客户关系管理外文翻译

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客户关系管理(CRM)(英文版)

Plan Execute

Execution and management of the marketing campaigns and customer treatment plans. Data gathering.
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Ogilvy & Mather
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CRM Critical Success Factors
Data mining, customer profile building Data warehousing
Oracle, SQL, DB2, Sybase etc…
Data analysis and profiling
eSpective, Webtrends etc…
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Ogilvy & Mather
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Ogilvy Interactive Team
Customer Relationship Management (CRM)
Vladimir M Jordanov December 2nd, 2000 Oglivy Interactive Beijing Boot-camp
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Ogilvy & Mather
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Ogilvy & Mather
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Target Marketing
Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
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Ogilvy & Mather

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。

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。

外文翻译--客户关系管理(CRM)的理论及应用研究

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。

CRM(Customer-Relationship-Management)客户关系管理

CRM(Customer Relationship Management）就是客户关系管理。

客户关系管理系统是以客户为中心，基于客户生命周期的全过程，采用协同技术和理念，帮助企业更好的获取客户、保留客户及提升客户价值、提高客户满意度和忠诚度，从而全面提升企业竞争能力和盈利能力。

版式介绍标准版主要包括客户管理(客户信息、联系人信息）、事物管理(联系活动、市场活动）、销售管理（销售机会、销售报价、项目团队)、采购管理、商务管理（销售签约、合约回款）、服务管理(客户服务、客户投诉）、汇总中心、权限管理九大模块。

编辑本段核心价值CRM 客户关系管理系统是把有关市场和客户的信息进行统一管理、共享,并能进行有效分析的处理的新型应用系统,它为企业内部的销售、营销、客户服务等提供全面的支持。

CRM在帮助企业缩减销售成本、增加收入、寻找扩展业务所需的新市场和新渠道，提高客户的价值方面CRM具有很广阔的应用空间核心应用价值以销售漏斗理念管理客户客户关系管理系统是基于销售漏斗为理念研究开发，以客户为中心,完整记录客户生命周期的全过程,帮助企业更好的获取和保存客户信息,有效的避免客户信息流失。

实现各部门数据的无缝衔接通过内部各部门人员的系统权限设置，以及客户信息和销售流程上的责任指派，可以轻松的实现企业各部门之间数据的无缝衔接。

详细记录客户生命周期全过程所产生的信息从对客户信息的收集，到客户最终与企业签约,销售人员在销售过程当中的每一个环节都可以记录到系统当中，管理层可以对工作当中每一个细节进行有效的管控。

强大的数据汇总，方便随时查询系统拥有全面的数据汇总中心，不但能够提供给企业系统中所记录数据的分析报表,还能够以图形化的形式呈现,给予企业未来战略发展以强有力的数据支持。

智能的预警机制，有效掌控销售过程每一位与企业签约客户的合约信息都可以保存在系统当中，并且可以对客户合约的回款进行实时的更新，保证回款进度.编辑本段发展历程CRM经历了60年代的Mainframe、80年代的C/S、今天的SAAS 大型机（Mainframe）也曾有过辉煌的时代，1948年，IBM开发制造了基于电子管的计算机SSEC.1952年IBM公司的第一台用于科学计算的大型机IBM701问世,1953年又推出了第一台用于数据处理的大型机IBM702和小型机IBM650,这样第一代商用计算机诞生了，1956年,IBM又推出了第一台随机存储系统RAMAC305，RAMAC是”计算与控制随机访问方法”的英文缩写。

