客户关系管理 毕业论文外文翻译

客户关系管理毕业论文外文翻译
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. Romania’s 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 D?Amico,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 don’t 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 4P?s 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 particula r moment in customer’s 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 company’s 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.Lect
Alina 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 D?Amico,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，寻求获得更多的“最好”的客户。

如输入营销策略，客户基础，产品和管理，把竞争对手
和员工的技能整合在一个CRM项目中，建立为客户服务，客户保留，产出更高的钱包份额，客户推荐，更可预期的收入流，提高盈利能力，较低成本和更好的兼容性的输出模式。

4. 客户关系管理发展战略
由于CRM是一个跨职能的活动而且大型企业有成千上万的客户，一个战略框架的建立是非常必要的。

CRM战略的内容主要有一下几点:
(1)客户关系管理的对象:公司有三个选项:专注于公司本身，一个品牌或经销商。

(2)目标市场:该公司通常会设置不同的客户群体的优先事项，它根据投资组合分析，税收的影响因素，关系的深浅，收入，与客户的合作来定义战略顾客。

这是它的分析标准。

(3)保留客户的方式:所有的决定应该以客户满意为中心，但保留客户也可以成为一个核心问题通过合同条款，如服务、租赁和保修。

(4)选择CRM的工具:公司结合4P’S这个工具来关注客户。

(5)CRM的强度和时间的确定:公司应何时或者如何引入不同的仪器，项目可以持续一天到一个星期，或者三个月到两年的时间。

(6)CRM项目的合作:有时，公司必须从分销渠道与其他合作伙伴合作，主要是生产商，批发商和零售商。

5. 客户关系管理的工具
在工具的组合中，沟通政策扮演一个重要的角色。

它尊崇两个标准:第一，和客户建立一个永久性的对话以稳定或者改变客户的预期，第二，以抵消消费后影响。

通信政策内的主要客户关系管理工具包括:直接邮件是通过邮政服务到收件人的家里或企业的地址来促进产品或服务。

CRM的邮寄问题可以从简单的信件到目录，它总是在客户生活中的特定时刻发送(生日，为活动邀请的时刻)。

它必须包括
有吸引力的小工具，以增加他们被打开，阅读的机会;广告被免费分发给客户，并载有关于新产品的信息，特别活动及其他优惠;信用卡(存储卡)在收集关于消费者行为的信息方面是一个重要工具。

通过信用的积累，客户可以得到不同的优惠;客户俱乐部形成一个与信用卡并行增长的概念。

其主要形式是贵宾俱乐部，歌迷俱乐部，产品利息俱乐部，以及生活方式俱乐部。

该俱乐部代表一个为公司提供社会地位，声誉和客户的期望的机会。

电话营销允许企业进行市场研究，这是非常重要的和必要的，正面和负面的反应数很容易记录和监测。

它提供的互动，是灵活的，允许即时反馈。

网上营销包括很多形式，如网上广告，网上促销，网上直销，网上公共关系，一线人员销售。

该培养基是采用互联网，它的主要工具是电子邮件。

虚拟促销比硬拷贝版本的便宜，但面临的挑战是吸引流量到您公司的网站。

事件营销主要发生在三个领域:产品(在这里，把重点放在增加销售量)，公司(用于开发一个法人团体)和社区(使当地社区的生活差异化)。

在构建CRM项目时，可以考虑不同的价格政策:特殊客户的折扣，低价销售或匹配的竞争对手，忠诚退款，项目捆绑在一起，提供整体的价格。

虽然价格不是有内在的价值尺度收到的，它经常被用来作为基准客户，忽视或任何其他功能的差异。

产品政策的关键因素是产品本身的质量，设计，技术特点，包装和服务管理，其中包括终身保修，价格保证或客户电话线。

尽管价格不是衡量内在价值，但是它经常被客户作为基准，而忽略任何其他功能或差异。

6. 结论
罗马尼亚的公司必须在未来关注客户关系管理，努力把“敏感”的客户变成一个“伙伴”，把那些曾经需要他们的产品/服务，或偶尔有业务合作的人转变为支持者和倡导者，最后变为忠实的伙伴和销售代表。

公司必须建立一个与客户的长期
对话，并为他们争取利益，因为客户是不是免费获得的。

对价格敏感的客户，在质量，服务和员工的行为上都显示出很大的兴趣，一个注重价格策略的公司应该注意其竞争对手在上述领域是如何做的，因为客户的反复无常，客户关系管理市场应该增加其灵活性和适应性。