客户关系管理外文文献翻译(2017)

A STUDY OF CUSTOMER-ORIENTED SERVICE ENHANCEMENT SYSTEM(COSES) FOR THE PUBLIC SECTORChi-Kuang Chen*,Chang-Hsi Yu* and Hsiu-Chen Chang** *Department of Industrial Engineering and Management, Yuan Ze University, Taiwan.**Department of Management, National Kaohsiung First University of Science andTechnology, Taiwan.ABSTRACTThe objective of this paper is to develop a customer-oriented service model for the public sector. Despite customer orientation having become popular since 1980, we found most studies were done for the private sector only. In addition, they placed much emphasis on service operation management rather than system design. In this paper, we propose a customer-oriented service enhancement system (COSES) for the public sector, which employs two dimensions: (1) customer-oriented service system design and management, (2) organizational culture fostering. In terms of COSES model, the best practices of public agencies were empirically examined in what and how the customer-oriented service activities were developed.Keywords: Public Management, Public Service, Customer-Orientation, Service System1.INTRODUCTIONCustomer orientation has become a popular slogan, taking pride of place in the strategic statements of many public and private sector organizations. In the UK, for example, an increasing number of public-sector organizations are demonstrating that customer orientation is no longer the exclusive preserve of the private sector (Nwankwo and Richardson, 1994). It is the same situation in USA. This concept was emphasized in the National Performance Review Project entitled ‘Putting Customers First’ (Gore, 1993). The terminology of customer orientation is usually described as an organizational culture that stresses the customer as the focal point of strategic planning and execution (Deshpande et al., 1993; Jaworski et al., 2000; Steinman et al., 2000).Despite the prevalence of customer orientation, we found most studies were done for private enterprise rather than the public sector (e.g., Deshpande et al., 1993; Nwankwo, 1995; Yasin and Yavas, 1999; Brown et al., 2002). Many studies suggested that there are differences between the private enterprise and the public sector (e.g., Wamsley, 1990; Carnevale, 1995; Mintzberg, 1996; Zeppou and Sptirakou, 2003). A way of doing things in private enterprises may not be suited for the public sector. The public service encountered more challenges in meeting the customer needs than the private enterprise. In particular, fairness and justice are the ultimate principles of the public sector. From a scientific standpoint, it is necessary to further investigate the customer orientation and its influence on the public sector.In addition, we found a bunch of action plans in promoting customer orientation generally place much emphasis on service operation management rather than service system design. Brady and Cronin (2001) indicated that there is still a lack of research in regard to how suchan orientation system is developed. Studies on this topic were either related to the evaluation of employee service performance and physical goods, or examined the effects of organizational quality, customer satisfaction, value attribution and outcome behaviors.In view of above argumentation, we suggest that a comprehensive service system should not only focus on service operation management, but also need to trace its original core concept to precede management from a system design viewpoint. In this paper, we intend to empirically examine the best practices of public agencies in Taiwan by using a two-dimensional model. The two-dimensional model includes: (1) system design and management, (2) organizational culture fostering. The purpose of this paper is to examine in what and how the customer-oriented service activities were developed in the public agencies. 2.LITERATURE REVIEWBefore figuring out the conceptual framework of this study, it is necessary to review the previous literature regarding to concepts and models of customer-oriented service management and customer orientation in public sector.2.1. Concepts and Models of customer-oriented service managementThe terminology of customer-orientation originated from Total Quality Management (TQM). This means that satisfying customer needs is a high level organizational objective (Oakland, 1993; Price, 1991). Customer orientation has been defined in different ways (e.g., Kohli and Jaworski, 1990; Narver and Slater, 1990; Webster, 1988). It is usually associated with other terminologies, such as market orientation, customer focus, customer driven, and customer centered. According to Webster’s definition (1994), customer orientation is the business of putting the customer first in everything the company does and organizing all activities around the basic objective of delivering superior value. Beyond this, some authors assert that the center of strategic focus remains putting customers first, a major plank of marketing (e.g., Felton, 1959; Payne, 1988; McGee and Spiro, 1988). It has also become a general concept that organizations should be more customer orientated to deliver better service quality and to enhance customer satisfaction (Hartline et al., 2000).Based on the relevant literature published in the last decade, we found a couple of models and instruments tried to deliver this concept. In the following, we summarize these models into three types: (1) the conceptual model; (2) the scale construct model; and (3) the cause-effect model.The conceptual modelThis model attempts to develop a conceptual framework to deliver customer orientation. For example, Nwankwo (1995) provided a framework to guide organizational management through the process of building a customer-driven philosophy. It contained four elements: (1) definition; (2) sensitivity; (3) measurement; and (4) implementation. Yasin and Yavas (1999) proposed a practical framework that integrated some tools to enhance the efficiency and customer orientation of service delivery systems. It consisted of: (1) root cause analysis; (2) benchmarking; (3) process reengineering; and (4) continuous improvement. Jiang and Chen (2002) proposed a customer-oriented service model for the public sector. It contains a five-stage sequence of system design and management: (1) customer identification; (2) customer needs survey; (3) service system design; (4) service delivery; and (5) service recovery. Jiang and Chen suggested that the five-stage model can be used to examine the organizational strategic planning, system design and operational management for promoting customer-oriented services.The scale construct modelThe scale construct model attempts to measure customer orientation directly at the individual level. For instance, Saxe and Weitz (1982) proposed a 24-item scale that was designed to measure how a salesperson seeks to increase long-term customer satisfaction. The other example of this type, proposed by Lozano (2000), is a checklist to measure the status of customer orientation of a library toward its market.The cause-effect modelThe scale cause-effect model attempts to investigate influential factors and their relationships to customer orientation. For example, Brady and Cronin (2001) investigated the effects of being customer oriented on service performance perceptions and outcome behaviors. Responses from 649 consumers indicated that customer orientation was directly related to customers’ evaluations of employee service performance, physical goods, and servicescapes. Indirect effects included organizational quality, customer satisfaction, value attributions, and outcome behaviors. Brown et al. (2002) investigated the mediatory role of customer orientation in a hierarchical model of the influence of personality traits on self-rated and supervisor-rated performance. The results support a partially mediated hierarchical model.According to above literature, several findings can be summarized: (1) customer orientation has become a customer-centered philosophy for an excellent organization, however the empirical study was rare; (2) most of the models were developed for the private sector rather than the public sector; (3) many studies merely focused on the management of service operations, however the issues of service system design were lack of investigation; (4) the importance of the organizational culture fostering in developing the customer-oriented service system was often neglected. In the following, we further review the literature regarding to the customer-oriented service in the public sector.2.2 Customer-orientation in the public serviceThe concept of customer-orientation in the public service was raised several decades ago. For example, Appleby (1992, p. 147) pointed out that the governmental characters in 1945 has been stated the necessity of customer orientation in the public sector. However, this concept in 1990 has had a different manner from the former. Learning from private enterprise becomes the main stream. For example, Clinton, ex-president of USA, signed the executive order 12826 in 1993 to request federal government to promote standards for serving American people. This executive order is: (1) identify the customers; (2) survey the customer needs; (3) post service standard and measure results; (4) benchmark customer service against the best practice; (5) survey front-line employee on barrier; (6) provide customer with choice; (7) make system easily accessible; (8) provide means to address complaints (Gore, 1997, pp. 10-12).In Australia, the Capital Territory Government of Canberra proposed the “customer service standard” of the ACT public service. It is composed of the following nine items (Australian Capital Territory Government, 1999): (1) know your customer base; (2) focus on customer needs; (3) use a can-do approach; (4) customer friendly staff; (5) customer-focused public contact area; (6) comprehensive complaints handling process; (7) customer value performance measures and targets;(8) telephone and counter techniques; (9) continue improving.Besides USA and Australia, many countries have proposed the similar reform projects to enhance the quality of public services. Taiwan launched the Total Service Quality Management Project in 1997.According to Osborne and Gaebler’s viewpoint, a customer-oriented public agency can benefit (Osborne and Gaebler, 1992, pp. 181-186): (1) customer-driven systems force service providers to be accountable to their customers; (2) customer-driven systems depoliticize thechoice-of-provider decision; (3) customer-driven systems stimulate more innovation; (4) customer-driven systems give people choices between different kinds of services; (5) customer-driven systems waste less, because they match supply to demand; (6) customer-driven systems empower customers to make choices, and empowered customers are more committed customers; and (7) customer-driven systems create greater opportunities for equity.Despite the popularity of the concept in public sector, Weissman (1991, p. 296) argued that some provisions are needed before carrying out a customer orientation project: (1) organizations and their stakeholders share common values about ends; (2) rationality is the single factor that determines the structure of programs in agencies. Status and power are not determining factors. There is no limit on rationality; (3) organizations and programs can and will tolerate, as well as adjust easily to, attacks on themselves and their survival; (4) the structure and reward systems of a government agency support change and adjustment, innovations and alteration; (5) there is a willingness on the part of public agencies to accept limitation on their autonomy, to yield power to the less powerful.Besides the provisions, some problematic issues were found in carrying out such a projects. For instance, the projects generally placed too much emphasis on the service operation management rather than service system design. This means that the way of how to develop a customer-oriented public service system is still not found. In addition, an empirical study by Chao (2003) found that the change of organizational culture is one of the issues that is hard to achieve. In this study, we intend to use a scientific approach to deal with these problematic issues.3.RESEARCH FRAMEWORKBased on the review of the literature, we realized that customer orientation has become crucial for a successful service organization. However, it still exists that there are many problems at the current time. In this study, we intend to propose a comprehensive model to examine the issues involving what and how the best practices of customer-oriented activities in the public sector were developed. In the comprehensive model, a two-dimension approach rather than the single-dimension approach in previous studies is employed. The two dimensions are: (1) system design and management, (2) fostering organizational culture (see Figure 1).Figure 1 Conceptual research frameworkThe comprehensive model is called customer-oriented service enhancement system. Here, we take the acronym of customer-oriented service enhancement system as COSES. COSES indicates ‘coze’ or ‘cose’, which implies to treat, or to talk with, customers in a warm and cozy manner. The reason we employ an additional dimension is that it has been widely acknowledged in the literature that a successful organization always has an embedded customer-oriented organizational culture (e.g., Houston, 1986; Parasuraman, 1987; Shapiro, 1988; Webster, 1988; Deshpande et al., 1993; Athanassopoulos, 2000). Figure 1 presents the conceptual framework of COSES model. The meanings of this conceptual framework are further described in the following.First of all, the box of organizational vision, policy, and strategy is placed on the left-hand side of Figure 1. It indicates the driven force to direct an organization to develop and to manage a customer-oriented service system.Second, the dot-line box of Figure 1, which is the kernel of this study, indicates a customer-oriented service enhancement system (COSES) for public sector. In COSES model, we develop a five-stage of service system design and management. These comprise: (1) customer identification – the public agency recognizes its customers; (2) customer needs survey – the public agency focuses on customer needs and customer voice; (3) service system design – the public agency develops the service system and process to meet the customer needs; (4) service delivery – the employees in a public agency deliver service to customers; and (5) service recovery – the public agency has an effective mechanism to deal with the customer complaints. The other dimension of COSES model is organizational culture fostering, which is located in the bottom of the dot-line box. In this dimension, we propose a three-layer model: (1) basic assumptions – employees recognize the importance of public service; (2) organizational values – provision of high quality public services has become the common belief all over an organization; (3) system and behavior – the organizational structure, system, regulation, standard operation process, and other behaviors have been well established.Third, service quality and customer satisfaction are placed on the right-hand side of Figure 1, which indicate the outcomes of service. It has been empirically proved that the morecustomer orientation organization is followed by the better service quality and customer satisfaction (Hartline et al., 2000; Jiang and Chen, 2002).4.RESEARCH DESIGNThis section presents research subject, interview outline design, procedure, and data analysis scheme. To achieve the research objective, the method of multiple-case study is chosen in this study. Further, in-depth interview and content analysis are used in research data collection and analysis.4.1. Research subjectsIn light of recruiting the appropriate research subjects in a multiple-case study, Markus (1989) suggested two principles: (1) subjects should include critical and crucial cases; (2) subjects should include typical and representative cases. Based on the two principles, we firstly chose three public agencies as research cases. The three public agencies are the Land Department of Taipei County (Case I), the Health Department of Taipei County (Case II), and the Social Affairs Bureau of Kaohsiung City (Case III). They received National Public Service Awards of Taiwan in 2002. We then invited the executive leaders of TQM projects as research subjects for interviews. Table I presents the details of three public agencies. Their efforts in enhancing customer-oriented service activities are briefly described in the following.Table I Research subjectsCasePublic agency Interviewee Customer-oriented service activities No.I Land Department of Taipei County Director Service process reengineeringII Health Department of Taipei County Director Comprehensive citizen’s needs surveyIII Social Affairs Bureau of Kaohsiung City Chief of staff Innovative public servicesCase1: In order to serve citizens in the most convenient way, the executives in case I took a great deal of effort in reengineering the procedures in regard to the various license application. They integrated the traditional bureaucratic operational approach to offer one-stop service, which is the typical customer-oriented service. Further, they built the service network to promote administrative efficiency by using information and communication technologies (ICTs).Case2: In order to understand citizen needs rapidly and precisely, the executives in case II are active in collecting media information, surveying customer satisfaction, and they periodically convene a news conference to ensure that citizen needs are communicated effectively. They not only have a routine problem solving mechanism to serve citizen needs, but also a follow-up and auditing system to review service quality. Their distinguished performance resulted in successfully overcoming Severe Acute Respiratory Syndrome (SARS), the fatal contagious disease that invaded Taiwan in 2003.Case3: In order to deliver high quality social welfare services, all staff in case III was involved in a total quality management project to promote continuous improvement of the various social welfare programs. In particular, they proposed many innovative services, such as for poverty, the aged, and the handicapped. ICTs and volunteers play important roles in delivering these innovative services.4.2 Interview outline design and interview procedureIn order to examine the critical activities that result in the three public agencies being successful in service, we first developed an interview outline. The outline is designed asquasi-structured and open-ended. We then asked for volunteers for pilot testing before the formal interviews were conducted. The final version of interview outline is shown in Table II.Table II Interview outline1.Would you feel free to talk about the process and experiences when you promote service quality?2.How did you convince your employee to accept customer-oriented service concepts and for it tobecome a culture in your organization?3.What did you think the key factors for facilitating service quality?4.Were there any difficulties in carrying out the service quality improvement project?5.How do you think about internal and external customers in your organization?6.How did you determine the needs of internal and external customers in your organization?7.Have you ever learned about any innovative service from other private or public sector agencies?If yes, what is your experience?8.How did you develop and implement an innovative service?9.Is there any cross-functional teamwork in your organization?10.Is there employee education and training in your organization?11.How are complaints from either internal or external customers dealt with in your organization?12.Are there communication channels for internal and external customers in your organization?Before the interview was conducted, we made an appointment by phone and then faxed the interview outline to the interviewee. The interviews began with a general introduction to make the interviewees aware of the purposes of the study and the interview agenda. To increase reliability and validity, we used some principles proposed by Goetz and Lecompte (1984): (1) we chose research subjects in accordance with research objective; (2) two interviewers participated in the interview data analysis; (3) we encoded and checked the interview data by multiple sources, such as the interview tape, document and observation; (4) the research objective was well understood by the interviewee; (5) the interviewer kept a neutral stance during the interview; (6) data were analyzed according to the facts only.Each interview took about 2–3 hours. The interviews were taped, and then the interview content, observational records and documents were encoded into manuscript files.4.3 Data analysis schemeUpon finishing interview manuscripts, content analysis is then conducted. Many approaches have been used in unitizing procedure of content analysis, such as word, sentence, theme, paragraph, and whole text (Weber, 1990), and even character, space and time (Kassarjian, 1977). Among them, theme is an appropriate approach to analyze the opinion of a proposition. In particular, it is very useful in discussions on event, value, belief and attitude (Kassarjian, 1977). We chose it in the content analysis of interviews. Here, a theme represents a complete activity in relation to customer- oriented service.Two phases of content analysis were employed. In the first phase, the whole interview manuscripts were decomposed into units. The unit is called theme. The themes were then placed into the appropriate cell of the five-stage service system design and management dimension (see the horizontal dimension of Table III). This procedure tried to deploy the customer-oriented service activities from the three cases into the five-stage service system design and management.The first phase of content analysis In the second phase of content analysis, we tried to place all themes into the appropriate cell in accordance with the three-layer of organizational culture (see the vertical dimension of Table III). This procedure is to place the customer-oriented service activities from the results of the first phase analysis into the three-layer organizational culture dimension. The COSES model was finally proposed from the results of the two phases of content analysis.4.4 Reliability analysisFor measuring the reliability of the two phases of content analysis, except the researcher, we invited two additional coders to engage in this analysis. In the first phase of content analysis, the two coders were asked to place the themes into one of the five stages service system design and management. Their results are then compared with the researcher. The degree of mutual agreement with the researcher 1 and the reliability 2 are computed to examine whether both indices are beyond 0.70.In the second phase of content analysis, the two coders are asked to perform the same task as researcher. The degree of mutual agreement with the researcher and the reliability are also computed to examine whether both indices are beyond 0.70.5. ANALYSIS OF COSES MODELIn this section, analysis of COSES model is performed according to the data analysis scheme described above.5.1 The first phase of content analysisIn the first phase of content analysis, the three interview manuscripts were decomposed into analyzing units, which are themes. Table IV presents three examples of the unitizing procedure. A total of 19 themes were found from the three interview manuscripts (see Table V). We then placed these themes into the corresponding stage of service system design and management dimension. In other words, these themes were categorized into one of customer identification, customer needs survey, service system design, service delivery, and service recovery stages. The frequency of the 19 themes was indicated in the parenthesis of each cell of Table VI.1 BParty by agreed number A Party by agreed number parties by two agreed completely items of number 2agreement mutual of Degree +×=2 ()[]agreement mutual average of Degree 1-21agreement mutual average of Degree 2y Reliabilit ×+×=Table IV Examples of the unitizing procedureNo. Unitanalysis Themes Corresponding StageCustomer needs recognition Customer needs survey1 First, we have to understand the citizen’s needs ineach group, and the employees’ needs. We theninvestigate, analyze, plan, and execute. Executionincludes a pilot run, to spread around completely,back to review, and then to reform (Case I).CustomerclassificationCustomeridentification2 We search and collect the media information and civilsuggestions actively, and integrate them into ourstrategic planning of various innovative serviceprograms (Case II).Consideration ofenvironmentalchange instrategicplanningCustomer needssurvey3Besides the public agency, employee visits to otherexcellent businesses are encouraged. These visits arefollowed by a conference to discuss learning fromthose excellent business units aboutcustomer-oriented service (Case III).BenchmarklearningCustomeridentificationAs listed in Table V, 19 themes described the customer-oriented service activities werefound in the three public agencies. Despite job rotation was found only once in case I, we thought it is one of the most important activities in the human resource management of the public sector. Research indicates that organizations benefit from job rotation (Robbins, 1992). The numbers of identified themes in each stage are 3, 3, 5, 5, 3, respectively (see Table VI). They are illustrated in the following.First, three themes were deployed to the customer identification stage: (1) customer classification, which indicates the action of classifying customers into different categories; (2) benchmark learning, which means to learn from other excellent businesses or public agencies; and (3) customer definition, which means knowing how to distinguish each cluster.Second, three themes were deployed to the customer needs survey stage: (1) consideration of environmental change in strategic planning; (2) survey customer needs periodically, which means conduct customer’s needs surveys frequently; and (3) customer needs recognition, which means recognizing that different clusters of customers have different needs.Third, five themes were deployed to the service system design stage: (1) set service standard procedures to satisfy customer’s needs; (2) incentive system; (3) employee education;(4) service quality audit system (ISO system); and (5) design of service items in accordance with customer needs.Fourth, five themes were deployed to the service delivery stage: (1) teamwork and empowerment, which indicates sharing of responsibility, information and decision making among group members; (2) cross-functional cooperation; (3) job rotation; (4) willingness to help customers deliver their requests; and (5) the uses of ICTs.Finally, three themes were deployed to the service recovery stage: (1) building customers’ complaints procedures; (2) providing multiple channels for good communication, which means the communication channels are always accessible; and (3) customer’s benefit first, which means putting the customer’s benefit first.。

