Customer Relationship Management (Управление взаимоотношениями с клиентами)

Центр Знаний

Customer Relationship Management (Управление взаимоотношениями с клиентами) ? Описание

Customer Relationship Management (Управление взаимоотношениями с клиентами) можно охарактеризовать несколькими способами. Некоторое люди подчеркивают значение информационных технологий в CRM, некоторые утверждают, что это означает клиентоцентричную организацию, некоторые убеждены, что CRM представляет собой функциональную (маркетинговую) стратегию, другие подчеркивают, что CRM - это, главным образом, бизнес стратегия. Мы соглашаемся с Ed Peelen (Customer Relationship Management, 2006) в том, что определение Gartner (2004) наиболее привлекательно: CRM - это бизнес стратегия на основе информационных технологий, которая оптимизирует доходность, прибыль и потребительскую удовлетворенность путем организации вокруг сегментов потребителей, стимулирования действий, направленных на удовлетворение клиента, и внедрения клиентоцентричных процессов.

CRM представляет собой бизнес стратегию и выходит за границы функциональной стратегии. Оно затрагивает организацию в целом: маркетинг, продажи, IT, логиситку, финансы, производство, НИОКР, HR, менеджмент и т.д. Если мы таким образом определим CRM, то становится сразу ясно, что внедрение полноценной системы CRM чрезвычайно трудная задача.

Создание прибыльных и эффективных (клиентоориентирвоанных) процессов недостаточно. Для подлинного Customer Relationship Management (Управления взаимоотношениями с клиентами) требуется стратегия тесной связи с клиентом, философия реляционного, а не транзакционного маркетинга, а также клиентоцентричность всей организации.
 

Происхождение Customer Relationship Management (Управление взаимоотношениями с клиентами). История

В 1980-х гг большой толчок в развитии получил  Direct Marketing (Директ-маркетинг), в рамках которого компании в значительной степени полагаются на базы данных клиента. Christan Grönroos и Evert Gummesson, последователи «Скандинавской школы», и Theodore Levitt заслуживают особого упоминания в этой статье. Они первыми описали Relation Marketing (Реляционный маркетинг), который противопоставлялся транзакционному маркетингу . Также они определили параметры организаций, ориентированных на отношения, и предоставили соответствующие маркетинговые инструменты. В 1995 г. Treacy и Wiersema (1995) описали 3 Value Disciplines (Ценностные дисциплины). Тесная связь с клиентом была одной из дисциплин. В результате, CRM преобразовался в 1990-х гг из инструмента управления контактами на основе интернет технологий и информации в клиенториентированную общую стратегию.

Применение Customer Relationship Management (Управление взаимоотношениями с клиентами). Формы применения

• Компании, которые стремятся реализовать стратегию тесной связи с клиентом.
• Компании, которые стремятся создать дружественный имидж в отношении с клиентом.

Стадии в Customer Relationship Management (Управление взаимоотношениями с клиентами). Процесс

Далее приводятся основные элементы организации, ориентированной на отношения с клиентами:

1. Сильное лидерство, ориентированное на покупателя.
2. Миссия, которая состоит в том, чтобы быть организацией,  ориентированный на отношения с долгосрочной перспективой взаимодействия.
3. Корпоративная цель ориентирована на клиента.
4. Основная стратегия состоит в том, чтобы достичь тесной связи с клиентом.
5. Ценности компании и ценности сотрудника ориентированы на заботу о клиенте.
6. Поведенческие стандарты отражают эмпатию по отношению к клиенту и желание построить долгосрочные отношения.
7. Организационная культура, ориентированная на отношения .
8. Организация, которая рассматривает контакты с клиентами как приоритет . Сравните: Co-Creation (Co-создание), Business Process Reengineering (Реорганизация бизнес процессов).
9. Сотрудники: эмоциональные навыки коммуникации, забота о клиенте.
10. Системы, которые могут помочь соединить жесткие ценности с мягкими ценностями, такие как Value Profit Chain (Цепочка ценностной прибыли) и Balanced Scorecard (Cбалансированная система показателей эффективности).

Преимущества Customer Relationship Management (Управление взаимоотношениями с клиентами). Преимущества

• Сильные отношения с клиентами обеспечивают определенную степень защиты против действий конкурентов.
• Лояльные клиенты могут быть более прибыльными. Приобретение новых клиентов дорогостоящий процесс, довольные клиенты покупают больше, приводят дополнительных клиентов и т.д.

Ограничения Customer Relationship Management (Управление взаимоотношениями с клиентами). Недостатки

• Внедрение CRM целостным образом  непростая задача.
• Прибыльное вложение больших инвестиций в CRM затруднительно.
• Достижение устойчивого Competitive Advantage (Конкурентного преимущества) с CRM еще более затруднительно.

Предположения Customer Relationship Management (Управление взаимоотношениями с клиентами). Условия

• Если мы хорошо относимся к клиентам, то они будут хорошо относится к нам.
• Возможность изменения текущей стратегии на стратегию тесной связи с клиентом.

Оценка уровня удовлетворенности клиента

2 методики оценки фактического уровня удовлетворенности клиента - Customer Satisfaction Model (Модель потребительской удовлетворенности) и SERVQUAL для компаний в сфере услуг.

Книга: Ed Peelen - Customer Relationship Management (Управление взаимоотношениями с клиентами)

Книга: Heskett, Sasser и Schlesinger - Service Profit Chain (Цепочка прибыли от сервиса)

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Ссылки на Исследования Автоматический переход к другим полезным источникам, касающимся Система управления взаимоотношениями с клиентами. Новости Видео Презентации   Книги Академический Более

Сравните с Customer Relationship Management (Управление взаимоотношениями с клиентами): Relation Marketing (Реляционный маркетинг)  |  Value Disciplines (Ценностные дисциплины)  |  Multi Channel Marketing (Многоканальный маркетинг)  |  Analytical CRM (Аналитический CRM)  |  Operational CRM (Операционный CRM)  |  Customer Satisfaction Model (Модель потребительской удовлетворенности)  |  SERVQUAL  |  Co-Creation (Co-создание)

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