客户关系管理外文文献翻译
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。
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 毕业论文外文翻译
客户关系管理毕业论文外文翻译CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia Prejmerean.Lect. univ. dr. Alina Mihaela Dima.Academy 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 many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom ofmovement for all the four factors of production (goods, services,capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information 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, theenterprises 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 marketinginformation 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 theirattitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climatethat 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 usedproactively 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, trustsit 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 thatif 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), createrelationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more ofthose “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesizedin 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 frameworkis very high. Thedimensions of a CRM strategy are mainly focused on defining the following topics:(1)object of the customer relationship management:the company hasthreeoptions: focusing on the company itself, on a brand or on the distributor.(2)target segment:the company usually sets priorities betweendifferentcustomer segments, it defines strategic customers based on theportfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;(3)ways of retaining the customers:customers’ satisfaction is inthe centre ofall the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;(4)choosing the instruments of CRM:the company combines theinstrumentsof the 4P?s with focus on the customer;(5)intensity and timing of the CRM decisions:show when and howshould thecompany introduce different instruments; programmes can last fromone day to one week, or from three month to two years;(6)cooperation within the CRM programme:sometimes the company mustcooperate with other partners from the distribution channel, mainly between producer ,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 dialoguewith 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 mailedissue can vary from a simple letter to a catalogue, and its sending willalways occur at a particula r moment in customer’s life (birthday, invitation for an event). It mustincorporate 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 animportant 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 andis 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: theproduct (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 isrealised through a Key Account Management which develops programmes for special customers.6. 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 thecompany. 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 whichconcentrated on a price strategy should check how prepared its rivalsare for a competition in the aforementioned fields. CustomerRelationship Management increases its flexibility and adaptability tothe market, in a world of capricious clients.客户关系管理作者:Mihaela Cornelia Prejmerean.LectAlina Mihaela Dima这是一份来自布加勒斯特(罗马尼亚首都)经济学院的研究摘要:经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战:来自欧盟的激烈竞争和抢夺消费者的大战。
客户关系管理和大数据外文文献翻译
文献信息文献标题：Customer relationship management and big data enabled: Personalization & customization of services（客户关系管理和大数据：服务的个性化和定制化）文献作者及出处：Anshari M, Almunawar M N, lim S A, et al. Customer relationship management and big data enabled: Personalization & customization of services[J]. Applied Computing and Informatics, 2019, 15(2): 94-101.字数统计：英文3633单词，20174字符；中文6464汉字外文文献Customer relationship management and big data enabled: Personalization & customization of services Abstract The emergence of big data brings a new wave of Customer Relationship Management (CRM)’s strategies in supporting personalization and customization of sales, services and customer services. CRM needs big data for better customers experiences especially personalization and customization of services. Big data is a popular term used to describe data that is volume, velocity, variety, veracity, and value of data both structured and unstructured. Big data requires new tools and techniques to capture, store and analyse it and is used to improve decision making for enhancing customer management. The aim of the research is to examine big data for CRM’s scenario. The method of collection of data for this study was literature review and thematic analysis from recent studies. The study reveals that CRM with big data has enabled business to become more aggressive in term of marketing strategy like push notification through smartphone to their potential target audiences.Keywords: Big data; Data analytics; CRM; Web 2.0; Social networks1.IntroductionManaging good customer relationship in an organization refers to the concepts, tools, and strategies of customer relationship management (CRM). CRM as a tools with Web/Apps technology provides organizations ability to understand customers or potential customers its usual practices and thus deliver a particular activities that might convince them to make transactions and decisions. CRM has been discussed in many fields such as business, health care, science, and other service industries. The massive adoption of big data in any sectors has triggered assessment of frontend perspective especially managing customer relationship. It is pivotal to examine the role of big data within CRM strategies.Big data have quantum leap to a digital era where public generates a huge data in any sectors and industries. The amount of data are captured, collected, and processed by organization through digital sensors, communications, computation, and storage had captured information which was valuable to businesses, sciences, government, and society at large. A large amount of data streaming from smartphones, computers, parking meters, buses, trains, and supermarkets. Search engine companies collect enormous amount of data per day and share these data to useful information for others as well as their own used.Big data sources can come from structured or unstructured data formats. These data sources are gathered from multi channels like social networks, voice recording, image processing, video recording, open government data (OGD), and online customers’ activities. Those activities are extracted for the business to understand the patterns or behavior of their customers. Big data can help business to portray their behavior to gain its value especially in sales, customer service, marketing and promotion.Public or private organization see the potential of big data and mining them into big value. Many organizations have made huge investments to collect, integrate, analyse data, and use it to run business activities. For instance in marketing activities as part of CRM’s module; customers are exposed with a lot of marketing messages every day and many people is just ignore those messages unless they find a valuefrom the messages received. Email campaigning program are distributed to public or random customers about their new product so that customers might be interested to have one. Email campaigning may turn into disappointing situation because customers feel bombarded with the spam and lead to increase number of unsubscribes. Marketing strategy is about understanding customers’ habit and behavior about product or service so that the messages are perceived valuable for them. Unfortunately, many organizations may simplify marketing strategies by focusing a short term relationship with their customers with no path in attracting, retaining, and extending for long term relationship. Therefore, there is a need for personalization and customization of marketing that fits for each and every potential customer.CRM as a frontline in organization requires extensive supporting accurate data analytics to ensure potential customers to engage in transaction. Since customers make buying decisions every day and every decision depends on consideration of cost, benefits, and value. At this point, big data aims to support CRM strategies so that organization can quantify sales transactions, promotion, product awareness, building long term relationship and loyalty. Furthermore, the paper address the following question: How can big data in CRM will enhance CRM strategies in delivering personalization and customization of services for customer? The structure of this study is organized as follows. In the next section, a literature review of related work. Section 3 explains the methodology and results of our study. Section 4 presents a discussion of our findings. Recommendations for suggested future research directions are presented in Section 5, and Section 6 concludes the paper.2.literature reviewIn conventional business practice, data was collected as a recording activities to the business with no formal intention as an important asset, only collected for specific purposes such as retailers recorded sales for accounting, the number of visits in the advertising banners for calculating advertisement revenue and so on. Since many organizations either privates or publics have realized the value of data gathered as an asset, data no longer treated as its initial purpose. With the capabilities of processinghuge amount of data, it has created a new industry of data analytic services. For example IBM and Twitter involved partnership on data analytics for the purpose of selling analytical information to corporate clients in order to provide businesses a real-time conversations to make smarter decision. With IBM analytical skills and Twitter massive data source, the partnership had created an interesting strategic partnership as both partners leverage on their respective strength and expertise. Big data is considered as the recent development of decision support data management. Big data have big impact towards businesses ranging from CRM, ERP, and SCM. In the next section is discussed recent literatures on CRM and big data.2.1.Big dataBig data is a huge amount of data that is hardly processed with a traditional processing tools for extracting its value. It has an impact in various fields like business, healthcare, financial, security, communication, agriculture, and even traffic control. Big data creates opportunities for business that can use it for generating business value. The purpose is intended to gain value from volumes and a variety of data by allowing velocity of analysis. It is known as 5 Vs