客户关系管理的战略框架的外文翻译
客户关系管理中英文对照
忠诚度是建立在客户关系和价值上的 Loyalty is Built on Customer Relationships and Value
• Customer relationship management (CRM) • 集成的数据库，这种数据库能跨公司和渠道，对客户形成单
一、一致的评估分析 Integrated databases that create a single, unified view of the customer across the company and its channels (Ritz) • 客户化的推销和交流提高了客户的价值 () Customized offerings and communication for greater customer value ()
• 市场花费开销 X 周转率, +
Marketing expense X turnover rate, +
• 良好口碑的价值, +
Present value of lost referrals/good word of mouth, +
• 目标保持力 – 现有保持力
Target retention (in $ of revenue) - Current retention
– 与保持已有客户有关的投资力度不够
Not investing enough in keeping the customers it has
• 是… 随着竞争增加和增长放缓, 不能改善保持力的企业不能 生存下去
Yes… as competition increases and growth slows, the company that fails to improve retention cannot continue to grow
外文翻译--客户关系管理(CRM)的理论及应用研究
本科生毕业设计（论文）外文翻译外文题目：A Strategic Framework for Customer Relationship Management 译文题目：客户关系管理的战略框架学生姓名：专业：工业工程指导教师姓名：评阅日期：Adrian Payne & Pennie FrowA Strategic Framework for Customer RelationshipManagementOver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are•To identify alternative perspectives of CRM,•To emphasize the importance of a strategic approach to CRM within a holistic organizational context,•To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and•To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process.We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cross-functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process.The development of this framework is a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limitednumber of employees are committed to the initiative; thus, employee engagement and change management are essential issues in CRM implementation. In our discussion, we emphasize such implementation and people issues as a priority area for further research.CRM Perspectives and DefinitionThe term “customer relationship management” emerged in the information technology (IT) vendor community and practitioner community in the mid-1990s. It is often used to describe technology-based customer solutions, such as sales force automation (SFA). In the academic community, the terms “relationship marketing” and CRM are often used interchangeably (Parvatiyar and Sheth 2001). However, CRM is more commonly used in the context of technology solutions and has been described as “information-enabled relationship marketing” (Ryals and Payne 2001, p.3). Zablah, Beuenger, and Johnston (2003, p. 116) suggest that CRM is “a philosophically-related offspring to relationship marketing which is for the most part neglected in the literature,” and they conclude that “further exploration of CRM and its related phenomena is not only warranted but also desperately needed.”A significant problem that many organizations deciding to adopt CRM face stems from the great deal of confusion about what constitutes CRM. In interviews with executives, which formed part of our research process (we describe this process subsequently), we found a wide range of views about what CRM means. To some, it meant direct mail, a loyalty card scheme, or a database, whereas others envisioned it as a help desk or a call center. Some said that it was about populating a data warehouse or undertaking data mining; others considered CRM an e-commerce solution, such as the use of a personalization engine on the Internet or a relational database for SFA. This lack of a widely accepted and appropriate definition of CRM can contribute to the failure of a CRM project when an organization views CRM from a limited technology perspective or undertakes CRM on a fragmented basis.The definitions and descriptions of CRM that different authors and authorities use vary considerably, signifying a variety of CRM viewpoints. To identify alternativeperspectives of CRM, we considered definitions and descriptions of CRM from a range of sources, which we summarize in the Appendix. We excluded other, similar definitions from this list.Grabner-Kraeuter and Moedritscher (2002) suggest that the absence of a strategic framework for CRM from which to define success is one reason for the disappointing results of many CRM initiatives. This view was supported both by the senior executives we interviewed during our research and by Gartner’s (2001) research. Our next challenges were to identify key generic CRM processes using the previously described selection criteria and to develop them into a conceptual framework for CRM strategy development.Our literature review found that few CRM frameworks exist; those that did were not based on a process-oriented cross-functional conceptualization of CRM. For example, Sue and Morin (2001, p. 6) outline a framework for CRM based on initiatives, expected results, and contributions, but this is not process based, and “many initiatives are not explicitly identified in the framework.” Winer (2001, p. 91) develops a “basic model, which contains a set of 7 basic components: a database of customer activity; analyses of the database; given the analyses, decisions about which customers to target; tools for targeting the customers; how to build relationships with the targeted customers; privacy issues; and metrics for measuring the success of the CRM program.” Again, this model, though useful, is not a crossfunctional process-based conceptualization. This gap in the literature suggests that there is a need for a new systematic process-based CRM strategy framework. Synthesis of the diverse concepts in the literature on CRM and relationship marketing into a single, process-based framework should provide practical insights to help companies achieve greater success with CRM strategy development and implementation.Interaction ResearchConceptual frameworks and theory are typically based on combining previous literature, common sense, and experience (Eisenhardt 1989). In this research, weintegrated a synthesis of the literature with learning from field-based interactions with executives to develop and refine the CRM strategy framework. In this approach, we used what Gummesson (2002a) terms “interaction research.” This form of research originates from his view that “interaction and communication play a crucial role” in the stages of research and that testing concepts, ideas, and results through interaction with different target groups is “an integral part of the whole research process” (p. 345). The sources for these field-based insights, which include executives primarily from large enterprises in the business-tobusiness and business-to-consumer sectors, included the following:•An expert panel of 34 highly experienced executives;•Interviews with 20 executives working in CRM, marketing, and IT roles in companies in the financial services sector;•Interviews with six executives from large CRM vendors and with five executives from three CRM and strategy consultancies;•Individual and group discussions with CRM, marketing, and IT managers at workshops with 18 CRM vendors, analysts, and their clients, including Accenture, Baan, BroadVision, Chordiant, EDS, E.piphany, Hewlett-Packard, IBM, Gartner, NCR Teradata, Peoplesoft, Oracle, SAP, SAS Institute, Siebel, Sybase, and Unisys;•Piloting the framework as a planning tool in the financial services and automotive sectors; and•Using the framework as a planning tool in two companies: global telecommunications and global logistics. Six workshops were held in each company.Process Identification and the CRM FrameworkWe began by identifying possible generic CRM processes from the CRM and related business literature. We then discussed these tentative processes interactively with the groups of executives. The outcome of this work was a short 170 / Journal of Marketing, October 2005 list of seven processes. We then used the expert panel of experienced CRM executives who had assisted in the development of the process selection schema to nominate the CRM processes that they considered important andto agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently completed a list representing his or her view of the key generic processes that met the six previously agreed-on process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories.As a result of this interactive method, five CRM processes that met the selection criteria were identified; all five were agreed on as important generic processes by more than two-thirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information management process, and (5) the performance assessment process.We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups: mangers from the previously noted companies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with comments and criticisms of previous versions. With evolving versions of the framework, we combined a synthesis of relevant literature with field-based interactions involving the groups. The framework went through a considerable number of major iterations and minor revisions; the final version appears in Figure 2.This conceptual framework illustrates the interactive set of strategic processes that commences with a detailed review of an organization’s strategy (the strategy development process) and concludes with an improvement in business results and increased share value (the performance assessment process). The concept that competitive advantage stems from the creation of value for the customer and for the business and associated cocreation activities (the value creation process) is well developed in the marketing literature. For large companies, CRM activity will involvecollecting and intelligently using customer and other relevant data (the information process) to build a consistently superior customer experience and enduring customer relationships (the multichannel integration process). The iterative nature of CRM strategy development is highlighted by the arrows between the processes in both directions in Figure 2; they represent interaction and feedback loops between the different processes. The circular arrows in the value creation process reflect the cocreation process. We now examine the key components we identified in each process. As with our prior work, we used the interaction research method in the identification of these process components.客户关系管理的战略框架在过去的十年里，管理层和学术界对客户关系管理（CRM）的兴趣激增。
客户关系管理部分英汉翻译