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。

(CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文

（CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文CustomerRelationshipManagementAndApplicationsofDataMiningTechniquesInBusi ness-to-BusinessIndustryCustomerRelationshipManagement(CRM):TheConcept Firmstodayarebecomingmoreawareofthefundamentalchangesofcustomerrelationshipsand theneedtoimplementnewsolutionsandstrategiesthataddressthesechanges(Rygielskiete l.2002).AndthustheconceptofCRMhasbeenintroduced.DefinitionofCRM:CRMisanenterprise-widebusinessstrategydesignedtooptimizeprofitability,revenuean dcustomersatisfactionbyorganizinganenterprisearoundcustomersegments,fosteringcu stomer-satisfyingbehavioursandlinkingprocessesfromcustomersthroughsuppliers.(Co llins2001)FunctionsofCRM: CRMrequiresthefirmtoknowandunderstanditsmarketsandcustomers.Thisinvolvesdetaile dcustomerintelligenceinordertoselectthemostprofitablecustomersandidentifythosen olongerworthtargeting.CRMalsoentailsdevelopmentoftheoffer:whichproductstosellto whichcustomersandthroughwhichchannel.Inselling,firmsusecampaignmanagementtoincr easethemarketingdepartment’seffectiveness.Finally,CRMseekstoretainitscustomers throughservicessuchascallcentresandhelpdesks.(Rygielskietel.2002) Manypractitionersrecognisethatkeepingcustomersismoreprofitablethanattractingnew customers(BitranandMondschein,1997).AccordingtoSrivastavaetel.(2002),toacquirea newcustomercostsfivetoseventimesmorethantoretainanexistingone.Hence,manycompani esareadoptingCRMasameanstodevelopandmaintainsuccessfulcustomerrelationship(Verh oefandDonkers,2001).ThisgenerallyacceptedviewonthemotiveofadoptingCRMfocusesmor eonmaintainingtherelationshipofexistingcustomers,notonacquiringnewcustomers.How ever,acquiringnewcustomers,whichcanbeviewedasCustomerRelationshipEstablishment( CRE),shouldformapartofCustomerRelationshipManagement.Myargumentsarea)alltheCRMa ctivitiesarebasedontheacquisitionofnewcustomers,itisthepremiseoftheCRMactivitie sonwards,andb)tounderstandapotentialcustomer’sneedisasstrategicallyimportantas tounderstandacurrentcustomer’sintermsofproductdesignaswellasafter-salesservice,a ndfurthermore,c)thesametheoryandpractiseofCRMactivitiesonacurrentcustomercanals obeappliedtoaprospect,e.g.marketingsegmentationondifferentiatingprofitable(pote ntial)customersfromthosenon-profitable.Thus,marketingactivitiesinvolvingconvert ingprospectstocustomersshouldalsobeincludedintotheCRMdomain.CRMinBusiness-to-Business(B2B)Industry:TheNecessity CRMisnotonlyapplicableformanagingrelationshipsbetweenbusinessesandconsumers,butevenmorecrucialforbusinesscustomers.InB2Benvironments,transactionsaremorenumero us,customcontractsaremorediverse,andpricingschemesaremorecomplicated.CRMstrateg ies,suchascustomisedcatalogues,personalisedbusinessportals,andtargetedproductof fers,canhelpsmooththisprocessandimproveefficienciesforbothcompanies.