客户关系管理外文文献翻译.docx

客户关系管理外文文献翻译.docx

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CUSTOMERRELATIONSHIPMANAGEMENT

As。

 univ。

 drd.MihaelaCorneliaPrejmerean

Lect。

 univ.dr。

 AlinaMihaelaDima

AcademyofEconomicStudies， Bucharest

Abstract：

 After17yearsofeconomicalandmarketdevelopment， Romaniancompaniesfaceanewchallenge:

thetoughcompetitionfromtheEuropeanUnionandthebattleforthecustomers。

 TheRomanianenterpriseswillhavetolearnnotonlyhowtoattractcustomers,butalsohowto keepthem.Marketingprograms includenowaspectsregardingcustomerorientation， relationshipmanagement,loyaltyandquality.Inthispaper,wewillfollowthemainaspects， characteristics,dimensionsandprocessesofCustomerRelationshipManagement,andwewillanalyzethechallengesthatthelocalcompanieswillhavetoface.ExamplesfromthefinancialservicesectorwillroundtheactualsituationoftheimplementationoftheCRMrulesandprinciplesinRomania.

Keywords：

 marketinginformationsystem;customerrelationshipmanagement； businessasset， customeracquisition;customerretention.

1.Introduction

Inthelastdecade,themajorityof thecompanieswerepreoccupiedwithproduction,recession,mergers， newtechnologiesandbusinessregulation。

 Romania'saccessionintheEuropeanUnionwillbringmanyadvantagesforfurtherdevelopment， togetherwithmembershipinaCommonMarketwithcommonpoliciesonproductregulation， andfreedomofmovementforallthefourfactorsofproduction（goods， services,capitalandlabor）。

 ThismeansthatRomaniancompanieswillcompetewithothercompaniesfromtheEUdirectlyintheirhomemarket。

 Europeancompaniesaremoreflexibleandmobileandwillputahighpressureonthelocalcompaniesinordertoproducebetterproducts,launchbetteroffersandservicesandorientate moretowardstheircustomers。

 Highrevenueequalsimportantcustomerisaclassicrulewhenthecompanyorganisesitscustomerpolicy。

 “Animportantcustomerbringsagross amountofmoneyforourenterprise”hasbecomeareflexformanycompaniesabroadandperhapsinRomania， too。

 Butisthisalwaystrue， ordoweneedmoreinformationthanasimplefigurereportedattheendoftheyear？

2。

 Marketinginformationsystem

Awinningcompanyismoreproductiveinacquiringandretainingcustomers， to expanditsclientele（Kotler， 2003）。

 Thiscompanyimprovesthevalueofthecustomersbyreducingtherateofdefection,increasingthelongevityofcustomerManagement ＆ marketingrelationship， makinglow-profitcustomersmoreprofitableorterminatingthemetc.Gatheringinformationontheactualorpotentialmarketplacenotonlyallowstheorganisationtomonitortrendsandissuesconcerningitscurrentcustomers， butalsohelpsitidentifyandprofilepotentialcustomersandnewmarkets,tokeeptrackofitscompetition,theirstrategies， tacticsandfuture plans（BrassingtonandPettitt，2003）。

 Inordertocollectandorganizeahighquantityofdiverseinformation， theenterprisesstartedtobuildmarketinginformationsystems.Thereare， mainly， asetofproceduresandmethodsbywhichpertinent， timely andaccurateinformationiscontinuallygathered， sorted,analysed， evaluated,storedanddistributedfortheuseofmarketingdecisionmakers（ZikmundandD´Amico,1993）.Themarketinginformationsystemincludesdatafromexternalandinternalsources （salesrecords,customerrecords， marketingcommunications， andsalesforceinformation）.Thefocusonthecustomerandtheintegrationofthemarketingfunctionhelpsthecompanytocreatecustomerdatabaseswithcomprehensiveinformationaboutindividualcustomersorprospects.

3。

 Customerrelationshipmanagement

CustomerRelationshipManagementhasbeenaroundforthelast30years,butitbecame veryimportantwhencompanies changedtheirattitudetowardsmarketingfunction。

 Nowadays,thecross-functionalapproachtomarketingrequiresanorganizationalcultureandclimatethatencouragescollaborationandcooperationbetweendepartments。

 Peoplewithinthebusinessmustunderstandtheirroleinservingcustomers， internalorexternalone.CRMbuildsontheprinciplesofrelationshipmarketingandrecognizesthatcustomersareabusinessassetandnotsimplyacommercialaudience， impliesthestructuringofthecompanyfromfunctionstoprocesses， informationareusedproactivelyratherthanreactivelyanddevelopsthene—to—onemarketingapproaches（Payne,2006）.

