电子商务专业外文文献.docx

电子商务专业外文文献.docx

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电子商务专业外文文献

本科毕业论文

外文文献及译文

文献、资料题目：

CUSTOMERRELATIONSHIP

MANAGEMENT

文献、资料来源：

加勒斯特经济学院

文献、资料发表（出版）日期：

2000.3.25

院（部）：

专业：

班级：

姓名：

学号：

指导教师：

翻译日期：

外文文献：

CUSTOMERRELATIONSHIPMANAGEMENT

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,anditssendingwillalwaysoccurataparticularmomentincustomer’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.Virtualpromotionsarecheaperthanhardcopyversions,butthechallengeistodrivetraffictoyourcompany’sWebsite.Event-marketingtakesplaceinthreemainareas:

theproduct（here,itfocusesonincreasingsales）,thecorporation（fordevelopingacorporatebody）andthecommunity（tomakeadifferenceinthelifeofthelocalcommunity）（Bruhn,1999&Fill,2002）.

ThepricepolicycanbethoughtaboutinvariouswayswhenbuildingaCRMprogramme:

discountsforspecialcustomers,undersellingormatchingcompetitors,loyaltyrefunds,bundlingitemstogetherandofferingoverallprices.Althoughpriceisnotameasureofinherentvaluereceived,itisoftenusedbycustomersasabenchmark,ignoringanyotherfeaturesordifferences.

Keyfac