(Rygielskie tel.2002)Fromtherespectiveofcustomerbehaviour,Bush(2002)suggeststhatB2Bbuyerschooseasupp lierwithwhomtheycandeveloparelationship;onetheycangobacktoasrequiredandoneonwhi chtheyfeeltheycandepend.Oncetheyhavechosenasupplier,havinginvestedthistimeandef fort,theyaremorelikelytostaywiththatsupplierforlonger.Thisinvokestheequalimport anceofdeployingCRMinbothrecruitingnewcustomersandmaintainingexistingcustomers. DataMiningTechniques:TheToolCRMcanbeviewedfromtwoperspectives.OperationalCRMreferstothebusinessstrategythat focusesontheday-to-daymanagementofthecustomerrelationshipacrossallpointsofcusto mercontactandisenabledbysalesandservicetechnologies.AnalyticalCRMisthepartofthe CRMbusinessstrategythatdrivesincreasedcustomerintelligenceandmakesinformationac tionableacrossalltouchpoints.(Collins2001)Itencompassesahostofdataminingapplica tions(e.g.,marketing,forecastingandbudgeting)thatenablecompaniestodevelopgreate rcustomerintelligenceandaccordinglycustomer-specificstrategies.AnalyticalCRMwil lbethemainthemerunningthroughouttheresearch/project. TheessenceofCRMisunderstandingcustomerneedsandleveragingthatknowledgetoimprovea company’slongtermprofitability.Itrequiresthealignmentofthreebuildingblocks:ins ightintocustomerdecision-making,informationaboutcustomers,andinformation-proces singcapability.(Stringfellow,etel.2004) RecentdevelopmentsinInformationTechnology(IT)haveimprovedtheinformation-process ingcapabilitydramatically.Thisalongwiththeincreasingavailabilityofcustomerinfor mation,collectedinternallywithcontinuoustransactionrecordsorboughtfromexternals ources,hascreatedopportunitiesaswellaschallengesforcompaniestoleveragethedataan rgeamountofcustomerinformationisaccessibleinthedata bases,however,theknowledgehiddenbehindthedataisnotexplicitandreadyathand.Withre spectstotheseconditions,theneedtousedataminingtools,whichcanhelpuncoverthehidde ninsightofcustomerbehaviours,hasbeenraised. Dataminingistheprocessofsearchingandanalysingdatainordertofindimplicit,butpoten tiallyuseful,information.Itinvolvesselecting,exploringandmodellinglargeamountso fdatatouncoverpreviouslyunknownpatterns,andultimatelycomprehensiveinformationfromlargedatabases(Shaw2001).Dataminingcanbeeasilyfittedintovariousbusinessfuncti ons.LetstakemyMScsummerprojectforexample......Basedontheinterplaybetweenpotenti alvalueandrealisedvalue,CRM/marketingmanagerscandevisecustomer-specificstrategi es.Reference:Bitran,G.R.&Mondschein,S.V.(1997),‘AComparativeAnalysisofDecisionMakingProcedu resinTheCatalogSalesIndustry’,EuropeanManagementJournal,15(2).Bush,R.(2002),TheInteractiveandDirectMarketingGuide,Chapter3.6,TheInstituteofDi rectMarketing,Middlesex.Chang,J.(2002),TheCustomerRelationshipManagementSolutionsGuide,Chapter1,CRMGuru.c om.Collins,K.(2001),‘AnalyticalCRM:DrivingProfitableCustomerRelationships’,Strat egicPlanning,SPA-12-7120Regielski,C.,Wang,J.C.&Yen,D.C.(2002),‘DataMiningTechniquesforCustomerRelation shipManagement’,TechnologyinSociety,24,pp.483-502.Shaw,M.etel.(2001),‘KnowledgeManagementandDataMininginMarketing’,DecisionSupp ortSystems,31,pp.127-137.Srivastava.J.,Wang,J.H.,Lim,E.P.&Hwang,S.Y.(2002),‘ACaseforAnalyticalCustomerR elationshipManagement’,PAKDD2002,pp.14-27.Stringfellow,A.,Nie,W.&Bowen,D.E.(2004),‘CRM:ProfitingFromUnderstandingCustome rNeeds’,BusinessHorizons,47/5,pp.45-52.基于B2B产业的数据挖掘技术在CRM中的应用客户关系管理（CRM）的概念：今天，企业更加意识到客户关系根本性的变化换和实施一些新的办法和策略来应对这些变化，并因此介绍了CRM的概念。

