客戶關(guān)系管理 外文翻譯

1、<p>　　Customer Relationship Management</p><p>　　Mihaela Cornelia Prejmerean, Alina Mihaela Dima </p><p>　　Abstract: After 17 years of economical and market development, Romanian companies f

2、ace 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 pro

3、grams 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 </p><p>　　

4、Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.</p><p>　　Introduction</p><p>　　In the last decade, the majorit

5、y 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 wi

6、th 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 c

7、ompete with other companies f</p><p>　　2 Marketing information system</p><p>　　A winning company is more productive in acquiring and retaining customers, to </p><p>　　expand its cl

8、ientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management &</p><p>　　marketing relationship, making low-p

9、rofit 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 a

10、lso 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

11、quantity of diverse info</p><p>　　3 Customer relationship management</p><p>　　Customer Relationship Management has been around for the last 30 years, but it became very important when companies

12、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. P

13、eople within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and reco</p><p>　　When defining CRM, we must first

14、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

15、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

16、segmentation, advertising, </p><p>　　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 servi

17、ce 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 compla

18、in and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining cust</p><p>　　Developing a strategy in customer relationship management</p><p>　　Because

19、 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 follo

20、wing topics: </p><p>　　---- object of the customer relationship management the company has three options: focusing on the company itself, on a brand or on the distributor; </p><p>　　---- target

21、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

22、 the customer. These are its analysis criteria; </p><p>　　-----ways of retaining the customers customers’ satisfaction is in the centre of all the decisions, but customers retention can also become a cent

23、ral issue through contractual clauses, such as service, leasing and warranty; </p><p>　　----choosing the instruments of CRM the company combines the instruments of the 4P´s with focus on the customer;

24、</p><p>　　----- 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

25、; </p><p>　　----- cooperation within the CRM programme sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and</p><p>　　wholesaler an

26、d retail.</p><p>　　Instruments of customer relationship management</p><p>　　The communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a

27、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

28、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</p><p>　　Key factors in the product policy a

29、re 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 p

30、olicy</p><p>　　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 focu

31、s on the customers is realised through a Key Account Management which develops programmes for special customers.</p><p>　　Customer relationship management in financial services </p><p>　　Financi

32、al 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 individua

33、ls 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 al

34、so loans and overdrafts. They are very service focuse</p><p>　　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

35、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

36、develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of i</p><p>　　costs, and the conditions for obtaining a credit. A successfu

37、l 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 in

38、cludes 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 &

39、lt;/p><p>　　Conclusions </p><p>　　Romanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform peopl

40、e 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 dia

41、logue with their customers, and fight for them, because the clientele is not given for free. Customers that were price s</p><p>　　——This article is taken from The Economist.</p><p><b>　　客

42、戶關(guān)系管理 </b></p><p>　　Mihaela Cornelia Prejmerean，Alina Mihaela Dima 著，任鵬譯</p><p>　?。壅?要］經(jīng)過17年市場經(jīng)濟(jì)的發(fā)展，羅馬尼亞的公司面臨著一個新的挑戰(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

43、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(jìn)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。 </p><p>　?。坳P(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。 </p><p><b&g

44、t;　　1 介紹 </b></p><p>　　在過去的十年中，大多數(shù)企業(yè)正在忙于生產(chǎn)，合并，新技術(shù)的開發(fā)和商業(yè)管理。考慮到羅馬尼亞在產(chǎn)品管理的市場會員身份和自我調(diào)控，以及擁有有四個生產(chǎn)要素（商品，服務(wù)，資本和勞動力），因此在加入歐盟后將會有進(jìn)一步的發(fā)展。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

45、面他們會以消費者為導(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?！耙粋€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)公司的寫照，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)。</p><p><b>　　營銷信息系統(tǒng) </b></p><

46、p>　　一個好的公司在獲取和留住客戶，擴(kuò)大其客戶群這方面更有效率的。這樣的公司通過降低叛逃率提升客戶的價值，增加了客戶關(guān)系管理的壽命，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。不僅有助于本組織監(jiān)測現(xiàn)有客戶的問題和趨勢，而且也有助于確定潛在的客戶和新的市場，以保持其競爭的戰(zhàn)略的方向，戰(zhàn)術(shù)和的未來計劃。為了收集和整理的各種高質(zhì)量信息，企業(yè)開始建立營銷信息系統(tǒng)。</p><p>　　目前，主要

47、是一個程序，通過精確及時的收集信息來完成任務(wù)。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）。重點關(guān)注客戶和營銷功能整合的幫助幫助公司建立與有關(guān)個別客戶或潛在客戶的綜合信息數(shù)據(jù)庫。 </p><p><b>　　客戶關(guān)系管理 </b></p><p>　　客戶關(guān)系管理在過去30年已經(jīng)出現(xiàn)了，直到企業(yè)對營銷功能改變他們的態(tài)度它才變