model; volume, velocity, and variety, value, and veracity (Fig. 1). V olume means processing massive data scale from any data type gathered. The explosive of data volumes improve a knowledge sharing and people awareness. Big data is a particularly massive volume with a large data sets, and those data cannot be analysed its content using traditional database tools, management, and processing. Velocity means real time data processing, specifically data collection and analysis. Velocity processes very large data in real-time processing. In addition, big data escalates its speed velocity surpassing that of old methods of computing. Variety is any types of data from various channels including structured and unstructured data like audio, video, image, location data for example Google Map, webpage, and text, as well as traditional structured data. Some of the semistructured data based can use Hadoop. It focuses on analysing volumes of data involved and mining the data and calculations involved in large amount of computing. Finally, veracity refers to data authenticity with the interest in the data source of Web log files, social media, enterprise content, transaction, data application. Date need a validpower of information to ensure its authenticity and safety.Fig. 1. Big data’s componentsMany organizations have been deploying big data application in running their business activities to gain value from big data analytics. Value is generated from big data processing that supports the right decision. Organizations need to refine and process it to gain value from big data analytic. For instance, value generated from big data analytic can help to reveal the conditions and save life of a new born baby by recording, examining or analysing every heart rate of an infant, data analytics help to finalize the indicators of the new born. One of the applications on the use of big data is to optimize machine or device performance. For instance, Toyota Prius is installed with cameras, GPS and sophisticated computers and sensors to ensure safety precaution on the road automatically.Big data also reduces the maintenance costs for instance, organizations deploy cloud computing approach where data are stored in the cloud. The emergence of cloud computing has enabled big data analytics to be cost efficient, easily accessed, and reliable. Cloud computing is robust, reliable and responsive when there are issues because it is responsible of cloud service provider. Since, service outrages are unacceptable at the business. Whenever data analytic goes down impacting marketingactivities are disrupted and customers have to question whether to trust such a system. Therefore reliability is competitive advantage of cloud computing in big data application.In addition, businesses have aggressively built their organization on big data capabilities. Unfortunately the fact is only 8% of the marketers have comprehensive and effective solutions in collecting and analysing those data. Evans Data Corporation conducted survey of big data and advanced analytics in organization (Fig. 2). Customer-cantered departments like as marketing, sales, and customer service are dominant users for 38.2% of all big data and advanced analytical apps. While, marketing department has the most common users (14.4%) of the data analytics, followed by IT (13.3%), and research for 13% (Columbus, 2015).Fig. 2. Big data analytics usage in organization. Sources: Evans Data Corporation2.2.Customer relationship management and social CRMAny business requires Customer Relationship Management (CRM) to sustain and survive in the long term. CRM is a tool and strategy for managing customers’ interaction using technology to automate business processes. CRM consists of sales, marketing, and customer service activities (Fig. 3). The aims are to find, attract newcustomers, nurture and retain them for future business. Business uses CRM in meeting customers’ expectations and aligning with the organization’s mission and objectives in order to bring about a sustainable performance and effective customer relationships.Fig. 3. CRM scope & moduleThe emergence of Web 2.0 has been based on collaboration platform like wikis, blogs, and social media aiming to facilitate creativity, collaboration, and sharing among users for tasks other than just emailing and retrieving information. The concept of a social network defines an organization as a system that contains objects such as people, groups, and other organizations linked together by a range of relationships. Web 2.0 is a tool that can be used to communicate a political agenda to the public via social networks. Users can gain access to the data on Web 2.0 enabled sites and exercise control over such data. Web 2.0 represents a revolution in how people communicate facilitating peer-to-peer collaboration and easy access to real-time communication. The rapid growth in Web 2.0 has impacted organization that cannot their customer relationship by using traditional CRM techniques. Social CRM is a recent approach and strategies to reveal patterns in customer management, behavior, or anything related to the multi channels customers’ interactions as expressed at Fig. 4. Social CRM makes more precise analysis possible based on people conversation in social media, and thus helps them to provide more accurate programs or activities leading to customers’ interests and preferences.Fig. 4. CRM 1.0 vs CRM 2.0Marketing is one of CRM’s activities or process of promoting and selling products or services, which also include research and advertisement. Social networks enables social marketing that is necessary efforts for marketing teams to expect going viral and receiving customers’ attention. ‘‘Marketing, is defined an the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”. Marketing should focus on building relationships and meanings. It also applies to sales and customer services where organizations use social networks as a tool to make sales as much as possible of handling customers’ complaint at social media. Since social networks is part of big data source, the next question, how big data will impact CRM strategies.Social media has empowered customers to make conversation and business organization may utilize an increasing amount of data through people conversations that is available to them for company’s benefits such as understanding customer preference, complaining items, people expectations. Web 2.0 platform allows customers to express their opinions. In the context of CRM, social networks provide a means of strengthening relationships between customers and service providers. Itmight be utilized to create long-term relationships between business organizations and their customers and public in general. Adopting social networks into CRM is known as Social CRM or a second generation of CRM (CRM 2.0) that empowers customers to express their opinions and expectations about product or services. Social CRM has become ‘a must’ strategies for any organization nowadays to understand their customers better. By playing a significant role in the management of relationships, Social CRM stimulates fundamental changes in customer’s behavior. Social CRM has an impact towards multi channels relationships in all areas either public or private sectors is no exception.3.MethodThe study investigates the factors that an organization considers to adopt big data. The objective of the study is to investigate recent big data adoption in an organization. The methods consisted of in-depth analysis of the latest research on big data in business organization. The data for this report was through literature review of articles ranging from 2010 to 2015. The reason for choosing this time period because of the velocity of big data, any older articles might have irrelevant information. Contents analysis is applied for reviewing literature reviews of big data published in peerreviewed journals. The review process then is clustered into a thematic. We enhance and integrate various possible solutions into proposed model. We chose only English-language articles published in peer-reviewed journals. After removing duplicates and articles beyond the scope of this study, these articles were reviewed to extract feature of CRM and big data capabilities at Fig. 5.Fig. 5. Big data and marketing4.DiscussionBusiness realizes that their most valuable assets are relationships with customers and all stakeholders. In fact, building personal and social relationships become important area in marketing. The importance of relationships as market based assets that contribute to customers’ value. With the amount of data increase, some business organizations use advanced powerful computers with a huge storage to process big data analytics and to increase their performance resulting in tremendous cost saving. Businesses manage structured and unstructured data sources such as social marketing, retail databases, recorded customer activity, logistics, and enterprise data to establish a quality level of CRM strategies by having the abilities or knowledge on how to recognize big data and its advantage. While, big data analytics is a process to reveal the variety of data types in big data itself. There are some CRM strategies that can happen through big data and big data analytics.Since big data can provide a pattern of customers’ information, businesses can predict and assume what are the needs of their customers nowadays. Fig. 5 indicates basic framework on how big data can contribute to generating CRM strategy. Big data had helped shaped many industries and changed the way businesses operatednowadays. Big companies definitely benefited from this shift especially companies such as technology giants such as Amazon and googles and would continue to serve these giants from the sheer volume of data they generated. Data Velocity showed how marketers could have access to real-time data, for example real time analytics of interactions on internet sites and also social media interactions.CRM with the big data influence, a new paradigm had been created to allow accessibility and availability of information which result in greater take up by big or small business alike. Big data offers pervasive knowledge acquisition in CRM activities. Big data will support long-term relationship through understanding customers’ life cycle and behavior in more comprehensive perspective. Customers voluntarily generate a huge amount of data daily by detailing their interest and preference about products or services to the public through various channels. Therefore, big data analytic can come up with a comprehensive views of customers so that organization can enhance service fitting with customer