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。

CRM客户关系-数据挖掘技术在CRM中应用外文原文和译文精品

Customer Relationship Management And Applications of Data Mining Techniques In Business-to-Business IndustryCustomer Relationship Management (CRM): The ConceptFirms today are being more aware of the fundamental changes of customer relationships and the need to implement new solutions and strategies that address these changes (Rygielski et el. 20XX). And thus the concept of CRM has been introduced.Definition of CRM:CRM is an enterprise-wide business strategy designed to optimize profitability, revenue and customer satisfaction by organizing an enterprise around customer segments, fostering customer-satisfying behaviours and linking processes from customers through suppliers. (Collins 2001)Functions of CRM:CRM requires the firm to know and understand its markets and customers. This involves detailed customer intelligence in order to select the most profitable customers and identify those no longer worth targeting. CRM also entails development of the offer: which products to sell to which customers and through which channel. In selling, firms use campaign management to increase the marketing department’s effectiveness. Finally, CRM seeks to retain its customers through services such as call centres and help desks. (Rygielski et el. 20XX)Many practitioners recognise that keeping customers is more profitable than attracting new customers (Bitran and Mondschein, 1997). According to Srivastava et el. (20XX), to acquire a new customer costs five to seven times more than to retain an existing one. Hence, many panies are adopting CRM as a means to develop and maintain successful customer relationship (Verhoef and Donkers, 2001). This generally accepted view on the motive of adopting CRM focuses more on maintaining the relationship of existing customers, not on acquiring new customers. However, acquiring new customers, which can be viewed as Customer Relationship Establishment (CRE), should form a part of Customer Relationship Management. My arguments are a) all the CRM activities are based on the acquisition of new customers, it is the premise of the CRM activities onwards, and b) to understand a potential customer’s need is as strategically important as to understand a current customer’s in terms of product design as well as after-sales service, and furthermore, c) the same theory and practise of CRM activities on a current customer can also be applied to a prospect, e.g. marketing segmentation on differentiating profitable (potential) customers from those non-profitable. Thus, marketing activities involving converting prospects to customers should also be included into the CRM domain.CRM in Business-to-Business (B2B) Industry: The NecessityCRM is not only applicable for managing relationships between businesses and consumers, but even more crucial for business customers. In B2B environments, transactions are more numerous, custom contracts are more diverse, and pricing schemes are more plicated. CRM strategies, such as customised catalogues, personalised business portals, and targeted product offers, can help smooth this process and improve efficiencies for both panies. (Rygielski et el. 20XX)From the respective of customer behaviour, Bush (20XX) suggests that B2B buyers choose a supplier with whom they can develop a relationship; one they can go back to as required and one on which they feel they can depend. Once they have chosen a supplier, having invested this time and effort, they are more likely to stay with that supplier for longer. This invokes the equal importance of deploying CRM in both recruiting new customers and maintaining existing customers.Data Mining Techniques: The ToolCRM can be viewed from two perspectives. Operational CRM refers to the business strategy that focuses on the day-to-day management of the customer relationship across all points of customer contact and is enabled by sales and service technologies. Analytical CRM is the part of the CRM business strategy that drives increased customer intelligence and makes information actionable across all touchpoints. (Collins 2001) It enpasses a host of data mining applications (e.g., marketing, forecasting and budgeting) that enable panies to develop greater customer intelligence and accordingly customer-specific strategies. Analytical CRM will be the main theme running throughout the research/project.The essence of CRM is understanding customer needs and leveraging that knowledge to improve a pany’s long term profitability. It requires the alignment of three building blocks: insight into customer decision-making, information about customers, and information-processing capability. (Stringfellow, et el. 20XX)Recent developments in Information Technology (IT) have improved the information-processing capability dramatically. This along with the increasing availability of customer information, collected internally with continuous transaction records or bought from external sources, has created opportunities as well as challenges for panies to leverage the data and gain petitive advantage. Large amount of customer information is accessible in the databases, however, the knowledge hidden behind the data is not explicit and ready at hand. With respects to these conditions, the need to use data mining tools, which can help uncover the hidden insight of customer behaviours, has been raised.Data mining is the process of searching and analysing data in order to find implicit, but potentially useful, information. It involves selecting, exploring and modelling large amounts of data to uncover previously unknown patterns, and ultimately prehensive information from large databases (Shaw 2001). Data mining can be easily fitted into various business functions. Lets take my MSc summer project for example...... Based on the interplay between potential value and realised value, CRM/marketing managers can devise customer-specific strategies.Reference:Bitran, G.R. & Mondschein, S.V. (1997), ‘A parative Analysis of Decision Making Procedures inThe Catalog Sales Industry’, European Management Journal, 15 (2).Bush, R. (20XX), The Interactive and Direct Marketing Guide, Chapter 3.6, The Institute of Direct Marketing, Middlesex.Chang, J. (20XX), The Customer Relationship Management Solutions Guide, Chapter 1, CRMGuru..Collins, K.(2001), ‘Analytical CRM: Driving Profitable Customer Relationships’, Strate gic Planning, SPA-12-7120Regielski, C., Wang, J.C. & Yen, D.C. (20XX), ‘Data Mining Techniques for Customer Relationship Management’, Technology in Society, 24, pp. 483-502.Shaw, M. et el. (2001), ‘Knowledge Management and Data Mining in Marketing’, Deci sion Support Systems, 31, pp.127-137.Srivastava. J., Wang, J.H., Lim, E.P. & Hwang, S.Y. (20XX), ‘A Case for Analytical Customer Relationship Management’, PAKDD 20XX, pp. 14-27.Stringfellow, A., Nie, W. & Bowen, D.E. (20XX), ‘CRM: Profiting From Underst anding Customer Needs’, Business Horizons, 47/5, pp. 45-52.基于B2B产业的数据挖掘技术在CRM中的应用客户关系管理（CRM）的概念：今天，企业更加意识到客户关系根本性的变化换和实施一些新的办法和策略来应对这些变化，并因此介绍了CRM的概念。

