企业客户关系管理外文文献翻译.docx

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1、文献信息文献标题：CustomerRelationshipManagement(CRM)-PhiIosophyanditsSignificancefortheEnterprise(客户关系管理(CRM)的理念及其对企业的意义)文献作者及出处：IdzikowskiA,KurybP,CyganiukJ,etal.CustomerRelationshipManagement(CRM)-PhiIosophyanditsSignificancefortheEnterpriseJ.SystemSafety:Human-TechnicalFacility-Environment,2019,1(1):1004

2、-1011.字数统计：英文3107单词，17349字符；中文5459汉字外文文献CustomerRelationshipManagement(CRM)-PhilosophyanditsSignificancefortheEnterpriseAbstractThearticlepresentstheCRM(CustomerRelationshipManagement)philosophy.TheprinciplesofbuildingtheCRMstrategy,enablingbuildingandstrengtheningtieswiththeclient(includingensuring

3、itssafetyinrelationshipwithacompany),thankstowhichthecompanycanexpectcontinuoussales,havebeenpresented.ExemplarytoolsusedinCRM(suchas:callcentre,contactcentre,keyaccountmanagement)arelistedanddescribed.Anattempthasbeenmadetoassessthecost-effectivenessofimplementingtheCRMphilosophyintheenterprisebase

4、dontheSWOTanalysis.Thestrengths,weaknesses,opportunitiesandthreatsofsuchanundertakingwereanalysed,andtheresultswerepresentedinthesummaryandfinalconclusions.Keywords:CRM(CustomerRelationshipManagement),callcenter,contactcenter,keyaccountmanagement,leadmanagement,risksinrelationswithclients,customersa

5、fety1.INTRODUCTIONCRMisanabbreviationoftheconceptofCustomerRelationshipManagement(Haenlein,2017).CRMistheentirephilosophythatcombinesamarketingconceptwithabusinessstrategyonhowtoeffectivelymanagecustomerrelationships.Thecentreandalsotheobjectofinterestistheclientandtheirneeds,includingitssafetyinrel

6、ationshipwithacompany.AccordingtoDr.RobertShawfromShawConsulting,theauthorofthebookMeasuringandValuingCustomerRelationships1,CRMis”aninteractiveprocessofgaininganoptimalbalancebetweentheorganizationsinvestmentsandthesatisfactionofitsclientsinordertomaximizeprofits.TheMainStatisticalOfficedefinesCRMa

7、sManagementmethodology,whichassumestheclientbeinginthecentreofbusinessactivitiesandisbasedontheintensiveuseofinformationtechnologytocollect,combine,processandanalysecustomerinformation.CRMisaprocessthatisconstantlyevolvingandrequiresabandoningthetraditionalbusinessmodelfocusedontheorganization.Suppo

8、rtedbythoughtfulinvestmentsinpeople,technologyandbusinessprocesses,CRMisthewayofhowthecompanymeetsitsclientsneeds(Zachara,2001).Inbusinessterms,CRMisastrategybasedonbuildingcustomerloyaltytowardsanenterprise/brandbydevelopinglong-term,mutuallybeneficialrelationshipsusingthelatestadvancesininformatio

9、nprocessingtechnology(DeszczyriskiandDeszczynski,2011).Inmarketingterms,CRMisaphilosophyaimedatsatisfyingtheclientsneeds,thankstowhicheffectivemarketingandeffectivesalesareensured.Inmarketingterms,CRMreliesonidentifying,winningandeducatingcustomerloyalty,andinparticularoncollecting,integrating,proce

10、ssinganddisseminatingcustomerinformationinalltheinvolvedorganizationalunitsthroughpossibleinformationdistributionchannels(FrckiewiczandRudawska,2004).InITterms,CRMisatoolwhosetaskistosupporttheCRMphilosophyinthecompany,sothatthemanagementofcustomerrelationsismoreeffective.CRMsystemscollectdataaboutc

11、lients,competition,contacts,negotiations,transactions,andmarketingactivitiesoftheorganization,(Stasienko,2007;Kaoud,2018).CRMasatoolcollectsandcombinesvarioustypesofapplicationsinthefieldofdataprocessingandtransfer,frommarketing,sales,businessandcustomerserviceareas.Thissystemiscalledadatawarehousew

12、ithaspecificprofile,intendedformanagersofmarketingandsalesdepartments,usedtoanalyzethebehaviourandprofileofcustomers,theirresponsetomarketingcampaignsorthequalityofthesellers*work(Todman,2003).2.DEVELOPINGTHECRMSTRATEGYThefirststageindevelopingaCRMstrategyisundoubtedlydefiningthecompanysgoal,i.e.wha