Customer relationship managementCompany with an ERP system have an added bonus:complete and vast quantities of data available for analysis.By adding other software tools to their ERP system,companies can extend rte capabilities of their erp system,thus increasing its value. CRM software is one such tool.Depending on rte vendor,CRM software might be configure as a module with multiple capabilities or as a set of add-ons.Whateven choice is made,CRM can ba viewed as a corporate strategy or as a set of activities.CRM as a corporte strategyA company uses CRM software to determine each customer’s needs and then uses rtat knowledge to build a long-term relationship wirt each customer(hence CRM).The first step in building that relationship is to build an integrated company-wide view of each customer and then present a single face to each customer.Hem’s how it’s done .Assume that a company has many sales duvisions,some of which sell to the same customers.Each division takes a somewhat narrow view of it’s relationship with customers,probably evaluating each relationship by rte number of sales or the dollar volume of sales it makes to the customer.Top management,on rte other hand,wants rte big picture-the total sales and relationship profitability throughout all sales divisions.Getting this big picture requires merging data from individual divisions, which can only happen with an integrated IS, such as ERP.Thus,a company with five divisions might develop a comprehensive company –wide profile of a customer that is very different from one division’s view of that same customer.In a full CRM implementation,top management would want CRM software to do more than merge data, howeven.For example,when a customer contacts the company,the customer should be access to the same information about the conpany and its products,regardless of whether the customer telephones,e-mails,or visit the company’sWeb site. In addition,the customer should be able to business-get a price quotation,place an order,track the progress of an order-through any channel. with CRM,an custom contact are recorded in the company’s database.These data, along with sales and other transaction date ,allow the company to maintain a history and build a profile of the customer.This comprehensive company customer information is available to all company employees who work with the customer.Thus,when the customer contact the company,the company can use tills information to meet the customer’s needs in a coordinated and efficient way, paving the way to customer loyalty and future business.CRM as a set of activitiesCRM software exists to accomplish.One of the most important activities is segmenting customers.Here’s how it’s done.Because ERPstore large amounts of data in one central database,important subsets of this data can be copied a separate respository,called a data warehouse.A data warehouse is a database,but it’s separate from a company’s operational database.When users access data in file warehouse,they can analyse and manipulatedata without affecting the undering working of their company’s transaction system.Once the data warehouse is in place, companies can use data mining techniques to help them sift through transaction data in the datahouse .Companies are looking for Patterns in information and relationship of data that were previously unknow.Data mining tools are sophisticated statistcal and modeling software .Prior to the advent of ERPsystem,companies didn’t have the vast amount of information available in one database ,nor did they have the sophisticated analytical and modeling tools for mining those data.Thus, using data mining software, a company can stratify customers by volume. Profitability,or other measures.Scarce marketing resource can then be directed to the most desirable,once those customers are identified;other customer relationship can be de-emphasized.CRM software alse allow these activities:One-to-one marketing. Once a customer is categorized,product,promotion,and pricing can be tailored accordingly. Customer can be offered products related to what they are now buying(cross-selling)or offered higher-margin products in the same Lines(upselling).Sales force automation.Customer contacts are logged in the company’s database.Customers that contact the company can be automatically routed to a sale reoresentative by SFA software. SFA software can be use to forecast customer needs, base on the customer’s history and transactions,and to alert sales reps accordingly.Sometimes this software is called lead management software because a transaction can be tracked from the initial lead to post-sale follow-up.Sales campaign management software.This software lets a company organize a marketing campaign and compile its result.Marketing encyclopedias.This software serves as a database of promotional literature about products.The material can be routed to sales reps or customers as needed.Call center autonation.When customers call a company to get assistance with a company’s products ,representatives can query aknowledge management database containing about the product. Some knowledge management software accept queries in natural language.Ifnovel solutions need to be developed,they can be added to the knowledge base,which thus becomes smarter for the next time.All large ERP wendors offer data warehousing and mining also have written many data warehouse applications that accomplish similar tasks.No one software wender has an end-to-end CRM software suit that meets all needs.Siebel systems is currently a leader in many of the panies wanting many CRM applications. Ironically these approaches can lead to a lack of information systems integration-exactly the problem CRM and ERP attempt to solve! To overcome this problem,ERP venders such as SAP and peoplesoft are busy incorporating CRM modules into their ERP programs. Company with existing ERPsystem are more likely to use the ERP’S set of data warehousing and data mining tools rathan than purchase third-party software because of the ease of integration with tile current system.Why CRM needs ERP as a baseAn ERP system provides a common transaction database. This database is used by CRM software in budding customer profiles and other CRM purposes.As a practical matter,useful subsets of transactions from tile common database are taken out and put into a corporate data warehouse,customer contact information is then merged into the CRM data warehouse .Thus,ERP is a precursor in two ways(1)common transaction data are used and(2)the unified database approach is retained for the company’s CRM work.The benefits of CRMCRM provides companies with these benefits:Lower costs:CRM can lead to operational efficiencies,such as better respose times in call center operation and better use of sales force time, which lower costs. Higher revenue:By segmenting customers,better selling opportunities present themselves and revenue increases.Improved strategy and performance measurement: Installing and operating an ERP System require management and staff to think of the company as a whole.This attitude carries over into CRM work. With CRM in place,management can think about different performance measures:for example,should salepeople be reward for exceeding sales quotas and marketing people for finding new customer?Or,should both receive rewards that are based on some measure of customer satisfaction? The former approach---typical in days before CRM and ERP---can lead to unintegrated functional thinking .The latter appoach---now feasible with CRM and ERP---can lead to all personnel thinking in terms of acompany—wide effort to satisfy customers.Another look at CRMCustomer relationship management is a set of relates marketing-oriented activities.To give you a better grasp of CRM idea ,some real-word example are described here.Key customers accessing Dell Computer Corp’s customer Web page each get a personalized page .Dell call these pages premier web pages. The customer’s page contains product and technical information that dell feels will be important to the customer. How d oes dell know this information in advance? Dell’s forecast about what the customer needs to see,based on an analysisof this history.Dell’s web pages provide an excellent example of CRM and ERP linkages.Suppose the customer can use the web page to order a customized computer. When a customer enters tile order,it is sent to tile shop floor.Data are also sent to purchasing,which lets wendors see the data for automatic reordering.The status of the order is then post to the web site for the customer to see.BMG music service’s web site acts much like dell’s site.When a member arrives at the BMG site, the company ‘s CRM data warehouse is contacted. The customer’s page is then configured tooffer music that conforms to the customer’s preferences.Conside another industry. Holophane Corp. makes industrial lighting fixtures,such as those seen along roadways,Lighting fixtures are custom made, soeach sale is, in effect, a separate project.In the past,sales representatives maintained project specifications on paper, sharing data with customer service,product engineering,and other departments as the sales representative thought necessary. Customer service often did not have the data needed to answer a customer’s question and those question had to be rerouted back to the sales representative.Large financial firms are good candidates for productive data mining. Such firm have many customers,and some behaviors are predictable by transaction patterns. Data mining programes are often able to identify customers about to take certain action or customers in need of certain product. For example,Royal Bank of Canada has a large data warehouse populated with data about customers’transaction history and demographics. Prepackaged queries are routinely run against the database to identify customers that might need sales help.For example, a customer’s balances might be suddenly low and deposits sporadic,evidence that the customer might be thinking of leaving the bank.If the customer has been profitable to the bank-a determination that require its own CRM calculation-a represent will call to see whether the customer has problem that need to be addressed.客户关系管理拥有ERP公司还可以获得其他的好处：可以提供分析使用的大量完全数据。
客户关系管理-中英文对照
哈拉的客户关系
Harrah’s Customer Relationship
• 知道重要客户在他们包间里需要什么礼物
Knowing what special gifts a valued customer wants in their room
– 香摈或一盒巧克力?
Is it champagne, or Leabharlann box of chocolates?
