Customer Relationship Management

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Resumo

Customer Relationship Management - vista geralQue é Customer Relationship Management? Descrição

Customer Relationship Management pode ser definido em um número de maneiras. Alguns povos forçam o significado da tecnologia de informação no CRM, alguns argumentam-no significam uma organização cliente-centric, algumas acreditam que o CRM é uma estratégia funcional (do marketing), outra emfatiza que o CRM é primeiramente uma estratégia de negócio. Nós concordamos com o Peelen (Customer Relationship Management, 2006) que a definição por Gartner Grupo (2004) é atrativa: O CRM é uma estratégia de negócio -permitida, os resultados de que optimize a satisfação da lucratividade, do rendimento e de cliente organizando em torno dos segmentos do cliente, promovendo comportamentos cliente-se satisfendo e executando processos cliente-centric.


O CRM é uma estratégia de negócio e é mais do que uma estratégia funcional. Toca na organização ao todo: marketing, vendas, ELE, logística, finanças, produção, R&D, hora, gerência, etcetera. Se nós definirmos assim o CRM, está imediatamente desobstruído que executar o CRM sem redução é um desafio daunting.


Os processos rentáveis e muito eficientes criar (dos cliente-revestimentos) não são bastantes. Para Customer Relationship Management verdadeiro uma estratégia do intimacy do cliente, uma filosofia do marketing da relação melhor que uma filosofia do marketing da transação, assim como uma cliente-orientação da organização inteira é requerida.
 

Origem de Customer Relationship Management. História

Os 1980s viram o emergence de Direct Marketing, confiando pesadamente em bases de dados do cliente. Christan Grönroos e Evert Gummesson “da escola Nordic” e Theodore Levitt merece mencionar especial neste artigo. Eram os primeiros para descrever a relação que introduzi no mercado contra o marketing da transação. Também definiram as características de organizações relação-centric e forneceram as ferramentas correspondentes do marketing. Em 1995, Treacy e Wiersema (1995) descreveram seu três Value Disciplines. O Intimacy do cliente era um deles. Em conseqüência, o CRM transformado nos 1990s de uma correia fotorreceptora baseou a gerência do contato e a ferramenta da informação, a uma estratégia orientada cliente.


Uso de Customer Relationship Management. Aplicações

  • Companhias que querem realizar uma estratégia do intimacy do cliente.
  • Companhias que querem realizar uma imagem amigável do cliente.

Etapas em Customer Relationship Management. Processo

As seguintes coisas compõem os elementos principais para criar uma organização orientada da relação de cliente:

  1. Liderança cliente-orientada forte.
  2. A missão a ser uma interação a longo prazo visada organização relação-orientada.
  3. A finalidade corporativo é visada o cliente.
  4. A estratégia principal é ganhar pelo intimacy do cliente.
  5. Os valores da companhia e os valores do empregado focalizam em importar-se com clientes.
  6. Os padrões Behavioral refletem o cliente empathy e o desejo para construir relacionamentos e a dedicação a longo prazo.
  7. Uma cultura organizational relação-orientada.
  8. Uma organização que esteja pondo o cliente contata no centro. Compare: Co-Creation, Business Process Reengineering.
  9. Povos: habilidades empathic de uma comunicação, importando-se com clientes.
  10. Sistemas que podem ajudar conectar e controlar valores duros com valores macios, tais como o Value Profit Chain e o Balanced Scorecard.

Forças de Customer Relationship Management. Benefícios

  • As relações fortes com clientes oferecem um grau de proteção de encontro às ações dos concorrentes.
  • Os clientes leais podem ser mais rentáveis. Ganhar clientes novos é clientes caros, satisfeitos pode comprar mais, clientes felizes pode trazer clientes adicionais, etc.

Limitações de Customer Relationship Management. Desvantagens

  • Executar o CRM em uma maneira holístico não é nenhum sinecure.
  • Fazer investimentos grandes do CRM rentáveis é difícil.
  • Conseguir umas vantagem de o competidor Sustainable com CRM é ainda mais difícil.

Suposições de Customer Relationship Management. Circunstâncias

  • Se nós formos bons aos clientes, serão boa a nós.
  • Mudar da disciplina estratégica atual para uma disciplina do intimate do cliente é possível.

Avaliando níveis da satisfação do cliente

Duas técnicas para avaliar o nível real da felicidade do cliente são o Customer Satisfaction model e o SERVQUAL para companhias de serviços.


Livro: Ed Peelen - Customer Relationship Management

Livro: Heskett, Sasser e Schlesinger - o Service Profit Chain


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Compare com Customer Relationship Management: Introduzir no mercado da relação  |  Value Disciplines  |  Multi introduzir no mercado da canaleta  |  CRM analítico  |  CRM operacional  |  Customer Satisfaction model  |  SERVQUAL  |  Co-Creation


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