客户关系管理crm英文

1、Customer relationship &management / .Our group consists of Yan Na, Xia Xiaowen, Zhang Liqian , Yang Tengfei, Jiao Shaofei, Deng Lei, Qu Ruibo. Member introduction Assignin g task: Yan Na, Zhang Liqian ,Xia Xiaowen: summarizing text materials, organizing all materials. Jiao Shaofei，Yang Tengfei: maki

2、ng ppt, finding English materials Qu Ruibo,Deng lei: finding Chinese materials and translating them. Working process Working process: October 11: allocating task October 11 to 13: finding materials October 14 to 16: making ppt Four discussions: -Assigning task -The content of CRM -How to make ppt -R

3、efining ppt Materials sorting： primary data：book, some articles in internet secondary data: some articles in internet Appendix(picture): Definition wCRM is a management philosophy that calls for the reconfiguration of the firms activities around the customer. wCRM focuses on maximizing revenue from

4、each customer over the lifetime of the relationship by getting to know each one intimately. wCRM is also a cross-functional philosophy that calls for substantial business integration. There are three definitions Benefits and Risks Benefits By applying the principles of CRM, hotel chains can develop

5、a deep understanding of each customers needs and preferences and then generally offer more personalized service Many dominant hotel chains are deploying or have already deployed the technological infrastructure to support CRM in order to improve the targeting of marketing and sales efforts Risks A l

6、ack of standardization and IT system integration within each franchise, and the fact that at any one time there maybe up to three parties holding a stake in the operations of a particular property are two barriers. Case wThe current structure of the U.S lodging industry and three major industry play

7、ers According to an overview of geographical dispersion, the majority of the worlds hotel properties are concentrated in Europe and North America. The average property size in North America is larger than that in Europe, with chain-affiliated properties being more common in North America. Hotel chai

8、ns dominate the lodging sector and tend to exert a disproportionate influence on industry operations and performance. Chain properties tend to be more profitable, resulting in the industry being expected to continue to consolidate. And there are maybe up to three parties holding a stake in the opera

9、tions of a particular property at any one time, which are the owner, the brand and the management company. In the U.S. lodging industry there are multiple stakeholders with, at times competing, interest in the operations of the property. The data-ownership dilemma wA CRM initiative cannot be success

10、ful without commitment among a critical mass of properties. However, an inherent data-ownership conflict between the major industry stakeholders. One:The Brand: data sharing presents the dilemma. Two:The Management Company: management companies have in effect an incentive to limit data disclosure an

11、d not cooperate with brand-level CRM initiatives. Three:The Owner: The same dilemma facing the management company seems to affect the ownerswhether to participate in brand-level CRM initiatives, or to refuse to cooperate with the collection and consolidation of customer data. Development history Mai

12、nframe C/S Saas / Paas The reason why CRM appears wDemand pull-the demand of sales, marketing, and customer service. w Technology pull-the development of computer system and IT. wUpdating of management ideas-taking the product as the center to taking the customer as the center . The steps of setting

13、 up CRM w1. Establishing business plan w2. Building CRM staff w3. Evaluating sales and service process w4. Clearing the actual demand w5. Choosing a supplier w6. Developing and deploying The function of the CRM Function Informationizing three business processing of sales, marketing, and customer ser

14、vice. Integrating and automating the approach of customer communication. Processing the accumulation of information, producing customer intelligence and supporting enterprise to making decision. 11 components of effective CRM program wsales functionality wsales management functionality wtelemarketin

15、g functionality wtime management functionality wmarketing functionality wexecutive information functionality wERP integration wexcellent data synchronization wE-economy functionality w-field service support functionality wcustomer service support Three scenarios as to how the dilemma may be resolved

16、 wThe need for adoption of a CRM approach will induce changes in the ownership and management structure of the lodging sector. wIn an extreme scenario, each operator would effectively become aligned with one brand and fly only one flag. wThe final potential scenario we envision is the emergence of a

17、n industry consortium that both develops and maintains the CRM infra-structure and standardizes customer-data collection and distribution.In any case, given the potential proposed for lodging industry companies, careful consideration must be given to the data-ownership dilemma to avoid failure. CRM

18、and Information Technology wAs we have discussed, CRM is more than just software. For the purposes of this introduction - Information Technology (IT) and CRM have three key elements, namely Customer Touch Points, Applications, and Data Stores. Customer Touch Points wCustomer Touch Points are vital s

19、ince your business has a marketing orientation and focuses upon the customer and his or her current and future needs. This is the interface between your organization and its customers. For example you buy a new car from a dealership, and you enter a showroom. wThe dealership is a contact point. You

20、meet with a salesperson who demonstrates the car. The salesperson is a contact point. You go home and look at the car manufacturers website, and then send the company an e- mail. Both are contact points. Other contact points include 3G telephone, video conferencing, Interactive TV, telephone, and le

21、tters. Applications wApplications are essentially the software and programs that support the process. Incidentally, this is what some would call CRM - but we know better. Applications serve Marketing (e.g. data mining software* and permission marketing*), Sales (e.g. monitoring Customer Touch Points), and Service (e.g. customer care). Data Stores wcontain data on every aspect of the customer, and the Customer Life Cycle (CLC). For example, an organization keeps data on the products you buy, when you buy them, and where they are sent. Data is also kept on the web pages that you visit and the p