大量营销工作
• 推销
Sales push
• 品牌公认,标识
Brand recognition
• 有目标的直销
Targeted direct sales
• 分类品牌忠诚度
Segment brand loyalty
最好的案例: 哈拉的赌场
Case: Harrah’s Casinos
Best Practice
• 一方面，客户关系被视为当期费用，另一方面，其回报难以 衡量计算 Returns are difficult to measure, while CRM is accounted a current expense
• 中间商缺乏工具和动力去共享数据访问 Intermediaries lack means or incentives to share access to data
• 结果是: 中国公司正在持续不断的增加销售收入和市场份额 Result: Companies are running up hill to build revenue and market share growth
• 忽视客户关系管理的公司，它的未来将会是：负增长和日趋 下降的市场份额。
• The future for companies that ignore CRM: negative growth and declining market share
客户关系管理外文文献翻译(2017)
XXX 学院毕业设计(论文)外文资料翻译学院：计算机与软件工程学院专业：计算机科学技术(软件工程方向)姓名：学号：外文出处：Goy Kakus.THE RESEARCH OFCUSTOMER RELATIONSHIPMANAGEMENT STRATEGY [J]. International Journal ofManagement Research & Review, 2017, 1(9): 624-635.附件： 1.外文资料翻译译文；2.外文原文。
注：请将该封面与附件装订成册。
附件1：外文资料翻译译文客户关系管理战略研究Goy Kakus摘要客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品,提供更好的客户服务、交叉销售和更有效的销售,达成交易,保留现有客户并更好地理解你的客户是谁。
本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。
然而,我们对其定义和意义还存在一些困惑。
本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础,从而对客户关系管理的知识作出了贡献。
关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略引言CRM 是客户关系管理的简称。
它的特征在于公司与客户的沟通,无论是销售还是服务相关的。
客户关系管理这一术语经常用来解释企业客户关系,客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户,达成合同和赢得销售。
客户关系管理通常被考虑作为一个业务策略，从而使企业能够:*了解客户*通过更好的客户体验留住客户*吸引新客户*赢得新客户和达成合同*提高盈利*减少客户管理成本*通过服务台等工具软件,电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。
设计精良的客户关系管理包括以下特征:1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动,帮助客户解决他们的疑问。
客户关系管理英文版
Customer Relationship Management (CRM)CRM refers to a business strategy that focuses on managing and enhancing customer relationships, often through the use of technology and data analysis. The goal of CRM is to understand customer needs and behaviors, improve customer satisfaction and loyalty, and ultimately drive business growth and profitability.CRM systems typically involve a combination of people, processes, and technology to gather, manage, and analyze customer data across various touchpoints, such as sales, marketing, customer service, and more. By understanding customer preferences, behaviors, and needs, businesses can personalize their marketing efforts, improve product development, and deliver better customer service.The benefits of CRM include:Improved customer satisfaction and loyalty: By understanding customer needs and delivering personalized service, businesses can improve customer satisfaction and foster stronger, longer-lasting relationships.Better decision-making: CRM systems provide businesses with a wealth of data about their customers, which can be used to make more informed decisions about marketing, product development, and other strategic areas.Increased efficiency: CRM systems automate many tasks related to customer management, such as data entry, lead tracking, and customer service inquiries. This can help businesses save time and reduce costs while improving overall operational efficiency.Better marketing effectiveness: CRM systems enable businesses to segment their customers based on various criteria, such as demographics, behaviors, and preferences. This allows businesses to target their marketing efforts more effectively, increasing the likelihood of converting prospects into customers.Overall, CRM is a critical component of any business that wants to build strong, long-lasting relationships with its customers and drive growth and profitability.。
客户关系管理Customer Relationship Management
CRM
企業利用資訊科技與流程設計，透過對客戶資訊 的整合性蒐集與分析來充分瞭解客戶，並利用這 些知識來精確地區隔有潛力的市場或提供一對一 的客製化銷售與服務，使得客戶從P/S中感受到最 大的價值。
目的在吸引好的新客戶，提升老客戶的滿意度及 忠誠度，共創企業最大的收益與利潤。
docin/sundae_meng
預測性分析:統計模式(Modeling)與資料探勘(Data Mining) 為知識導向、探索性、預測性，例如相關分析、分類分析、 集群分析、順序分析等功能來提供各種有用的客戶知識， 例如不同屬性的客戶群docin（/sund年ae_m紀eng 、收入、消費、地區）區隔
圖9-7 CRM的前台（操作型）系統
docin/sundae_meng
圖9-6 CRM科技架構
docin/sundae_meng
CRM的科技架構
操作型(Operational) CRM ：即運用企業流程的 整合與IT，協助企業增進其與客戶接觸各項作業 的效率，包括銷售、行銷與服務三大功能作業的 自動化。
分析型(Analytical) CRM ：藉由對客戶Profile蒐集 、整理、儲存與分析，以支援企業決策，包括資 料倉儲、OLAP與資料探勘等，以下將逐一介紹 這些IT架構。
docin/sundae_meng
行銷4P轉變為4C
Product→Customer Need Value
傳統：設計一個功能、品質、性能好的產品來吸引客戶。 CRM：產品的價值不在功能，而在於提供哪些是需要的價值給特
定客戶。
Price→Cost to Customer
傳統：以最低的價格來吸引客戶。 CRM：客戶的成本包括貨幣、勞心、時間本與勞力，因此，要讓
外文翻译--客户关系管理-精品
CRM，是Customer Relationship Management的简称，即为“客户关系管理”。
CRM实际上是一种市场营销领域的管理思想，它是以客户为核心的经营理念在企业内部推广的结果。
客户关系管理，按字面意思可以拆分为三个关键词：客户、关系、管理。
但若对其从逻辑关系的角度分析，需要从后面往前来看。
管理，意味着CRM属于企业管理的范畴，涉及到企业的运营战略、业务流程、企业文化等方面。
关系，意味着这种管理是一种关系管理。
人类自形成社会之后，就存在人与人的关系；在工业生产和规模经济之后，企业与企业、企业与人的关系就日益复杂重要，而且越来越影响着企业的发展，所以形成了关系管理的范畴。
客户，意味着CRM是围绕客户为中心的关系管理，客户是焦点。
在这三个关键词中，客户指的是购买企业产品或服务的顾客，同时也可以泛指企业的内部员工、合作伙伴、价值链中的上下游伙伴甚至竞争对手等，所以CRM管理的客户不仅仅是消费者，而是与企业经营有关的任何客户。
而企业与客户的关系不是静止的、固定的，它是一种互动的学习型关系，企业与客户之间要进行互动的沟通和交流，互相了解和影响，并能够在接触过程中进行学习，从而更好地了解客户并提供更合适的产品或服务。
进一步来说，管理是对企业资源的有效管理，对于CRM而言就是对客户资源的有效整合和管理，企业如何在经营理念和业务流程中有效地整合客户资源，利用客户管理来提升销售利润就是一个永恒的管理问题。
虽然CRM是一个经营管理方面的概念，但是其真正快速发展起来，真正被引入企业实际营销中，是伴随着上世纪90年代以来软件业飞速发展和Internet 普及使用而来的。
可以说软件业和Internet是CRM飞速发展的载体。
软件业的飞速发展，使得可以根据企业的实际需要快速规范地开发出新的CRM系统或者维护修改旧的CRM系统，以适应快速变化的市场需求。
而Internet的普及又为信息的快速流通提供了可能。
二者的结合便为CRM飞速发展，成为计算机应用方面一个专门的领域，提供了切实可行的基础。
CRM 客户关系管理(Customer Relationship Management)
CRM 客户关系管理(Customer Relationship Management)CRM的定义CRM最初是由Gartner Group提出的。
Gartner Group作为全球比较权威的研究组织，对CRM给出的定义如下：CRM定义："客户关系管理(CRM)是代表增进赢利、收入和客户满意度而设计的，企业范围的商业战略。
"我们可以看出，Gartner强调的是CRM是一种商业战略（而不是一套系统），它涉及的范围是整个企业（而不是一个部门），它的战略目标是增进赢利、销售收入，提升客户满意度。
其它的权威定义：CRM定义2："CRM是企业的一项商业策略，它按照客户细分情况有效的组织企业资源，培养以客户为中心的经营行为以及实施以客户为中心的业务流程，并以此为手段来提高企业的获利能力、收入以及客户满意度。
"CRM实现的是基于客户细分的一对一营销，所以对企业资源的有效组织和调配是按照客户细分而来的，而以客户为中心不是口号，而是企业的经营行为和业务流程都要围绕客户，通过这样的CRM手段来提高利润和客户满意度。
CRM定义3："CRM是一种以客户为中心的经营策略，它以信息技术为手段，对业务功能进行重新设计，并对工作流程进行重组。
"这个定义则从战术角度来阐述的。
CRM是一种基于企业发展战略上的经营策略，这种经营策略是以客户为中心的，不再是产品导向而是客户需求导向；信息技术是CRM实现所凭借的一种手段，这也说明了信息技术对于CRM不是全部也不是必要条件。
CRM实现什么？是重新设计业务流程，对企业进行业务流程重组（BPR），而这一切是基于以客户为中心，以信息技术（CRM系统）为手段。
CRM定义4："CRM指的是企业通过富有意义的交流沟通，理解并影响客户行为，最终实现提高客户获得、客户保留、客户忠诚和客户创利的目的。
"在这个定义中，充分强调了企业与客户的互动沟通，而且这种沟通是富有意义的，能够基于此来了解客户并在了解客户的基础上能够影响引导客户的行为，通过这样的努力最终实现的是获取更多的客户、保留原来的老客户、提高枯黄的忠诚度，从而达到客户创造价值的目的。
客户关系管理中英文对照外文翻译文献
客户关系管理中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:客户关系管理的战略框架1 引言在过去的十年中，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，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。
客户关系管理{CRM}【英文精品】
8
Ogilvy &
&
CRM
Next evolutionary step, back to intimacy Customer loyalty build on:
Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
Ogilvy &
&
Why CRM? (continued)
Service leaders enjoy the following advantage over their lowservice competitors:
They grow twice as fast. They experience a 6% annual growth vs. a 1% share loss (they take customers away from their competitors). They can charge 10% more from their products and still take customers away. They enjoy 12% vs. 1% average return on sales. Industry statistics show that 68% of customers walk away because of poor customer service.
Acquire more customers Optimize the value of the existing customers Retain the right customers longer
企业客户关系管理外文文献翻译
企业客户关系管理外⽂⽂献翻译⽂献信息⽂献标题：Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise（客户关系管理（CRM）的理念及其对企业的意义）⽂献作者及出处：Idzikowski A, Kury?o P, Cyganiuk J, et al. Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise[J]. System Safety: Human-Technical Facility-Environment, 2019, 1(1): 1004-1011.