attention, engagement, participation, and personalization. The study introduces several fundamental concept of marketing with big data that are closely related to customer based CRM strategies in an organization by engaging customer life cycle.CRM with big data brings a promise of big transformation that can affect organization in delivering CRM strategies. There were many benefits for using big data in CRM and the following were just some of the benefits such as accurate and update in profiling of target costumers, predicting trend on customer reaction toward marketing messages and product offerings, create personalise message that create emotional attachment and product offering, maximizing value chain strategies, producing accurate assessment measures, effective digital marketing and campaign-based strategies, customers retention which was a cheaper option, and create tactics and getting product insights. The combination of using big data in CRM can certainly enhance long term relationship with customers and manifest into an impressive set of CRM activities. There is an example of the successful usage of big data in CRM when Netflix used big data to run their streaming video service. Instead of using traditional methods of data gathering, they were able to find out what theircustomers want and made measurable marketing decisions. Big data can perform better CRM strategies than any processes with double the speed.CRM with big data features becomes more aggressive in term of marketing strategy like push notification through smartphone to the potential target audiences. Web / Apps users who make comment, liking page, or comes back visiting Web or Apps are potential customers are targeted for pushed notification. Technically, there are many third parties for Apps or Web that can help business to set up push notification right to the users. For instance, there are also many plugin supports web push facilities in CMS based website. Notification can be set up auto generated or manual whenever new contents are available directed at customer convenience in the form of text message, link sharing, or smartphone notification offering promotion at nearby shop. CRM aims to quantify sales transactions, promotion, product awareness, while its strategies for building long term relationship and loyalty. Businesses cannot simplify marketing strategies only focusing a short term relationship with customers without any path in attracting, retaining, and extending for long term relationship.In addition, the organization can also create better customer personas by using the profile data as the backbone of creating accurately personifications for the customers. Also the organization will have data on what the customers’ needs and preferences and used this data to provide better content for the audience where the content is relevant and valuable to them. All these data can also provide valuable information for the management team to improve marketing budget management by ensuring business operational process stayed on budget with the help of data and to be more focused and targeted.5.ChallengesBig data in CRM has very much potential to offer, with its ability to collect and produce a big amounts of data, big data could really be the downfall as well without the proper expertise and tools to obtain and analysed them. Many challenges must be managed before these potential can be fully optimized. Firstly, it may occur when organizations are shortage in technical supports and expertise. Secondly, it is difficultto track customer behavior especially trailing customers moving from brand awareness to conversion. It challenges to connect the dot from online to offline channels such as when and where customer see or read about a product to finally purchasing the product. Thirdly, CRM with big data may need more user friendly data analytics tools in producing report especially when it comes to utilizing the data appropriately across the channels, especially when they do not understand the effectiveness of their efforts in the process. There is no one size fit all solution, staffs need to integrate big data into their strategies, especially products lines, and content offering and customer journey is unique. Until such tools is available many CRM staffs would continue to search for solutions to overcome this challenge. The last challenge refers to data authenticity with the interest in the data source of Web log files, social media, enterprise content, transaction, data application may need a valid power of information to ensure its authenticity and safety. For examples, all the post or tweets we post on social networks are observed by the one who manages the big data. Finally, there is a possibility that the research may lack of generalizability because it requires case study and primary data collection from the business organizations, this research will plan to reach a large number of participants in the future.6.ConclusionCRM is about understanding of human behavior and interests. Big data can be expected to improve customer relationship as it allows interactivity, multi-way communications, personalization, and customization. The recent developments of big data analytics have optimized process, growth, and generate aggressive marketing strategy and delivering value for each customer and potential customer. CRM with big data enabled engage customers in delivering affective CRM activities where marketing teams at the organizations tune the ideas into executable marketing program. Big data enhance CRM strategies by understanding better customers’ habits and behaviors so that business can deliver CRM be more personalized and customized for each and every customers. Finally, CRM with big data will make better tools andstrategies more personalized and customized to the customers because they understand well target audiences and intended message to send.中文译文客户关系管理和大数据：服务的个性化和定制化摘要大数据的出现带来了客户关系管理CRM）战略的新浪潮，支持个性化和定制化的销售、服务及客户服务。
外文翻译--客户关系管理系统成功的因素
毕业论文（设计）外文翻译Factors for Success in Customer Relationship Management(CRM) SystemsHugh Wilson^,Elizabeth Daniel and Malcolm McDonaldCranfield School of ManagementAbstract.The importance of effective customer relationships as a key to customer value and hence shareholder value is widely emphasised. In order to enhance these relationships, the application of IT to marketing through customer relationship management (CRM) software, e-commerce and ther initiatives is growing rapidly. This study examines the factors that influence the successful deployment of CRM applications, with particular emphasis on those factors which are distinct from other areas of application. Using the analytic induction method, success factors were derived from five in-depth case studies. Resulting factors underemphasised in previous literature include: the need for project approval procedures which allow for uncertainty; the need to leverage models of best practice; the importance of prototyping new processes, not just IT; and the need to manage for the delivery of the intended benefits, rather just implementing the original specification.Keywords: customer relationship management, IT, case studies, analytic induction, success factors, barriers, marketingIntroductionEver since the influential study by Reichheld and Sasser, which showed the large impact on profitability of small increases in customer retention rates, the marketing community has been more conscious of the need to manage customer relationships in the long term as well as prior to the first sale. The argument has been further strengthened by data on the low cost of better retention as compared with better acquisition and the increasing profitability of customers the longer the relationship lasts . The term 'relationship marketing', coined by Berry .The popularity ofthis term has presumably influenced the adoption of the term 'customer relationship management' (CRM) over more recent years. Although some use the term as a synonym for relationship marketing - Hobby for example defining it as "a management approach that enables organisations to identify, attract and increase retention of profitable customers by managing relationships with them" - others apply it to "using information technology (IT) in implementing relationship marketing strategies".In addition to supply-side push from the IT industry, the trend towards IT-enabled management of customer relationships has other intellectual and sociological influences.Research MethodIn order to build on these success factors identified by previous researchers, we wished to test them against a range of recent projects, including representatives from the important areas of "front-end" CRM at the customer interface, "back-end" CRM for analysis purposes, and customer-facing e202 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald commerce applications which link in with core customer databases. But we did not wish to exclude the possibility that the factors might need modification, or that additional factors might emerge, given the evolving nature of this application area and the relatively sparse previous research. Hence we desired a method combining theory testing with theory generation.We chose the analytic induction approach to qualitative analysis, which meets this requirement. Originally proposed by Znaniecki , analytic induction has developed into perhaps the best-developed logic for theory development and testing across multiple case studies . In brief, the method involves formulating a hypothesis; comparing the hypothesis against the first case; if it does not fit, reformulating the hypothesis so as to be consistent with the data in the first case; comparing the revised hypothesis against the second case; and so on. According to Cressey , an important early developer of the approach, "practical certainty may be attained after a small number of cases, but a single negative case requires a reformulation...The procedure continues until a universal relationship is established". A full review of the approach can be found in Wilson .Summary of Impact of Factors on Project SuccessTo provide another perspective on the data, we will briefly discuss which factors appeared most influential in determining success in each case.- Case A: Utility. This innovative initiative, building a customer dialogue based on micro-segmentation using a customer data warehouse, and maintaining this individualised dialogue not just through traditional 'marketing' channels such as direct mail but also through operations such as billing which had previously treated all customers identically, was strikingly different from the traditional image of the productionfocused utility. Its existence derived from an explicit, clearly communicated board-level drive to improve customer focus, a drive embedded into the organisation through a board-level appointment, a well-supported new department and the institution of cross-functional teams and procedures.