13、ttypeofproductsthecompanywantstofocuson,howtheseproductsshouldbesold,whowillbeapotentialcustomer.Firstly,itisnecessarytospecifytheproduct,thetargetgroupofrecipients,andthusthetypeofmarket,eliminatingriskyclients.Todeterminethepurposeofthecompany,itishelpfultoexaminethemarketandcustomerneeds.Theprodu

14、ctmustmeetthecustomers*needs.Theproductanditsfunctionsshouldbeasolutiontoaclientsproblem.Itisnotdifficulttocreateaproduct,butmatchingittothecustomersrequirementsandfittingittothemarketcanbeachallenge.Beforelaunchingtheproduct,itisnecessarytoknowtheneedsandpreferencesofindividualcustomers.Information

15、aboutcustomers*previousexperiencewithotherproductsisextremelyvaluable.Thiswilldeterminethecustomerspreferences.Itisalsohelpfultomeasurethelevelofcustomersatisfaction,thankstowhichcustomerpreferenceswillbedefined(Maciejewski,2012).ThenextstepinbuildingaCRMstrategyisacquiringcustomers.Promotionalandma

16、rketingcampaignsservethispurpose,buttheymustbethoroughlyplanned.Customersaretiredofexcessiveinformationonvariousproducts.Therefore,itisimportanttomakeitcleartothecustomerthattheproducthasalreadybeentriedandfulfillsitsrole.Customersgenerallydonothavetimetobecomefamiliarwiththefeaturesofagivenproduct.

17、Theywantclearandspecificinformationifanyonehastriedthisproductbeforeandwhattheythinkaboutit,isitsafetouseandmeettheclientsexpectations.Thereforemoreandmorecompaniesadvertisingtheirproductrefertotheopinionofrecognisedexperts(LiczmanskaandWisniewska,2011).Customersegmentationplaysamajorroleinacquiring

18、clients.Therefore,itisnecessarytoselectcustomerswhowillgenerateprofitforthecompanythroughtheirpurchase.Theyare,theso-called,keycustomers,andthereforethemostimportantforthecompany,becausethankstothem,thecompanycanoperateanddevelop(Latuszek,2012).Customer-centredapproachmeansmeetingtheirneedsandthusga

19、iningtheirtrust.Theefficientandthoughtfulapproachtosalesaswellastothepreparationofanofferforthecustomerwillbeveryhelpful.Inordertogaincustomertrust,thekeyissueisgoodcommunication.Customerswanttofeelthattheycanalwayscontactcustomerservice.Allavailablecommunicationchannels(mail,letter,telephone,etc.)s

20、houldbeused,butpersonalcontactisthemostimportant.Itisthenthatthecompanygetstoknowthecustomerbetterandestablishescloserrelations.Apersonalmeetingallowstolearnaboutcustomerspreferences,eveninprivatelife.Theknowledgeoftheclientshobbyandafriendlyconversationonthistopicincreasethefeelingoftrust,friendshi

21、pandsafetyintheclient.Acquiringaclientishalfthebattle.Thesecondhalfistomaintainthem,tobuildgoodrelationshipswiththem,sotheywillcomebackfornewproducts.Tomaintainthecustomer,itisadvisabletoprovidethemwithanappropriateafter-salesservice.Thecustomerwantstobesurethatthecompanywillprovidethemwithadviceand

22、answertheirquestions.2.1.SelectedtoolsofCRMInadditiontothebasicproduct,companiesareincreasinglyofferingadditionalservicestoclients.CurrentlyusedCRMtools/servicesforbuildinglastingcustomerrelationshipsinclude:callcentre,contactcentre,keyaccountmanagement,leadmanagement(applyingcommunicationstandardsi

23、nthecustomeracquiringprocess),loyaltymanagement(rulesforgrantingloyaltypackagesandprivileges).2.1.1. CallcenterCallcentreisatelephoneservicecentre,alsocalledtelemarketing.Thisconceptwascoinedabout40yearsagobyContinentalAirlines(Americanairlines).Inthe1990s,firstapplicationswerecreatedtoimproveandrec

24、ordcustomertelephoneservice.Thejobdutiesincludetelephonecontactswithclients,answeringtheirquestions,offeringvarioustypesofservices(e.g.placingordersforacustomers),solvingproblems(e.g.technicalsupportinthecaseofbrokenequipment)andactivesalesofproducts.2.1.2. ContactcentreContactcentreisacustomerservi

