop and to introd

43、uce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seemsthat banks prefer to focus on clients with large savings accounts. Themain banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the y

44、ear 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 consultanc,yspecial interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market

45、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 (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%),

46、 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 customer crsiteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they

47、receive, the bestinterest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successfulservice provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside

48、 or abroad. The accessis free of charge or very cheap, andincludes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7.

49、 ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “ susceptibleclie”nt into a “ partner t”o t,ransform people who once neededtheir product/service, or occasional business partners into supporters and advocates and, eventually, into loya

50、l partners that “ sell o”n 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. Customersthat were price sensitive show now a higher interest in quality, service and behaviour of staff, and a comp

51、any which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Managementincreasesits flexibility and adaptability to the 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

52、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

53、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

54、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，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

55、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

56、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

57、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CRMPT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，较低的合成成本和更好地遵 守。4 .客户关系管理发展战略由于CRMH一个跨职能的活动和

58、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CRMK略的层面，主要是在确定以下主题重点： 一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；一目标市场-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；一保留客户-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 ；一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； 一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®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，抵消后消费的影响。通信政策内的主 要客户关系管理工具包括：直接邮件是通