客戶關(guān)系與企業(yè)績效 外文文獻

1、畢業(yè)論文外文資料翻譯題 目 客戶關(guān)系管理水平對企業(yè)績效的影響研究 以華新水泥股份有限公司為例學(xué) 院 管理學(xué)院 專 業(yè) 工商管理 班 級 工商0702 學(xué) 生 王 路 學(xué) 號 20070506045 指導(dǎo)教師 陳 琳 二一一年三月六日Human Resource Management.2003, 42(4A):303-320.CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia Prejmerean Lect. univ. dr. Alina Mihaela Dima Academy of Economic Studies

2、, 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

3、. 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 comp

4、anies 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. I

5、ntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romanias accession in the European Union will bring many advantages for further development, together with membership in a Common Market with c

6、ommon 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 a

7、nd 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

8、 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 system A winning company is more productive in

9、 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 the

10、m 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

11、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 continua

12、lly 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 in

13、formation). 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 3

14、0 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 mu

15、st 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

16、 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

17、 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, advertisin

18、g, 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

19、 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 at

20、tention 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 dont complain and go to another company. Therefore, Customer Relationship Ma

21、nagement 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-intera

22、ctions, 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,

23、 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

24、 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 distribu

25、tor; - 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

26、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

27、 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 part

28、ners 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

29、 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. I

30、n CRM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particular moment in customers life (birthday, invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to c

31、ustomers 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; Client

32、s 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 expectat

33、ions 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

34、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

35、 to drive traffic to your companys 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

36、). 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

37、 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

38、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 d

39、evelops 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

40、 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,

41、 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 deman

42、ding 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 t

43、he 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

44、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 a

45、re 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

46、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

47、were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customers 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 t

48、he 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 al

49、l 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 Custo

50、mer 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

51、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

52、 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. 客戶關(guān)系管理 Lect.大學(xué) Mihaela Cornelia Prejmerean博士 Lect.大學(xué) Alina Mihaela Dima博士 布徹斯特經(jīng)濟研究學(xué)院摘要：經(jīng)過17年市場經(jīng)濟的發(fā)展，羅馬尼亞的公司面臨著一

53、個新的挑戰(zhàn)：來自歐盟的激烈競爭和搶奪消費者的大戰(zhàn)?？磥砹_馬尼亞眾企業(yè)不僅得學(xué)會如何吸引顧客，還得想法子如何留住顧客?，F(xiàn)在的行銷策略已包含了關(guān)于客戶定位，客戶關(guān)系管理，客戶的忠誠度以及客戶質(zhì)量的方面。在這份報告中，我們關(guān)注它的主要方面：即客戶關(guān)系管理學(xué)中的特性，范圍及進程，并且我們還將分析本土公司可能面臨的挑戰(zhàn)。 在金融服務(wù)那一塊的例子我們將會圍繞客戶管理關(guān)系學(xué)規(guī)則實施的實際情況和羅馬尼亞的原則來展開討論。 關(guān)鍵詞：市場行銷信息系統(tǒng)，客戶關(guān)系管理學(xué)，商業(yè)資產(chǎn)，客戶來源，客戶資源的維持。 1. 介紹 在過去的十年中，大多數(shù)企業(yè)正在忙于生產(chǎn)，經(jīng)濟衰退，合并，新技術(shù)和商業(yè)管理。羅馬尼亞在加入歐盟將進一

54、步發(fā)展的諸多優(yōu)勢，加上一對產(chǎn)品監(jiān)管的共同政策共同市場的成員，和行動自由，所有四個生產(chǎn)要素（商品，服務(wù)，資本和勞動力）。這就意味著，羅馬尼亞的公司要在國內(nèi)市場直面來自歐盟國家其他公司的競爭。歐洲的公司模式更靈活多變，為了生產(chǎn)出更好產(chǎn)品，提供更優(yōu)報價和服務(wù)給客戶，顧客方面他們會更以消費者為導(dǎo)向，這無疑給羅馬尼亞的本土公司帶來更大壓力。高收益等于重要客戶是公司推行客戶政策拉攏客戶的經(jīng)典準(zhǔn)則。“一個重要客戶能給公司帶來巨大金錢收益”已經(jīng)成了海外大多數(shù)公司的反照，在羅馬尼亞也可說是如此。但這是否是一成不變的事實，我們大概需要搜集更多信息來證明，而不是單靠相信年底報告的一份簡單數(shù)據(jù)就知道的吧？ 2 營銷信