与管理相关的英语词汇翻译大全

与管理相关的英语词汇翻译大全营销篇* 4C营销理论 (The Marketing Theory of 4Cs)* 4R营销理论 (The Marketing Theory of 4Rs)* 4P营销理论 (The Marketing Theory of 4Ps)* 感性营销 (Sensibility Marketing)* 利基营销 (Niche Marketing)* 交叉营销 (Cross Marketing)* 知识营销 (Infromation Marketing)* 文化营销 (Cultural Marketing)* 服务营销 (Services Marketing)* 体验营销 (Experience Marketing)* 定制营销 (Customization Marketing)* 色彩营销 (Color Marketing)* 绿色营销 (Green Marketing)* 关系营销 (Relationship Marketing)* 合作营销 (The Co Marketing Solution)* 伙伴营销 (Partnership Marketing)* 一对一营销 (One-to-One Marketing)* 差异化营销 (Difference Marketing)* 大市场营销 (Big Marketing)* 个性化营销 (Personalization Marketing)* 堡垒式营销 (Focalization Marketing)* 数据库营销 (Data base Marketing)* 服务分销策略 (Services Distribution Strategy)* 服务促销策略 (Services Sales Promotion Strategy)* 整合营销传播 (Integrated Marketing Communications, IMC)* 水坝式经营 (Dam Operation)* 战略营销联盟 (Strategic Marketing Union)* 网络数据库营销 (Internet Data base Marketing)* “整时营销” 与“晚盈利” (Profit by Timing Marketing and Lag Profit Marketing)管理篇* 目标管理 (Management by Objectives, MBO)* 标杆瞄准(Benchmarking)* 开明管理(Open Management)* 宽容管理 (Allowance Management)* 标杆管理 (Benchmarking Management)* 人格管理 (Character Management)* 品牌管理 (Brand Management)* 变革管理 (Change Management)* 沟通管理 (Communication Management)* 走动管理 (Management by Walking Around，MBWA)* 价值管理 (Value Management)* 钩稽管理 (Innovation and Practice Management)* 能本管理 (Capacity Core Management)* 绩效管理 (Managing For Perfromance)* 赋权管理 (Delegation Management)* 灵捷管理 (Celerity Management)* 物流管理 (Logistics Management/Physical Distribution ) (Physical Distribution为传统意义上的物流)* 知识管理 (Knowledge Management)* 时间管理 (Time-Management)* 互动管理 (Interactive Management)* T型管理 (T Management)* 末日管理 (End Management)* 柔性管理 (Soft Management)* 例外管理 (Exception Management)* K型管理 (K Management)* EVA管理 (Economic Value Added, EVA)* 5S管理法 (5S ：Seiri、Seiten、Seigo、Seiketsu、Shitsuke) * 零缺陷管理(Zero Defects)* 一分钟管理(One Minute Management)* 供应链管理 (Supply Chain Management, SCM)* 客户关系管理 (Customer Relationship Management，CRM)* 产品数据管理 (Product Data Management, PDM)* 过程质量管理法 (Process of Quality Management)* 管理驾驶舱(Cockpit of Management)* OEC管理法 (Over All Every Control and Clear)* 数字化管理 (Digital Management)* 海豚式管理 (Management as Porpoise)* 丰田式管理 (Toyota- Management)* 