本科生毕业设计（论文）外文翻译外文题目：A Strategic Framework for Customer Relationship Management 译文题目：客户关系管理的战略框架学生姓名：专业：工业工程指导教师姓名：评阅日期：Adrian Payne & Pennie FrowA Strategic Framework for Customer RelationshipManagementOver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are•To identify alternative perspectives of CRM,•To emphasize the importance of a strategic approach to CRM within a holistic organizational context,•To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and•To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process.We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cross-functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process.The development of this framework is a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limitednumber of employees are committed to the initiative; thus, employee engagement and change management are essential issues in CRM implementation. In our discussion, we emphasize such implementation and people issues as a priority area for further research.CRM Perspectives and DefinitionThe term “customer relationship management” emerged in the information technology (IT) vendor community and practitioner community in the mid-1990s. It is often used to describe technology-based customer solutions, such as sales force automation (SFA). In the academic community, the terms “relationship marketing” and CRM are often used interchangeably (Parvatiyar and Sheth 2001). However, CRM is more commonly used in the context of technology solutions and has been described as “information-enabled relationship marketing” (Ryals and Payne 2001, p.3). Zablah, Beuenger, and Johnston (2003, p. 116) suggest that CRM is “a philosophically-related offspring to relationship marketing which is for the most part neglected in the literature,” and they conclude that “further exploration of CRM and its related phenomena is not only warranted but also desperately needed.”A significant problem that many organizations deciding to adopt CRM face stems from the great deal of confusion about what constitutes CRM. In interviews with executives, which formed part of our research process (we describe this process subsequently), we found a wide range of views about what CRM means. To some, it meant direct mail, a loyalty card scheme, or a database, whereas others envisioned it as a help desk or a call center. Some said that it was about populating a data warehouse or undertaking data mining; others considered CRM an e-commerce solution, such as the use of a personalization engine on the Internet or a relational database for SFA. This lack of a widely accepted and appropriate definition of CRM can contribute to the failure of a CRM project when an organization views CRM from a limited technology perspective or undertakes CRM on a fragmented basis.The definitions and descriptions of CRM that different authors and authorities use vary considerably, signifying a variety of CRM viewpoints. To identify alternativeperspectives of CRM, we considered definitions and descriptions of CRM from a range of sources, which we summarize in the Appendix. We excluded other, similar definitions from this list.Grabner-Kraeuter and Moedritscher (2002) suggest that the absence of a strategic framework for CRM from which to define success is one reason for the disappointing results of many CRM initiatives. This view was supported both by the senior executives we interviewed during our research and by Gartner’s (2001) research. Our next challenges were to identify key generic CRM processes using the previously described selection criteria and to develop them into a conceptual framework for CRM strategy development.Our literature review found that few CRM frameworks exist; those that did were not based on a process-oriented cross-functional conceptualization of CRM. For example, Sue and Morin (2001, p. 6) outline a framework for CRM based on initiatives, expected results, and contributions, but this is not process based, and “many initiatives are not explicitly identified in the framework.” Winer (2001, p. 91) develops a “basic model, which contains a set of 7 basic components: a database of customer activity; analyses of the database; given the analyses, decisions about which customers to target; tools for targeting the customers; how to build relationships with the targeted customers; privacy issues; and metrics for measuring the success of the CRM program.” Again, this model, though useful, is not a crossfunctional process-based conceptualization. This gap in the literature suggests that there is a need for a new systematic process-based CRM strategy framework. Synthesis of the diverse concepts in the literature on CRM and relationship marketing into a single, process-based framework should provide practical insights to help companies achieve greater success with CRM strategy development and implementation.Interaction ResearchConceptual frameworks and theory are typically based on combining previous literature, common sense, and experience (Eisenhardt 1989). In this research, weintegrated a synthesis of the literature with learning from field-based interactions with executives to develop and refine the CRM strategy framework. In this approach, we used what Gummesson (2002a) terms “interaction research.” This form of research originates from his view that “interaction and communication play a crucial role” in the stages of research and that testing concepts, ideas, and results through interaction with different target groups is “an integral part of the whole research process” (p. 345). The sources for these field-based insights, which include executives primarily from large enterprises in the business-tobusiness and business-to-consumer sectors, included the following:•An expert panel of 34 highly experienced executives;•Interviews with 20 executives working in CRM, marketing, and IT roles in companies in the financial services sector;•Interviews with six executives from large CRM vendors and with five executives from three CRM and strategy consultancies;•Individual and group discussions with CRM, marketing, and IT managers at workshops with 18 CRM vendors, analysts, and their clients, including Accenture, Baan, BroadVision, Chordiant, EDS, E.piphany, Hewlett-Packard, IBM, Gartner, NCR Teradata, Peoplesoft, Oracle, SAP, SAS Institute, Siebel, Sybase, and Unisys;•Piloting the framework as a planning tool in the financial services and automotive sectors; and•Using the framework as a planning tool in two companies: global telecommunications and global logistics. Six workshops were held in each company.Process Identification and the CRM FrameworkWe began by identifying possible generic CRM processes from the CRM and related business literature. We then discussed these tentative processes interactively with the groups of executives. The outcome of this work was a short 170 / Journal of Marketing, October 2005 list of seven processes. We then used the expert panel of experienced CRM executives who had assisted in the development of the process selection schema to nominate the CRM processes that they considered important andto agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently completed a list representing his or her view of the key generic processes that met the six previously agreed-on process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories.As a result of this interactive method, five CRM processes that met the selection criteria were identified; all five were agreed on as important generic processes by more than two-thirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information management process, and (5) the performance assessment process.We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups: mangers from the previously noted companies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with comments and criticisms of previous versions. With evolving versions of the framework, we combined a synthesis of relevant literature with field-based interactions involving the groups. The framework went through a considerable number of major iterations and minor revisions; the final version appears in Figure 2.This conceptual framework illustrates the interactive set of strategic processes that commences with a detailed review of an organization’s strategy (the strategy development process) and concludes with an improvement in business results and increased share value (the performance assessment process). The concept that competitive advantage stems from the creation of value for the customer and for the business and associated cocreation activities (the value creation process) is well developed in the marketing literature. For large companies, CRM activity will involvecollecting and intelligently using customer and other relevant data (the information process) to build a consistently superior customer experience and enduring customer relationships (the multichannel integration process). The iterative nature of CRM strategy development is highlighted by the arrows between the processes in both directions in Figure 2; they represent interaction and feedback loops between the different processes. The circular arrows in the value creation process reflect the cocreation process. We now examine the key components we identified in each process. As with our prior work, we used the interaction research method in the identification of these process components.客户关系管理的战略框架在过去的十年里，管理层和学术界对客户关系管理（CRM）的兴趣激增。