55、息系統(tǒng) 一個好的公司在獲取和留住客戶的生產(chǎn)，擴大其客戶群這方面更具成效的。這樣的公司提高了對叛逃率降低了客戶的價值，增加了客戶關(guān)系管理及市場壽命，使低利潤客戶更有利可圖或終止他們的實際或潛在的市場信息收集等，不僅使本組織監(jiān)測趨勢和問題有關(guān)的現(xiàn)有客戶，而且也有助于確定潛在的客戶，輪廓和新的市場，以保持其競爭的軌道，其戰(zhàn)略，戰(zhàn)術(shù)和的未來計劃。為了收集和整理的各種信息高質(zhì)量，企業(yè)開始建立營銷信息系統(tǒng)。目前，主要是一個程序，受它相關(guān)，及時和準(zhǔn)確的信息不斷收集，整理，分析，評估，儲存和營銷的決策者使用分布式的方法集。營銷信息系統(tǒng)包括來自外部和內(nèi)部來源（銷售記錄，客戶記錄，營銷傳播數(shù)據(jù)，信息和銷售力）。對

56、客戶的重點和營銷功能整合幫助公司建立與有關(guān)個別客戶或潛在客戶的客戶的綜合信息數(shù)據(jù)庫。 3. 客戶關(guān)系管理 客戶關(guān)系管理已經(jīng)出現(xiàn)了過去30年，但它變得非常重要，當(dāng)企業(yè)對營銷功能改變他們的態(tài)度。如今，跨職能的營銷方式需要一個組織文化和氣氛，鼓勵部門之間的協(xié)作和合作。在行業(yè)中的人必須了解客戶服務(wù)，內(nèi)部或外部的一個方面的作用?？蛻絷P(guān)系管理基礎(chǔ)上的關(guān)系營銷的原則和承認，客戶是一個企業(yè)的資產(chǎn)，而不是簡單的商業(yè)片觀眾，意味著結(jié)構(gòu)從職能的公司流程，信息是主動而不是被動地使用和發(fā)展的NE對1營銷辦法。當(dāng)定義客戶關(guān)系管理，我們必須首先解釋客戶之間的差異獲取和留住客戶。這兩個概念有不同的驅(qū)動程序。吸引客戶已變得非常

57、困難的日子里，當(dāng)人們難以討好。他們更聰明，價格意識和敏感，更嚴(yán)格，不能寬容，他們有更多的有同樣好或更好的優(yōu)惠的競爭對手接觸。公司更注重銷售分析，客戶細分，廣告，營銷和廣告管理。越是困難的部分是保持客戶。據(jù)布魯恩，當(dāng)一個顧客滿意與消費之間提供履行他/她的期望比較后，他/她接受了公司，信托，并朝它表現(xiàn)出積極的態(tài)度，成為該公司的忠誠。在這種情況下，積極對公司及有關(guān)其產(chǎn)品的客戶談判，較少注意競爭品牌，對價格不敏感，而變成日常交易。與客戶保持率，公司必須注重服務(wù)的滿意度和客戶關(guān)系管理的組織及其工作人員的信任。一些公司認為，如果客戶投訴的問題將得到解決，但96的不滿意客戶不會抱怨，轉(zhuǎn)到另一家公司。因此，客

58、戶關(guān)系管理是留住客戶的機制。主要客戶關(guān)系管理使得公司能夠了解誰是他們的客戶，孤立最好的客戶（那些與你的愿望有長期的合作關(guān)系），創(chuàng)建關(guān)系隨著時間的推移伸展和涉及多方面的相互作用，相互關(guān)系，管理優(yōu)勢，尋求獲得這些“最佳”的顧客。如營銷戰(zhàn)略的投入，客戶基礎(chǔ)，產(chǎn)品和管理，競爭對手和員工的技能是一個CRM方案，建立為客戶服務(wù)，客戶保留，產(chǎn)出更高的錢包份額，客戶轉(zhuǎn)介，更可預(yù)期的收入流，提高盈利能力，較低的合成成本和更好地遵守。 4. 客戶關(guān)系管理發(fā)展戰(zhàn)略 由于CRM是一個跨職能的活動和大型企業(yè)有成千上萬的數(shù)百萬客戶，一個戰(zhàn)略框架的必要性是非常高的。一個CRM戰(zhàn)略的層面，主要是在確定以下主題重點：對象的客戶關(guān)系管理該公司有三個選項：在一個品牌或分銷商對公司本身的重點; 目標(biāo)市場該公司通常會設(shè)置不同的客戶群體的優(yōu)先事項，它定義了組合分析為基礎(chǔ)的戰(zhàn)略客戶收入因素，長度的關(guān)系，收入，與客戶的合作。這是它的分析標(biāo)準(zhǔn); 保留客戶客戶滿意的方式是在所有的決策中心，但客戶也可以成為保留通過合同條款，如服務(wù)，租賃和保