字数统计：英⽂3107单词，17349字符；中⽂5459汉字外⽂⽂献Customer Relationship Management (CRM)-Philosophy and its Significance for the EnterpriseAbstract The article presents the CRM (Customer Relationship Management) philosophy. The principles of building the CRM strategy, enabling building and strengthening ties with the client (including ensuring its safety in relationship with a company), thanks to which the company can expect continuous sales, have been presented. Exemplary tools used in CRM (such as: call centre, contact centre, key account management) are listed and described. An attempt has been made to assess the cost-effectiveness of implementing the CRM philosophy in the enterprise based on the SWOT analysis. The strengths, weaknesses, opportunities and threats of such an undertaking were analysed, and the results were presented in the summary and final conclusions.Keywords: CRM (Customer Relationship Management), call center, contact center, key account management, lead management, risks in relations with clients, customer safety1.INTRODUCTIONCRM is an abbreviation of the concept of Customer Relationship Management (Haenlein, 2017). CRM is the entire philosophy that combines a marketing concept with a business strategy on how to effectively manage customer relationships. The centre and also the object of interest is the client and their needs, including its safety in relationship with a company. According to Dr. Robert Shaw from Shaw Consulting, the author of the book "Measuring and Valuing Customer Relationships", CRM is “an interactive process of gaining an optimal balance between the organization's investments and the satisfaction of its clients in order to maximize profits”. The Main Statistical Office defines CRM as "Management methodology, which assumes the client being in the centre of business activities and is based on the intensive use of information technology to collect, combine, process and analyse customer information". CRM is a process that is constantly evolving and "requires abandoning the traditional business model focused on the organization. Supported by thoughtful investments in people, technology and business processes, CRM is the way of how the company meets its clients' needs" (Zachara, 2001).In business terms, CRM is a strategy "based on building customer loyalty towards an enterprise/brand by developing long-term, mutually beneficial relationships using the latest advances in information processing technology" (Deszczyński and Deszczyński, 2011).In marketing terms, CRM is a philosophy aimed at satisfying the client's needs, thanks to which effective marketing and effective sales are ensured. In marketing terms, CRM relies on "identifying, winning and educating customer loyalty, and in particular on collecting, integrating, processing and disseminating customer information in all the involved organizational units through possible information distribution channels" (Fr?ckiewicz and Rudawska, 2004).In IT terms, CRM is a tool whose task is to support the CRM philosophy in the company, so that the management of customer relations is more effective. CRM systems "collect data about clients, competition, contacts, negotiations, transactions, and marketing activities of the organization" (Stasieńko, 2007; Kaoud, 2018). CRM asa tool collects and combines various types of applications in the field of data processing and transfer, from marketing, sales, business and customer service areas. This system is called "a data warehouse with a specific profile, intended for managers of marketing and sales departments, used to analyze the behaviour and profile of customers, their response to marketing campaigns or the quality of the sellers' work" (Todman, 2003).2.DEVELOPING THE CRM STRATEGYThe first stage in developing a CRM strategy is undoubtedly defining the company's goal, i.e. what type of products the company wants to focus on, how these products should be sold, who will be a potential customer. Firstly, it is necessary to specify the product, the target group of recipients, and thus the type of market, eliminating risky clients. To determine thepurpose of the company, it is helpful to examine the market and customer needs. The product must meet the customers' needs. The product and its functions should be a solution to a client's problem. It is not difficult to create a product, but matching it to the customers' requirements and fitting it to the market can be a challenge. Before launching the product, it is necessary to know the needs and preferences of individual customers. Information about customers' previous experience with other products is extremely valuable. This will determine the customer's preferences. It is also helpful to measure the level of customer satisfaction, thanks to which customer preferences will be defined (Maciejewski, 2012).The next step in building a CRM strategy is acquiring customers. Promotional and marketing campaigns serve this purpose, but they must be thoroughly planned. Customers are tired of excessive information on various products. Therefore, it is important to make it clear to the customer that the product has already been tried and fulfills its role. Customers generally do not have time to become familiar with the features of a given product. They want clear and specific information if anyone has tried this product before and what they think about it, is it safe to use and meet the client's expectations. Therefore more and more companies advertising their productrefer to the opinion of recognised experts (Liczmańska and Wi?niewska, 2011).Customer segmentation plays a major role in acquiring clients. Therefore, it is necessary to select customers who will generate profit for the company through their purchase. They are, the so-called, key customers, and therefore the most important for the company, because thanks to them, the company can operate and develop (Latuszek, 2012).Customer-centred approach means meeting their needs and thus gaining their trust. The efficient and thoughtful approach to sales as well as to the preparation of an offer for the customer will be very helpful.In order to gain customer trust, the key issue is good communication. Customers want to feel that they can always contact customer service. All available communication channels (mail, letter, telephone, etc.) should be used, but personal contact is the most important. It is then that the company gets to know the customer better and establishes closer relations. A personal meeting allows to learn about customer's preferences, even in private life. The knowledge of the client's hobby and a friendly conversation on this topic increase the feeling of trust, friendship and safety in the client.Acquiring a client is half the battle. The second half is to maintain them, to build good relationships with them, so they will come back for new products. To maintain the customer, it is advisable to provide them with an appropriate after-sales service. The customer wants to be sure that the company will provide them with advice and answer their questions.2.1.Selected tools of CRMIn addition to the basic product, companies are increasingly offering additional services to clients. Currently used CRM tools/services for building lasting customer relationships include:call centre,contact centre,key account management,lead management (applying communication standards in the customer acquiring process),loyalty management (rules for granting loyalty packages and privileges).2.1.1.Call centerCall centre is a telephone service centre, also called telemarketing. This concept was coined about 40 years ago by Continental Airlines (American airlines). In the 1990s, first applications were created to improve and record customer telephone service. The job duties include telephone contacts with clients, answering their questions, offering various types of services (e.g. placing orders for a customers), solving problems (e.g. technical support in the case of broken equipment) and active sales of products.2.1.2.Contact centreContact centre is a customer service centre. It is an extension of the Call Center, since it enables contacts between customers and employees not only by phone but also by e-mail, letter, chat, video calls, text messages, etc. It is more customer-friendly because it gives them the opportunity to choose the type of contact with the service office. For employees, this is a challenge and a break from monotony, because they have many communication channels at their disposal. The contact center, as the name suggests, is focused on constant contacts with the client, problem solving, consulting and sales. Nowadays, companies offer more and more modern forms of communication with the client, such as video calls, where the client and consultant can see and talk freely. Thanks to this type of solutions, the company can serve clients from all over the world (Szybalski, 2008).2.1.3.Key Account ManagementThe term Key Account Management, relates to a person managing key clients. The Key Account Manager's tasks include caring for key clients, advising them and presenting the company's product range. He is also responsible for product sales and trade negotiations. The person also prepares contracts and coordinates their implementation. He/she conducts an active analysis of the market and consumer needs, participates in actions promoting the product. Thus, generally, the