文献信息文献标题：Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise（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：Idzikowski A, Kuryło P, Cyganiuk J, et al. Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise[J]. System Safety: Human-Technical Facility-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Customer Relationship Management (CRM)-Philosophy and its Significance for the EnterpriseAbstract The article presents the CRM (Customer Relationship Management) philosophy. The principles of building the CRM strategy, enabling building and strengthening ties with the client (including ensuring its safety in relationship with a company), thanks to which the company can expect continuous sales, have been presented. Exemplary tools used in CRM (such as: call centre, contact centre, key account management) are listed and described. An attempt has been made to assess the cost-effectiveness of implementing the CRM philosophy in the enterprise based on the SWOT analysis. The strengths, weaknesses, opportunities and threats of such an undertaking were analysed, and the results were presented in the summary and final conclusions.Keywords: CRM (Customer Relationship Management), call center, contact center, key account management, lead management, risks in relations with clients, customer safety1.INTRODUCTIONCRM is an abbreviation of the concept of Customer Relationship Management (Haenlein, 2017). CRM is the entire philosophy that combines a marketing concept with a business strategy on how to effectively manage customer relationships. The centre and also the object of interest is the client and their needs, including its safety in relationship with a company. According to Dr. Robert Shaw from Shaw Consulting, the author of the book "Measuring and Valuing Customer Relationships", CRM is “an interactive process of gaining an optimal balance between the organization's investments and the satisfaction of its clients in order to maximize profits”. The Main Statistical Office defines CRM as "Management methodology, which assumes the client being in the centre of business activities and is based on the intensive use of information technology to collect, combine, process and analyse customer information". CRM is a process that is constantly evolving and "requires abandoning the traditional business model focused on the organization. Supported by thoughtful investments in people, technology and business processes, CRM is the way of how the company meets its clients' needs" (Zachara, 2001).In business terms, CRM is a strategy "based on building customer loyalty towards an enterprise/brand by developing long-term, mutually beneficial relationships using the latest advances in information processing technology" (Deszczyński and Deszczyński, 2011).In marketing terms, CRM is a philosophy aimed at satisfying the client's needs, thanks to which effective marketing and effective sales are ensured. In marketing terms, CRM relies on "identifying, winning and educating customer loyalty, and in particular on collecting, integrating, processing and disseminating customer information in all the involved organizational units through possible information distribution channels" (Frąckiewicz and Rudawska, 2004).In IT terms, CRM is a tool whose task is to support the CRM philosophy in the company, so that the management of customer relations is more effective. CRM systems "collect data about clients, competition, contacts, negotiations, transactions, and marketing activities of the organization" (Stasieńko, 2007; Kaoud, 2018). CRM asa tool collects and combines various types of applications in the field of data processing and transfer, from marketing, sales, business and customer service areas. This system is called "a data warehouse with a specific profile, intended for managers of marketing and sales departments, used to analyze the behaviour and profile of customers, their response to marketing campaigns or the quality of the sellers' work" (Todman, 2003).2.DEVELOPING THE CRM STRATEGYThe first stage in developing a CRM strategy is undoubtedly defining the company's goal, i.e. what type of products the company wants to focus on, how these products should be sold, who will be a potential customer. Firstly, it is necessary to specify the product, the target group of recipients, and thus the type of market, eliminating risky clients. To determine the purpose of the company, it is helpful to examine the market and customer needs. The product must meet the customers' needs. The product and its functions should be a solution to a client's problem. It is not difficult to create a product, but matching it to the customers' requirements and fitting it to the market can be a challenge. Before launching the product, it is necessary to know the needs and preferences of individual customers. Information about customers' previous experience with other products is extremely valuable. This will determine the customer's preferences. It is also helpful to measure the level of customer satisfaction, thanks to which customer preferences will be defined (Maciejewski, 2012).The next step in building a CRM strategy is acquiring customers. Promotional and marketing campaigns serve this purpose, but they must be thoroughly planned. Customers are tired of excessive information on various products. Therefore, it is important to make it clear to the customer that the product has already been tried and fulfills its role. Customers generally do not have time to become familiar with the features of a given product. They want clear and specific information if anyone has tried this product before and what they think about it, is it safe to use and meet the client's expectations. Therefore more and more companies advertising their productrefer to the opinion of recognised experts (Liczmańska and Wiśniewska, 2011).Customer segmentation plays a major role in acquiring clients. Therefore, it is necessary to select customers who will generate profit for the company through their purchase. They are, the so-called, key customers, and therefore the most important for the company, because thanks to them, the company can operate and develop (Latuszek, 2012).Customer-centred approach means meeting their needs and thus gaining their trust. The efficient and thoughtful approach to sales as well as to the preparation of an offer for the customer will be very helpful.In order to gain customer trust, the key issue is good communication. Customers want to feel that they can always contact customer service. All available communication channels (mail, letter, telephone, etc.) should be used, but personal contact is the most important. It is then that the company gets to know the customer better and establishes closer relations. A personal meeting allows to learn about customer's preferences, even in private life. The knowledge of the client's hobby and a friendly conversation on this topic increase the feeling of trust, friendship and safety in the client.Acquiring a client is half the battle. The second half is to maintain them, to build good relationships with them, so they will come back for new products. To maintain the customer, it is advisable to provide them with an appropriate after-sales service. The customer wants to be sure that the company will provide them with advice and answer their questions.2.1.Selected tools of CRMIn addition to the basic product, companies are increasingly offering additional services to clients. Currently used CRM tools/services for building lasting customer relationships include:•call centre,•contact centre,•key account management,•lead management (applying communication standards in the customer acquiring process),•loyalty management (rules for granting loyalty packages and privileges).2.1.1.Call centerCall centre is a telephone service centre, also called telemarketing. This concept was coined about 40 years ago by Continental Airlines (American airlines). In the 1990s, first applications were created to improve and record customer telephone service. The job duties include telephone contacts with clients, answering their questions, offering various types of services (e.g. placing orders for a customers), solving problems (e.g. technical support in the case of broken equipment) and active sales of products.2.1.2.Contact centreContact centre is a customer service centre. It is an extension of the Call Center, since it enables contacts between customers and employees not only by phone but also by e-mail, letter, chat, video calls, text messages, etc. It is more customer-friendly because it gives them the opportunity to choose the type of contact with the service office. For employees, this is a challenge and a break from monotony, because they have many communication channels at their disposal. The contact center, as the name suggests, is focused on constant contacts with the client, problem solving, consulting and sales. Nowadays, companies offer more and more modern forms of communication with the client, such as video calls, where the client and consultant can see and talk freely. Thanks to this type of solutions, the company can serve clients from all over the world (Szybalski, 2008).2.1.3.Key Account ManagementThe term Key Account Management, relates to a person managing key clients. The Key Account Manager's tasks include caring for key clients, advising them and presenting the company's product range. He is also responsible for product sales and trade negotiations. The person also prepares contracts and coordinates their implementation. He/she conducts an active analysis of the market and consumer needs, participates in actions promoting the product. Thus, generally, the duties includeservicing existing clients and acquiring new ones (Zachara, 2001).2.1.4.Lead management (management of information on company offers)This is one of the CRM processes aimed at informing potential customers about the company's offer. At the same time, as part of Lead management, the aim is to obtain information on the recipients' purchasing preferences. One of the tasks is to contact the customer again in order to collect feedback on the product and the offer (Deszczyński, 2013).2.1.5.Loyalty management (management of loyalty packages)Loyalty management aims to retain customers by offering privileges and loyalty packages, e.g. in the form of discounts (Deszczyński, 2013).3.CRM IT SYSTEMCRM IT systems support the processes of the sales cycle, maintaining relations with customers, surveying their satisfaction levels, examining the needs of newly acquired clients as well as the operation of service and consulting activities (Zachara, 2001). This system collects and processes information in the field of: sales, customer service, marketing, time and correspondence management as well as after-sales service.The CRM software consists of (Wróblewska, 2013):•operational component,•communication component,•analytical component,The CRM operational component (front office) is a database of clients and sales-order transactions. It is used to consolidate customer data and to record every contact with the customer. The operational subsystem gathers information about personalized offers for the customer. It enables monitoring of customer service and sales reporting.The CRM analytical component (back office) analyses data collected in the operational CRM. This analysis allows understanding the customer's purchasing behaviour. On this basis, it is possible to analyse and plan promotional campaigns,conduct customer segmentation and forecast sales. The analysis performed by this subsystem helps in making strategic decisions, reducing the risk of failure.The CRM communication component enables direct contact with the client using all available means of communication (telephone, fax, email, etc.). It also allows data transfers between the head office and sales representatives (Wróblewska, 2013).The basic advantages of the CRM include (Stasieńko, 2007):•automatic registration of contacts with clients,•servicing the client by a group of people from the company,•solving the client's problems,•more accurate and realistic sales planning,•greater number of customers served,•faster responding to clients' enquiries.4.IMPLEMENTATION OF CRM STRATEGY IN ENTERPRISE – PROBLEM ANALYSIS4.1.Problem definitionA lot of enterprises are struggling with declining sales and loss of customers. This is related to the fact that companies apply a traditional marketing model in sales: they value sales results rather than customer relationships. Companies focus on reducing costs and increasing production. Costs reduction leads to lower quality. Focusing on increasing production and costs leads to neglecting customer needs. Companies do not research the market, and thus do not know what product the potential buyer is looking for. Companies focus on one-off sales, they do not maintain customer relationships. The lack of ties leads to the loss of the client, who will look for more optimal, competitive solutions. As part of the cost reduction many companies do not introduce loyalty packages, e.g. in the form of discounts, which discourages the client from cooperation with the company. The lack of attractive, personalized offers also contributes to reducing the customer portfolio. Enterprises do not segment customers, "safe" for the company, and thus they do not focus on the most profitable customers. Directing the same offer to all recipients leads todeepening financial losses. It also results in the loss of competitiveness on the market. Another problem is the lack of tools allowing efficient customer service and after-sales service. Without these tools, the company can not develop its range of products because it does not have any valuable feedback from customers. Companies do not collect information about key clients or such information is collected in a chaotic manner, which makes it difficult to build good customer relationships.All of the presented problems can be reduced to the basic problem, which is the lack of customer relationship management in the company. In the long term, this problem leads to:•worsening of the company image on the market,•the loss of cometitiveness,•the loss of customers,•the loss of revenues and profits,•worsening of cash flow and the company profitability,•declining sales,•increase in number of complaints.4.2.Suggested solutionsThe solution to the declining and inefficient sales is the introduction of the CRM strategy in the company. It is a client's needs oriented solution. The introduction of CRM in an enterprise involves the reorganization of work in the company. For this purpose, the company sets its goals and promotes the idea of CRM in the company. Each employee must understand the essence of CRM and identify with it. The database thus created will allow the analysis of the target market and the identification of key clients. Next, the company should develop and implement a marketing strategy using selected CRM tools, such as customer service, after-sales service and loyalty packages for regular customers. Support for the implementation of CRM in the enterprise will be provided by a computerized CRM system that will integrate the company's operations. Companies that implement CRM are advised to consult specialists in the field of customer relationship management. Experts will advise on how to start, how to implement CRM effectively and economically.4.3.SWOT analysis of the suggested solutionTable 1 presents the SWOT analysis of the suggested solution for the issues analysed in the article.Table 1 SWOT analysis – strengths and weaknessesTable 2 SWOT analysis – threats and opportunities5.Conclusions“Considering all the problems faced by today's organization, it can be stated that the CRM, as a business concept, fosters the complex approach to the client, and in particular the determination of the company's ability to implement the product, service and their combination that will be attractive to customers. It helps to establish the company's ability to acquire new and retain loyal customers, to increase customer satisfaction and to strengthen loyalty” (Maciejewski, 2012). The implementation of the CRM strategy allows to significantly optimize costs and increase the margin. The percentage of sales also increases, and so does the profit of the company, and the levelof customer confidence. The policy of focusing on the client's needs strengthens the company's image on the market and makes it attractive to potential recipients of goods or services.However, it should be remembered that introducing the CRM into the company may cause changes in its organization and the way of thinking. The introduction of CRM, and especially the CRM computer system is a long and expensive process. If the company does not clearly define its goals, the implementation may be unsuccessful.Although the implementation of the CRM philosophy in a company is an expensive and time-consuming process, it is profitable and beneficial in the long run. Considering the fact that CRM is a tool that may help to build long-lasting relationships with customers, and thus increase sales, it can be assumed that the investment in CRM implementation will return, provided that the company's operations are thouroughly thought through.中文译文客户关系管理（CRM）的理念及其对企业的意义摘要本文介绍了CRM（客户关系管理）的理念。

