企业客户关系管理外文文献翻译.docx

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):1004-1011.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(includingensuringitssafetyinrelationshipwithacompany),thankstowhichthecompanycanexpectcontinuoussales,havebeenpresented.ExemplarytoolsusedinCRM(suchas:callcentre,contactcentre,keyaccountmanagement)arelistedanddescribed.Anattempthasbeenmadetoassessthecost-effectivenessofimplementingtheCRMphilosophyintheenterprisebasedontheSWOTanalysis.Thestrengths,weaknesses,opportunitiesandthreatsofsuchanundertakingwereanalysed,andtheresultswerepresentedinthesummaryandfinalconclusions.Keywords:CRM(CustomerRelationshipManagement),callcenter,contactcenter,keyaccountmanagement,leadmanagement,risksinrelationswithclients,customersafety1.INTRODUCTIONCRMisanabbreviationoftheconceptofCustomerRelationshipManagement(Haenlein,2017).CRMistheentirephilosophythatcombinesamarketingconceptwithabusinessstrategyonhowtoeffectivelymanagecustomerrelationships.Thecentreandalsotheobjectofinterestistheclientandtheirneeds,includingitssafetyinrelationshipwithacompany.AccordingtoDr.RobertShawfromShawConsulting,theauthorofthebook"MeasuringandValuingCustomerRelationships'1,CRMis”aninteractiveprocessofgaininganoptimalbalancebetweentheorganization'sinvestmentsandthesatisfactionofitsclientsinordertomaximizeprofits''.TheMainStatisticalOfficedefinesCRMas"Managementmethodology,whichassumestheclientbeinginthecentreofbusinessactivitiesandisbasedontheintensiveuseofinformationtechnologytocollect,combine,processandanalysecustomerinformation".CRMisaprocessthatisconstantlyevolvingand"requiresabandoningthetraditionalbusinessmodelfocusedontheorganization.Supportedbythoughtfulinvestmentsinpeople,technologyandbusinessprocesses,CRMisthewayofhowthecompanymeetsitsclients'needs"(Zachara,2001).Inbusinessterms,CRMisastrategybasedonbuildingcustomerloyaltytowardsanenterprise/brandbydevelopinglong-term,mutuallybeneficialrelationshipsusingthelatestadvancesininformationprocessingtechnology(DeszczyriskiandDeszczynski,2011).Inmarketingterms,CRMisaphilosophyaimedatsatisfyingtheclient'sneeds,thankstowhicheffectivemarketingandeffectivesalesareensured.Inmarketingterms,CRMrelieson"identifying,winningandeducatingcustomerloyalty,andinparticularoncollecting,integrating,processinganddisseminatingcustomerinformationinalltheinvolvedorganizationalunitsthroughpossibleinformationdistributionchannels"(Fr¾ckiewiczandRudawska,2004).InITterms,CRMisatoolwhosetaskistosupporttheCRMphilosophyinthecompany,sothatthemanagementofcustomerrelationsismoreeffective.CRMsystems"collectdataaboutclients,competition,contacts,negotiations,transactions,andmarketingactivitiesoftheorganization',(Stasienko,2007;Kaoud,2018).CRMasatoolcollectsandcombinesvarioustypesofapplicationsinthefieldofdataprocessingandtransfer,frommarketing,sales,businessandcustomerserviceareas.Thissystemiscalled"adatawarehousewithaspecificprofile,intendedformanagersofmarketingandsalesdepartments,usedtoanalyzethebehaviourandprofileofcustomers,theirresponsetomarketingcampaignsorthequalityofthesellers*work"(Todman,2003).2.DEVELOPINGTHECRMSTRATEGYThefirststageindevelopingaCRMstrategyisundoubtedlydefiningthecompany'sgoal,i.e.whattypeofproductsthecompanywantstofocuson,howtheseproductsshouldbesold,whowillbeapotentialcustomer.Firstly,itisnecessarytospecifytheproduct,thetargetgroupofrecipients,andthusthetypeofmarket,eliminatingriskyclients.Todeterminethepurposeofthecompany,itishelpfultoexaminethemarketandcustomerneeds.Theproductmustmeetthecustomers*needs.Theproductanditsfunctionsshouldbeasolutiontoaclient'sproblem.Itisnotdifficulttocreateaproduct,butmatchingittothecustomers'requirementsandfittingittothemarketcanbeachallenge.Beforelaunchingtheproduct,itisnecessarytoknowtheneedsandpreferencesofindividualcustomers.Informationaboutcustomers*previousexperiencewithotherproductsisextremelyvaluable.Thiswilldeterminethecustomer'spreferences.Itisalsohelpfultomeasurethelevelofcustomersatisfaction,thankstowhichcustomerpreferenceswillbedefined(Maciejewski,2012).ThenextstepinbuildingaCRMstrategyisacquiringcustomers.Promotionalandmarketingcampaignsservethispurpose,buttheymustbethoroughlyplanned.Customersaretiredofexcessiveinformationonvariousproducts.Therefore,itisimportanttomakeitcleartothecustomerthattheproducthasalreadybeentriedandfulfillsitsrole.Customersgenerallydonothavetimetobecomefamiliarwiththefeaturesofagivenproduct.Theywantclearandspecificinformationifanyonehastriedthisproductbeforeandwhattheythinkaboutit,isitsafetouseandmeettheclient'sexpectations.Thereforemoreandmorecompaniesadvertisingtheirproductrefertotheopinionofrecognisedexperts(LiczmanskaandWisniewska,2011).Customersegmentationplaysamajorroleinacquiringclients.Therefore,itisnecessarytoselectcustomerswhowillgenerateprofitforthecompanythroughtheirpurchase.Theyare,theso-called,keycustomers,andthereforethemostimportantforthecompany,becausethankstothem,thecompanycanoperateanddevelop(Latuszek,2012).Customer-centredapproachmeansmeetingtheirneedsandthusgainingtheirtrust.Theefficientandthoughtfulapproachtosalesaswellastothepreparationofanofferforthecustomerwillbeveryhelpful.Inordertogaincustomertrust,thekeyissueisgoodcommunication.Customerswanttofeelthattheycanalwayscontactcustomerservice.Allavailablecommunicationchannels(mail,letter,telephone,etc.)shouldbeused,butpersonalcontactisthemostimportant.Itisthenthatthecompanygetstoknowthecustomerbetterandestablishescloserrelations.Apersonalmeetingallowstolearnaboutcustomer'spreferences,eveninprivatelife.Theknowledgeoftheclient'shobbyandafriendlyconversationonthistopicincreasethefeelingoftrust,friendshipandsafetyintheclient.Acquiringaclientishalfthebattle.Thesecondhalfistomaintainthem,tobuildgoodrelationshipswiththem,sotheywillcomebackfornewproducts.Tomaintainthecustomer,itisadvisabletoprovidethemwithanappropriateafter-salesservice.Thecustomerwantstobesurethatthecompanywillprovidethemwithadviceandanswertheirquestions.2.1.SelectedtoolsofCRMInadditiontothebasicproduct,companiesareincreasinglyofferingadditionalservicestoclients.CurrentlyusedCRMtools/servicesforbuildinglastingcustomerrelationshipsinclude:callcentre,contactcentre,keyaccountmanagement,leadmanagement(applyingcommunicationstandardsinthecustomeracquiringprocess),loyaltymanagement(rulesforgrantingloyaltypackagesandprivileges).2.1.1. CallcenterCallcentreisatelephoneservicecentre,alsocalledtelemarketing.Thisconceptwascoinedabout40yearsagobyContinentalAirlines(Americanairlines).Inthe1990s,firstapplicationswerecreatedtoimproveandrecordcustomertelephoneservice.Thejobdutiesincludetelephonecontactswithclients,answeringtheirquestions,offeringvarioustypesofservices(e.g.placingordersforacustomers),solvingproblems(e.g.technicalsupportinthecaseofbrokenequipment)andactivesalesofproducts.2.1.2. ContactcentreContactcentreisacustomerservicecentre.ItisanextensionoftheCallCenter,sinceitenablescontactsbetweencustomersandemployeesnotonlybyphonebutalsobye-mail,letter,chat,videocalls,textmessages,etc.Itismorecustomer-friendlybecauseitgivesthemtheopportunitytochoosethetypeofcontactwiththeserviceoffice.Foremployees,thisisachallengeandabreakfrommonotony,becausetheyhavemanycommunicationchannelsattheirdisposal.Thecontactcenter,