48、得非常重要。如今，跨職能的營銷方式需要一種組織文化和氣氛，鼓勵部門之間的協(xié)作和合作。在行業(yè)中的人必須認(rèn)識到他們服務(wù)于客戶的角色，無論是內(nèi)部或外部?？蛻絷P(guān)系管理的基礎(chǔ)在于關(guān)系營銷的原則和認(rèn)同，客戶是一個企業(yè)的資產(chǎn)，而不是簡單的商業(yè)片觀眾，意味著公司的職能結(jié)構(gòu)流程和信息是主動而不是被動地使用和發(fā)展NE對1營銷辦法。</p><p>　　當(dāng)定義客戶關(guān)系管理時，我們必須首先解釋客戶之間的要求差異和怎么樣留住客戶。這兩個概

49、念有不同的驅(qū)動程序。在人們難以討好，吸引客戶已變得非常困難的日子里。他們更聰明，價格意識更敏感，更嚴(yán)格，他們更多的和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(xì)分，廣告營銷和廣告管理。更困難的部分是保持客戶。據(jù)布魯恩調(diào)查，當(dāng)一個顧客滿意于公司滿足他/她的期望比較后，他/她接受了公司，并朝它表現(xiàn)出積極的態(tài)度，成為該公司忠誠的客戶。在這種情況下，積極對公司及有關(guān)其產(chǎn)品進(jìn)行談?wù)?，較少注意競爭品牌，對價格不敏感，而變成日常交易

50、。與客戶保持率，公司必須注重服務(wù)的滿意度和信任客戶關(guān)系管理的組織及其工作人員。一些公司認(rèn)為，如果客戶投訴，這些問題都將得到解決，但96％的不滿意客戶不會抱怨，而是轉(zhuǎn)到另一家公司。因此，客戶關(guān)系管理是留住客戶的機制?？蛻絷P(guān)系管理使得公司能夠了解誰是他們主要的客戶，留住最好的客戶（那些希望與你有長期的合作關(guān)系的客戶），建立隨著時間的推移和涉及多方面的的關(guān)系，，從而留住這些“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

51、的技能是一個CRM方案，這個方案建立為</p><p>　　客戶關(guān)系管理發(fā)展戰(zhàn)略 </p><p>　　由于CRM是一個跨職能的活動，大型企業(yè)有成千上萬的數(shù)百萬客戶，一個戰(zhàn)略框架是非常必要的。一個CRM戰(zhàn)略的層面，主要是確定以下主題重點：</p><p>　　——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。</p><

52、;p>　　——目標(biāo)市場該公司通常會設(shè)置不同的客戶群體的優(yōu)先權(quán)，它以組合分析為基礎(chǔ)定義了戰(zhàn)略客戶收入的影響因素：建立關(guān)系的時間長度，收入。這是它的分析標(biāo)準(zhǔn); </p><p>　　——保持客戶滿意的方式是在所有決策的中心，但客戶保持也可以成為通過合同條款，如服務(wù)，租賃和保修的核心問題; </p><p>　　——選擇客戶關(guān)系管理的工具，該公司結(jié)合了以客戶為中心的 4PS; <

53、/p><p>　　——客戶關(guān)系管理的決策時機和強度 何時以及如何介紹該公司不同的設(shè)備。方案可以從一天持續(xù)到一個星期，或由3個月至兩年; CRM項目有時必須進(jìn)行合作，由通過其他合作伙伴的分銷渠道，主要是生產(chǎn)者和批發(fā)商之間和零售。 </p><p>　　5 設(shè)備的客戶關(guān)系管理</p><p>　　在設(shè)備組合中該通信政策中起著重要作用。它如下兩個目標(biāo)：第一，建立與客戶長期對

54、話，以穩(wěn)定或改變其預(yù)期，第二，抵消消費后的影響。通信政策內(nèi)的主要客戶關(guān)系管理工具包括：直接郵件是通過郵政服務(wù)，送達(dá)收件人的家庭或企業(yè)。以宣傳產(chǎn)品或服務(wù)。在CRM的信件，由簡單的信件到目錄，它總是在對于客戶有特殊性的日子（生日，被活動邀請時）。它必須包括有吸引力的小工具，以增加他們被打開和閱讀的機會;信件是免費分發(fā)給客戶，并載有關(guān)于新產(chǎn)品的信息，特別活動及其他優(yōu)惠;富達(dá)卡（存儲卡）是在收集客戶行為信息的重要工具。通過積累的積分，客戶可以享

