客户关系管理外文文献翻译文档格式.docx
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客户关系管理外文文献翻译文档格式.docx
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As.univ.drd.MihaelaCorneliaPrejmerean
Lect.univ.dr.AlinaMihaelaDima
AcademyofEconomicStudies,Bucharest
Abstract:
After17yearsofeconomicalandmarketdevelopment,Romaniancompaniesfaceanewchallenge:
thetoughcompetitionfromtheEuropeanUnionandthebattleforthecustomers.TheRomanianenterpriseswillhavetolearnnotonlyhowtoattractcustomers,butalsohowtokeepthem.Marketingprogramsincludenowaspectsregardingcustomerorientation,relationshipmanagement,loyaltyandquality.Inthispaper,wewillfollowthemainaspects,characteristics,dimensionsandprocessesofCustomerRelationshipManagement,andwewillanalyzethechallengesthatthelocalcompanieswillhavetoface.ExamplesfromthefinancialservicesectorwillroundtheactualsituationoftheimplementationoftheCRMrulesandprinciplesinRomania.
Keywords:
marketinginformationsystem;
customerrelationshipmanagement;
businessasset,customeracquisition;
customerretention.
1.Introduction
Inthelastdecade,themajorityofthecompanieswerepreoccupiedwithproduction,recession,mergers,newtechnologiesandbusinessregulation.Romania’saccessionintheEuropeanUnionwillbringmanyadvantagesforfurtherdevelopment,togetherwithmembershipinaCommonMarketwithcommonpoliciesonproductregulation,andfreedomofmovementforallthefourfactorsofproduction(goods,services,capitalandlabor).ThismeansthatRomaniancompanieswillcompetewithothercompaniesfromtheEUdirectlyintheirhomemarket.Europeancompaniesaremoreflexibleandmobileandwillputahighpressureonthelocalcompaniesinordertoproducebetterproducts,launchbetteroffersandservicesandorientatemoretowardstheircustomers.Highrevenueequalsimportantcustomerisaclassicrulewhenthecompanyorganisesitscustomerpolicy.“Animportantcustomerbringsagrossamountofmoneyforourenterprise”hasbecomeareflexformanycompaniesabroadandperhapsinRomania,too.Butisthisalwaystrue,ordoweneedmoreinformationthanasimplefigurereportedattheendoftheyear?
2.Marketinginformationsystem
Awinningcompanyismoreproductiveinacquiringandretainingcustomers,toexpanditsclientele(Kotler,2003).Thiscompanyimprovesthevalueofthecustomersbyreducingtherateofdefection,increasingthelongevityofcustomerManagement&
marketingrelationship,makinglow-profitcustomersmoreprofitableorterminatingthemetc.Gatheringinformationontheactualorpotentialmarketplacenotonlyallowstheorganisationtomonitortrendsandissuesconcerningitscurrentcustomers,butalsohelpsitidentifyandprofilepotentialcustomersandnewmarkets,tokeeptrackofitscompetition,theirstrategies,tacticsandfutureplans(BrassingtonandPettitt,2003).Inordertocollectandorganizeahighquantityofdiverseinformation,theenterprisesstartedtobuildmarketinginformationsystems.Thereare,mainly,asetofproceduresandmethodsbywhichpertinent,timelyandaccurateinformationiscontinuallygathered,sorted,analysed,evaluated,storedanddistributedfortheuseofmarketingdecisionmakers(ZikmundandD´
Amico,1993).Themarketinginformationsystemincludesdatafromexternalandinternalsources(salesrecords,customerrecords,marketingcommunications,andsalesforceinformation).Thefocusonthecustomerandtheintegrationofthemarketingfunctionhelpsthecompanytocreatecustomerdatabaseswithcomprehensiveinformationaboutindividualcustomersorprospects.
3.Customerrelationshipmanagement
CustomerRelationshipManagementhasbeenaroundforthelast30years,butitbecameveryimportantwhencompanieschangedtheirattitudetowardsmarketingfunction.Nowadays,thecross-functionalapproachtomarketingrequiresanorganizationalcultureandclimatethatencouragescollaborationandcooperationbetweendepartments.Peoplewithinthebusinessmustunderstandtheirroleinservingcustomers,internalorexternalone.CRMbuildsontheprinciplesofrelationshipmarketingandrecognizesthatcustomersareabusinessassetandnotsimplyacommercialaudience,impliesthestructuringofthecompanyfromfunctionstoprocesses,informationareusedproactivelyratherthanreactivelyanddevelopsthene-to-onemarketingapproaches(Payne,2006).
WhendefiningCRM,wemustfirstexplainthedifferencebetweencustomeracquisitionandcustomerretention.Thetwoconceptshavedifferentdrivers.Attractingcustomershasbecomeverydifficultthesedays,whenpeoplearehardertoplease.Theyaresmarter,priceconsciousandsensitive,moredemanding,lessforgiving,andtheyareapproachedbymanymorecompetitorswithequallygoodorbetteroffers(Kotler,2003).Companiesfocusmoreonsalesanalysis,customersegmentation,advertising,merchandisingandcampaignmanagement.Themoredifficultpartiskeepingthecustomers.AccordingtoBruhn,acustomerissatisfiedwhenthecomparisonbetweenofferandconsumptionfulfilshis/herexpectations,afterhe/sheacceptsthecompany,trustsitandexhibitsapositiveattitudetowardsit,becomesloyaltothatcompany.Inthissituation,thecustomertalksfavourablyaboutthecompanyandaboutitsproducts,payslessattentiontocompetingbrandsandislesssensitivetoprice,whichturnstransactionsintoroutine(Bruhn,1999).Withcustomerretention,thecompanymustpayattentiontoservicesatisfactionandtrustinCustomerrelationshipmanagementtheorganizationanditsstaff.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.ThedimensionsofaCRMstrategyaremainlyfocusedondefiningthefollowingtopics:
-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.ThemainCRMinstrumentswithinthecommunicationpolicyare:
Direct-Mailismaterialdistributedthroughthepostalservicetotherecipients’homeorbusinessaddresstopromoteaproductorservice.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-linepersonalsell
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