25、cecentre.ItisanextensionoftheCallCenter,sinceitenablescontactsbetweencustomersandemployeesnotonlybyphonebutalsobye-mail,letter,chat,videocalls,textmessages,etc.Itismorecustomer-friendlybecauseitgivesthemtheopportunitytochoosethetypeofcontactwiththeserviceoffice.Foremployees,thisisachallengeandabreak

26、frommonotony,becausetheyhavemanycommunicationchannelsattheirdisposal.Thecontactcenter,asthenamesuggests,isfocusedonconstantcontactswiththeclient,problemsolving,consultingandsales.Nowadays,companiesoffermoreandmoremodernformsofcommunicationwiththeclient,suchasvideocalls,wheretheclientandconsultantcan

27、seeandtalkfreely.Thankstothistypeofsolutions,thecompanycanserveclientsfromallovertheworld(Szybalski,2008).2.1.3. KeyAccountManagementThetermKeyAccountManagement,relatestoapersonmanagingkeyclients.TheKeyAccountManagerstasksincludecaringforkeyclients,advisingthemandpresentingthecompanysproductrange.He

28、isalsoresponsibleforproductsalesandtradenegotiations.Thepersonalsopreparescontractsandcoordinatestheirimplementation.He/sheconductsanactiveanalysisofthemarketandconsumerneeds,participatesinactionspromotingtheproduct.Thus,generally,thedutiesincludeservicingexistingclientsandacquiringnewones(Zachara,2

29、001).2.1.4. Leadmanagement(managementofinformationoncompanyoffers)ThisisoneoftheCRMprocessesaimedatinformingpotentialcustomersaboutthecompanysoffer.Atthesametime,aspartofLeadmanagement,theaimistoobtaininformationontherecipients*purchasingpreferences.Oneofthetasksistocontactthecustomeragaininordertoc

30、ollectfeedbackontheproductandtheoffer(Deszczynski,2013).2.1.5. Loyaltymanagement(managementofloyaltypackages)Loyaltymanagementaimstoretaincustomersbyofferingprivilegesandloyaltypackages,e.g.intheformofdiscounts(Deszczyhski,2013).3.CRMITSYSTEMCRMITsystemssupporttheprocessesofthesalescycle,maintaining

31、relationswithcustomers,surveyingtheirsatisfactionlevels,examiningtheneedsofnewlyacquiredclientsaswellastheoperationofserviceandconsultingactivities(Zachara,2001).Thissystemcollectsandprocessesinformationinthefieldof:sales,customerservice,marketing,timeandcorrespondencemanagementaswellasafter-salesse

32、rvice.TheCRMsoftwareconsistsof(Wroblewska,2013):operationalcomponent,communicationcomponent,analyticalcomponent,TheCRMoperationalcomponent(frontoffice)isadatabaseofclientsandsales-ordertransactions.Itisusedtoconsolidatecustomerdataandtorecordeverycontactwiththecustomer.Theoperationalsubsystemgathers

33、informationaboutpersonalizedoffersforthecustomer.Itenablesmonitoringofcustomerserviceandsalesreporting.TheCRManalyticalcomponent(backoffice)analysesdatacollectedintheoperationalCRM.Thisanalysisallowsunderstandingthecustomerspurchasingbehaviour.Onthisbasis,itispossibletoanalyseandplanpromotionalcampa

34、igns,conductcustomersegmentationandforecastsales.Theanalysisperformedbythissubsystemhelpsinmakingstrategicdecisions,reducingtheriskoffailure.TheCRMcommunicationcomponentenablesdirectcontactwiththeclientusingallavailablemeansofcommunication(telephone,fax,email,etc.).Italsoallowsdatatransfersbetweenth

35、eheadofficeandsalesrepresentatives(Wr6blewska,2013).ThebasicadvantagesoftheCRMinclude(Stasiefiko,2007):automaticregistrationofcontactswithclients,servicingtheclientbyagroupofpeoplefromthecompany,solvingtheclientsproblems,moreaccurateandrealisticsalesplanning,greaternumberofcustomersserved,fasterresp

36、ondingtoclients*enquiries.4.1 MPLEMENTATIONOFCRMSTRATEGYINENTERPRISE-PROBLEMANALYSIS4.1. ProblemdefinitionAlotofenterprisesarestrugglingwithdecliningsalesandlossofcustomers.Thisisrelatedtothefactthatcompaniesapplyatraditionalmarketingmodelinsales:theyvaluesalesresultsratherthancustomerrelationships.