客户关系管理毕业论文外文翻译CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia Prejmerean.Lect. univ. dr. Alina Mihaela Dima.Academy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania.Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.1. IntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom ofmovement for all the four factors of production (goods, services,capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information systemA winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management & marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, theenterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D?Amico,1993). The marketinginformation system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects.3. Customer relationship managementCustomer Relationship Management has been around for the last 30 years, but it became very important when companies changed theirattitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climatethat encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are usedproactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006).When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trustsit and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe thatif a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), createrelationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more ofthose “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesizedin a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).4. Developing a strategy in customer relationship managementBecause CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic frameworkis very high. Thedimensions of a CRM strategy are mainly focused on defining the following topics:(1)object of the customer relationship management:the company hasthreeoptions: focusing on the company itself, on a brand or on the distributor.(2)target segment:the company usually sets priorities betweendifferentcustomer segments, it defines strategic customers based on theportfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;(3)ways of retaining the customers:customers’ satisfaction is inthe centre ofall the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;(4)choosing the instruments of CRM:the company combines theinstrumentsof the 4P?s with focus on the customer;(5)intensity and timing of the CRM decisions:show when and howshould thecompany introduce different instruments; programmes can last fromone day to one week, or from three month to two years;(6)cooperation within the CRM programme:sometimes the company mustcooperate with other partners from the distribution channel, mainly between producer ,wholesaler and retail.5. Instruments of customer relationship managementThe communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialoguewith the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients’ home or business address to promote a product or service. In CRM the mailedissue can vary from a simple letter to a catalogue, and its sending willalways occur at a particula r moment in customer’s life (birthday, invitation for an event). It mustincorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are animportant tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifestyle-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance prestige and expectations of its customers;Telemarketing allows companies to undertake marketing research andis highly measurable and accountable; the number of positive and negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling. The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic to your company’s Web site. Event-marketing takes place in three main areas: theproduct (here, it focuses on increasing sales), the corporation (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002).The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers isrealised through a Key Account Management which develops programmes for special customers.6. ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of thecompany. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company whichconcentrated on a price strategy should check how prepared its rivalsare for a competition in the aforementioned fields. CustomerRelationship Management increases its flexibility and adaptability tothe market, in a world of capricious clients.客户关系管理作者:Mihaela Cornelia Prejmerean.LectAlina Mihaela Dima这是一份来自布加勒斯特(罗马尼亚首都)经济学院的研究摘要:经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战:来自欧盟的激烈竞争和抢夺消费者的大战。