duties includeservicing existing clients and acquiring new ones (Zachara, 2001).2.1.4.Lead management (management of information on company offers)This is one of the CRM processes aimed at informing potential customers about the company's offer. At the same time, as part of Lead management, the aim is to obtain information on the recipients' purchasing preferences. One of the tasks is to contact the customer again in order to collect feedback on the product and the offer (Deszczyński, 2013).2.1.5.Loyalty management (management of loyalty packages)Loyalty management aims to retain customers by offering privileges and loyalty packages, e.g. in the form of discounts (Deszczyński, 2013).3.CRM IT SYSTEMCRM IT systems support the processes of the sales cycle, maintaining relations with customers, surveying their satisfaction levels, examining the needs of newly acquired clients as well as the operation of service and consulting activities (Zachara, 2001). This system collects and processes information in the field of: sales, customer service, marketing, time and correspondence management as well as after-sales service.The CRM software consists of (Wróblewska, 2013):operational component,communication component,analytical component,The CRM operational component (front office) is a database of clients and sales-order transactions. It is used to consolidate customer data and to record every contact with the customer. The operational subsystem gathers information about personalized offers for the customer. It enables monitoring of customer service and sales reporting.The CRM analytical component (back office) analyses data collected in the operational CRM. This analysis allows understanding the customer's purchasing behaviour. On this basis, it is possible to analyse and plan promotional campaigns, conduct customer segmentation and forecast sales. The analysis performed by this subsystem helps in making strategic decisions, reducing the risk of failure.The CRM communication component enables direct contact with the client using all available means of communication (telephone, fax, email, etc.). It also allows data transfers between the head office and sales representatives (Wróblewska, 2013).The basic advantages of the CRM include (Stasieńko, 2007):automatic registration of contacts with clients,servicing the client by a group of people from the company,solving the client's problems,more accurate and realistic sales planning,greater number of customers served,faster responding to clients' enquiries.4.IMPLEMENTATION OF CRM STRATEGY IN ENTERPRISE – PROBLEM ANALYSIS4.1.Problem definitionA lot of enterprises are struggling with declining sales and loss of customers. This is related to the fact that companies apply a traditional marketing model in sales: they value sales results rather than customer relationships. Companies focus on reducing costs and increasing production. Costs reduction leads to lower quality. Focusing on increasing production and costs leads to neglecting customer needs. Companies do not research the market, and thus do not know what product the potential buyer is looking for. Companies focus on one-off sales, they do not maintain customer relationships. The lack of ties leads to the loss of the client, who will look for more optimal, competitive solutions. As part of the cost reduction many companies do not introduce loyalty packages, e.g. in the form of discounts, which discourages the client from cooperation with the company. The lack of attractive, personalized offers also contributes to reducing the customer portfolio. Enterprises do not segment customers, "safe" for the company, and thus they do not focus on the most profitable customers. Directing the same offer to all recipients leads todeepening financial losses. It also results in the loss of competitiveness on the market. Another problem is the lack of tools allowing efficient customer service and after-sales service. Without these tools, the company can not develop its range of products because it does not have any valuable feedback from customers. Companies do not collect information about key clients or such information is collected in a chaotic manner, which makes it difficult to build good customer relationships.All of the presented problems can be reduced to the basic problem, which is the lack of customer relationship management in the company. In the long term, this problem leads to:worsening of the company image on the market,the loss of cometitiveness,the loss of customers,the loss of revenues and profits,worsening of cash flow and the company profitability,declining sales,increase in number of complaints.4.2.Suggested solutionsThe solution to the declining and inefficient sales is the introduction of the CRM strategy in the company. It is a client's needs oriented solution. The introduction of CRM in an enterprise involves the reorganization of work in the company. For this purpose, the company sets its goals and promotes the idea of CRM in the company. Each employee must understand the essence of CRM and identify with it. The database thus created will allow the analysis of the target market and the identification of key clients. Next, the company should develop and implement a marketing strategy using selected CRM tools, such as customer service, after-sales service and loyalty packages for regular customers. Support for the implementation of CRM in the enterprise will be provided by a computerized CRM system that will integrate the company's operations. Companies that implement CRM are advised to consult specialists in the field of customer relationship management. Experts will advise on how to start, how to implement CRM effectively and economically.4.3.SWOT analysis of the suggested solutionTable 1 presents the SWOT analysis of the suggested solution for the issues analysed in the article.Table 1 SWOT analysis – strengths and weaknessesTable 2 SWOT analysis – threats and opportunities5.Conclusions“Considering all the problems faced by today's organization, it can be stated that the CRM, as a business concept, fosters the complex approach to the client, and in particular the determination of the company's ability to implement the product, service and their combination that will be attractive to customers. It helps to establish the company's ability to acquire new and retain loyal customers, to increase customer satisfaction and to strengthen loyalty” (Maciejewski, 2012). The implementation of the CRM strategy allows to significantly optimize costs and increase the margin. The percentage of sales also increases, and so does the profit of the company, and the levelof customer confidence. The policy of focusing on the client's needs strengthens the company's image on the market and makes it attractive to potential recipients of goods or services.However, it should be remembered that introducing the CRM into the company may cause changes in its organization and the way of thinking. The introduction of CRM, and especially the CRM computer system is a long and expensive process. If the company does not clearly define its goals, the implementation may be unsuccessful.Although the implementation of the CRM philosophy in a company is an expensive and time-consuming process, it is profitable and beneficial in the long run. Considering the fact that CRM is a tool that may help to build long-lasting relationships with customers, and thus increase sales, it can be assumed that the investment in CRM implementation will return, provided that the company's operations are thouroughly thought through.中⽂译⽂客户关系管理（CRM）的理念及其对企业的意义摘要本⽂介绍了CRM（客户关系管理）的理念。
深圳航空公司的客户关系管理策略外文翻译