55、受不同的特殊優(yōu)惠;客戶俱樂部指定是一個已與富達(dá)卡并行增長的概念。其主要形式是貴賓俱樂部，歌迷俱樂部，產(chǎn)品利息的俱樂部，以及與生活方式俱樂部。該俱樂部提供一個機會，讓該公司在根據(jù)客戶社會地位，威望來滿足其客戶的期望; 電話營銷允許企業(yè)進(jìn)行高度可衡量的和負(fù)責(zé)任的市場研究，正面和負(fù)面的反應(yīng)很容易記錄和監(jiān)測。它提供靈活的互動，允許即時反饋。網(wǎng)上營銷包括很多形式，如網(wǎng)上廣告，網(wǎng)上促銷，網(wǎng)上直銷，網(wǎng)上公共關(guān)系，一線人員銷售。該平臺是采用互聯(lián)網(wǎng)，主要

56、工具是電子郵件。虛擬促銷比實體促銷便宜，但面</p><p>　　在產(chǎn)品政策的關(guān)鍵因素是產(chǎn)品本身的質(zhì)量，設(shè)計，技術(shù)特點，包裝和服務(wù)管理，其中包括終身保修，價格保證或客戶電話線。在分配政策，積極管理可以集中精力在客戶或分銷渠道。生產(chǎn)者評估的分銷合作伙伴和客戶關(guān)系管理活動需要的時候進(jìn)行干預(yù)。對客戶的重點是實現(xiàn)通過一個關(guān)鍵客戶管理主要職能是為特殊客戶的方案。</p><p>　　6金融服務(wù)中的客

57、戶關(guān)系管理 </p><p>　　金融服務(wù)業(yè)不同于其他許多行業(yè)。這可以看出，特別是在羅馬尼亞，在40個商業(yè)銀行為21萬公民服務(wù)。他們包括客戶來源的整個范圍：個人機構(gòu)，公司和政府。因此，將重點放在單一市場是非常困難的。客戶經(jīng)常有兩個位置：他們可能有存款和儲蓄賬戶，而且貸款和透支。他們非常注重服務(wù)，他們只銷售無形資產(chǎn)。金融服務(wù)需要處理全球數(shù)十億的交易，他們是世界上重監(jiān)管的行業(yè)之一。金融服務(wù)的客戶可以更深入了解并深化

58、他們的服務(wù)。該市場競爭也非常激烈，新進(jìn)入者都已經(jīng)準(zhǔn)備推出多樣化的產(chǎn)品和戰(zhàn)略。 </p><p>　　羅馬尼亞的金融服務(wù)行業(yè)具有很高的潛力和保持每年注冊會員高增長率。至今，在全國主要城市，人口約30萬人的位置將給企業(yè)帶來優(yōu)勢和更多的成功因素?，F(xiàn)在戰(zhàn)場搬到小城鎮(zhèn)。競爭變得艱難，銀行開始開發(fā)和引進(jìn)新產(chǎn)品。一些專家指出，銀行界的一個弱點是市場分割。盡管有大量的有關(guān)客戶的信息，但銀行似乎更愿意對大客戶進(jìn)行注重。在羅馬尼

59、亞的主要銀行，BRD，BCR，荷蘭，和HVB -蒂里亞克公布2005年在私人銀行客戶數(shù)量在增加。這些主要是50.000和100.000之間歐元帳戶的客戶，他們受益于私人顧問，傭金，及特殊保險。客戶對于銀行也頗有微詞。 A股市場研究人員Deadalus作出透露，銀行服務(wù)的客戶個人資料是：年齡介乎45-55歲，具有較高或中等學(xué)歷。最常使用的服務(wù)是為支付工資（32.6％）的銀行卡。其次，儲蓄帳戶（10,2％），個人需要（11.1％），購買電子

60、產(chǎn)品（9.2％）和汽車租賃。 客戶選擇銀行的標(biāo)準(zhǔn)是對于銀行的信任，分支機構(gòu)的環(huán)境，員工的素質(zhì)，是否接受建議，他們可以接收的利率，和取得信貸的條件。多數(shù)銀行提供的一個成功的服務(wù)是網(wǎng)上銀行。它使客戶節(jié)省時間和金錢，而無須到銀行。訪問是非常便宜的或者免費</p><p><b>　　7 結(jié)論 </b></p><p>　　羅馬尼亞公司在未來必須集中精力于客戶關(guān)系管理，努

61、力將敏感的客戶轉(zhuǎn)變?yōu)橹覍嵉暮献骰锇?，將偶爾需要他們服?wù)的人群努力轉(zhuǎn)變?yōu)樗麄兊闹С终?，并最終成為忠實的商業(yè)伙伴。公司必須建立一個與客戶的長期對話機制，并為他們服務(wù)，因為客戶不是輕易擁有的。價格敏感的客戶，關(guān)注較高的利息，更好的服務(wù)和工作人員的表現(xiàn)，公司的價格策略上應(yīng)集中精力關(guān)注其對手如何準(zhǔn)備在上述領(lǐng)域的競爭。在客戶普遍反復(fù)無常的情況下，客戶關(guān)系管理提高了企業(yè)的靈活性和市場應(yīng)變能力。 </p><p>　　—