文献信息文献标题：Customer relationship management and big data enabled: Personalization & customization of services（客户关系管理和大数据：服务的个性化和定制化）文献作者及出处：Anshari M, Almunawar M N, lim S A, et al. Customer relationship management and big data enabled: Personalization & customization of services[J]. Applied Computing and Informatics, 2019, 15(2): 94-101.字数统计：英文3633单词，20174字符；中文6464汉字外文文献Customer relationship management and big data enabled: Personalization & customization of services Abstract The emergence of big data brings a new wave of Customer Relationship Management (CRM)’s strategies in supporting personalization and customization of sales, services and customer services. CRM needs big data for better customers experiences especially personalization and customization of services. Big data is a popular term used to describe data that is volume, velocity, variety, veracity, and value of data both structured and unstructured. Big data requires new tools and techniques to capture, store and analyse it and is used to improve decision making for enhancing customer management. The aim of the research is to examine big data for CRM’s scenario. The method of collection of data for this study was literature review and thematic analysis from recent studies. The study reveals that CRM with big data has enabled business to become more aggressive in term of marketing strategy like push notification through smartphone to their potential target audiences.Keywords: Big data; Data analytics; CRM; Web 2.0; Social networks1.IntroductionManaging good customer relationship in an organization refers to the concepts, tools, and strategies of customer relationship management (CRM). CRM as a tools with Web/Apps technology provides organizations ability to understand customers or potential customers its usual practices and thus deliver a particular activities that might convince them to make transactions and decisions. CRM has been discussed in many fields such as business, health care, science, and other service industries. The massive adoption of big data in any sectors has triggered assessment of frontend perspective especially managing customer relationship. It is pivotal to examine the role of big data within CRM strategies.Big data have quantum leap to a digital era where public generates a huge data in any sectors and industries. The amount of data are captured, collected, and processed by organization through digital sensors, communications, computation, and storage had captured information which was valuable to businesses, sciences, government, and society at large. A large amount of data streaming from smartphones, computers, parking meters, buses, trains, and supermarkets. Search engine companies collect enormous amount of data per day and share these data to useful information for others as well as their own used.Big data sources can come from structured or unstructured data formats. These data sources are gathered from multi channels like social networks, voice recording, image processing, video recording, open government data (OGD), and online customers’ activities. Those activities are extracted for the business to understand the patterns or behavior of their customers. Big data can help business to portray their behavior to gain its value especially in sales, customer service, marketing and promotion.Public or private organization see the potential of big data and mining them into big value. Many organizations have made huge investments to collect, integrate, analyse data, and use it to run business activities. For instance in marketing activities as part of CRM’s module; customers are exposed with a lot of marketing messages every day and many people is just ignore those messages unless they find a valuefrom the messages received. Email campaigning program are distributed to public or random customers about their new product so that customers might be interested to have one. Email campaigning may turn into disappointing situation because customers feel bombarded with the spam and lead to increase number of unsubscribes. Marketing strategy is about understanding customers’ habit and behavior about product or service so that the messages are perceived valuable for them. Unfortunately, many organizations may simplify marketing strategies by focusing a short term relationship with their customers with no path in attracting, retaining, and extending for long term relationship. Therefore, there is a need for personalization and customization of marketing that fits for each and every potential customer.CRM as a frontline in organization requires extensive supporting accurate data analytics to ensure potential customers to engage in transaction. Since customers make buying decisions every day and every decision depends on consideration of cost, benefits, and value. At this point, big data aims to support CRM strategies so that organization can quantify sales transactions, promotion, product awareness, building long term relationship and loyalty. Furthermore, the paper address the following question: How can big data in CRM will enhance CRM strategies in delivering personalization and customization of services for customer? The structure of this study is organized as follows. In the next section, a literature review of related work. Section 3 explains the methodology and results of our study. Section 4 presents a discussion of our findings. Recommendations for suggested future research directions are presented in Section 5, and Section 6 concludes the paper.2.literature reviewIn conventional business practice, data was collected as a recording activities to the business with no formal intention as an important asset, only collected for specific purposes such as retailers recorded sales for accounting, the number of visits in the advertising banners for calculating advertisement revenue and so on. Since many organizations either privates or publics have realized the value of data gathered as an asset, data no longer treated as its initial purpose. With the capabilities of processinghuge amount of data, it has created a new industry of data analytic services. For example IBM and Twitter involved partnership on data analytics for the purpose of selling analytical information to corporate clients in order to provide businesses a real-time conversations to make smarter decision. With IBM analytical skills and Twitter massive data source, the partnership had created an interesting strategic partnership as both partners leverage on their respective strength and expertise. Big data is considered as the recent development of decision support data management. Big data have big impact towards businesses ranging from CRM, ERP, and SCM. In the next section is discussed recent literatures on CRM and big data.2.1.Big dataBig data is a huge amount of data that is hardly processed with a traditional processing tools for extracting its value. It has an impact in various fields like business, healthcare, financial, security, communication, agriculture, and even traffic control. Big data creates opportunities for business that can use it for generating business value. The purpose is intended to gain value from volumes and a variety of data by allowing velocity of analysis. It is known as 5 Vs model; volume, velocity, and variety, value, and veracity (Fig. 1). V olume means processing massive data scale from any data type gathered. The explosive of data volumes improve a knowledge sharing and people awareness. Big data is a particularly massive volume with a large data sets, and those data cannot be analysed its content using traditional database tools, management, and processing. Velocity means real time data processing, specifically data collection and analysis. Velocity processes very large data in real-time processing. In addition, big data escalates its speed velocity surpassing that of old methods of computing. Variety is any types of data from various channels including structured and unstructured data like audio, video, image, location data for example Google Map, webpage, and text, as well as traditional structured data. Some of the semistructured data based can use Hadoop. It focuses on analysing volumes of data involved and mining the data and calculations involved in large amount of computing. Finally, veracity refers to data authenticity with the interest in the data source of Web log files, social media, enterprise content, transaction, data application. Date need a validpower of information to ensure its authenticity and safety.Fig. 1. Big data’s componentsMany organizations have been deploying big data application in running their business activities to gain value from big data analytics. Value is generated from big data processing that supports the right decision. Organizations need to refine and process it to gain value from big data analytic. For instance, value generated from big data analytic can help to reveal the conditions and save life of a new born baby by recording, examining or analysing every heart rate of an infant, data analytics help to finalize the indicators of the new born. One of the applications on the use of big data is to optimize machine or device performance. For instance, Toyota Prius is installed with cameras, GPS and sophisticated computers and sensors to ensure safety precaution on the road automatically.Big data also reduces the maintenance costs for instance, organizations deploy cloud computing approach where data are stored in the cloud. The emergence of cloud computing has enabled big data analytics to be cost efficient, easily accessed, and reliable. Cloud computing is robust, reliable and responsive when there are issues because it is responsible of cloud service provider. Since, service outrages are unacceptable at the business. Whenever data analytic goes down impacting marketingactivities are disrupted and customers have to question whether to trust such a system. Therefore reliability is competitive advantage of cloud computing in big data application.In addition, businesses have aggressively built their organization on big data capabilities. Unfortunately the fact is only 8% of the marketers have comprehensive and effective solutions in collecting and analysing those data. Evans Data Corporation conducted survey of big data and advanced analytics in organization (Fig. 2). Customer-cantered departments like as marketing, sales, and customer service are dominant users for 38.2% of all big data and advanced analytical apps. While, marketing department has the most common users (14.4%) of the data analytics, followed by IT (13.3%), and research for 13% (Columbus, 2015).Fig. 2. Big data analytics usage in organization. Sources: Evans Data Corporation2.2.Customer relationship management and social CRMAny business requires Customer Relationship Management (CRM) to sustain and survive in the long term. CRM is a tool and strategy for managing customers’ interaction using technology to automate business processes. CRM consists of sales, marketing, and customer service activities (Fig. 3). The aims are to find, attract newcustomers, nurture and retain them for future business. Business uses CRM in meeting customers’ expectations and aligning with the organization’s mission and objectives in order to bring about a sustainable performance and effective customer relationships.Fig. 3. CRM scope & moduleThe emergence of Web 2.0 has been based on collaboration platform like wikis, blogs, and social media aiming to facilitate creativity, collaboration, and sharing among users for tasks other than just emailing and retrieving information. The concept of a social network defines an organization as a system that contains objects such as people, groups, and other organizations linked together by a range of relationships. Web 2.0 is a tool that can be used to communicate a political agenda to the public via social networks. Users can gain access to the data on Web 2.0 enabled sites and exercise control over such data. Web 2.0 represents a revolution in how people communicate facilitating peer-to-peer collaboration and easy access to real-time communication. The rapid growth in Web 2.0 has impacted organization that cannot their customer relationship by using traditional CRM techniques. Social CRM is a recent approach and strategies to reveal patterns in customer management, behavior, or anything related to the multi channels customers’ interactions as expressed at Fig. 4. Social CRM makes more precise analysis possible based on people conversation in social media, and thus helps them to provide more accurate programs or activities leading to customers’ interests and preferences.Fig. 4. CRM 1.0 vs CRM 2.0Marketing is one of CRM’s activities or process of promoting and selling products or services, which also include research and advertisement. Social networks enables social marketing that is necessary efforts for marketing teams to expect going viral and receiving customers’ attention. ‘‘Marketing, is defined an the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”. Marketing should focus on building relationships and meanings. It also applies to sales and customer services where organizations use social networks as a tool to make sales as much as possible of handling customers’ complaint at social media. Since social networks is part of big data source, the next question, how big data will impact CRM strategies.Social media has empowered customers to make conversation and business organization may utilize an increasing amount of data through people conversations that is available to them for company’s benefits such as understanding customer preference, complaining items, people expectations. Web 2.0 platform allows customers to express their opinions. In the context of CRM, social networks provide a means of strengthening relationships between customers and service providers. Itmight be utilized to create long-term relationships between business organizations and their customers and public in general. Adopting social networks into CRM is known as Social CRM or a second generation of CRM (CRM 2.0) that empowers customers to express their opinions and expectations about product or services. Social CRM has become ‘a must’ strategies for any organization nowadays to understand their customers better. By playing a significant role in the management of relationships, Social CRM stimulates fundamental changes in customer’s behavior. Social CRM has an impact towards multi channels relationships in all areas either public or private sectors is no exception.3.MethodThe study investigates the factors that an organization considers to adopt big data. The objective of the study is to investigate recent big data adoption in an organization. The methods consisted of in-depth analysis of the latest research on big data in business organization. The data for this report was through literature review of articles ranging from 2010 to 2015. The reason for choosing this time period because of the velocity of big data, any older articles might have irrelevant information. Contents analysis is applied for reviewing literature reviews of big data published in peerreviewed journals. The review process then is clustered into a thematic. We enhance and integrate various possible solutions into proposed model. We chose only English-language articles published in peer-reviewed journals. After removing duplicates and articles beyond the scope of this study, these articles were reviewed to extract feature of CRM and big data capabilities at Fig. 5.Fig. 5. Big data and marketing4.DiscussionBusiness realizes that their most valuable assets are relationships with customers and all stakeholders. In fact, building personal and social relationships become important area in marketing. The importance of relationships as market based assets that contribute to customers’ value. With the amount of data increase, some business organizations use advanced powerful computers with a huge storage to process big data analytics and to increase their performance resulting in tremendous cost saving. Businesses manage structured and unstructured data sources such as social marketing, retail databases, recorded customer activity, logistics, and enterprise data to establish a quality level of CRM strategies by having the abilities or knowledge on how to recognize big data and its advantage. While, big data analytics is a process to reveal the variety of data types in big data itself. There are some CRM strategies that can happen through big data and big data analytics.Since big data can provide a pattern of customers’ information, businesses can predict and assume what are the needs of their customers nowadays. Fig. 5 indicates basic framework on how big data can contribute to generating CRM strategy. Big data had helped shaped many industries and changed the way businesses operatednowadays. Big companies definitely benefited from this shift especially companies such as technology giants such as Amazon and googles and would continue to serve these giants from the sheer volume of data they generated. Data Velocity showed how marketers could have access to real-time data, for example real time analytics of interactions on internet sites and also social media interactions.CRM with the big data influence, a new paradigm had been created to allow accessibility and availability of information which result in greater take up by big or small business alike. Big data offers pervasive knowledge acquisition in CRM activities. Big data will support long-term relationship through understanding customers’ life cycle and behavior in more comprehensive perspective. Customers voluntarily generate a huge amount of data daily by detailing their interest and preference about products or services to the public through various channels. Therefore, big data analytic can come up with a comprehensive views of customers so that organization can enhance service fitting with customer attention, engagement, participation, and personalization. The study introduces several fundamental concept of marketing with big data that are closely related to customer based CRM strategies in an organization by engaging customer life cycle.CRM with big data brings a promise of big transformation that can affect organization in delivering CRM strategies. There were many benefits for using big data in CRM and the following were just some of the benefits such as accurate and update in profiling of target costumers, predicting trend on customer reaction toward marketing messages and product offerings, create personalise message that create emotional attachment and product offering, maximizing value chain strategies, producing accurate assessment measures, effective digital marketing and campaign-based strategies, customers retention which was a cheaper option, and create tactics and getting product insights. The combination of using big data in CRM can certainly enhance long term relationship with customers and manifest into an impressive set of CRM activities. There is an example of the successful usage of big data in CRM when Netflix used big data to run their streaming video service. Instead of using traditional methods of data gathering, they were able to find out what theircustomers want and made measurable marketing decisions. Big data can perform better CRM strategies than any processes with double the speed.CRM with big data features becomes more aggressive in term of marketing strategy like push notification through smartphone to the potential target audiences. Web / Apps users who make comment, liking page, or comes back visiting Web or Apps are potential customers are targeted for pushed notification. Technically, there are many third parties for Apps or Web that can help business to set up push notification right to the users. For instance, there are also many plugin supports web push facilities in CMS based website. Notification can be set up auto generated or manual whenever new contents are available directed at customer convenience in the form of text message, link sharing, or smartphone notification offering promotion at nearby shop. CRM aims to quantify sales transactions, promotion, product awareness, while its strategies for building long term relationship and loyalty. Businesses cannot simplify marketing strategies only focusing a short term relationship with customers without any path in attracting, retaining, and extending for long term relationship.In addition, the organization can also create better customer personas by using the profile data as the backbone of creating accurately personifications for the customers. Also the organization will have data on what the customers’ needs and preferences and used this data to provide better content for the audience where the content is relevant and valuable to them. All these data can also provide valuable information for the management team to improve marketing budget management by ensuring business operational process stayed on budget with the help of data and to be more focused and targeted.5.ChallengesBig data in CRM has very much potential to offer, with its ability to collect and produce a big amounts of data, big data could really be the downfall as well without the proper expertise and tools to obtain and analysed them. Many challenges must be managed before these potential can be fully optimized. Firstly, it may occur when organizations are shortage in technical supports and expertise. Secondly, it is difficultto track customer behavior especially trailing customers moving from brand awareness to conversion. It challenges to connect the dot from online to offline channels such as when and where customer see or read about a product to finally purchasing the product. Thirdly, CRM with big data may need more user friendly data analytics tools in producing report especially when it comes to utilizing the data appropriately across the channels, especially when they do not understand the effectiveness of their efforts in the process. There is no one size fit all solution, staffs need to integrate big data into their strategies, especially products lines, and content offering and customer journey is unique. Until such tools is available many CRM staffs would continue to search for solutions to overcome this challenge. The last challenge refers to data authenticity with the interest in the data source of Web log files, social media, enterprise content, transaction, data application may need a valid power of information to ensure its authenticity and safety. For examples, all the post or tweets we post on social networks are observed by the one who manages the big data. Finally, there is a possibility that the research may lack of generalizability because it requires case study and primary data collection from the business organizations, this research will plan to reach a large number of participants in the future.6.ConclusionCRM is about understanding of human behavior and interests. Big data can be expected to improve customer relationship as it allows interactivity, multi-way communications, personalization, and customization. The recent developments of big data analytics have optimized process, growth, and generate aggressive marketing strategy and delivering value for each customer and potential customer. CRM with big data enabled engage customers in delivering affective CRM activities where marketing teams at the organizations tune the ideas into executable marketing program. Big data enhance CRM strategies by understanding better customers’ habits and behaviors so that business can deliver CRM be more personalized and customized for each and every customers. Finally, CRM with big data will make better tools andstrategies more personalized and customized to the customers because they understand well target audiences and intended message to send.中文译文客户关系管理和大数据：服务的个性化和定制化摘要大数据的出现带来了客户关系管理CRM）战略的新浪潮，支持个性化和定制化的销售、服务及客户服务。

客户关系管理外文文献
客户关系管理（Customer Relationship Management，CRM）是指企业通过建立和维护与客户的良好关系，从而实现持续盈利的管理理念和实践。

CRM系统通常涉及使用技术和流程来帮助企业管理与客户的互动和沟通，以提高客户满意度和忠诚度。

在外文文献中，关于客户关系管理的研究和实践涉及了许多方面。

首先，有关CRM系统的研究，这些文献可能涵盖了CRM系统的设计、实施和使用，以及对CRM系统对企业绩效和客户满意度的影响等方面的内容。

其次，关于客户关系管理策略的文献可能涵盖了客户洞察、客户细分、客户接触点管理等内容，以及这些策略对企业销售和市场营销的影响等方面的研究。

此外，还有关于CRM在不同行业和文化背景下的应用的文献，这些文献可能涉及了跨国公司的CRM实践、不同国家和地区的CRM市场特点等内容。

客户关系管理的外文文献还可能涉及了CRM系统和大数据、人工智能等新兴技术的结合，以及对未来CRM发展趋势的展望和预测等方面的内容。

总的来说，客户关系管理的外文文献涵盖了广泛而深入的研究领域，涉及了企业管理、市场营销、信息技术等多个学
科领域，对于理解和实践客户关系管理理念和方法具有重要的参考价值。

XXX 学院毕业设计(论文)外文资料翻译学院：计算机与软件工程学院专业：计算机科学技术(软件工程方向)姓名：学号：外文出处：Goy Kakus.THE RESEARCH OFCUSTOMER RELATIONSHIPMANAGEMENT STRATEGY [J]. International Journal ofManagement Research & Review, 2017, 1(9): 624-635.附件： 1.外文资料翻译译文；2.外文原文。