Shenzhen airlines customer relationship management strategyShenzhen airlines co., LTD. (hereinafter referred to as "shenzhen airlines") was founded in November 1992, sailing on September 17, 1993. Shareholders of China international airlines co., LTD., deep international logistics (shenzhen) co., LTD., mainly engaged in aviation passenger, cargo and mail transportation business. Until July 2010, shenzhen airlines and its holdings of henan airlines, kunming airlines, jade cargo airlines with sound wave in 747, 737, 320, 319 and the airbus, various types of main passenger and cargo machine more than hundred frame, operating more than 160 domestic and international routes.Shenzhen airlines adhering to the "safety first, prevention first, comprehensive management" of the security policy, pay attention to the safety management culture, build scientific and pragmatic continuously strengthen the system control ability, strict responsibility system, efforts to promote risk management level, ensure reliable safety chain as a whole, provide passengers with safe and reliable service. At the same time, shenzhen airlines to pay attention to continuously improve service quality molded outstanding enterprise brand, through to "honour peng club" and "shenzhen airlines" two brands, provide passengers with high quality in the whole process of the travel service; The launch of the "fly", "city express" a number of features, such as the access to the most convenient and comfortable travel experience.As a grown up together with the dc aviation enterprise, shenzhen airlines take root in shenzhen, serve the public, set up lines of shenzhen foreign trade and economic and cultural exchanges "air corridor". Shenzhen airlines is not only pay attention to their own development, but also consciously fulfill social responsibility, gratitude return society, known as the shenzhen a beautiful card.According to the company development plan, "twelfth five-year" final, shenzhen airlines will reach or exceed 180 passenger aircraft, and timely introduction of wide-body jet. In future development, shenzhen airlines will work hard to make independent brand famous national airline in the asia-pacific region, and is based in shenzhen, the route network covering Asia and intercontinental large network of airlines.Along with the advancement of world economic integration, IT the rapid development of information technology, civil aviation markets are booming, increasingly norms service standard, the industry competition is becoming more and more fierce. As the saying goes: "the survival of the fittest", so only can fully grasp the trend of The Times and the current situation of enterprise environment, can in the fierce and brutal "war" to survive and get further development. Airlines belong to the service sectors, provided the basic product is direct sales to customers, so customers in the aviation business of the company is for the key position, how to have a stable, loyal customer base, which has a stable customer market, is any one airline to survival and development face and must solve the problem. Because deal with the relationship between the customer, is the key of enterprise marketing and profit, so the airlines should pay attention to and strengthen the relationship between enterprises and customers, with the customer relations management (CRM) has entered the field of civil aviation.Shenzhen airlines customer relationship management strategyThe current domestic airlines to customer relationship management (CRM) has more and more understanding, and many enterprises made a lot of basic work in this respect, for example, Air China and China southern airlines have established their own call center based on customer relationship management (CRM), via the CTI technology and the Internet, users can get including reservation within 24 hours, shipping, freight, the flight and a series of aviation services. In the current domestic and international competition in China's civil aviation enterprises will face more, shenzhen airlines how to use their own characteristics of products, technology and service advantages, how to effectively develop and implement their own CRM strategy, has become the top priority. Facing the shenzhen airlines under some suggestion how to implement the customer relationship management (CRM).1 frequent-flier strategy of differentiationAirlines are generally through frequent flyer plan to retain customers and enlarge market share. However, as frequent flyer program is more and more popular, almost every airline has its own frequent flyer program, products become more tend to be homogeneous; While most of the passengers is not merely is a member of the airline,so we can't just put the ticket discount as a means of market promotion, this way can attract low-end customers. As a kind of enterprise profit growth and development plan of loyal customers for a long time, the company should also consider more the wallet share of the customer. That is to say, in their frequent flyer membership and compared with the proportion of rivals. Only through frequent flyer provide valuable services to them to improve the proportion, to attract customers and gain the customer's purpose.2 through the new network platform of information feedback in timeCompany can take advantage of the network platform to realize the effective interaction with customers, according to the analysis above this airline customers is no stranger to Internet use. Through the network platform can implement a single conversation ability with customers, and help the company more detailed understanding of customer personalized requirements, according to different customers to provide the corresponding services. Customers can easily through the network to implement custom lines and range, and the popularity of an electronic ticket, you can cooperate with the bank on the net pay fee functions in the network, can let the customer all have their own network reservation system, saving the cost of the customer's time. At the same time can effectively and timely customer information research and the enterprise product publicity, so that greatly reduces the operating costs of enterprises.3 giving full play to the advantages of direct selling network to keep the core clientOrders, Before ticketing company, shenzhen airlines have their own customer service that a basic is responsible by the direct selling institutions, shenzhen airlines flights in wuxi, changzhou, time is the best, this will give airlines brought certain convenience for customers. Itself with shenzhen airlines market personnel shall strengthen the training the customer management idea, USES the advanced customer relationship management system, set up customer churn warning mechanism, timely inform the direct selling network marketers, do wan to save customers, to reduce the enterprise cost, improve customer demisability value. Direct selling network should be given more freedom, relinquishing some appropriate permissions, active contact with customers and can reach agreement with frequent flyer and effective follow upcustomer face to face.4 to change the traditional mode of telecom call centerAlso cannot ignore the role of the call center in CRM application, using the CTI technology of combining the Internet with the traditional call center, change the operation mode of the traditional telecom environment oriented, let the customer not only voice communication, can also be through email, business contact, in the form of video and of course this way need to constantly in the process of operation optimization, need a long period of transition. In today's mobile phone is relatively popular, also in the call center to establish a short message platform, let the customer can easily use the cell phone booking to achieve convenient and fast Czech airlines can realize the interactive communication with customers, this is a development trend in the future.5 speed up and improve the information network construction, establish the enterprise databaseInformation network is the infrastructure of an enterprise, is the implementation of customer relationship management (CRM) technology. If there is no a high-performance integrated information network, all efforts will fail on the implementation of CRM strategy, CRM is itself a processing factory and finishing various input information, which itself is a processing factory and finishing various input information, after the data processing will eventually become enterprise top management decision-making basis. Successful CRM, including two aspects of system resources and enterprise culture, only the two aspects to meet at the same time, to increase profits and improve customer relationship, the optimal effect. Passengers can be reliable, convenient information network query to the information they need to; Airlines can take advantage of the information network for data mining, the analysis of various personalized needs of passengers, to provide better