客户关系管理外文文献翻译

CUSTOMER RELATIONSHIP MANAGEMENT

As. univ. drd. Mihaela Cornelia Prejmerean

Lect. univ. dr. Alina Mihaela Dima

Academy of Economic Studies, Bucharest

Abstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania.

Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.

1. Introduction

In the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An imp ortant customer brings a gross amount of money for our enterprise” has become a reflex for many compa nies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?

2. Marketing information system

A winning company is more productive in acquiring and retaining customers, to

expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management & marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, the enterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D′Amico,1993). The marketing information system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects.

3. Customer relationship management

Customer Relationship Management has been around for the last 30 years, but it became very important when companies changed their attitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climate that encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are used proactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006).

When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in

Customer relationship management the organization and its staff. Some companies believe that if a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesized in a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).

4. Developing a strategy in customer relationship management

Because CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topics: - 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 management

The communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialogue with the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients’ home

or business address to promote a product or service. In CRM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a 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 in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.

Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers is realised through

a Key Account Management which develops programmes for special customers.

6. Customer relationship management in financial services

Financial 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 c ity of the country with a population around 300.000 people was an advantage of the business and a success factor. Now the battlefield has moved in the small towns. The competition became tougher; banks began to develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seems that banks prefer to focus on clients with large savings accounts. The main banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile for banking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customer’s criteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank.

7. Conclusions

Romanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of the company. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers

that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the market, in a world of capricious clients.

客户关系管理

这是一份来自布加勒斯特（罗马尼亚首都）经济学院的研究：

摘要：经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战：来自欧盟的激烈竞争和抢夺消费者的大战。看来罗马尼亚众企业不仅得学会如何吸引顾客，还得想法子如何留住顾客。现在的行销策略已包含了关于客户定位，客户关系管理，客户的忠诚度以及客户质量的方面。在这份报告中，我们关注它的主要方面：即客户关系管理学中的特性，范围及进程，并且我们还将分析本土公司可能面临的挑战。在金融服务那一块的例子我们将会围绕客户管理关系学规则实施的实际情况和罗马尼亚的原则来展开讨论。

关键词：市场行销信息系统，客户关系管理学，商业资产，客户来源，客户资源的维持。

1. 介绍

在过去的十年中，大多数企业正在忙于生产，经济衰退，合并，新技术和商业管理。罗马尼亚在加入欧盟将进一步发展的诸多优势，加上一对产品监管的共同政策共同市场的成员，和行动自由，所有四个生产要素（商品，服务，资本和劳动力）。这就意味着，罗马尼亚的公司要在国内市场直面来自欧盟国家其他公司的竞争。欧洲的公司模式更灵活多变，为了生产出更好产品，提供更优报价和服务给客户，顾客方面他们会更以消费者为导向，这无疑给罗马尼亚的本土公司带来更大压力。高收益等于重要客户是公司推行客户政策拉拢客户的经典准则。“一个重要客户能给公司带来巨大金钱收益”已经成了海外大多数公司的反照，在罗马尼亚也可说是如此。但这是否是一成不变的事实，我们大概需要搜集更多信息来证明，而不是单靠相信年底报告的一份简单数据就知道的吧？

2．营销信息系统

一个好的公司在获取和留住客户的生产，扩大其客户群这方面更具成效的。这样的公司提高了对叛逃率降低了客户的价值，增加了客户关系管理及市场寿命，使低利润客户更有利可图或终止他们的实际或潜在的市场信息收集等，不仅使本组织监测趋势和问题有关的现有客户，而且也有助于确定潜在的客户，轮廓和新的市场，以保持其竞争的轨道，其战略，战术和的未来计划。为了收集和整理的各种信息高质量，企业开始建立营销信息系统。目前，主要是一个程序，受它相关，及时和准确的信息不断收集，整理，分析，评估，储存和营销的决策者使用分布式的方法集。营销信息系统包括来自外部和内部来源（销售记录，客户记录，营销传播数据，信息和销售力）。对客户的重点和营销功能整合帮助公司建立与有关个别客户或潜在客户的客户的综合信息数据库。