跨文化管理 (Span-Culture Management)* 蚂蚁式管理 (Style of Ant Management)* 购销比价管理 (Purchase by Grade Management)* 企业内容管理 (Enterprise Content Management)* 企业健康管理 (Health of Enterprise Management)* 薪酬外包管理 (Salary Epibolic Management)* 戴明的质量管理 (William Edwards Dem's Quality Management) * 六西格玛管理法 (Six Sigma)* 倒金字塔管理 (Handstand Pyramidal Management)* 变形虫式管理 (Amoeba Management)定律篇* 木桶定律(Cannikin Law)* 墨菲定律 (Moffe's Law)* 羊群效应 (Sheep-Flock Effect)* 帕金森定律 (Parkinson's Law)* 华盛顿合作定律 (Washington Company Law)* 手表定律 (Watch Law)* 蘑菇定律 (Mushroom Law)* 鲇鱼效应 (Weever Effect)* 飞轮效应 (Flywheel Effect)* 光环效应 (Halo Effect)* 马太效应 (Matthew Effect)* 蝴蝶效应 (Butterfly Effect)* 多米诺效应 (Domicile Effect)* 皮格马利翁效应 (Pygmalion Effect) * 彼德原理 (The Peter Principle)* 破窗理论 (Break Pane Law)* 路径依赖 (Path Dependence)* 奥卡姆剃刀 (Occam's Razor)* 博弈论 (Game Theory)* 定位法则 (Orientation Law)* 80/20原理 (80/20 Law)* X理论-Y理论 (Theory X- Theory Y) * 超Y理论 (Exceed theory Y)综合篇* 7S模型 (Principle of 7S)* ABC分析法 (ABC-Analysis)* SWOT分析 (SWOT Analysis)* 波士顿矩阵法 (Boston Matrix Analysis)* 新7S原则 (Principle of New 7S)* PDCA循环 (PDCA Cyc)* 平衡记分卡 (Balanced Score Card)* 品管圈 (Quality Control Circle，QCC)* 零库存 (In-Time Inventory)* 顾客份额 (Constituency Share)* 业务流程重组 (Business Process Reengineer)* 动态薪酬 (Dynamic Salary)* 管理审计 (Managed Audit)* 管理层收购 (Management Buy-out)* 逆向供应链 (Reverse Supply Chain)* 宽带薪酬设计 (Broad Band Salary Design)* 员工持股计划(Employee Stock Ownership Plan，ESOP) * 人力资源外包 (Epiboly HR)* 360度绩效反馈 (360-Degree Perfromance Feedback) * 人力资源价值链 (Human Resource Value Chain)* 柯氏模式 (Kirkpatrick Model)* 归因模型 (Attribution Model)* 期望模型 (Expectancy Model)* 五力模型 (The Five-force Model)* 安东尼模型 (Anthony Model)* CS经营战略(Customer Satisfaction)* 532绩效考核模型 (532 Perfromance Appraisal Model)* 101℃理论(101℃ Theory)* 双因素激励理论 (Dual Stimulant Theory)* 注意力经济 (The Economy of Attention)* 灵捷竞争(Adroitly Compete)* 德尔菲法(Delphi Technique) * 执行力 (Execution)* 领导力 (Leadership)* 学习力 (Learning Capacity)* 企业教练 (Corporate Coach)* 首席知识官 (Chief Knowledge Officer)* 第五级领导者 (Fifth Rank Leader)* 智力资本 (Intellect Capital)* 智能资本 (Intellectual Capital)* 高情商团队 (High EQ Team)* 学习型组织 (Learning Organization)* 知识型企业 (Knowledge Enterprise)* 高智商企业 (Knowledge-Intensive Enterprise) * 灵捷组织 (Adroitly Organization)* 虚拟企业 (Virtual Enterprise，VE)。