- Case B: Electricity generator. This second generation of a sales automation system was undoubtedly an improvement on the first, due largely to the 'Involve users interactively' factor: a shift from sending paper specifications around for comment to interactive specification in workshops, leading to a richer dialogue between technologists and system users, and a better understanding by the former of how business benefits could be enabled. It also gained from 'Leverage models of best practice', using a package as a basis for a beneficial sales process redesign. Within the limited ambitions of the project, this led to success. There remained a sense, though, that if this rationalistic organisation were to score higher on 'Define approval procedures which allow for uncertainty', more radical shifts in key account management would be possible and beneficial.- Case C: Paper manufacturer. A history of half-finished initiatives and piecemeal solutions showed the difficulty this organisation had with moving consistently towards a market orientation, despite some talented managers. The various good ideas they generated were undermined by a strong functional structure, with separate marketing, sales and IT departments struggling to agree and trust each other. In this context, the long design period of the major initiative studied gave too much time for the commitment to unwind. Critical success factors missing, then, were 'Organise round customer', 'Gain board awareness of strategic potential of IT' and 'Rapid strategy /action loop'.- Case D: Business school. Hearts must have sunk among some longerserving staff members at news of the introduction of a fourth generation of the school's core customer database. But this more strategically conceived version provided at least a basis for more holistic management of customer relationships, integrating two previous systems to provide a single repository for mostcustomer data. Not all customer data: the organisation's structure around product lines was reflected in some products being left with their own systems, perhaps an opportunity lost in the need to act fast to ensure Y20U0 compliance. A fast pace did mean, though, that the pain of the teething problems was over quickly, and follow-up projects to use this customer data to better inform customer interactions could be rapidly initiated. Important success factors thus included 'Gain board awareness of strategic potential of IT' and 'Rapid strategy/action loop', with a possible question-mark around 'Organise round customer'.- Case E: Distributor. The only case study to focus exclusively on 'back-end' CRM, this marketing analysis system helped to answer questions such as: "What industry sectors in Germany should we focus our growth efforts on?" and "Which products would they be most Factors for Success in CRM Systems 213 interested in?". The approach to its development and application seemed so inductive, with flexible seedcorn budgeting and ideas conceived developed and tested for real rapidly , that it could almost be caricatured as a solution looking for a problem. Yet it succeeded in adding significant value on a minimal budget, without the need for expensive integration of core systems.ConclusionOur results support various success factors identified by previous authors: the importance to the success of IT/marketing initiatives of a market orientation; the need for business system convergence on a single view of customers and other entities such as competitors; the need to include cultural change issues within the project's scope; the need to design for flexibility; and the need to manage IT infrastructure.Further light has been shed on certain other factors:• We have seen that in this domain, the commonly-cited need to gain a board-level champion may not be enough. Commitment is often needed across numerous functions which deal with the customer: without such strong, genuine commitment, non-optimal 'silo' applications can result, in which the potential benefits of a single view of the customer in terms of understanding customer value, prioritizing resources on profitable customers, and understanding how to satisfy particular customer segments, cannot be fully realised.• A related point is that separate directorships for sales and marketing can be problematical. While a primary organisational structure around products can be effectively complemented bycross-functional teams focusing on the customer, the evidence we have seen strengthens the argument that organisations can best be viewed in the three major blocks of supply management, operations and demand management, which should arguably each have a single director responsible for them, or at the least should be designed coherently.• We have added to the reasons for a "rapid strategy / action loop" with the observation that long-term projects seem particularly vulnerable to cancellation due to structural or personal changes, or simply due to perceived lack of progress, whether grounded in reality or not. This presents a problem given that implementing an integrated CRM suite or adding an Internet channel takes a great deal of work. The circle can be squared by defining "quick wins" that collectively 214 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald contribute to a long-term vision - in the words of one marketing manager, by "eating the elephant of CRM one bite at a time".• Once a project is under way, effective communication bet ween IT staff and their commercial counterparts is, as always, an issue, given the very different cultures they inhabit - as one interviewee put it, "IT are from Mars, marketing are from Venus". We have found that "user involvement" needs to be interactive and face-to-face: sending specifications to each other for comment simply doesn't seem to work. We recall the finding of Bartlett and Goshal that in many organisations, disastrous consequences ensued when the generation and transmission of reports replaced direct communications from people representing their own ideas, analyses and proposals. Instead, they advocated "reinforcing the rope bridge of systems-based communication with the steel girders of frequent personal contact." We have also found that personal contact needs to continue through the IT development cycle, rather than stopping once a specification is defined, if the project's benefits are to be realised.• The IT itself is not the only area where iteration may be required before the right solution is found. We have also found that in this domain, in which IT is likely to be an enabler to radically different processes, those processes also benefit from being prototyped. As one successful implementor of an e-commerce charmel argued to us, the best decision he took was to build a link to back-end fulfilment and finance processes into his very first pilot, as ironing out these processes was a key to success.We have also identified three success factors which were not present in the existing successfactors literature we surveyed.• Leveraging a model of best practice embedded in an off-the-shelf system can, at least, reduce the risk involved in development of bespoke software. A CRM package can ensure that all customer-facing packages draw on a common data model , while a package for such management tasks as market segmentation, econometric modelling and marketing planning can implicitly provide a standardised process for these tasks . Taylor and Ward made a similar recommendation in the area of enterprise resource management (ERP) systems.• Given the strategic decisions implicit in CRM projects, it is not sufficient for the board to empower an IT director, or anyone else, to propose and develop systems. The board needs to be aware of IT's Factors for Success in CRM Systems 215 strategic capability, and be actively involved in the formulation of IT strategy. This is consistent with King and Teo's empirical findings that far from deriving IT strategy from business strategy, or even developing the two in parallel, the two are best developed as a unified entity.• Rigid approval procedures for capital expenditure can act as a barrier to developments with a strong rationale but a degree of risk, favouring less important but more secure projects. Ryals has argued for the explicit incorporation of risk in the calculation of such measures as customer lifetime value, allowing risk to be taken account of without ruling out risky developments. Another loosening of traditional procedures we found effective was to set aside seedcorn funding in advance, which can be used to fund potentially important pilot projects quickly. Without such measures, project proponents will simply cook the books, underplaying risks and leaving the board in a worse position to manage those risks carefully.If marketing is still suffering from mid-life crisis , the younger discipline of IT is surely still suffering from adolescence, with all its attendant delusions of grandeur periodically pierced by dramatic failures. The marriage of this undoubtedly talented couple may be no more troubled than most, but troubled it still is. The themes which need to be pursued in their joint therapy are at least becoming clearer.译文：客户关系管理系统成功的因素Hugh Wilson^,Elizabeth Daniel and Malcolm McDonald克兰菲尔德管理学院摘要：有效的客户关系是客户价值及股东价值的关键，因此被广泛关注。
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。
客户关系管理策略研究外文文献翻译2023
客户关系管理策略研究外文文献翻译
2023
摘要
本文翻译了一篇外文文献，探讨了客户关系管理（CRM）策略的研究。
该文献提出了一些简单且没有法律复杂性的策略，旨在帮助企业改善客户关系和提高业务绩效。
翻译的内容仅供参考，不保证真实性。
引言
客户关系管理是企业中至关重要的一部分。
通过制定有效的CRM策略，企业可以更好地了解客户需求，提高客户满意度，并获得竞争优势。
本文翻译了一份关于CRM策略研究的外文文献，旨在为读者提供有关CRM策略的一些见解。
内容
该文献提出了几种简单且有效的CRM策略。
首先是建立客户数据库，该数据库可以帮助企业跟踪客户行为和需求，并根据这些信息提供个性化的服务。
其次是加强客户沟通，例如通过社交媒体和邮件营销等渠道与客户保持密切联系。
此外，文献还提到了重视
客户反馈、提供满意的售后服务以及与合作伙伴建立良好的合作关系等策略。
结论
本文翻译的外文文献探讨了客户关系管理策略的研究。
通过简单且有效的策略，企业可以改善客户关系，提高业务绩效。
然而，读者需要明确翻译内容的真实性，并根据实际情况进行适当的调整和实施。
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, Kuryło 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" (Frąckiewicz 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 the purpose 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 Wiśniewska, 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。
CUSTOMER-RELATIONSHIP-MANAGEMENT客户关系管理大学毕业论文外文文献翻译及原文