asthenamesuggests,isfocusedonconstantcontactswiththeclient,problemsolving,consultingandsales.Nowadays,companiesoffermoreandmoremodernformsofcommunicationwiththeclient,suchasvideocalls,wheretheclientandconsultantcanseeandtalkfreely.Thankstothistypeofsolutions,thecompanycanserveclientsfromallovertheworld(Szybalski,2008).2.1.3. KeyAccountManagementThetermKeyAccountManagement,relatestoapersonmanagingkeyclients.TheKeyAccountManager'stasksincludecaringforkeyclients,advisingthemandpresentingthecompany'sproductrange.Heisalsoresponsibleforproductsalesandtradenegotiations.Thepersonalsopreparescontractsandcoordinatestheirimplementation.He/sheconductsanactiveanalysisofthemarketandconsumerneeds,participatesinactionspromotingtheproduct.Thus,generally,thedutiesincludeservicingexistingclientsandacquiringnewones(Zachara,2001).2.1.4. Leadmanagement(managementofinformationoncompanyoffers)ThisisoneoftheCRMprocessesaimedatinformingpotentialcustomersaboutthecompany'soffer.Atthesametime,aspartofLeadmanagement,theaimistoobtaininformationontherecipients*purchasingpreferences.Oneofthetasksistocontactthecustomeragaininordertocollectfeedbackontheproductandtheoffer(Deszczynski,2013).2.1.5. Loyaltymanagement(managementofloyaltypackages)Loyaltymanagementaimstoretaincustomersbyofferingprivilegesandloyaltypackages,e.g.intheformofdiscounts(Deszczyhski,2013).3.CRMITSYSTEMCRMITsystemssupporttheprocessesofthesalescycle,maintainingrelationswithcustomers,surveyingtheirsatisfactionlevels,examiningtheneedsofnewlyacquiredclientsaswellastheoperationofserviceandconsultingactivities(Zachara,2001).Thissystemcollectsandprocessesinformationinthefieldof:sales,customerservice,marketing,timeandcorrespondencemanagementaswellasafter-salesservice.TheCRMsoftwareconsistsof(Wroblewska,2013):operationalcomponent,communicationcomponent,analyticalcomponent,TheCRMoperationalcomponent(frontoffice)isadatabaseofclientsandsales-ordertransactions.Itisusedtoconsolidatecustomerdataandtorecordeverycontactwiththecustomer.Theoperationalsubsystemgathersinformationaboutpersonalizedoffersforthecustomer.Itenablesmonitoringofcustomerserviceandsalesreporting.TheCRManalyticalcomponent(backoffice)analysesdatacollectedintheoperationalCRM.Thisanalysisallowsunderstandingthecustomer'spurchasingbehaviour.Onthisbasis,itispossibletoanalyseandplanpromotionalcampaigns,conductcustomersegmentationandforecastsales.Theanalysisperformedbythissubsystemhelpsinmakingstrategicdecisions,reducingtheriskoffailure.TheCRMcommunicationcomponentenablesdirectcontactwiththeclientusingallavailablemeansofcommunication(telephone,fax,email,etc.).Italsoallowsdatatransfersbetweentheheadofficeandsalesrepresentatives(Wr6blewska,2013).ThebasicadvantagesoftheCRMinclude(Stasiefiko,2007):automaticregistrationofcontactswithclients,servicingtheclientbyagroupofpeoplefromthecompany,solvingtheclient'sproblems,moreaccurateandrealisticsalesplanning,greaternumberofcustomersserved,fasterrespondingtoclients*enquiries.4.1 MPLEMENTATIONOFCRMSTRATEGYINENTERPRISE-PROBLEMANALYSIS4.1. ProblemdefinitionAlotofenterprisesarestrugglingwithdecliningsalesandlossofcustomers.Thisisrelatedtothefactthatcompaniesapplyatraditionalmarketingmodelinsales:theyvaluesalesresultsratherthancustomerrelationships.Companiesfocusonreducingcostsandincreasingproduction.Costsreductionleadstolowerquality.Focusingonincreasingproductionandcostsleadstoneglectingcustomerneeds.Companiesdonotresearchthemarket,andthusdonotknowwhatproductthepotentialbuyerislookingfor.Companiesfocusonone-offsales,theydonotmaintaincustomerrelationships.Thelackoftiesleadstothelossoftheclient,whowilllookformoreoptimal,competitivesolutions.Aspartofthecostreductionmanycompaniesdonotintroduceloyaltypackages,e.g.intheformofdiscounts,whichdiscouragestheclientfromcooperationwiththecompany.Thelackofattractive,personalizedoffersalsocontributestoreducingthecustomerportfolio.Enterprisesdonotsegmentcustomers,nsafe"forthecompany,andthustheydonotfocusonthemostprofitablecustomers.Directingthesameoffertoallrecipientsleadstodeepeningfinanciallosses.Italsoresultsinthelossofcompetitivenessonthemarket.Anotherproblemisthelackoftoolsallowingefficientcustomerserviceandaftersalesservice.Withoutthesetools,thecompanycannotdevelopitsrangeofproductsbecauseitdoesnothaveanyvaluablefeedbackfromcustomers.Companiesdonotcollectinformationaboutkeyclientsorsuchinformationiscollectedinachaoticmanner,whichmakesitdifficulttobuildgoodcustomerrelationships.Allofthepresentedproblemscanbereducedtothebasicproblem,whichisthelackofcustomerrelationshipmanagementinthecompany.Inthelongterm,thisproblemleadsto: worseningofthecompanyimageonthemarket, thelossofCometitiveness, thelossofcustomers, thelossofrevenuesandprofits, worseningofcashflowandthecompanyprofitability,decliningsales, increaseinnumberofcomplaints.4.2.SuggestedsolutionsThesolutiontothedecliningandinefficientsalesistheintroductionoftheCRMstrategyinthecompany.Itisaclient'sneedsorientedsolution.TheintroductionofCRMinanenterpriseinvolvesthereorganizationofworkinthecompany.Forthispurpose,thecompanysetsitsgoalsandpromotestheideaofCRMinthecompany.EachemployeemustunderstandtheessenceofCRMandidentifywithit.Thedatabasethuscreatedwillallowtheanalysisofthetargetmarketandtheidentificationofkeyclients.Next,thecompanyshoulddevelopandimplementamarketingstrategyusingselectedCRMtools,suchascustomerservice,after-salesserviceandloyaltypackagesforregularcustomers.SupportfortheimplementationofCRMintheenterprisewillbeprovidedbyacomputerizedCRMsystemthatwillintegratethecompany'soperations.CompaniesthatimplementCRMareadvisedtoconsultspecialistsinthefieldofcustomerrelationshipmanagement.Expertswilladviseonhowtostart,howtoimplementCRMeffectivelyandeconomically.4.3.SWOTanalysisofthesuggestedsolutionTable1presentstheSWOTanalysisofthesuggestedsolutionfortheissuesanalysedinthearticle.Table1SWOTanalysis-strengthsandweaknessesStrengthsWeaknesses buildinglong-termrelationshipswithclientsensureslowcostsofacquiringnewones, customersegmentationallowsfocusingonprofitablecustomers, preparingofferstailoredtoindividualneedsoftheclientincreasesthechancesofacquiringnewcustomersandthedevelopmentofthecompany, after-salesserviceallowsretainingthecustomerandlearningabouttheirpreferences,onthebasisofwhichtheproductrangecanbeimprovedandexpanded, CRMguaranteeseffectivemanagementofthecustomerrelationshipcyclefromtheclientacquisition,throughsaletocustomerretentionandthesubsequentpurchase, theinvolvementoftheentireteamandtheknowledgemanagementcontributetotheeffectivenessandefficiencyofwork, theprocessapproachguaranteesthattheserviceandsaleareorganizedandordered, theuseofCRMsoftwareallowsthecollectionofdataandworkinonesystem-workisorganisedandordered,informationisuniformforeveryone, theuseofCRMsoftwareenablesmoreeffectivecoordinationofactivitiesandmoreefficientcostmeasurementinthefieldofmarketing, uIoweroverallcostsofsalesandmarketingmanagement(expectedcostreductionby10%within3years)asaresultofdefiningthetargetcustomersegmentandbelterknowledgeoftheirneeds”(Wr6blewska,W.,2013). theneedfororganizationalchanges, changingthecompany,sphilosophyisatimeconsumingandcostlyprocess, thesoftwareandimplementationofCRMisexpensive(additionally,allemployeesneedtobetrained),