3. 客户关系管理

客户关系管理已经出现了过去30年，但它变得非常重要，当企业对营销功能改变他们的态度。如今，跨职能的营销方式需要一个组织文化和气氛，鼓励部门之间的协作和合作。在行业中的人必须了解客户服务，内部或外部的一个方面的作用。客户关系管理基础上的关系营销的原则和承认，客户是一个企业的资产，而不是简单的商业片观众，意味着结构从职能的公司流程，信息是主动而不是被

动地使用和发展的NE对1营销办法。

当定义客户关系管理，我们必须首先解释客户之间的差异获取和留住客户。这两个概念有不同的驱动程序。吸引客户已变得非常困难的日子里，当人们难以讨好。他们更聪明，价格意识和敏感，更严格，不能宽容，他们有更多的有同样好或更好的优惠的竞争对手接触。公司更注重销售分析，客户细分，广告，营销和广告管理。越是困难的部分是保持客户。据布鲁恩，当一个顾客满意与消费之间提供履行他/她的期望比较后，他/她接受了公司，信托，并朝它表现出积极的态度，成为该公司的忠诚。在这种情况下，积极对公司及有关其产品的客户谈判，较少注意竞争品牌，对价格不敏感，而变成日常交易。与客户保持率，公司必须注重服务的满意度和客户关系管理的组织及其工作人员的信任。一些公司认为，如果客户投诉的问题将得到解决，但96％的不满意客户不会抱怨，转到另一家公司。因此，客户关系管理是留住客户的机制。主要客户关系管理使得公司能够了解谁是他们的客户，孤立最好的客户（那些与你的愿望有长期的合作关系），创建关系随着时间的推移伸展和涉及多方面的相互作用，相互关系，管理优势，寻求获得这些“最佳”的顾客。如营销战略的投入，客户基础，产品和管理，竞争对手和员工的技能是一个CRM方案，建立为客户服务，客户保留，产出更高的钱包份额，客户转介，更可预期的收入流，提高盈利能力，较低的合成成本和更好地遵守。

4. 客户关系管理发展战略

由于CRM是一个跨职能的活动和大型企业有成千上万的数百万客户，一个战略框架的必要性是非常高的。一个CRM战略的层面，主要是在确定以下主题重点：—对象的客户关系管理 - 该公司有三个选项：在一个品牌或分销商对公司本身的重点;

—目标市场 - 该公司通常会设置不同的客户群体的优先事项，它定义了组合分析为基础的战略客户，收入因素，长度的关系，收入，与客户的合作。这是它的分析标准;

—保留客户 - 客户满意 - 的方式是在所有的决策中心，但客户也可以成为保留通过合同条款，如服务，租赁和保修，核心问题;

—选择客户关系管理的工具 - 该公司结合了文书以客户为中心的四路的; —强度和客户关系管理的决策时机 - 何时以及如何显示该公司介绍，不同的乐器方案可以从一天的最后一个星期，或由3个月至两年;

在CRM项目合作 - 公司有时必须进行合作，由其他合作伙伴的分销渠道，主要是生产者和批发商之间和零售。

5. 仪器的客户关系管理

该通信政策中起着重要作用的工具组合。它如下两个目标：第一，建立与客户长期对话，以稳定或改变其预期，第二，抵消后消费的影响。通信政策内的主要客户关系管理工具包括：直接邮件是通过邮政服务，收件人的家庭或企业的物质分配的地址，以促进产品或服务。在CRM的邮寄问题而定，由简单的信件到目录，它总是发生在发送一个特定的在客户的生活（生日，为活动邀请的时刻）。它必须包括粘性的小工具，以增加他们的机会被打开和阅读;通讯，免费分发给客户，并载有关于新产品的信息，特别活动及其他优惠;富达卡（存储卡）是在收集信息的重要工具客户行为。通过积累的忠诚点，客户可以受益于不同的特殊优惠;客户俱乐部指定一个已与富达卡并行增长的概念。其主要形式是贵宾俱乐部，歌迷俱乐部，产品利息的俱乐部，以及与生活方式俱乐部。该俱乐部是一个

