Gestion de la Relation Client

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Concrétiser une stratégie d'intimité avec le client, développer des comportements de satisfaction-client et mettre en application des procédés centré-client. Explication de Gestion de la Relation Client.

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Gestion de la Relation Client - synthèseQu'est-ce que Gestion de la Relation Client ? Description

Le Gestion de la Relation Client peut être défini de plusieurs manières. Certaines personnes comprennent dans le CRM la signification de technologie de l'information, certains y voient plutôt une entreprise centré-client, certains croient que le CRM est une stratégie fonctionnelle (de vente), d'autres soulignent que le CRM est principalement une stratégie commerciale. Nous sommes d'accord avec Peelen (Gestion de la Relation Client, 2006) que la définition donnée par le Gartner Group (2004) est attrayante : Le CRM est un outil SI qui permet de mettre en oeuvre une stratégie commerciale, les résultats escomptés étant d'optimiser la rentabilité, le revenu et la satisfaction client en s'organisant autour de segments de clientèles, en développant des comportements de satisfaction client et en mettant en oeuvre des processus centré-client.


Le CRM est plus une stratégie commerciale qu'une stratégie fonctionnelle. Il touche l'organisation dans son ensemble : marketing, ventes, SI, logistique, finances, production, R&D, RH, gestion, etc. Si nous définissons ainsi le CRM, il est clair que mettre en oeuvre un CRM complet soit un enjeu difficile.


La création de processus rentables et très efficaces (face au client) n'est pas suffisant. Pour une Gestion de la Relation Client vrai, une stratégie d'intimité avec le client, une philosophie marketing de la relation plutôt qu'une philosophie marketing de la transaction commerciale, ainsi qu'une orientation-client de l'organisation toute entière sont requises.
 

Origine de Gestion de la Relation Client. Histoire

Les années 80 ont vu apparaitre le Marketing Direct, se fondant largement sur des bases de données client. Christan Grönroos et Evert Gummesson « de l'école nordique » et Theodore Levitt méritent une mention spéciale dans cet article. Ils ont été les premiers à décrire la Relation Marketing versus la Transaction Marketing. En outre ils ont défini les caractéristiques des organisations centré-relation et ont fourni les outils Marketing correspondants. En 1995, Treacy et Wiersema (1995) ont décrit leur trois Disciplines de la Valeur. L'intimité Client était l'un d'entre eux. En conséquence, le CRM s'est transformé dans les années 90 d'un Web basé sur la gestion de contact et l'outil d'information, en une stratégie orienté client.


Utilisation de la Gestion de la Relation Client. Applications

  • Entreprises qui veulent réaliser une stratégie intimité avec le client.
  • Entreprises qui veulent communiquer une image amicale au client.

Étapes dans la Gestion de la Relation Client. Processus

Les choses suivantes composent les éléments principaux pour créer une organisation orientée-relation client :

  1. Leadership fort orienté-client.
  2. La mission pour être une organisation orienté-relation ancrée dans une interaction à long terme.
  3. La stratégie principale est de gagner par une  intimité avec le client.
  4. Les valeurs entreprise et les valeurs des employés se concentrent à prendre soin des clients.
  5. Les standards comportementaux reflètent l'empathie de client et le voeu pour établir des relations et l'engagement à long terme.
  6. Une culture d'organisation orienté-relation.
  7. Une organisation qui met le contact client au centre. Comparez : Co-Création, Réingénierie des Processus de Gestion.
  8. Personnes : Aptitudes à la communication emphatique, prendre soin des clients.
  9. Systèmes qui peuvent aider à connecter et gérer des valeurs dures avec des valeurs douces, telles que Chaîne d'Avantages de la Valeur et le Balanced Scorecard.

Points forts de la Gestion de la Relation Client. Avantages

  • Les rapports forts avec les clients offrent un certain degré de protection contre les actions des concurrents.
  • Les clients fidèles peuvent être plus profitables. Gagner de nouveaux clients est couteux et les clients satisfaits peuvent acheter plus et apporter des clients supplémentaires, etc.

Limites de la Gestion de la Relation Client. Inconvénients

  • Mettre en oeuvre un CRM d'une manière globale n'est pas une chose aisée.
  • Faire des investissements importants en CRM qui soient rentables est difficile.
  • Obtenir un Avantage Concurrentiel pérenne dans le CRM est bien plus difficile encore.

Acceptations de la Gestion de la Relation Client. Conditions

  • Si nous sommes bons avec nos clients, ils seront bons avec nous.
  • Changer la discipline stratégique actuelle vers une discipline d'intimité client est possible.

L'évaluation des niveaux de satisfaction client

Les deux techniques pour évaluer le niveau réel de satisfaction client sont : Modèle de Satisfaction Client et le SERVQUAL pour les sociétés de services.


Livre : ED Peelen - Gestion de la Relation Client -

Livre : Heskett, Sasser et Schlesinger - le Service Profit Chain (Chaîne de Bénéfices des Services) -


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Expert Tips (ENG) - Customer Relationship Management CRM Premium
 

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Comparez avec la Gestion de la Relation Client : Rapport vente  |  Disciplines de la Valeur  |  Marketing Multi-canaux  |  CRM analytique  |  CRM Opérationnel  |  Modèle de Satisfaction Client  |  SERVQUAL  |  Co-Création


Retour vers la page des disciplines de Management : Communication et Compétence  |  Vente  |  Stratégie


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