services for tourists.6 the company from top to bottom to carry out the concept of "customer is the enterprise strategic assets"In-depth understanding of the concept is the foundation of enterprise implement CRM strategy, CRM strategy in a certain extent changed the enterprise view of market and customers. In the past, companies to develop new customers as the keyfactors to expand the market, now, enterprises not only should attach importance to the development of new customers, more should notice to keep existing customers and potential excavation. CRM strategy implementation is also a "head project", top managers, change management idea must be involved in the department leaders should be the project sponsor or participants. Managers of public understanding and support of the project, to promote the progress of the project is very necessary. Companies each employee, including ticket sales staff, freight services, ground services, personnel, etc., especially window service personnel in the process of providing services to establish a good image for the enterprise to win trust.7 the necessary business process reengineering, in order to meet the requirements of the implementation of CRMCRM implementation on business and management as the core, the implementation of CRM is to drive the business process, in the process of implementation of existing business processes and future process must be carefully comparison and analysis, active thinking of the existing problems in the sales, marketing and service mechanism and strengths, the customer may be related to enterprise relationship link points to overall consideration, retains its own advantages, at the same time removing inefficient in business link, link to improve customer relationship can't work. In the form of a simple alternative to the implementation of CRM strategy, or will only the implementation of the implementation of the strategy of CRM as an automated process is wrong.Eight strengthening of market segmentation and target market selection, the implementation of the necessary marketing mix strategyStore a lot of customer data in database, can make all kinds of analysis about the process of customer dynamic, and, from the analysis can more quickly master the solution to customers. Today's airlines competition not only in the domestic market, also in the international market at the same time, we want to have a long-term plan already, also want to have a short-term plans. Airline service for the customer is not only a luxury aircraft with fine facilities, also is not only the attitude of service staff, also must want to have some new different from competitors, to make a detailed analysis to the customer, the marketing emphasis on a rich profit customer base. Onlyon the people, processes and technology 3 d coordinate all closely around the "take the customer as the center" building, to make CRM plays a huge potential.9 firmly establish the idea of "take the customer as the center"In the current environment, the focus of market competition has been from the product, service, competition to the competition for customers. With customers to establish and maintain a long-term and good partnership, grasp the customer resources, to win customer trust, analysis of client demand, to provide satisfactory customer service and customer relationship management (CRM) the core idea of concrete application in practice is the key to enterprises to cope with the market competition. In CRM implementation and application, therefore, continuously improve and application of "take the customer as the center" the idea of "take the customer as the center" should not only attach importance to the customer, more space to give customers, allow customers to participate in it, in some cases, also need the relationship between the customer to manage the enterprise. On the one hand, from the "customer oriented" ascension to the dominance of the "customer". "On the other hand, from the" personalized "to the" custom ".In the analysis of the above we can see that shenzhen airlines can insist for decades his style; Shenzhen airlines can complete can hardly imagine the efficiency and quality, will be rivals far behind, they by shenzhen airlines, high efficiency, high quality, from the height of the organization running smooth; The height of the organization running smooth, high coordination from organization and strong execution. But it is not easy to complete it. Along with the further global economic integration and liberalization, China's air transport has been impossible without liberal mainstream development, air transport enterprise must keep pace with The Times, change ideas, shoulder the historical mission of building air power, to achieve leapfrog development. Our air freight enterprise in system, human resources, route layout, marketing ability and the management and service level, etc all have certain gap, restricts the we took advantage of the "open skies" bring business opportunities. At present, the pattern of the international air transport has air freight enterprise federation, marketing code sharing, portal point airport hubs, network globalization four main features. In such a big environment, shenzhen airlines should speed up codesharing with foreign air transport enterprises, strategic alliance, and other marketing cooperation, form the international perspective; In the company's development strategy, must consider the global arrangement, with the international civil aviation companies for strategic cooperation and alliances, promoting advanced technology and management methods, the introduction of competition mechanism, enhance the competitiveness of the enterprise itself. Believe that shenzhen airlines will be able to seize the opportunities brought by globalization, continue to grow stronger, finally into the mainstream of world air transport.深圳航空公司的客户关系管理策略深圳航空有限责任公司(以下简称“深航”) 于1992年11月成立，1993年9月17日正式开航。
customer relationship management中文-概述说明以及解释
customer relationship management中文-概述说明以及解释1.引言1.1 概述概述:客户关系管理（Customer Relationship Management，CRM）是一种运用先进的技术和有效的管理策略来建立和维护企业与客户之间的良好关系的理念和方法。
它通过整合和优化企业内外的资源，致力于满足客户需求、提高客户满意度、增进客户忠诚度以及持续提升企业业绩。
随着市场竞争的加剧，客户关系管理变得越来越重要。
企业需要通过了解客户需求、建立信任和持续交流，赢得客户的信赖和合作。
客户关系管理不仅仅是一个营销策略，更是企业战略的核心内容之一。
客户关系管理的目标是建立长期稳定的客户关系，通过与客户建立互动和沟通，提供个性化的服务和定制的解决方案，从而满足客户需求并超越其期望。
通过客户关系管理，企业可以实现客户忠诚度的提高，增加客户的复购率和推荐率，为企业的可持续发展提供强大的支持。
本文将主要介绍客户关系管理的定义和重要性，以及客户关系管理的主要原则和方法。
通过深入了解和掌握客户关系管理的理论和实践，企业可以更好地应对市场竞争，提升企业的竞争优势，并为未来的发展奠定坚实的基础。
接下来的章节将分别详细探讨这些内容，希望可以为读者提供全面的了解和参考。
1.2 文章结构本文共分为以下几个部分进行阐述：引言、正文和结论。
第一部分引言主要对本文的整体内容进行概述，介绍客户关系管理的定义、重要性以及文章结构。
通过引言部分，读者能够了解到本文的核心内容和目的。
第二部分正文是本文的重点，包括客户关系管理的定义和重要性以及客户关系管理的主要原则和方法。
在介绍客户关系管理的定义和重要性时，将分析客户关系管理对企业发展的作用，阐述其在提高客户满意度、增加销售额、促进客户忠诚度等方面的价值。
随后，将详细介绍客户关系管理的主要原则和方法，包括建立有效的沟通渠道、个性化服务、客户分类与管理、数据分析与预测等方面的内容。
客户关系管理外文文献翻译
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 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. IntroductionIn 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 man y 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 imp ortant customer brings a gross amount of money for our enterprise” has become a reflex for many compa nies 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 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 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 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 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 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 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, 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 clauses, such as service, leasing and warranty;- choosing the instruments of CRM –the company combines the ins truments 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 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 managementThe 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 particularmoment 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 buildinga 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 througha 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 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 markets. 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 industries 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 industry 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 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. The main banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increasein 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 special insurances. Customers have also a word to say about their bank. A market study madeby 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%), 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’s criteria when choosing a bank are the trust in the 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 allows 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 penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7. ConclusionsRomanian 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。