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。

物流客户关系管理外文翻译

1物流客户关系管理的含义客户关系管理(Customer Relationship Management, CRM)是一个不断加强与顾客交流，不断了解顾客需求，并不断对产品及服务进行改进和提高以满足顾客的需求的连续的过程。

其内含是企业利用信息技（IT）术和互联网技术实现对客户的整合营销，是以客户为核心的企业营销的技术实现和管理实现。

客户关系管理注重的是与客户的交流，企业的经营是以客户为中心，而不是传统的以产品或以市场为中心。

为方便与客户的沟通，客户关系管理可以为客户提供多种交流的渠道。

对客户关系管理应用的重视来源于企业对客户长期管理的观念，这种观念认为客户是企业最重要的资产并且企业的信息支持系统必须在给客户以信息自主权的要求下发展。

成功的客户自主权将产生竞争优势并提高客户忠诚度最终提高公司的利润率。

客户关系管理的方法在注重4p关键要素的同时，反映出在营销体系中各种交叉功能的组合，其重点在于赢得客户。

这样，营销重点从客户需求进一步转移到客户保持上并且保证企业把适当的时间、资金和管理资源直接集中在这两个关键任务上。

CRM系统的宗旨是：为了满足每个客户的特殊需求，同每个客户建立联系，通过同客户的联系来了解客户的不同需求，并在此基础上进行"一对一"个性化服务。

通常CRM包括销售管理、市场营销管理、客户服务系统以及呼叫中心等方面。

“以客户为中心”，提高客户满意度，培养、维持客户忠诚度，在今天这个电子商务时代显得日益重要。

客户关系管理正是改善企业与客户之间关系的新型管理机制，越来越多的企业运用CRM来增加收入、优化赢利性、提高客户满意度。

(1) 建立统一的信息编码系统；(2) 设计能够良好反映事务特性的数据模型；(3) 划分数据库类型，在分布式数据库管理系统和网络平台基础上，设计全局共享及局部共享数据库，以支持分布式数据处理，实现各分系统之间及其内部各功能模块之间的信息集成；(4) 提供强大的数据库管理系统，并在此基础上敬爱拿过来完善的客户销售数据库、客户市场数据库、客户支持与服务数据库、企业综合信息数据库等。

