个人应如何获得客户关系管理-外文翻译

外文翻译

原文

how personal should customer relationship management

get

Material Source: BT Technology Journal • Vol 21 No 1 • January 2003 Author: N J Millard

Customer relationship management (CRM) is built upon the foundation of a single definitive view of customers which spans functions, channels, products and customer types and drives every customer interaction. CRM purports to recreate the traditional corner shop experience to millions of clients. CRM’s lifeblood is the ability to deploy knowledge at the right time, in the right format to the right person. Technology is at the heart of this but technology alone is an enabler of CRM not a guarantee of a good customer experience.

Fluss et al define the role of CRM as:

•capturing customer data across the enterprise,

•consolidating all internally and externally acquired customer-related data in a central database,

•analysing the consolidated data,distributing the results of that analysis to various customer touchpoints,

•using this information when dealing with customers via any touchpoint (e.g. call centre, face to face, Internet).

CRM should enable companies to deliver a superior level of service. Unless this customer knowledge can be translated into a simple, personalised and easily digestible format,wherever and whenever it is needed, a differentiated service is unlikely to be offered.

1 How personal should CRM get

In an increasingly commoditised market, companies are looking to differentiate through their service surround. Delivering a tailored service is an attractive solution to this problem because the resulting relationship implies increased customer loyalty and, therefore, increased share of wallet. However, this comes from a company’s desire to retain and acquire customers.

From a customer perspective, things are a little different. A McKinsey survey of consumer attitudes to CRM revealed that customers do not want relationships, they just want decent service. Unless customers see a benefit in building the relationship, they tend to want to disclose as little as possible about themselves. Fisk has claimed that today’s blind rush to build relationships with customers is both unnecessary and unsustainable. It is not what customers want and is often bad for business. It is usually motivated by the desire for short-term revenues or internal efficiencies, but instead encourages commoditisation and promiscuity.

What customers look for in a company in terms of customer service has been the topic of much research, but it boils down to a number of basic tenets：•remember who I am wherever and whenever I contact you,

•don’t waste my time,

•treat me fairly and honestly,

•help me achieve my goals,

•be flexible to my needs,

•keep things simple,

•make it easy for me to do business with you,

•make information accessible to me,

•give me value for my money,

•make me feel secure in transacting business with you.

Clive suggests that corporations have trained customers to be fickle. Customers react badly when companies abuse customer information. Surveys consistently show that consumers believe that loyalty should be rewarded with lower prices. However, practical implementations of the use of loyalty information to differentiate pricing have proven extremely unpopular.

2 The practice of personalisation and what it means to customersOne of the key things in personalisation is to find out what personal information the customer wants a company to remember. Then the company must seek the customer’s permission to use this information. Personalisation is not just accumulating data on individuals but acting upon it.The three steps to personalisation are:

•interact — talk to customers, establish a dialogue,understand their needs, •invent — use the data differently,

•personalise — do things uniquely.

Invention is the key to differentiation of service. Best practice companies do a number of things with personalised CRM that other companies simply do not. They