毕业设计（论文）外文文献翻译文献、资料中文题目：客户关系管理文献、资料英文题目：CUSTOMER RELATIONSHIP MANAGEMENT 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14CUSTOMER 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 many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information 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.Understanding behaviour of consumers is a key to the success of business organizations.Marketing personnel are constantly analyzing the patterns of buying behaviour and purchase decisions to predict the future trends. Consumer behaviour can be explained as the analysis of how, when, what and why people buy. Consumer behavior can be understood as: "The decision process and physical activity individuals engage in when evaluating, acquiring, using, or disposing of goods and services." (Loudon and Della Bitta, 1980). Nowadays, this phenomenon, can also be illustrated in the following way: "activities people undertake when obtaining, consuming, and disposing of products and services" (Blakwell, Minard and Engel, 2001).A study by Voss and Parasuraman (2003) suggests that the purchase preference is primarily determined by price than quality duringpre-purchase evaluation. Given explicit quality information, price had no effect on pre-purchase or post consumption quality perceptions. Instead, post consumption quality evaluations had a favorable impact on price evaluations.Another study by Chernev (1997) analyzed the effect of common features on brand choice and the moderating role of attribute importance. It is argued that when brand attributes differ in importance, with the best value on the most important attribute, thus further polarizing brands’ choice shares. In contrast, when attributes are similar in their importance, common features are likely to have an opposite effect, equalizing brands share.Russo and France (1994), studied the nature of the choice process for commonly purchased non-durables by tracking eye fixations in a laboratory simulation of supermarket shelves. The findings are fully compatible with the general view that the choice process is constructed to adapt to the immediate purchase environment.While describing about shopping orientation, Sinha (2003) reports that Shoppers seek emotional value more than the functional value of shopping. Their orientation is based more on the entertainment value than on the functional value. The orientation is found to be affected primarily by the type of store, the frequency of buying and to some extent by thesocio-economic classification. The retailers need to experiment with a format that attracts both types of shoppers.Research suggests that beauty consciousness among people in general is changing. Vigneron and Johnson (1999) reported that people's needs for appearances and materialism were increasing.That is human beings wanted to satisfy the need to look and feel good. This created a boom in the cosmetic and toiletries sector across the world. Chambers Encyclopedia defines cosmetics as (a)articles intended to be rubbed, poured, sprinkled or sprayed on, introduced into or other wise applied to the human body or any part there of for cleaning, beautifying, promoting attractive nessor altering the appearance and (b) articles intended for use as a component of such articles.Now avariety of cosmetic and toiletries ranging from natural to sophisticated items are available in themarket. The pattern and preference of use of these items vary according to different segments of gender, age and socio-economic class. When we review the literature on the cosmetic and toiletry industry, not many studies are available especially about Indian scenario. The present study is an attempt to analyse the purchasing pattern of cosmetic consumers.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 satisfiedwhen 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 com plain 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 instruments 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;Spending on cosmetics and toiletries is relatively small, with rural and suburban areas concentrating on basic toiletries and cosmetics. The purchasing power consumers is increasing thereby shaping the aspirations and lifestyles of consumers, who are upgrading to good value products at affordable prices. The Cosmetic Companies have invested heavily on promoting product visibility among rural folk, which has increased the demand for bar soap, talcum powder,lipstick, tooth powder and hair oil in these areas. This has also increased the demand for essential everyday items like bath and shower products, hair care, oral hygiene and skin care. Another strategy followed by companies to promote cosmetics in rural areas was sachets’ approach.While rural contributed to growth in volume terms, the urban population contributed 69 %of value sales in 2005 especially for sophisticated products. These high-quality added-value niche products include mascara, toners, body wash/shower gel, depila tories, sun care and deodorants,amongst others which are unaware to the rural users. Sales are almost completely generated fromthe urban pockets, concentrated within the key metropolitan areas. Due to Western influences, men's grooming products are used more predominantly in urban population compared to their counterparts in rural areas.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 toyour 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 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 increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile forbanking 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。
客户信息管理系统文献综述及外文文献翻译
客户信息管理系统文献综述及外文文献翻译华中科技大学文华学院毕业设计（论文）外文文献翻译（本科学生用）题目：客户信息管理系统_______________________________ 学生姓名：路雅宁学号：0901******** 学部（系）:_信息学部_____________________ 专业年级: _09电子信息工程________________ 指导教师：__容太平____职称或学位：教授20 13 年 3 月 8 日外文文献翻译（译成中文1000字左右）：【主要阅读文献不少于5篇，译文后附注文献信息，包括：作者、书名（或论文题目）、出版社（或刊物名称）、出版时间（或刊号）、页码。
提供所译外文资料附件（印刷类含封面、封底、目录、翻译部分的复印件等，网站类的请附网址及原文】译文数据库管理系统介绍, 数据库database,有时拼作data base,又称为电子数据库,是专门组织起来的一组数据或信息,其目的是为了便于计算机快速查询及检索。
数据库的结构是专门设计的,在各种数据处理操作命令的支持下,可以简化数据的存储、检索、修改和删除。
数据库可以存储在磁盘、磁带、光盘或其他辅助存储设备上。
数据库由一个或一套文件组成其中的信息可以分解为记录每一记录又包含一个或多个字段或称为域。
字段是数据存取的基本单位。
数据库用于描述实体,其中的一个字段通常表示与实体的某一属性相关的信息。
通过关键字以及各种分类、排序、命令。
用户可以对多条记录的字段进行查询，重新整理、分组或选择，以实体对某一类数据的检索，也可以生成报表。
所有数据库，中都有复杂的数据关系及其链接。
处理与创建，访问以及维护数据库记录有关的复杂任务的系统软件包叫做数据库管理系统DBMS。
DBMS软件包中的程序在数据库与其用户间建立接口。
这些用户可以是应用程序员，管理员及其他需要信息的人员和各种操作系统程序。
DBMS 可组织处理和表示从数据库中选出的数据元。
论客户关系管理在市场营销中的运用中英文互译大学本科毕业论文
毕业论文（设计）外文翻译题目：论客户关系管理在市场营销中的运用一、外文原文标题：Customer Brand Loyalty原文：AbstractWith the appearance of deceptive sales, poor customer care and crooked promotion, keeping loyal customers becomes even more difficult .Even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.Keywords: Customer care, Brand, Customer loyalty, Brand loyalty1. Back ground information of customer brand loyaltySince the world is a global marketing now, competition among diverse corporations has become more drastic. In order to seize hold of the advantaged position in the marketplace, a mass of marketing specialists work out multifarious strategies to insure their triumph for a long time. Among these advanced strategies, developing and maintaining customer brand loyalty is considered to be a preferable option by more and more entrepreneurs. Nevertheless, there are still lots of people who refuse to attempt to this technique. They assert that it is impossible to achieve the ideal target, especially in the developed marketing economy. One can clearly see that even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.1.1 The definition of brand loyaltyBrand loyalty is defined as keeping preferable to a specific product or service (BNET Business Dictionary). To rephrase it, faithful purchasers trend to pay money for the same brand of merchandise, and speak highly of its values. What’ more, they believe that their choice is betterthan others.1.2 The development of the conceptThe notion of purchaser trustworthiness came through a long time and changed a lot. In an article by Gonring (2008, p.29), customer brand was given the definition of product quality before the 1980s. During the late 1980s and near the beginning 1990s, its emphasis changed from quality to customers. Still, with the competitors coming into the market in the late 1990s, satisfying and caring much about the clients became a much more significant object of many corporations. Since then, people have paid more and more attention on customer to make more profits.1.3 Four types of loyaltyCustomer brand loyalty has many aspects. Rowley (2005, p.574) concludes that there are four types of loyalty: captive, convenience-seekers, contented and committed. Captive customers prefer repeatedly purchasing the same product, service and brand because of lack of opportunities to substitute for alternatives. Convenience-seekers may not respect the brand itself, but look on the convenience that can carry. Contented consumers however, have a positive attitude to a brand, but they won’t attempt to some extra consumption. The perfect one is the committed, who are active both in attitude and behavior.2. Consumer brand loyalty has a significant position in the marketing.2.1 Regarded as an essential feature of brand valueIt is admittedly true that shopper allegiance for a brand in truth contributes much to marketing. According to the concept of brand loyalty, it is regarded as the essential feature of brand value. The American Marketing Association gives it the explanation as “the situation in which a consumer generally pays money for the same manufacturer-originated product or service repeatedly over time rather than buying from multiple suppliers within the category” or “the degree to which a consumerconsistently purchases the same brand within a product class”(2006, qtd in Moisescu).The author draws attention to the fact that since other descriptive aspects of brand equity, such as considerable quality, associations and awareness, all have consanguineous relationship with purchase and appreciation, they can guarantee the level of brand loyalty. It follows that brand fidelity may add the satisfaction of other dimensions of brand value. For example, brand devotion always leads the payers to believe the perceived quality of the brand is better than others.2.2 Cut down costsThis strategy may facilitate vendors expend less but attain utmost money in the marketing. The work of Reichheld (2000, qtd in Banasiewicz) reveals that sellers have to waste as much as four times money to attract new clients than to continue the loyal customer. On account of this, the author turned to a perfect statistic to prove this contention. He goes on to indicate that for an individual customer, you have to just spend 5 percent of wealth for keeping his loyalty; alternatively, you will receive 75% of profits that he will bring in. It can be comprehended as acquiring new purchasers expend