CRM(Customer-Relationship-Management)客户关系管理
CRM(Customer Relationship Management）就是客户关系管理。
客户关系管理系统是以客户为中心，基于客户生命周期的全过程，采用协同技术和理念，帮助企业更好的获取客户、保留客户及提升客户价值、提高客户满意度和忠诚度，从而全面提升企业竞争能力和盈利能力。
版式介绍标准版主要包括客户管理(客户信息、联系人信息）、事物管理(联系活动、市场活动）、销售管理（销售机会、销售报价、项目团队)、采购管理、商务管理（销售签约、合约回款）、服务管理(客户服务、客户投诉）、汇总中心、权限管理九大模块。
编辑本段核心价值CRM 客户关系管理系统是把有关市场和客户的信息进行统一管理、共享,并能进行有效分析的处理的新型应用系统,它为企业内部的销售、营销、客户服务等提供全面的支持。
CRM在帮助企业缩减销售成本、增加收入、寻找扩展业务所需的新市场和新渠道，提高客户的价值方面CRM具有很广阔的应用空间核心应用价值以销售漏斗理念管理客户客户关系管理系统是基于销售漏斗为理念研究开发，以客户为中心,完整记录客户生命周期的全过程,帮助企业更好的获取和保存客户信息,有效的避免客户信息流失。
实现各部门数据的无缝衔接通过内部各部门人员的系统权限设置，以及客户信息和销售流程上的责任指派，可以轻松的实现企业各部门之间数据的无缝衔接。
详细记录客户生命周期全过程所产生的信息从对客户信息的收集，到客户最终与企业签约,销售人员在销售过程当中的每一个环节都可以记录到系统当中，管理层可以对工作当中每一个细节进行有效的管控。
强大的数据汇总，方便随时查询系统拥有全面的数据汇总中心，不但能够提供给企业系统中所记录数据的分析报表,还能够以图形化的形式呈现,给予企业未来战略发展以强有力的数据支持。
智能的预警机制，有效掌控销售过程每一位与企业签约客户的合约信息都可以保存在系统当中，并且可以对客户合约的回款进行实时的更新，保证回款进度.编辑本段发展历程CRM经历了60年代的Mainframe、80年代的C/S、今天的SAAS 大型机（Mainframe）也曾有过辉煌的时代，1948年，IBM开发制造了基于电子管的计算机SSEC.1952年IBM公司的第一台用于科学计算的大型机IBM701问世,1953年又推出了第一台用于数据处理的大型机IBM702和小型机IBM650,这样第一代商用计算机诞生了，1956年,IBM又推出了第一台随机存储系统RAMAC305，RAMAC是”计算与控制随机访问方法”的英文缩写。
4r英语客户关系管理
4r英语客户关系管理
4r英语客户关系管理通常指"Relationship, Retention, Referral, and Revenue"，即关系、保留、转介和收益。
这是一种营销策略，旨在建立并维护良好的客户关系，从而增加客户满意度和公司收益。
关系（Relationship）是指与客户建立和维持良好的互动关系。
这包括有效的沟通、倾听客户需求、提供专业的帮助和支持等，以促进客户对企业的忠诚度。
保留（Retention）是指通过各种手段和措施，确保现有客户的长期合作和继续消费。
这包括提供个性化的服务、定期跟进客户需求、提供增值服务等，以防止客户流失。
转介（Referral）是指通过现有客户的推荐，获得新客户。
当客户对企业的产品或服务满意时，他们往往会推荐给他人，这样可以有效扩大客户群体并增加销售额。
收益（Revenue）是指通过客户关系管理策略，获得更多的销售收益。
通过建立良好的客户关系，客户往往会更倾向于购买企业的产品或服务，从而增加销售额和利润。
综上所述，4r英语客户关系管理是一种通过关系建立、保留客户、获得转介和增加收益的策略，以提高客户满意度和企业的盈利能力。
IBM Smarter Banking 客户关系管理框架说明书
1111
IBM Internal Use Only
© 2011 IBM Corporation
Smarter Banking for your business
Agenda
The Changing Face of the Customer
How Banks are Responding
IBM Point of View and Key Initiatives
Smarter Banking for your business
Agenda
The Changing Face of the Customer
How Banks are Responding
IBM Point of View and Key Initiatives
IBM Solutions
Examples of Best Practices
Smarter Banking for your business
IBM provides solutions in four domains that provide the capabilities to address banking business needs
IBM Banking Industry Framework
The customer care and insight domain helps you build a foundation for creating a single view of the customer and enabling more effective and efficient sales and service
Age
Wealth
Ethnicity/Culture
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
毕业论文（设计）外文翻译论文题目：客户关系管理的战略框架系部名称：商学系专业班级：信管101 学生姓名：李小丁学号： 2指导教师：刘铁军教师职称：副教授2014年01月05日客户关系管理的战略框架1 引言在过去的十年中，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，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的期望比较后，他接受了公司，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：(1)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。
(2)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。
(3)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。
(4)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客户关系管理工具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：直接邮件是通过邮政服务，收件人的家庭或企业的物质分配的地址，以促进产品或服务。
在CRM的邮寄问题而定，由简单的信件到目录，它总是发生在发送一个特定的在客户的生活（生日，为活动邀请的时刻）。
它必须包括粘性的小工具，以增加他们的机会被打开和阅读;通讯，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;富达卡（存储卡）是在收集信息的重要工具客户行为。
通过积累的忠诚点，客户可以受益于不同的特殊优惠;客户俱乐部指定一个已与富达卡并行增长的概念。
其主要形式是贵宾俱乐部，歌迷俱乐部，产品利息的俱乐部，以及与生活方式俱乐部。
该俱乐部是一个机会，使该公司在根据社会地位，接受，威望和提供其客户的期望;电话营销允许企业进行市场研究和高度可衡量的和负责任的，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和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。
事件营销需要在三个主要领域：产品（在这里举行，它在增加销售的重点），为开发法人公司（开发企业）和社区（能在当地社区生活的差额）。
价格政策时，可以被认为在建立客户关系管理方案的各个方面有关：为特殊客户的折扣，贱卖或匹配的竞争对手，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。
在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。
在分配政策，积极管理可以集中精力在客户或分销渠道。
生产者评估的分销合作伙伴和客户关系管理活动需要的时候进行干预。
对客户的重点是实现通过一个关键客户管理主要职能是为特殊客户的方案。
6金融服务中的客户关系管理金融服务不同于其他许多行业。
这可以看出，特别是在罗马尼亚，在商业银行为4021万公民人口的斗争。
他们包括来自个人客户的伙伴关系的整个范围，机构，公司和政府。
因此，它可以是非常困难的重点放在单一市场。
客户经常在两个位置：他们可能有存款和储蓄账户，而且贷款和透支。
他们非常注重服务，他们只销售无形资产。
金融服务需要处理全球数十亿的交易，他们是世界上重监管的行业之一。
金融服务的客户可以更知情，是交换渠道，似乎更苛刻的服务，并用来改变。
该市场竞争也非常激烈，新进入者都已经准备推出多样化的产品和方法。
在罗马尼亚的金融服务行业具有很高的潜力和寄存器每年的高增长率。
至今，在全国主要城市，人口约30万人的位置是一个企业的优势和成功因素。
现在战场搬到小城镇。
比赛变得艰难，银行开始开发和引进新产品。
一些专家指出，银行界的一个弱点是市场分割。
有大量的有关客户的信息，但银行似乎更愿意对客户的注重与大储蓄账户。
在罗马尼亚的主要银行，BRD的时，BCR，荷兰，和HVB -蒂里亚克公布了2005年在私人银行客户数量增加。
这些主要是50.000和100.000之间欧元帐户的客户，他们受益的私人顾问，特殊利益，佣金，及特殊保险。
客户也有一个词来谈论他们的银行。
A股市场研究Deadalus咨询作出透露，银行服务的客户个人资料是：年龄介乎45-55岁的人具有较高或中等教育。
最常使用的服务是为支付工资（32.6％）银行卡。
其次，储蓄帐户（10.2％），个人需要（11.1％），购买电子产品（9.2％）和汽车租赁学分。
最佳成绩是共收到赖夫艾森银行（8.83）时，BCR（8.58）和BRD的法国兴业银行（8.57）。
一个客户的标准时，选择银行是在银行的信任，环境的分支机构，员工的素质，建议他们接受，最好的利率，他们可以接收，关于信用费用的信息，和条件获得信贷。
一个成功的服务由银行提供的网上银行多数。
它允许客户节省时间和金钱，而无须从内部或国外的银行。
访问是非常便宜的收费或免费，并包括由资金转移，支付令各种活动，货币交换，目前的条例草案，对外支付等支付的普及率仍然很低，10％和30％排名该客户在一个中等银行。
7结论罗马尼亚公司必须集中在未来的客户关系管理，努力变成一个“伙伴”的“敏感”的当事人，将改变人们谁一旦需要他们的产品与服务，或为支持者和倡导者，并最终偶尔的商业伙伴，为忠实伙伴，“卖出”上代表公司。
公司必须建立一个与客户的长期对话，并为他们争取，因为客户是不是免费获得。
价格敏感的客户，显示了现在是在质量较高的利息，服务和工作人员的行为，和公司的价格策略上应检查其对手如何准备为在上述领域的竞争集中。
客户关系管理提高其灵活性和市场应变能力，在世界上的反复无常的客户。
本文摘译自SimonSzyklnan,JanuszRacz.RamDSnram.Strategic Framework for Customer Relationship Management[J].Manufaturing System Intergration Division,2009,(6)STRATEGIC FRAMEWORK FOR CUSTOMER RELATIONSHIPMANAGEMENT1IntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regul ation. 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?2Marketing 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 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 pro 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.3Customer 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 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 expectations, after he 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).4Developing a strategy in customer relationship managementBecause CRM is a crossfunctional 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)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.(2)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.(3)choosing the instruments of CRM.the company combines the instruments of the 4P´s with focus on the customer.(4)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.cooperation within the CRM programme – sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and wholesaler and retail.5Instruments of customer relationship managementThe 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 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 hasgrown 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 tr affic 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.6Customer relationship management in financial servicesFinancial services differ from many other industries. 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 markets. 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 industries in the world (Rusell-Jones, 2003).The customers in the financial services are betterinformed, 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 industry 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 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. 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 50000 and 100000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer pro 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%), 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’s criteria when choosing a bank are the trust in the 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 allows 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 penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7ConclusionsRomanian 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 productservice, 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 notgiven 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.。