机会，使该公司在根据社会地位，接受，威望和提供其客户的期望; 电话营销允许企业进行市场研究和高度可衡量的和负责任的，正面和负面的反应数很容易记录和监测。它提供的互动，是灵活的，允许即时反馈。网上营销包括很多形式，如网上广告，网上促销，网上直销，网上公共关系，一线人员销售。该培养基是采用互联网和主要工具是电子邮件。虚拟促销比硬拷贝版本的便宜，但面临的挑战是吸引流量到您公司的网站。事件营销需要在三个主要领域：产品（在这里举行，它在增加销售的重点），为开发法人公司（）和社区（能在当地社区生活的差额）。价格政策时，可以被认为在建立客户关系管理方案的各个方面有关：为特殊客户的折扣，贱卖或匹配的竞争对手，忠诚退款，项目捆绑在一起，提供整体的价格。虽然价格不是有内在的价值尺度收到的，它经常被用来作为基准客户，忽视或任何其他功能的差异。

在产品政策的关键因素是产品本身的质量，设计，技术特点，包装和服务管理，其中包括终身保修，价格保证或客户电话线。在分配政策，积极管理可以集中精力在客户或分销渠道。生产者评估的分销合作伙伴和客户关系管理活动需要的时候进行干预。对客户的重点是实现通过一个关键客户管理主要职能是为特殊客户的方案。

6. 金融服务中的客户关系管理

金融服务不同于其他许多行业。这可以看出，特别是在罗马尼亚，在商业银行为40 21万公民人口的斗争。他们包括来自个人客户的伙伴关系的整个范围，机构，公司和政府。因此，它可以是非常困难的重点放在单一市场。客户经常在两个位置：他们可能有存款和储蓄账户，而且贷款和透支。他们非常注重服务，他们只销售无形资产。金融服务需要处理全球数十亿的交易，他们是世界上重监管的行业之一。金融服务的客户可以更知情，是交换渠道，似乎更苛刻的服务，并用来改变。该市场竞争也非常激烈，新进入者都已经准备推出多样化的产品和方法。

在罗马尼亚的金融服务行业具有很高的潜力和寄存器每年的高增长率。至今，在全国主要城市，人口约30万人的位置是一个企业的优势和成功因素。现在战场搬到小城镇。比赛变得艰难，银行开始开发和引进新产品。一些专家指出，银行界的一个弱点是市场分割。有大量的有关客户的信息，但银行似乎更愿意对客户的注重与大储蓄账户。在罗马尼亚的主要银行，BRD的时，BCR，荷兰，和HVB -蒂里亚克公布了2005年在私人银行客户数量增加。这些主要是50.000和100.000之间欧元帐户的客户，他们受益的私人顾问，特殊利益，佣金，及特殊保险。客户也有一个词来谈论他们的银行。 A股市场研究Deadalus咨询作出透露，银行服务的客户个人资料是：年龄介乎45-55岁的人具有较高或中等教育。最常使用的服务是为支付工资（32.6％）银行卡。其次，储蓄帐户（10,2％），个人需要（11.1％），购买电子产品（9.2％）和汽车租赁学分。最佳成绩是共收到赖夫艾森银行（8,83）时，BCR（8,58）和BRD的法国兴业银行（8,57）。一个客户的标准时，选择银行是在银行的信任，环境的分支机构，员工的素质，建议他们接受，最好的利率，他们可以接收，关于信用费用的信息，和条件获得信贷。一个成功的服务由银行提供的网上银行多数。它允许客户节省时间和金钱，而无须从内部或国外的银行，24 24。访问是非常便宜的收费或免费，并包括由资金转移，支付令各种活动，货币交换，目前的条例草案，对外支付等支付的普及率仍然很低，10％和30％排名该客户在一个中等银行。

7. 结论

罗马尼亚公司必须集中在未来的客户关系管理，努力变成一个“伙伴”的“敏感”的当事人，将改变人们谁一旦需要他们的产品/服务，或为支持者和倡导者，并最终偶尔的商业伙伴，为忠实伙伴，“卖出”上代表公司。公司必须建立一个与客户的长期对话，并为他们争取，因为客户是不是免费获得。价格敏感的客户，显示了现在是在质量较高的利息，服务和工作人员的行为，和公司的价格策略上应检查其对手如何准备为在上述领域的竞争集中。客户关系管理提高其灵活性和市场应变能力，在世界上的反复无常的客户。