注：请将该封面与附件装订成册。

附件1：外文资料翻译译文客户关系管理战略研究Goy Kakus摘要客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品,提供更好的客户服务、交叉销售和更有效的销售,达成交易,保留现有客户并更好地理解你的客户是谁。

本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。

然而,我们对其定义和意义还存在一些困惑。

本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础,从而对客户关系管理的知识作出了贡献。

关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略引言CRM 是客户关系管理的简称。

它的特征在于公司与客户的沟通,无论是销售还是服务相关的。

客户关系管理这一术语经常用来解释企业客户关系,客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户,达成合同和赢得销售。

客户关系管理通常被考虑作为一个业务策略，从而使企业能够:*了解客户*通过更好的客户体验留住客户*吸引新客户*赢得新客户和达成合同*提高盈利*减少客户管理成本*通过服务台等工具软件,电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。

设计精良的客户关系管理包括以下特征:1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动,帮助客户解决他们的疑问。

Customer Relationship Management (CRM)CRM refers to a business strategy that focuses on managing and enhancing customer relationships, often through the use of technology and data analysis. The goal of CRM is to understand customer needs and behaviors, improve customer satisfaction and loyalty, and ultimately drive business growth and profitability.CRM systems typically involve a combination of people, processes, and technology to gather, manage, and analyze customer data across various touchpoints, such as sales, marketing, customer service, and more. By understanding customer preferences, behaviors, and needs, businesses can personalize their marketing efforts, improve product development, and deliver better customer service.The benefits of CRM include:Improved customer satisfaction and loyalty: By understanding customer needs and delivering personalized service, businesses can improve customer satisfaction and foster stronger, longer-lasting relationships.Better decision-making: CRM systems provide businesses with a wealth of data about their customers, which can be used to make more informed decisions about marketing, product development, and other strategic areas.Increased efficiency: CRM systems automate many tasks related to customer management, such as data entry, lead tracking, and customer service inquiries. This can help businesses save time and reduce costs while improving overall operational efficiency.Better marketing effectiveness: CRM systems enable businesses to segment their customers based on various criteria, such as demographics, behaviors, and preferences. This allows businesses to target their marketing efforts more effectively, increasing the likelihood of converting prospects into customers.Overall, CRM is a critical component of any business that wants to build strong, long-lasting relationships with its customers and drive growth and profitability.。

客户关系管理理念、技术和实施参考文献以下是一些关于客户关系管理（CRM）理念、技术和实施的参考文献：1. Buttle, F. (2018). Customer Relationship Management: Concepts and Technologies. Routledge.这本书提供了有关CRM的基本概念和技术的详细介绍。

2. Peelen, E., & Beltman, R. (2013). Customer Relationship Management. Pearson Education Limited.这本书解释了CRM在营销和销售中的重要性，并提供了实施CRM战略的实用指南。

3. Rigby, D., Reichheld, F., & Schefter, P. (2002). Avoid the four perils of CRM. Harvard Business Review, 80(2), 101-109.这篇文章讨论了实施CRM时可能遇到的四种困境，并提供了相应的解决方案。

4. Winer, R. S. (2001). A framework for customer relationship management. California Management Review, 43(4), 89-105.这篇文章提出了一个以顾客为中心的CRM框架，重点介绍了CRM对于市场营销策略的影响。

5. Peppard, J., & Rylander, A. (2006). From value chain to value network: Insights for mobile operators. European management journal, 24(2-3), 128-141.这篇文章涵盖了CRM在移动运营商业务中的重要性，并介绍了构建价值网络的方法。

毕业论文（设计）外文翻译题目：论客户关系管理在市场营销中的运用一、外文原文标题：Customer Brand Loyalty原文：AbstractWith the appearance of deceptive sales, poor customer care and crooked promotion, keeping loyal customers becomes even more difficult .Even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.Keywords: Customer care, Brand, Customer loyalty, Brand loyalty1. Back ground information of customer brand loyaltySince the world is a global marketing now, competition among diverse corporations has become more drastic. In order to seize hold of the advantaged position in the marketplace, a mass of marketing specialists work out multifarious strategies to insure their triumph for a long time. Among these advanced strategies, developing and maintaining customer brand loyalty is considered to be a preferable option by more and more entrepreneurs. Nevertheless, there are still lots of people who refuse to attempt to this technique. They assert that it is impossible to achieve the ideal target, especially in the developed marketing economy. One can clearly see that even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.1.1 The definition of brand loyaltyBrand loyalty is defined as keeping preferable to a specific product or service (BNET Business Dictionary). To rephrase it, faithful purchasers trend to pay money for the same brand of merchandise, and speak highly of its values. What’ more, they believe that their choice is betterthan others.1.2 The development of the conceptThe notion of purchaser trustworthiness came through a long time and changed a lot. In an article by Gonring (2008, p.29), customer brand was given the definition of product quality before the 1980s. During the late 1980s and near the beginning 1990s, its emphasis changed from quality to customers. Still, with the competitors coming into the market in the late 1990s, satisfying and caring much about the clients became a much more significant object of many corporations. Since then, people have paid more and more attention on customer to make more profits.1.3 Four types of loyaltyCustomer brand loyalty has many aspects. Rowley (2005, p.574) concludes that there are four types of loyalty: captive, convenience-seekers, contented and committed. Captive customers prefer repeatedly purchasing the same product, service and brand because of lack of opportunities to substitute for alternatives. Convenience-seekers may not respect the brand itself, but look on the convenience that can carry. Contented consumers however, have a positive attitude to a brand, but they won’t attempt to some extra consumption. The perfect one is the committed, who are active both in attitude and behavior.2. Consumer brand loyalty has a significant position in the marketing.2.1 Regarded as an essential feature of brand valueIt is admittedly true that shopper allegiance for a brand in truth contributes much to marketing. According to the concept of brand loyalty, it is regarded as the essential feature of brand value. The American Marketing Association gives it the explanation as “the situation in which a consumer generally pays money for the same manufacturer-originated product or service repeatedly over time rather than buying from multiple suppliers within the category” or “the degree to which a consumerconsistently purchases the same brand within a product class”(2006, qtd in Moisescu).The author draws attention to the fact that since other descriptive aspects of brand equity, such as considerable quality, associations and awareness, all have consanguineous relationship with purchase and appreciation, they can guarantee the level of brand loyalty. It follows that brand fidelity may add the satisfaction of other dimensions of brand value. For example, brand devotion always leads the payers to believe the perceived quality of the brand is better than others.2.2 Cut down costsThis strategy may facilitate vendors expend less but attain utmost money in the marketing. The work of Reichheld (2000, qtd in Banasiewicz) reveals that sellers have to waste as much as four times money to attract new clients than to continue the loyal customer. On account of this, the author turned to a perfect statistic to prove this contention. He goes on to indicate that for an individual customer, you have to just spend 5 percent of wealth for keeping his loyalty; alternatively, you will receive 75% of profits that he will bring in. It can be comprehended as acquiring new purchasers expend more money to advertising, giveaway and industry discount.2.3 Less sensitive to priceTypical loyal purchasers are less sensitive to price. Because of this, when a product mark up, they won’t lessen the quantity of they buy. It is the view of Reilly (2008) that loyal customers deem the assessment of the product. As a consequence, they strong believe their choices. In that case, they trend to center less on the price.2.4 Bring in new potential faithful consumersThe potential benefit that the loyal customers are able to add is that they may bring in more new consumers. At the same time, these potentialconsumers are also possible to become the future loyal customers. A good example of this is that when one repeatedly buy the same brand cosmetic, and consider it convenient to use, he will recommend it to his classmates and girl friend. Hence, there is no wonder that people around always own the same brand of clothes as well as other commodity. In contrast, if people around me complain the poor quality of a brand to me frequently,I won’t think of owning it as well.2.5 Benefit in global marketplaceMost of all, in the global economy, client brand dependability stands out as an important competitive weapon. Kust (2008, p.24) correctly argues that the world has switched into a global business in the last 10 decades; developing the brand loyalty globally is essential to enter the market. He goes on to indicate that in order to keep a trust relationship with their consumer, corporations should create a customer brand loyalty program among customers.3. Difficulties sometimes stop businessmen from working out the technology.3.1 Purchasers refuse loyalty programsIt is a popular belief, however, that we may find certain difficulties to face with consumer loyalty. First of all, Consumers are less willing to participate to customer loyalty program for several reasons. The excellent consumer loyalty program concludes both rewards and recognition; nevertheless, notwithstanding, the target doesn’t make sense in th e modern society. Thomas (2009, qtd in Silverstein) draws attention to the fact that with customers facing an array of choices, they will be particular about what they buy; as a consequence, we are paying more attention on the rewards of a product. It mean s that little rewards won’t satisfy us any more. In other words , it is the modern economy environment that makes it more difficult for the sellers to remunerate people.3.2 Loyal programs is incompleteYet another primary reason for non-participation is that customers have more requirements on loyalty program .According to Silverstein (2009), more than 50% of audiences complain that most loyalty programs look the same, so they lose interest to belong to any program. Worse still, some people who once took part in any loyalty program even drop out because of these two reasons. At the same time, some people content that companies entrepreneurs shouldn’t rely absolutely on customer fidelity. A good example of this is that current loyalty program exists some drawbacks which make its function incomplete (2003, Uncles, p.294). The author examines that most people trend to pay money for the product they require. In simpler terms, customers choose only one category of brands is an ideal condition.4. There are sever al infections of purchasers’ loyalty.While it is true that retaining loyalty meets a lot of trouble, there is something can be done to reduce the risks. It can be clearly be maintained that finding the complication of brand loyalty can aid us solve the problems. To begin with, they should have a deep analysis of the customers’ purchase inclination. For instance, what they would like to pay, how much they prefer to spent on the particular kind of good, and how often they go on shopping (Neuberger, 2008).4.1 Brand reputationEnterprisers should pay more attention on the relationship of brand loyalty and brand reputation. Reference to Selnes (1996, p.19) reveals that, brand reputation is one of the most significant driver of brand loyalty, so it is efficient to pursue reputation for better consumer reliability. To put it briefly, having a good reputation means that customers are preferable for this product on attitude; hence, they will take action to buy this products. That is to say, brand reputationcontributes to brand loyalty by increasing willingness and belief so that the attitude may change to behavior.4.2 Brand imageBrand image play an important role in brand building, especially in customer dependability. As Reichheld (2001,qtd in Hsieh and Li, p.529) perceptively state that preferable brand image will lead consumers to conceive a perception of an organization’s public relationship practice, which matches the corporate reputation better. With this in mind, customers are more likely to retain optimistic faith, attitude, and action. It must be therefore be acknowledged that customer loyalty grows fast through approving brand image.4.3 Consumers’ satisfaction4.3.1 Positive effect on a single productThe evidence seems to be strong that when we talk about loyalty, we can’t forget to mention customer satisfaction. Ha (2009, p.198) has expressed the view that satisfaction is a crucial factor of the customer performance and attitude. In the example, the researcher gets the data from different countries. Even though the culture is different, the result of the conclusion is the same.4.3.2 Weaker influence on brand aloneIt is a popular belief, however, that some people content that the condition of the effect of satisfaction depends. A good example of this is that when checking product singly, satisfaction is more indispensable. Conversely, its function becomes weaker in case of applying brand alone (2008, Torres-Moraga, p.302).4.4 Internal brandingInternal branding is also a valuable outcome of brand loyalty. Internal branding affects mostly the employee’s identification. What’s more, empolyee’s identification makes an positive effect on customer loyalty.It must therefore be recognized that internal branding contributes to customer loyalty (2009, Punjaisri, p.206).5. Corporations can do some effort to build and improve loyalty According to the author, in order to achieve this goal, managers should use the street teams, brand reps, and brand Ambassadors. And yet, street teams will work well, only by the audience fit the target.5.1 Pay more attention on customer careCustomer care is considered a good point to building customer loyalty. As Webb (1999, p.72) has indicated that companies should think much about what the customers care. They can know much about the customers by asking a series of open-mind question. To be sure, the customer would like to talk deeply about their situation.5.2 Keep honest to customersNot only that, but also keeping honest to customers may retain customers’ trust. As an illustrati on, online travel agency Orbitz Worldwide displays the actual price on the internet on the purpose of winning customers trust. On the contrary, numerous companies only show the basic rate on the internet. Actually, the price is a 15% higher (2009, Peterson). If we customers are treated fairly on the price, we would like to give out our trust.5.3 Measurement of loyaltyMost of all, the measurement of the customer loyalty is another point that we need focus on. Turning to Terry,one finds that the good method to do measure is to separate 3 groups of the consumers according to the sore they receive. If they get the score 1-6, they are called detractors. The passives are those who have the score 7-8, and the promoters ‘achieve are 9-10. Next, divide the total people who take part in the test with the promoters, and then you will get a percentage, which represents the level of your customer loyalty. He goes on to indicate that most companiesget 10%-20% loyal clients.出处：Junjun Mao, International Journal of Business and Management [J]. Science and Education :July 2010. Vol. 5, No. 7出处：616 International Journal of Management Vol. 27 No. 3 Part 2 Dec 2010二、翻译文章标题：顾客品牌忠诚度译文：摘要：随着销售欺诈、顾客关注度降低、非法促销这些现象的出现，维持客户忠诚变得越来越困难。