more money to advertising, giveaway and industry discount.2.3 Less sensitive to priceTypical loyal purchasers are less sensitive to price. Because of this, when a product mark up, they won’t lessen the quantity of they buy. It is the view of Reilly (2008) that loyal customers deem the assessment of the product. As a consequence, they strong believe their choices. In that case, they trend to center less on the price.2.4 Bring in new potential faithful consumersThe potential benefit that the loyal customers are able to add is that they may bring in more new consumers. At the same time, these potentialconsumers are also possible to become the future loyal customers. A good example of this is that when one repeatedly buy the same brand cosmetic, and consider it convenient to use, he will recommend it to his classmates and girl friend. Hence, there is no wonder that people around always own the same brand of clothes as well as other commodity. In contrast, if people around me complain the poor quality of a brand to me frequently,I won’t think of owning it as well.2.5 Benefit in global marketplaceMost of all, in the global economy, client brand dependability stands out as an important competitive weapon. Kust (2008, p.24) correctly argues that the world has switched into a global business in the last 10 decades; developing the brand loyalty globally is essential to enter the market. He goes on to indicate that in order to keep a trust relationship with their consumer, corporations should create a customer brand loyalty program among customers.3. Difficulties sometimes stop businessmen from working out the technology.3.1 Purchasers refuse loyalty programsIt is a popular belief, however, that we may find certain difficulties to face with consumer loyalty. First of all, Consumers are less willing to participate to customer loyalty program for several reasons. The excellent consumer loyalty program concludes both rewards and recognition; nevertheless, notwithstanding, the target doesn’t make sense in th e modern society. Thomas (2009, qtd in Silverstein) draws attention to the fact that with customers facing an array of choices, they will be particular about what they buy; as a consequence, we are paying more attention on the rewards of a product. It mean s that little rewards won’t satisfy us any more. In other words , it is the modern economy environment that makes it more difficult for the sellers to remunerate people.3.2 Loyal programs is incompleteYet another primary reason for non-participation is that customers have more requirements on loyalty program .According to Silverstein (2009), more than 50% of audiences complain that most loyalty programs look the same, so they lose interest to belong to any program. Worse still, some people who once took part in any loyalty program even drop out because of these two reasons. At the same time, some people content that companies entrepreneurs shouldn’t rely absolutely on customer fidelity. A good example of this is that current loyalty program exists some drawbacks which make its function incomplete (2003, Uncles, p.294). The author examines that most people trend to pay money for the product they require. In simpler terms, customers choose only one category of brands is an ideal condition.4. There are sever al infections of purchasers’ loyalty.While it is true that retaining loyalty meets a lot of trouble, there is something can be done to reduce the risks. It can be clearly be maintained that finding the complication of brand loyalty can aid us solve the problems. To begin with, they should have a deep analysis of the customers’ purchase inclination. For instance, what they would like to pay, how much they prefer to spent on the particular kind of good, and how often they go on shopping (Neuberger, 2008).4.1 Brand reputationEnterprisers should pay more attention on the relationship of brand loyalty and brand reputation. Reference to Selnes (1996, p.19) reveals that, brand reputation is one of the most significant driver of brand loyalty, so it is efficient to pursue reputation for better consumer reliability. To put it briefly, having a good reputation means that customers are preferable for this product on attitude; hence, they will take action to buy this products. That is to say, brand reputationcontributes to brand loyalty by increasing willingness and belief so that the attitude may change to behavior.4.2 Brand imageBrand image play an important role in brand building, especially in customer dependability. As Reichheld (2001,qtd in Hsieh and Li, p.529) perceptively state that preferable brand image will lead consumers to conceive a perception of an organization’s public relationship practice, which matches the corporate reputation better. With this in mind, customers are more likely to retain optimistic faith, attitude, and action. It must be therefore be acknowledged that customer loyalty grows fast through approving brand image.4.3 Consumers’ satisfaction4.3.1 Positive effect on a single productThe evidence seems to be strong that when we talk about loyalty, we can’t forget to mention customer satisfaction. Ha (2009, p.198) has expressed the view that satisfaction is a crucial factor of the customer performance and attitude. In the example, the researcher gets the data from different countries. Even though the culture is different, the result of the conclusion is the same.4.3.2 Weaker influence on brand aloneIt is a popular belief, however, that some people content that the condition of the effect of satisfaction depends. A good example of this is that when checking product singly, satisfaction is more indispensable. Conversely, its function becomes weaker in case of applying brand alone (2008, Torres-Moraga, p.302).4.4 Internal brandingInternal branding is also a valuable outcome of brand loyalty. Internal branding affects mostly the employee’s identification. What’s more, empolyee’s identification makes an positive effect on customer loyalty.It must therefore be recognized that internal branding contributes to customer loyalty (2009, Punjaisri, p.206).5. Corporations can do some effort to build and improve loyalty According to the author, in order to achieve this goal, managers should use the street teams, brand reps, and brand Ambassadors. And yet, street teams will work well, only by the audience fit the target.5.1 Pay more attention on customer careCustomer care is considered a good point to building customer loyalty. As Webb (1999, p.72) has indicated that companies should think much about what the customers care. They can know much about the customers by asking a series of open-mind question. To be sure, the customer would like to talk deeply about their situation.5.2 Keep honest to customersNot only that, but also keeping honest to customers may retain customers’ trust. As an illustrati on, online travel agency Orbitz Worldwide displays the actual price on the internet on the purpose of winning customers trust. On the contrary, numerous companies only show the basic rate on the internet. Actually, the price is a 15% higher (2009, Peterson). If we customers are treated fairly on the price, we would like to give out our trust.5.3 Measurement of loyaltyMost of all, the measurement of the customer loyalty is another point that we need focus on. Turning to Terry,one finds that the good method to do measure is to separate 3 groups of the consumers according to the sore they receive. If they get the score 1-6, they are called detractors. The passives are those who have the score 7-8, and the promoters ‘achieve are 9-10. Next, divide the total people who take part in the test with the promoters, and then you will get a percentage, which represents the level of your customer loyalty. He goes on to indicate that most companiesget 10%-20% loyal clients.出处：Junjun Mao, International Journal of Business and Management [J]. Science and Education :July 2010. Vol. 5, No. 7出处：616 International Journal of Management Vol. 27 No. 3 Part 2 Dec 2010二、翻译文章标题：顾客品牌忠诚度译文：摘要：随着销售欺诈、顾客关注度降低、非法促销这些现象的出现，维持客户忠诚变得越来越困难。
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。
电子商务客户关系管理【外文翻译】
外文翻译原文Electronic Commerce Customer Relationship ManagementMaterial Source：Information Technology and ManagementAuthor: NICHOLAS C. ROMANOElectronic Commerce (EC), coined by Kalakota and Whinston, continues to be a significant, pervasive issue for both enterprises and customers. Furthermore, they articulated as being comprised of three relationship types: those between enterprises and customers; those between and among enterprises; and those internal to enterprises.In this paper we focus on relationships between enterprises and customers. However, it should be noted that a significant amount of research in traditional Market Channels has been done and is underway.Fundamentally e-CRM concerns attracting and keeping economically valuable customers and repelling and eliminating economically invaluable ones. Keen asserts we are on the threshold of a shift from a transaction-based economy to a relationship based economy. The increasing importance of fostering and managing customer relationships in EC is the motivation for this paper.e-CRM knowledge management; e-CRM technology and e-CRM human factors. Each major area is composed of minor ones, due to the complexity and richness of e-CRM issues researchers are currently studying and that we assert need to study in the future. In our assessment of e-CRM research [12] we classified 369 e-CRM articles in terms of each of the five research areas that applied. The results shown in table 1 reveal two important characteristics of this large body of e-CRM literature. First, table 1 illustrates that each of these five research areas is discussed within a large percentage of the papers in the body of e-CRM literature. This lends support to our assertion that these are important areas to the e-CRM research community at large. Second, table 1 illustrates the relative popularities of the five research areas and thus reveals potential gaps where additional research may be warranted. The most popular area was technology, with 301 of the 369 (82%) papers. The second most popular topic was human factors, with 270 of the 369 (73%)papers. Next in popularity were the topics or business models and markets (190, 51%). The least popular topic was knowledge management. Clearly knowledge management is an area that warrants further e-CRM research.In our research assessment we also coded the papers by year and medium to look for trends in the five research areas. Figure 1 illustrates that the numbers of journal publications in each of the five research areas has been steadily increasing; again electronic commerce customer