报告客户关系管理(英文授课).docx

客户关系管理（英文授课）CEGOS' Customer Relationship (in English)Duration: 2 DaysPrice: 5998 YuanMay Oct5-6(SH) 26-27(SH)✧ Customer relationship: the stakes✧ Customer relationship: building trust✧ Customer relationship: practising active listening✧ Customer relationship: reaching agreement✧ Developing loyalty through customer relationshipsObjective：Experienced managers already know and use many key aspects of successful management. However, to reach the next level, they need to become experts in effective decision-making, influencing skills and managing individual and team behaviour. If you feel this describes you, and you are self-aware, then you will benefit from this programme which will develop your skills as a manager-coach.What will you get* Understanding the factors that generate customer loyalty* Understanding and overcoming hurdles in their relationship with the customer* Investing in empathetic relationships* Combining influencing with respect for the customer* Turning each key contact into a loyal relationship* Focusing on personal qualities for successful customer relationships Who should attend * Anyone who has direct contact with the customer, either face-to-face, by phone or in writing, from pre-sales to after-salesWho should attend：* Anyone who has direct contact with the customer, either face-to-face, by phone or in writing, from pre-sales to after-salesProgram Outline：1. Understanding the drivers of customer preference* Re-thinking your contribution to the customer relationship* Distinguishing between customers’ implicit and explicit expectations* Analysing the mechanics of customer satisfaction* What is customer loyalty2. Developing your professional engagement towards customer service* Linking your role with company goals* Facing customers* Managing customer conversations3. Showing empathy* Exploring the impact of emotional interpersonal communication* Showing the customer our respect and consideration* Developing confidence in interactions4. Influencing customers with integrity* Enhancing your customer service skills* Encouraging customer loyalty* Preserving relationships in difficult situations5. Anchoring customer preference* Keeping your promises to the customer* Advising the customer wisely to win repeat business* Anticipating customer needs and knowing how to surprise。

Customer Management-翻译

Partner Management Systems
Production Engine Layer
Enterprise Management Systems
客户管理
Marketing & Payment Gateways
客户管理覆盖了关系管理的全部范围。实际上，完整的客户管理功能需要整合客户服务中心和产品引擎. 覆盖了关系管理的全部范围。实际上，完整的客户管理功能需要整合客户服务中心和产品引擎.
档案管理
CART)和 CHAID)技术试图分类和回归树 (CART)和 x校验自动归纳法 (CHAID)技术试图在总的客户中找出相似的客户群。比如：在总的客户中找出相似的客户群。比如：
–
行为分析
客户价值分析
有两张或更多的信用卡的客户更有可能会申请贷款
分析型数据库
财务客户产品渠道
神经网络运用模型识别技术来找出更复杂的关系，神经网络运用模型识别技术来找出更复杂的关系，尽管结果可能会更难解释一些。可能会更难解释一些。以上的技术可以用于大规模的客户群的市场分析。以上的技术可以用于大规模的客户群的市场分析。他们也可以用于产生实时的渠道规则。随着网络访问日益变得重要，以用于产生实时的渠道规则。随着网络访问日益变得重要，决策必须基于最新的信息，甚至了解最新的网址点击模式。决策必须基于最新的信息，甚至了解最新的网址点击模式。按以下的链接去纵览该过程
Householding
Profiling
渠道的规则整合必须是清晰和迅速的，渠道的规则整合必须是清晰和迅速的，以便于决策能基于全部的政策和最新的客户行为和价值信息。部的政策和最新的客户行为和价值信息。按以下的链接去纵览该过程
– – – 客户管理过程架构产品架构

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。

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毕业论文外文资料翻译学院管理学院专业工商管理班级工商0702学生学号20070506045指导教师二〇一一年三月六日Human Resource Management.2003, 42(4A):303-320.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 regula tion. 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 o f money for our enterprise” has become areflex 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.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 areapproached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe that if a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesized in a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).4.Developing a strategy in customer relationship managementBecause CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topics:---- object of the customer relationship management the company has three options: focusing on the company itself, on a brand or on the distributor;---- target segment，the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;-----ways of retaining the customers customers’ satisfaction is in the centre of all the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;----choosing the instruments of CRM the company combines the 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 particular moment in customer’s life (birthday, invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are an important tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which 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 invarious ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers is realised through a Key Account Management which develops programmes for special customers.6.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 customerprofile for banking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customer’s criteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7.ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of the company. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the market, in a world of capricious clients.客户关系管理Lect.大学Mihaela Cornelia Prejmerean博士Lect.大学Alina Mihaela Dima博士布彻斯特经济研究学院摘要：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。

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