37、Companiesfocusonreducingcostsandincreasingproduction.Costsreductionleadstolowerquality.Focusingonincreasingproductionandcostsleadstoneglectingcustomerneeds.Companiesdonotresearchthemarket,andthusdonotknowwhatproductthepotentialbuyerislookingfor.Companiesfocusonone-offsales,theydonotmaintaincustomerr

38、elationships.Thelackoftiesleadstothelossoftheclient,whowilllookformoreoptimal,competitivesolutions.Aspartofthecostreductionmanycompaniesdonotintroduceloyaltypackages,e.g.intheformofdiscounts,whichdiscouragestheclientfromcooperationwiththecompany.Thelackofattractive,personalizedoffersalsocontributest

39、oreducingthecustomerportfolio.Enterprisesdonotsegmentcustomers,nsafeforthecompany,andthustheydonotfocusonthemostprofitablecustomers.Directingthesameoffertoallrecipientsleadstodeepeningfinanciallosses.Italsoresultsinthelossofcompetitivenessonthemarket.Anotherproblemisthelackoftoolsallowingefficientcu

40、stomerserviceandaftersalesservice.Withoutthesetools,thecompanycannotdevelopitsrangeofproductsbecauseitdoesnothaveanyvaluablefeedbackfromcustomers.Companiesdonotcollectinformationaboutkeyclientsorsuchinformationiscollectedinachaoticmanner,whichmakesitdifficulttobuildgoodcustomerrelationships.Allofthe

41、presentedproblemscanbereducedtothebasicproblem,whichisthelackofcustomerrelationshipmanagementinthecompany.Inthelongterm,thisproblemleadsto: worseningofthecompanyimageonthemarket, thelossofCometitiveness, thelossofcustomers, thelossofrevenuesandprofits, worseningofcashflowandthecompanyprofitability,d

42、ecliningsales, increaseinnumberofcomplaints.4.2.SuggestedsolutionsThesolutiontothedecliningandinefficientsalesistheintroductionoftheCRMstrategyinthecompany.Itisaclientsneedsorientedsolution.TheintroductionofCRMinanenterpriseinvolvesthereorganizationofworkinthecompany.Forthispurpose,thecompanysetsits

43、goalsandpromotestheideaofCRMinthecompany.EachemployeemustunderstandtheessenceofCRMandidentifywithit.Thedatabasethuscreatedwillallowtheanalysisofthetargetmarketandtheidentificationofkeyclients.Next,thecompanyshoulddevelopandimplementamarketingstrategyusingselectedCRMtools,suchascustomerservice,after-

44、salesserviceandloyaltypackagesforregularcustomers.SupportfortheimplementationofCRMintheenterprisewillbeprovidedbyacomputerizedCRMsystemthatwillintegratethecompanysoperations.CompaniesthatimplementCRMareadvisedtoconsultspecialistsinthefieldofcustomerrelationshipmanagement.Expertswilladviseonhowtostar

45、t,howtoimplementCRMeffectivelyandeconomically.4.3.SWOTanalysisofthesuggestedsolutionTable1presentstheSWOTanalysisofthesuggestedsolutionfortheissuesanalysedinthearticle.Table1SWOTanalysis-strengthsandweaknessesStrengthsWeaknesses buildinglong-termrelationshipswithclientsensureslowcostsofacquiringnewo

46、nes, customersegmentationallowsfocusingonprofitablecustomers, preparingofferstailoredtoindividualneedsoftheclientincreasesthechancesofacquiringnewcustomersandthedevelopmentofthecompany, after-salesserviceallowsretainingthecustomerandlearningabouttheirpreferences,onthebasisofwhichtheproductrangecanbe

47、improvedandexpanded, CRMguaranteeseffectivemanagementofthecustomerrelationshipcyclefromtheclientacquisition,throughsaletocustomerretentionandthesubsequentpurchase, theinvolvementoftheentireteamandtheknowledgemanagementcontributetotheeffectivenessandefficiencyofwork, theprocessapproachguaranteesthatt

48、heserviceandsaleareorganizedandordered, theuseofCRMsoftwareallowsthecollectionofdataandworkinonesystem-workisorganisedandordered,informationisuniformforeveryone, theuseofCRMsoftwareenablesmoreeffectivecoordinationofactivitiesandmoreefficientcostmeasurementinthefieldofmarketing, uIoweroverallcostsofs

49、alesandmarketingmanagement(expectedcostreductionby10%within3years)asaresultofdefiningthetargetcustomersegmentandbelterknowledgeoftheirneeds”(Wr6blewska,W.,2013). theneedfororganizationalchanges, changingthecompany,sphilosophyisatimeconsumingandcostlyprocess, thesoftwareandimplementationofCRMisexpensive(additionally,allemployeesneedtobetrained),