relation management lending support to the idea that these are important and emerging areas for the e-CRM IS research community. Figure 1 also reveals that the areas of technology and human factors have increased dramatically, while the other three are increasing at slower rates.Again this suggests where there might be gaps in the research and opportunities for additional research. Further, the dramatic rise in papers addressing technology along with concomitant rises in the other areas underscores the need for e-CRM IS research. The trends were very similar for conference publications as well over the same time period.The remainder of this paper is structured as follows. Next we discuss and explain each of the five e-CRM research areas though a brief literature review and discussion of some CRM technologies in key areas and their theoretical and strategic implications. Then we present our overall conceptual framework and our theoretical framework of e-CRM influences. We then present some potential research questions in each area. We then discuss e-CRM research evaluations and assessments from the perspective of mixed-methods. Finally, we offer some concluding remarks about e-CRM research.At its heart EC involves markets, which Williamson explains serves as mechanisms to allocate resources among participants. Forbes and Rothshild assert that the Internet is not merely a media form and a communication method, but is itself a marketplace instrument. Currently market resources are allocated via transactions. Traditional transactions may be thought of in three phases: information phase, agreement phase, and settlement phase. Selz and Schubert offer a continuous transaction phase model that uses communication to connect multiple transactions across time, thus establishing relationships among customers and between customers and business enterprises.All three EC transaction phases involve e-CRM issues that have yet to be thoroughly explored. The communication phase, which links transactions across time, offers a rich area for collaborative e-CRM research. EC markets that use theInternet or other platforms to allocate resources among participants provide one component of the overall framework. For example, Allstate Insurance Company recently announced an integrated e-CRM system that combines marketing-campaign management, sales-lead management, and call-center applications. Each application has been implemented and is currently running. The goal is to integrate them to enable l eads generated by one channel (i.e., the company’s web site or call center) to be swiftly routed to the marketing system or to a specific sales representative for action.The basic research issues for markets involve how best to integrate e-CRM systems so they interact both effectively and efficiently. In addition, there may be cultural challenges and or work flow issues that need to be studied. E-CRM must begin to draw on theory and strategies from other disciplines such as marketing and economics in order to deal with the rising demands of customers in their expectations for quality, 236 ROMANO AND FJERMESTAD service, privacy, and communication with businesses as well as developing its own IS-based theories and strategies.E-commerce has led to new market structures and IS researchers and practitioners alike must consider these changes from theoretical, strategic, and technological perspectives. Prior to the rise of Internet-based E-commerce CRM was considered an indispensable tool for gaining market share. Relationship building and management have become principal modern marketing approaches in both research and practice as the paradigm in marketing strategy has shifted from Marketing Mix to Relationship Marketing (RM). The RM paradigm encompasses many concepts including strategic alliances, brand loyalty, personal/social relationships, customer partnering in product development, database management, and electronic media to actively interact with consumers. RM emphasizes building relationships that lead to customer retention, in juxtaposition to traditional transactional marketing, in which increasing and maintaining market share are the primary aims.E-CRM researchers must take theories into account that address exchanges between buyers and seller. For example, Dwyer and Shurr distinguish between two types of exchanges: Discrete transactions –typically a one-time purchase lacking relational elements; and Relational exchanges – grounded on dyadic expectations of future transactions.It is the latter that e-CRM must concern itself with most; however another important strategic issue will be to determine which customers want each type ofexchange , so that resources are not wasted on those that prefer transactions and those that prefer relationships are not lost due to failure to fulfill such wants. Relational exchanges are theorized to follow a linear developmental process with five non-discrete phases:(1) Awareness,(2) Exploration (including attraction, communication and bargaining, power and justice, norm development, and expectation development),(3) Expansion,(4) Commitment,(5) Dissolution.E-CRM researchers must explore whether the theory behind such a phased approach generalizes to E-commerce environments in general, or whether it applies only for specific products, industries, or other factors.Another important component of markets for e-CRM researchers to pay attention to in terms of theory and strategy is the shift in power from seller toward consumers. This shift in power provides many new benefits for consumers as well as new demands. For example designers of e-CRM systems may now have to “balance” the requirements of vendors and consumers, something quite different than IS of the recent past. e-CRM systems may have to include specialized features for consumers ELECTRONIC COMMERCE CUSTOMER RELATIONSHIP MANAGEMENT 237 such as consumer decision support systems , secure and trustworthy transaction mechanisms, to name a few.E-CRM systems integration will change the way the work is accomplished and how relationships are established and managed over time. There are a number ways in which e-CRM systems integration will affect work and relationships. E-CRM systems integration is leading to new distribution and processing capabilities that affect customer attitudes toward industries, and remove geographic and cost barriers to world-wide distribution of goods and services; this results in a convergence of key benefits sought by consumers across the globe. This requires organizations to develop new strategies to build and maintain effective and consistent world-wide brand images.Integration will also mean that other factors such as logistics and rapid delivery of products, information, and services, cyber-intermediation must be considered from strategic and theoretical perspectives.As Whiting points out, in the Allstate case, the call centers are focused onefficiency and are judged on call throughput. When the integrated e-CRM system is in place the call center workers will become revenue generators by turning calls into sales leads and cross-selling opportunities. This one example, from among many, clearly illustrates that e-CRM markets present a rich area for future research.译文电子商务客户关系管理资料来源:信息技术与管理作者：古拉斯·C·罗马诺电子商务是有Kalakota和Whinston提出的，在企业和客户中仍然普遍的显著的存在着问题。
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
成功的客户关系管理：起因与必要的【外文翻译】
外文翻译原文Successful Customer Relationship Management：Antecedents and Imperatives Material Source: The Fourth International Conference on Electronic Business Author: Frcderick; L.Capossela;This paper argues that there are four key conceptual techniques used in Customer Relationship Management which should be considered Imperatives for contemporary 21st century e-Business today. Customer Relationship Management itself may be defined as an attempt to find the most efficient way to focus the Marketing effort in order togenerate revenue. The antecedents of successful Customer Relationship Management techniques may be found in 20th Century and even l9th Century traditional Direct Marketing constructs. Years of data from this sub-discipline of Marketing, data analysis, and testing confirm the efficacy of these key techniques. Customer Relationship Management concepts which are examined as Imperatives for 21st century e-Business are; Customer Lifetime Value; Customer Acquisition Cost ;Split-Run (A/B) Testing; and Recency, Frequency, and Monetary Value Analysis.（1）INTRODUCTIONThis paper explores the Nineteenth and Twentieth Century antecedents of modern Customer Relationship Management in an attempt to see how they can contribute to greater 2l century e-business profitability.From a theoretical point of view, Customer Relationship Management can be seen as a more efficient focus of the effort to generate revenue-the task of Marketing. The reason that Customer Relationship Management has been gaining prominence in today is that it has demonstrated success at generating revenue more efficiently.The current practice of Customer Relations Management today confirms the prescience of Peter Drucker when he wrote in 1973:To know what a business is we have to start with its purpose. Its purpose must lie outside of the business itself. In fact, it must lie in society since business enterprise is an organ of society. There is only one valid definition of businesspurpose: to create a customer.（2）ANTECEDENTSHowever, Lifetime Value is but one of a series of concepts whose success has been proven and refined by a sub-discipline of marketing called Direct Marketing. In 1872, American merchant, Montgomery Ward, and later, Richard Sears sent their catalogs to a predominantly rural population (9 out of every 10 Americans lived on farms) who were unable to visit a retail store. Since that time the field of Direct Marketing has developed a number of operational concepts that have grown in sophistication, power, and profitability through a range of media including catalogues, direct mail, telemarketing, and direct response advertising.The Direct Marketing concepts which have the most to offer to today's e-commerce practitioners are the ones identified as imperatives in this paper.The success and wisdom of Direct Marketing has been earned over the better part of a century. The principle reason is that Direct Marketing also known as Database Marketing, enjoys such success is its 100% accountability. In contrast to mass media promotion, Direct Marketing identifies exactly whom it wishes to target (individuals by actual name). This allows collection of data on exactly who responded yielding 100% accountability across a range of metrics. For example, if 100 catalogues are mailed to 100 names, the direct marketer knows the names of the 10 who and exactly what they bought and exactly much each sale cost.In addition to Lifetime Value other operational concepts which Direct Marketing has developed and implemented over the years include Customer Acquisition Cost ; Split-Run Testing (A/B); and Recency, Frequency and Monetary Value Analysis. Each of these constructs can be adopted for use by e-business. Since all the techniques can be implemented and analyzed quantitatively, they can easily be applied across language and culture making them ideal for global application.Because these antecedents have been so reliable and successful in the past for Direct Marketing, their promise for modern e-Business is obvious. Once fully appreciated, these Direct Marketing antecedents may be regarded as 21 century Customer Relationship Management Imperatives.