CRM，是Customer Relationship Management的简称，即为“客户关系管理”。

CRM实际上是一种市场营销领域的管理思想，它是以客户为核心的经营理念在企业内部推广的结果。

客户关系管理，按字面意思可以拆分为三个关键词：客户、关系、管理。

但若对其从逻辑关系的角度分析，需要从后面往前来看。

管理，意味着CRM属于企业管理的范畴，涉及到企业的运营战略、业务流程、企业文化等方面。

关系，意味着这种管理是一种关系管理。

人类自形成社会之后，就存在人与人的关系；在工业生产和规模经济之后，企业与企业、企业与人的关系就日益复杂重要，而且越来越影响着企业的发展，所以形成了关系管理的范畴。

客户，意味着CRM是围绕客户为中心的关系管理，客户是焦点。

在这三个关键词中，客户指的是购买企业产品或服务的顾客，同时也可以泛指企业的内部员工、合作伙伴、价值链中的上下游伙伴甚至竞争对手等，所以CRM管理的客户不仅仅是消费者，而是与企业经营有关的任何客户。

而企业与客户的关系不是静止的、固定的，它是一种互动的学习型关系，企业与客户之间要进行互动的沟通和交流，互相了解和影响，并能够在接触过程中进行学习，从而更好地了解客户并提供更合适的产品或服务。

进一步来说，管理是对企业资源的有效管理，对于CRM而言就是对客户资源的有效整合和管理，企业如何在经营理念和业务流程中有效地整合客户资源，利用客户管理来提升销售利润就是一个永恒的管理问题。

虽然CRM是一个经营管理方面的概念，但是其真正快速发展起来，真正被引入企业实际营销中，是伴随着上世纪90年代以来软件业飞速发展和Internet 普及使用而来的。

可以说软件业和Internet是CRM飞速发展的载体。

软件业的飞速发展，使得可以根据企业的实际需要快速规范地开发出新的CRM系统或者维护修改旧的CRM系统，以适应快速变化的市场需求。

而Internet的普及又为信息的快速流通提供了可能。

二者的结合便为CRM飞速发展，成为计算机应用方面一个专门的领域，提供了切实可行的基础。

客户关系管理中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:客户关系管理的战略框架1 引言在过去的十年中，大多数企业正在忙于生产，经济衰退，合并，新技术和商业管理。

罗马尼亚在加入欧盟将进一步发展的诸多优势，加上一对产品监管的共同政策共同市场的成员，和行动自由，所有四个生产要素（商品，服务，资本和劳动力）。

这就意味着，罗马尼亚的公司要在国内市场直面来自欧盟国家其他公司的竞争。

欧洲的公司模式更灵活多变，为了生产出更好产品，提供更优报价和服务给客户，顾客方面他们会更以消费者为导向，这无疑给罗马尼亚的本土公司带来更大压力。

高收益等于重要客户是公司推行客户政策拉拢客户的经典准则。

“一个重要客户能给公司带来巨大金钱收益”已经成了海外大多数公司的反照，在罗马尼亚也可说是如此。

但这是否是一成不变的事实，我们大概需要搜集更多信息来证明，而不是单靠相信年底报告的一份简单数据就知道的吧？2 营销信息系统一个好的公司在获取和留住客户的生产，扩大其客户群这方面更具成效的。

这样的公司提高了对叛逃率降低了客户的价值，增加了客户关系管理及市场寿命，使低利润客户更有利可图或终止他们的实际或潜在的市场信息收集等，不仅使本组织监测趋势和问题有关的现有客户，而且也有助于确定潜在的客户，轮廓和新的市场，以保持其竞争的轨道，其战略，战术和的未来计划。

为了收集和整理的各种信息高质量，企业开始建立营销信息系统。

目前，主要是一个程序，受它相关，及时和准确的信息不断收集，整理，分析，评估，储存和营销的决策者使用分布式的方法集。

营销信息系统包括来自外部和内部来源（销售记录，客户记录，营销传播数据，信息和销售力）。

对客户的重点和营销功能整合帮助公司建立与有关个别客户或潜在客户的客户的综合信息数据库。

3 客户关系管理客户关系管理已经出现了过去30年，但它变得非常重要，当企业对营销功能改变他们的态度。

如今，跨职能的营销方式需要一个组织文化和气氛，鼓励部门之间的协作和合作。

客户关系管理摘录：不管科学家和从业者有无重要兴趣，客户关系管理 (客户关系管理) 在保持极大的投资的同时只有少量的利润回报。

直觉上，增加客户关系的管理应该改良生意表现,但是这一种直觉有不一致的经验或真正的现实支持。

为了要了解这一种情形,这一项以识别预期的客户关系管理的一个核心团体利益为目的而且调查他们的能力的研究以增加公司的价值公正,商标公正和客户的成份关系公正就成为必要的事情。

十个建议探究这些驱动因素预期的效果而且要为未来的研究形成一个议程。

这些建议包括建立一个测量客户关系管理而且支持在客户关系管理和表现之间的联编的架构。

2. 核心客户关系管理利益早期的客户关系管理研究员已经假定每一个客户关系管理的利益都被由客户关系管理对特定的工业结构所缝制，如程序和技术联合的工业改变。

(锈，柠檬 , Zeithaml,2001) 然而,最近的crosscultural的调查结果显示,, 如同已经更早地被设想的那样，并被Reinartzetal做的客户关系管理的多工业研究(2004)所支持，证明需要以客户关系管理利益的观念为根据而放弃以前那种认为的能够极大的改变工业或国家的想法。

这一个较迟的发现给那些将核心利益和客户关系管理率先联合的利益存在过不同意见的主意增添了支持。

它让我们将会识别而且建立使用我们的模型把客户关系管理利益和CE的三个相连的成分组成核心利益:关系，价值和商标公正。

我们将会如一个价值驱动者那样为每一个客户关系管理放置需要的利益。

这些价值驱动者的表现将和改良客户关系的目标形成联合的活动。

需要按照客户关系管理利益的下列各项目录对最近的一个客户关系管理进行广泛的收集和概述调查。

每种利益的挑选是基于二个标准的：第一,从一种被考虑的利益到作为一个对其有益的核心利益，这一过程中一定被多个时代的不同作家所引证。

也就是说这个利益被寻找过许多类型的客户关系管理所落实；其次，一定要对我们的客户关系管理定义中的利益在概念上达成一致,包括想要发展那些支持基于公司的策略而显得十分重要的客户关系的软件和程序。

毕业设计（论文）外文文献翻译文献、资料中文题目：客户关系管理文献、资料英文题目：CUSTOMER RELATIONSHIP MANAGEMENT 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia PrejmereanLect. univ. dr. Alina Mihaela DimaAcademy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania.Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.1. IntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information systemA winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management& marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, the enterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D´Amico,1993). The marketing information system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects.Understanding behaviour of consumers is a key to the success of business organizations.Marketing personnel are constantly analyzing the patterns of buying behaviour and purchase decisions to predict the future trends. Consumer behaviour can be explained as the analysis of how, when, what and why people buy. Consumer behavior can be understood as: "The decision process and physical activity individuals engage in when evaluating, acquiring, using, or disposing of goods and services." (Loudon and Della Bitta, 1980). Nowadays, this phenomenon, can also be illustrated in the following way: "activities people undertake when obtaining, consuming, and disposing of products and services" (Blakwell, Minard and Engel, 2001).A study by Voss and Parasuraman (2003) suggests that the purchase preference is primarily determined by price than quality duringpre-purchase evaluation. Given explicit quality information, price had no effect on pre-purchase or post consumption quality perceptions. Instead, post consumption quality evaluations had a favorable impact on price evaluations.Another study by Chernev (1997) analyzed the effect of common features on brand choice and the moderating role of attribute importance. It is argued that when brand attributes differ in importance, with the best value on the most important attribute, thus further polarizing brands’ choice shares. In contrast, when attributes are similar in their importance, common features are likely to have an opposite effect, equalizing brands share.Russo and France (1994), studied the nature of the choice process for commonly purchased non-durables by tracking eye fixations in a laboratory simulation of supermarket shelves. The findings are fully compatible with the general view that the choice process is constructed to adapt to the immediate purchase environment.While describing about shopping orientation, Sinha (2003) reports that Shoppers seek emotional value more than the functional value of shopping. Their orientation is based more on the entertainment value than on the functional value. The orientation is found to be affected primarily by the type of store, the frequency of buying and to some extent by thesocio-economic classification. The retailers need to experiment with a format that attracts both types of shoppers.Research suggests that beauty consciousness among people in general is changing. Vigneron and Johnson (1999) reported that people's needs for appearances and materialism were increasing.That is human beings wanted to satisfy the need to look and feel good. This created a boom in the cosmetic and toiletries sector across the world. Chambers Encyclopedia defines cosmetics as (a)articles intended to be rubbed, poured, sprinkled or sprayed on, introduced into or other wise applied to the human body or any part there of for cleaning, beautifying, promoting attractive nessor altering the appearance and (b) articles intended for use as a component of such articles.Now avariety of cosmetic and toiletries ranging from natural to sophisticated items are available in themarket. The pattern and preference of use of these items vary according to different segments of gender, age and socio-economic class. When we review the literature on the cosmetic and toiletry industry, not many studies are available especially about Indian scenario. The present study is an attempt to analyse the purchasing pattern of cosmetic consumers.3. Customer relationship managementCustomer Relationship Management has been around for the last 30 years, but it became very important when companies changed their attitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climate that encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are used proactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006).When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfiedwhen the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe that if a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t com plain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesized in a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).4. Developing a strategy in customer relationship managementBecause CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topics:- object of the customer relationship management – the company has three options: focusing on the company itself, on a brand or on the distributor;- target segment –the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;- ways of retaining the customers –customers’ satisfaction is in the centre of all the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;- choosing the instruments of CRM – the company combines the instruments of the 4P´s with focus on the customer;- intensity and timing of the CRM decisions –show when and how should the company introduce different instruments; programmes can last from one day to one week, or from three month to two years;- cooperation within the CRM programme –sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and wholesaler and retail.5. Instruments of customer relationship managementThe communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialogue with the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients’ home or business address to promote a product or service. In CRM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particularmoment in customer’s life (birthday, invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are an important tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifestyle-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance, prestige and expectations of its customers;Spending on cosmetics and toiletries is relatively small, with rural and suburban areas concentrating on basic toiletries and cosmetics. The purchasing power consumers is increasing thereby shaping the aspirations and lifestyles of consumers, who are upgrading to good value products at affordable prices. The Cosmetic Companies have invested heavily on promoting product visibility among rural folk, which has increased the demand for bar soap, talcum powder,lipstick, tooth powder and hair oil in these areas. This has also increased the demand for essential everyday items like bath and shower products, hair care, oral hygiene and skin care. Another strategy followed by companies to promote cosmetics in rural areas was sachets’ approach.While rural contributed to growth in volume terms, the urban population contributed 69 %of value sales in 2005 especially for sophisticated products. These high-quality added-value niche products include mascara, toners, body wash/shower gel, depila tories, sun care and deodorants,amongst others which are unaware to the rural users. Sales are almost completely generated fromthe urban pockets, concentrated within the key metropolitan areas. Due to Western influences, men's grooming products are used more predominantly in urban population compared to their counterparts in rural areas.Telemarketing allows companies to undertake marketing research and is highly measurable and accountable; the number of positive and negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling. The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic toyour company’s Web site. Event-marketing takes place in three main areas: the product (here, it focuses on increasing sales), the corporation (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002).The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers is realised througha Key Account Management which develops programmes for special customers.6. Customer relationship management in financial servicesFinancial services differ from many other industries. This can be seen particularly in Romania, where 40 commercial banks fight for a population of 21 million citizens. They cover the whole spectrum of customers from individuals to partnerships, institutions, corporations and governments. As a result, it can be very difficult to focus on single markets. Customers are often in two positions: they may have a deposit and savings accounts, but also loans and overdrafts. They are very service focused, they sell only intangibles. Financial services require processing billions of transactions worldwide and they are one of the heaviest regulated industries in the world (Rusell-Jones, 2003).The customers in the financial services are better informed, are switching channels, and seem to be more demanding of service, and used to change. The market is also highly competitive and new entrants are coming with diverse products and approaches.The industry of financial services in Romania has a very high potential and registers every year high growth rates. Till now, the location in a major city of the country with a population around 300.000 people was an advantage of the business and a success factor. Now the battlefield has moved in the small towns. The competition became tougher; banks began to develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seems that banks prefer to focus on clients with large savings accounts. The main banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile forbanking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customer’s criteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7. ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of the company. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the market, in a world of capricious clients.客户关系管理这是一份来自布加勒斯特（罗马尼亚首都）经济学院的研究：摘要：经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战：来自欧盟的激烈竞争和抢夺消费者的大战。