WhendefiningCRM,wemustfirstexplainthedifferencebetweencustomeracquisitionandcustomerretention。

 Thetwoconceptshavedifferentdrivers。

 Attractingcustomershasbecomeverydifficultthesedays,whenpeoplearehardertoplease。

 Theyaresmarter， priceconsciousandsensitive,moredemanding,lessforgiving,andtheyareapproachedbymanymorecompetitorswithequallygoodor betteroffers （Kotler,2003）.Companiesfocusmoreonsalesanalysis， customersegmentation,advertising,merchandisingandcampaignmanagement.Themoredifficultpartiskeepingthecustomers。

 AccordingtoBruhn,acustomerissatisfiedwhenthecomparisonbetweenofferandconsumptionfulfilshis/herexpectations,afterhe/sheacceptsthecompany， trustsitandexhibitsapositiveattitudetowardsit， becomesloyaltothatcompany。

 Inthissituation,thecustomertalksfavourablyaboutthecompanyandaboutitsproducts,payslessattentiontocompetingbrandsandislesssensitivetoprice， whichturnstransactionsintoroutine（Bruhn， 1999）.Withcustomerretention,thecompanymustpayattentiontoservice satisfactionandtrustin Customerrelationshipmanagementtheorganizationanditsstaff.Somecompaniesbelievethatifacustomercomplaintstheproblemwillbesolved,but96%ofunsatisfiedcustomersdon’tcomplainandgotoanothercompany。

 Therefore， CustomerRelationshipManagementisthemechanismforretainingcustomers（Russell-Jones， 2003）。

 MainlyCRMallowsthecompanytounderstandwhotheircustomeris， isolatethebestcustomer （thosewithwhomyoudesiretohavelong—standingrelationships）,createrelationshipsstretchingovertimeandinvolvingmulti-interactions， managetherelationshiptomutualadvantage， seektoacquiremoreofthose“best”customers。

 Inputslikemarketingstrategy， customerbase,products,andregulation,competitorsandstaffskillsaresynthesizedinaCRMprogrammewhichcreatesoutputsascustomerservice,customerretention,highershareofwallet， customerreferral， morepredictablerevenuesstreams， improvedprofitability,lowercostsandbettercompliance （Russell-Jones,2003）.

4。

 Developingastrategyincustomerrelationshipmanagement

BecauseCRMisacross—functionalactivityandlargecompanieshavethousandsandmillionsofcustomers,theneedforastrategicframeworkisveryhigh.ThedimensionsofaCRMstrategyaremainlyfocusedondefiningthefollowing topics:

- objectofthecustomerrelationshipmanagement–thecompanyhasthreeoptions：

 focusingonthecompanyitself,onabrandoronthedistributor;

-targetsegment–thecompanyusuallysetsprioritiesbetweendifferentcustomersegments， itdefinesstrategiccustomersbasedontheportfolioanalyses,factorsasrevenue,lengthoftherelationship， income， collaborationwiththecustomer。

 Theseareitsanalysiscriteria;

-waysofretainingthecustomers–customers’satisfactionisinthecentreofallthedecisions， butcustomersretentioncanalsobecomeacentralissuethroughcontractualclauses,suchasservice， leasingandwarranty；

-choosingtheinstrumentsofCRM–thecompanycombinestheinstrumentsofthe4P´swithfocusonthecustomer；

-intensityandtimingoftheCRMdecisions–showwhenandhowshouldthecompanyintroducedifferentinstruments； programmescanlastfromonedaytooneweek,orfromthreemonthtotwoyears；

-cooperationwithintheCRMprogramme–sometimesthecompanymustcooperatewithotherpartnersfromthedistributionchannel,mainlybetweenproducerandwholesalerandretail.

5。

 Instrumentsofcustomerrelationshipmanagement

Thecommunicationpolicyplaysanimportantroleintheinstrumentsmix.Itfollowstwoobjectives：

 first， tobuildapermanentdialoguewiththecustomerinordertostabilizeorchangeitsexpectations,andsecond,tocounteractinfluencesafterconsumption.ThemainCRMinstrumentswithin thecommunicationpolicyare：

 Direct-Mailismaterialdistributedthroughthepostalservicetotherecipients’home orbusinessaddresstopromoteaproductorservice.InCRMthemailedissuecanvaryfromasimplelettertoacatalogue， anditssendingwillalwaysoccurataparticular

momentincustomer’slife （birthday,invitationforanevent）。

 Itmustincorporatestickygadgetstoincreasetheirchancesofbeingopenedandread;Newslettersaredistributedtocustomersforfreeandcontaininformationaboutnewproducts， offersforspecialeventsandothers； Fidelitycards （storecards） areanimportanttoolingatheringinformationaboutcustomerbehaviour.Byaccumulatingpointsoffidelity,thecustomercanbenefitfromdifferentspecialoffers； Clientsclubdesignatesaconceptwhichhasgrowninparallelwiththefidelitycards。

 ItsmainformsareVIP—Club,Fan—Club， Product—Interest-Club， andLifestyle-Club. Theclubrepresentsanopportunityforthecompanytomakeoffersinaccordancewiththesocialstatus,acceptance， prestigeandexpectationsofitscustomers；

Telemarketingallowscompaniestoundertakemarketingresearchandishighlymeasurableandaccountable;thenumberofpositiveandnegativeresponsesareeasilyrecordedandmonitored。

 Itprovidesforinteraction， isflexibleandpermitsimmediatefeed—back.Online-marketingincludesmanyformssuchason-lineadvertising， on-linesalespromotions,on—linedirectmarketing， on-linepublicrelations,one—linepersonalselling.Themediumusedistheinternetandthemaininstrumentistheemail.