（3）IMPERATIVESThe first of four antecedents of the practice of Customer Relationship Management which should be regarded as imperatives is the concept of Lifetime Value. This term posits that there is a lifecycle to the relationship that customershave with an organization or business. During the period of the relationship between the beginning and the end, the company has an opportunity to lengthen or shorten the relationship based on how it "manages" the relationship. "Manages" is an unfortunate choice of words since it indicates an almost adversarial nature of the relationship, or at the least, an unequal one, between the manager and those managed. Nevertheless, Customer Relationship Management is the term in accepted use today.3.1 LifeTime ValueEnlightened businesses realize that every time a customer has an interaction with the company (or "touch" in CRM language), the relationship can be either be deepened or weakened. If the interaction is a positive "touch," there is an opportunity for cross-selling and increased profit. An additional benefit of deep trust and frequency is loyalty. Loyalty extends the term of the relationship so that a customer who has been with a company five years continues for six, eight, or ten years. This extension not only increases the net present value of the projected revenue stream, but does so at lower cost. This in turn, increases margins and leads to greater profitability.The Imperative is that once Lifetime Value has been computed for each customer, an analysis can be made to identify those customers who represent greater value to a company's future and those who represent less. Decisions can then be made as to which customers are the company's best prospects, which are marginal and which are unprofitable to the company. This analysis helps decision-makers formulate promotional strategies which can most efficiently grow a company's profitability. Managers can now make informed decisions as to whether to concentrate on customer retention, acquisition, or win-back..3.2 Customer Acquisition CostThe next antecedent that is integral to implementation of Customer Life Time Value is the accurate determination of Customer Acquisition Cost .Reichheld claims that "On average, U.S. corporations tend to lose half their customers in five years, half their employees in four, and half their investors in less than one."The implication of these facts, underscores the continuing requirement for companies to replenish their customers. The cost of new customers is seldom free. However, not all customers cost the same to acquire. Nor do acquisition programs always yield the same quality customers. Moreover, customer acquisition costs can vary wildly.Calculating Customer Acquisition Cost is a technique that can assign a dollar cost to acquiring or re-acquiring each customer, old or new. A Customer Acquisition Cost ratio is used to help determine whether to retain an existing customer or to acquire a new one.Compared to a multi-channel retailer, the pure-play retailer has a much more difficult task in identifying and reaching potential customers. While direct marketers can choose from more than 1,000,000 databases of names and addresses of groups segmented by demographic, geographic, and psychographic variables, the pure-play retailer has a much more difficult job. The fact is there are so many fewer lists available containing valid e-mail addresses. In this day of rampant "spam"and extraordinary privacy concerns, direct solicitation of potential customers via email no longer appears viable. Consequently, pure-play retailers must resort to more expensive methods like on-line advertising and search-engine listings.3.3 Spit-Run (A/B) TestingThe next antecedent is key to Direct Marketing's success, the concept of Testing. Direct Marketers test every variable they can in an effort to achieve optimization in their choice of merchandise, their value proposition, and the elements of their promotional materials.One of the most frequent statistics mentioned about e-commerce shopping is that 7 out of every 10 shoppingattempts on line are abandoned. Clearly, this is unacceptable. It is an area ripe for improvement. It is here that ingenious testing can make a significant contribution.The term that direct marketers use to describe their testing technique is Split-Run (A/B) Testing. On the Internet, it can be used to test such things as product features, web page design, and navigation, value.In its simplest form, the e-commerce retailer selects one--and only one--variable at a time to be tested, such as the number of steps necessary for a successful shopping cart check-out. Assume that seven is the current number of steps, called the "control." A new 6-step sequence is now constructed. Then, a method is developed so that every other visitor to the shopping site will be offered the 7-step checkout and every other visitor will get the new 6-step sequence.By tracking how many shoppers have used the 6-step vs.how many have used the 7-step sequence, we candetermine whether reducing the number of steps has any significant effect on the outcome. If the new 6-step sequence increased the number of users, then it "wins" the test and becomes the new "control" and the 7-stepsequence is retired.The imperative here is that e-commerce retailers must constantly search for variables to test and be relentless in their commitment to continual testing. Moreover, they must commit to a continual refinement of all aspects of marketing program in keeping with those test results.The Internet offers the extraordinary opportunity for dynamic, real-time testing that traditional direct marketers can only dream about. For example, in a 24-hour period,} an e-commerce retailer can could vary the size of a picture of an item of} on a web page whereas a traditional direct marketer using a picture on a page in a printed catalog would only be able to compare results from the control, the current size, Size A, and the new size picture, size B. And then the retailer would have to wait to reprint the catalog in order to test again.3.4 Recency, Frequency, Monetary Value AnalysisThe final antecedent is called RFM means analysis Monetary Value of the Recency, of customer purchases. analysis which Frequency, and Monetary Value customer purchasesA refinement of RFM analysis is called Migration Analysis. Results of migration analysis indicate patterns of customer migration, which allow the user to predict which cells customers will migrate to in the future. This,in turn, will permit the company to focus promotional efforts against the most likely and receptive segment cells. Conversely, those customers that will be most likely to migrate into lower ranking cells can similarly be predicted.The imperative here is that RFM analysis is based on data that is readily available to e-Businesses. Knowing the usefulness of such data is ample incentive to gather it consistently. Once RFM analysis becomes a central part of the Customer Relationship Management process, it can become a powerful tool which e-Businesses can implement to increase their profitability.（4）CONCLUSIONFinally, as modern, traditional marketing emerged during the second half of the 20th century, its emphasis was on mass distribution and mass media promotion.This type of marketing largely ignored the valuable lessons of one-to-one marketing that its earlier sub-discipline, Direct Marketing, had learned and refined.Today, there has been an explosion of one-to-one marketing opportunities thanks to the World Wide Web,making the tried and tested lessons of Direct Marketing imperative for anv e-business to study. The reason is simply that thebusiness model closest to century e-business is not traditional successful 2 lst century e-business is not traditional 20th century "modern" marketing, but venerable Direct Marketing. Itis this body of experience that holds the greatest promise for creating a sustainable competitive advantage and greater profitability for e-Business.译文成功的客户关系管理：起因与必要的资料来源: 第四届电子商务国际会议作者：Frcderick; L.Capossela;本人认为，在21世纪电子商务盛行的今天，有四个关键的技术概念在客户关系管理应用中是必要的。
客户关系管理外文文献4
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Impact and Expectation of Supply Chain
• • •
Consumer-based KPIs cascade down (Warranty/Field will be considered in performance and competitiveness) Maximize use of existing Data and Parts (Voice of the Customer) Teamwork to improve ability to improve process to prevent and manage warranty from a customer viewpoint
7
Toyota Motor Engineering & Manufacturing North America
Philosophy and Approach to Warranty Management: “Customer First”
Dave Mimms, General Manager May 24, 2007
Improvement of Parts
High Quality Leading to Increased Customer TEMA Satisfaction
C-A-P-D
Issue Confirmation
Voice of the Customer
14
Challenges for Toyota
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Organizational Alignment (Act on Customer Voice to Spiral Up Quality)
Voice of Customer
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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 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 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, toexpand 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 inCustomer 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 instruments 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’ homeor 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 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 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 andsavings 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 increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile for banking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries 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. Customersthat 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。