毕业论文（设计）外文翻译Factors for Success in Customer Relationship Management(CRM) SystemsHugh Wilson^,Elizabeth Daniel and Malcolm McDonaldCranfield School of ManagementAbstract.The importance of effective customer relationships as a key to customer value and hence shareholder value is widely emphasised. In order to enhance these relationships, the application of IT to marketing through customer relationship management (CRM) software, e-commerce and ther initiatives is growing rapidly. This study examines the factors that influence the successful deployment of CRM applications, with particular emphasis on those factors which are distinct from other areas of application. Using the analytic induction method, success factors were derived from five in-depth case studies. Resulting factors underemphasised in previous literature include: the need for project approval procedures which allow for uncertainty; the need to leverage models of best practice; the importance of prototyping new processes, not just IT; and the need to manage for the delivery of the intended benefits, rather just implementing the original specification.Keywords: customer relationship management, IT, case studies, analytic induction, success factors, barriers, marketingIntroductionEver since the influential study by Reichheld and Sasser, which showed the large impact on profitability of small increases in customer retention rates, the marketing community has been more conscious of the need to manage customer relationships in the long term as well as prior to the first sale. The argument has been further strengthened by data on the low cost of better retention as compared with better acquisition and the increasing profitability of customers the longer the relationship lasts . The term 'relationship marketing', coined by Berry .The popularity ofthis term has presumably influenced the adoption of the term 'customer relationship management' (CRM) over more recent years. Although some use the term as a synonym for relationship marketing - Hobby for example defining it as "a management approach that enables organisations to identify, attract and increase retention of profitable customers by managing relationships with them" - others apply it to "using information technology (IT) in implementing relationship marketing strategies".In addition to supply-side push from the IT industry, the trend towards IT-enabled management of customer relationships has other intellectual and sociological influences.Research MethodIn order to build on these success factors identified by previous researchers, we wished to test them against a range of recent projects, including representatives from the important areas of "front-end" CRM at the customer interface, "back-end" CRM for analysis purposes, and customer-facing e202 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald commerce applications which link in with core customer databases. But we did not wish to exclude the possibility that the factors might need modification, or that additional factors might emerge, given the evolving nature of this application area and the relatively sparse previous research. Hence we desired a method combining theory testing with theory generation.We chose the analytic induction approach to qualitative analysis, which meets this requirement. Originally proposed by Znaniecki , analytic induction has developed into perhaps the best-developed logic for theory development and testing across multiple case studies . In brief, the method involves formulating a hypothesis; comparing the hypothesis against the first case; if it does not fit, reformulating the hypothesis so as to be consistent with the data in the first case; comparing the revised hypothesis against the second case; and so on. According to Cressey , an important early developer of the approach, "practical certainty may be attained after a small number of cases, but a single negative case requires a reformulation...The procedure continues until a universal relationship is established". A full review of the approach can be found in Wilson .Summary of Impact of Factors on Project SuccessTo provide another perspective on the data, we will briefly discuss which factors appeared most influential in determining success in each case.- Case A: Utility. This innovative initiative, building a customer dialogue based on micro-segmentation using a customer data warehouse, and maintaining this individualised dialogue not just through traditional 'marketing' channels such as direct mail but also through operations such as billing which had previously treated all customers identically, was strikingly different from the traditional image of the productionfocused utility. Its existence derived from an explicit, clearly communicated board-level drive to improve customer focus, a drive embedded into the organisation through a board-level appointment, a well-supported new department and the institution of cross-functional teams and procedures.- Case B: Electricity generator. This second generation of a sales automation system was undoubtedly an improvement on the first, due largely to the 'Involve users interactively' factor: a shift from sending paper specifications around for comment to interactive specification in workshops, leading to a richer dialogue between technologists and system users, and a better understanding by the former of how business benefits could be enabled. It also gained from 'Leverage models of best practice', using a package as a basis for a beneficial sales process redesign. Within the limited ambitions of the project, this led to success. There remained a sense, though, that if this rationalistic organisation were to score higher on 'Define approval procedures which allow for uncertainty', more radical shifts in key account management would be possible and beneficial.- Case C: Paper manufacturer. A history of half-finished initiatives and piecemeal solutions showed the difficulty this organisation had with moving consistently towards a market orientation, despite some talented managers. The various good ideas they generated were undermined by a strong functional structure, with separate marketing, sales and IT departments struggling to agree and trust each other. In this context, the long design period of the major initiative studied gave too much time for the commitment to unwind. Critical success factors missing, then, were 'Organise round customer', 'Gain board awareness of strategic potential of IT' and 'Rapid strategy /action loop'.- Case D: Business school. Hearts must have sunk among some longerserving staff members at news of the introduction of a fourth generation of the school's core customer database. But this more strategically conceived version provided at least a basis for more holistic management of customer relationships, integrating two previous systems to provide a single repository for mostcustomer data. Not all customer data: the organisation's structure around product lines was reflected in some products being left with their own systems, perhaps an opportunity lost in the need to act fast to ensure Y20U0 compliance. A fast pace did mean, though, that the pain of the teething problems was over quickly, and follow-up projects to use this customer data to better inform customer interactions could be rapidly initiated. Important success factors thus included 'Gain board awareness of strategic potential of IT' and 'Rapid strategy/action loop', with a possible question-mark around 'Organise round customer'.- Case E: Distributor. The only case study to focus exclusively on 'back-end' CRM, this marketing analysis system helped to answer questions such as: "What industry sectors in Germany should we focus our growth efforts on?" and "Which products would they be most Factors for Success in CRM Systems 213 interested in?". The approach to its development and application seemed so inductive, with flexible seedcorn budgeting and ideas conceived developed and tested for real rapidly , that it could almost be caricatured as a solution looking for a problem. Yet it succeeded in adding significant value on a minimal budget, without the need for expensive integration of core systems.ConclusionOur results support various success factors identified by previous authors: the importance to the success of IT/marketing initiatives of a market orientation; the need for business system convergence on a single view of customers and other entities such as competitors; the need to include cultural change issues within the project's scope; the need to design for flexibility; and the need to manage IT infrastructure.Further light has been shed on certain other factors:• We have seen that in this domain, the commonly-cited need to gain a board-level champion may not be enough. Commitment is often needed across numerous functions which deal with the customer: without such strong, genuine commitment, non-optimal 'silo' applications can result, in which the potential benefits of a single view of the customer in terms of understanding customer value, prioritizing resources on profitable customers, and understanding how to satisfy particular customer segments, cannot be fully realised.• A related point is that separate directorships for sales and marketing can be problematical. While a primary organisational structure around products can be effectively complemented bycross-functional teams focusing on the customer, the evidence we have seen strengthens the argument that organisations can best be viewed in the three major blocks of supply management, operations and demand management, which should arguably each have a single director responsible for them, or at the least should be designed coherently.• We have added to the reasons for a "rapid strategy / action loop" with the observation that long-term projects seem particularly vulnerable to cancellation due to structural or personal changes, or simply due to perceived lack of progress, whether grounded in reality or not. This presents a problem given that implementing an integrated CRM suite or adding an Internet channel takes a great deal of work. The circle can be squared by defining "quick wins" that collectively 214 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald contribute to a long-term vision - in the words of one marketing manager, by "eating the elephant of CRM one bite at a time".• Once a project is under way, effective communication bet ween IT staff and their commercial counterparts is, as always, an issue, given the very different cultures they inhabit - as one interviewee put it, "IT are from Mars, marketing are from Venus". We have found that "user involvement" needs to be interactive and face-to-face: sending specifications to each other for comment simply doesn't seem to work. We recall the finding of Bartlett and Goshal that in many organisations, disastrous consequences ensued when the generation and transmission of reports replaced direct communications from people representing their own ideas, analyses and proposals. Instead, they advocated "reinforcing the rope bridge of systems-based communication with the steel girders of frequent personal contact." We have also found that personal contact needs to continue through the IT development cycle, rather than stopping once a specification is defined, if the project's benefits are to be realised.• The IT itself is not the only area where iteration may be required before the right solution is found. We have also found that in this domain, in which IT is likely to be an enabler to radically different processes, those processes also benefit from being prototyped. As one successful implementor of an e-commerce charmel argued to us, the best decision he took was to build a link to back-end fulfilment and finance processes into his very first pilot, as ironing out these processes was a key to success.We have also identified three success factors which were not present in the existing successfactors literature we surveyed.• Leveraging a model of best practice embedded in an off-the-shelf system can, at least, reduce the risk involved in development of bespoke software. A CRM package can ensure that all customer-facing packages draw on a common data model , while a package for such management tasks as market segmentation, econometric modelling and marketing planning can implicitly provide a standardised process for these tasks . Taylor and Ward made a similar recommendation in the area of enterprise resource management (ERP) systems.• Given the strategic decisions implicit in CRM projects, it is not sufficient for the board to empower an IT director, or anyone else, to propose and develop systems. The board needs to be aware of IT's Factors for Success in CRM Systems 215 strategic capability, and be actively involved in the formulation of IT strategy. This is consistent with King and Teo's empirical findings that far from deriving IT strategy from business strategy, or even developing the two in parallel, the two are best developed as a unified entity.• Rigid approval procedures for capital expenditure can act as a barrier to developments with a strong rationale but a degree of risk, favouring less important but more secure projects. Ryals has argued for the explicit incorporation of risk in the calculation of such measures as customer lifetime value, allowing risk to be taken account of without ruling out risky developments. Another loosening of traditional procedures we found effective was to set aside seedcorn funding in advance, which can be used to fund potentially important pilot projects quickly. Without such measures, project proponents will simply cook the books, underplaying risks and leaving the board in a worse position to manage those risks carefully.If marketing is still suffering from mid-life crisis , the younger discipline of IT is surely still suffering from adolescence, with all its attendant delusions of grandeur periodically pierced by dramatic failures. The marriage of this undoubtedly talented couple may be no more troubled than most, but troubled it still is. The themes which need to be pursued in their joint therapy are at least becoming clearer.译文：客户关系管理系统成功的因素Hugh Wilson^,Elizabeth Daniel and Malcolm McDonald克兰菲尔德管理学院摘要：有效的客户关系是客户价值及股东价值的关键，因此被广泛关注。