客戶關(guān)系管理外文文獻(xiàn)翻譯

1、CUSTOMERRELATIONSHIPMANAGEMENTAs.univ.drd.MihaelaCorneliaPrejmereanLect.univ.dr.AlinaMihaelaDimaAcademyofEconomicStudies,BucharestAbstract:After17yearsofeconomicalandmarketdevelopment,Romaniancompaniesfaceanewchallenge:thetoughcompetitionfromtheEuropeanUnionandthebattleforthecustomers.TheRomanianent

2、erpriseswillhavetolearnnotonlyhowtoattractcustomers,butalsohowtokeepthem.Marketingprogramsincludenowaspectsregardingcustomerorientation,relationshipmanagement,loyaltyandquality.Inthispaper,wewillfollowthemainaspects,characteristics,dimensionsandprocessesofCustomerRelationshipManagement,anwewillanaly

3、zethechallengesthatthelocalcompanieswillhavetoface.ExamplesfromthefinancialservicesectorwillroundtheactualsituationoftheimplementationoftheCRMrulesandprinciplesinRomania.Keywords:marketinginformationsystem;customerrelationshipmanagement;businessasset,customeracquisition;customerretention.1. Introduc

4、tionsaccessionInthelastdecade,themajorityofthecompanieswerepreoccupiedwithproduction,recession,mergers,newtechnologiesandbusinessregulation.RomaniatheEuropeanUnionwillbringmanyadvantagesforfurtherdevelopment,togetherwithmembershipinaCommonMarketwithcommonpoliciesonproductregulation,andfreedomofmovem

5、entforallthefourfactorsofproduction(goods,services,capitalandlabor).ThismeansthatRomaniancompanieswillcompetewithothercompaniesfromtheEUdirectlyintheirhomemarket.Europeancompaniesaremoreflexibleandmobileandwillputahighpressureonthelocalcompaniesinordertoproducebetterproducts,launchbetteroffersandser

6、vicesandorientatemoretowardstheircustomers.Highrevenueequalsimportantcustomerisaclassicrulewhenthecompanyorganisesitscustomerpolicy.“AnimportantcustomerbringsagrossandperhapsinRomania,too.Butisthisalwaystrue,ordoweneedmoreinformationthanasimplefigurereportedattheendoftheyear?amountofmoneyforourenter

7、prisehasbecomeareflexformannieyscaobmropaad2. MarketinginformationsystemAwinningcompanyismoreproductiveinacquiringandretainingcustomers,toexpanditsclientele(Kotler,2003).Thiscompanyimprovesthevalueofthecustomersbyreducingtherateofdefection,increasingthelongevityofcustomerManagement&marketingrela

8、tionship,makinglow-profitcustomersmoreprofitableorterminatingthemetc.Gatheringinformationontheactualorpotentialmarketplacenotonlyallowstheorganisationtomonitortrendsandissuesconcerningjtscurrentcustomers,butalsohelpsitidentifyandprofilepotentialcustomersandnewmarkets,tokeeptrackofitscompetition,thei

9、rstrategies,tacticsandfutureplans(BrassingtonandPettitt,2003).Inordertocollectandorganizeahighquantityofdiverseinformation,theenterprisesstartedtobuildmarketinginformationsystems.Thereare,mainly,asetofproceduresandmethodsbywhichpertinent,timelyandaccurateinformationiscontinuallygathered,sorted,analy

10、sed,evaluated,storedanddistributefdortheuseofmarketingdecisionmakers(ZikmundandD'Amico,1993).Themarketinginformationsystemincludesdatafromexternalandinternalsources(salesrecords,customerrecords,marketingcommunications,andsalesforceinformation).Thefocusonthecustomerandtheintegrationofthemarketing

11、functionhelpsthecompanytocreatecustomerdatabaseswithcomprehensiveinformationaboutindividualcustomersorprospects.3. CustomerrelationshipmanagementCustomerRelationshipManagementhasbeenaroundforthelast30years,butitbecameveryimportantwhencompanieschangedtheirattitudetowardsmarketingfunction.Nowadays,the

12、cross-functionalapproachtomarketingrequiresanorganizationalcultureandclimatethatencouragescollaborationandcooperationbetweendepartments.Peoplewithinthebusinessmustunderstandtheirroleinservingcustomers,internalorexternalone.CRMbuildsontheprinciplesofrelationshipmarketingandrecognizesthatcustomersarea

13、businessassetandnotsimplyacommercialaudience,impliesthestructuringofthecompanyfromfunctionstoprocesses,informationareusedproactivelyratherthanreactivelyanddevelopsthene-to-onemarketingapproaches(Payne,2006).WhendefiningCRM,wemustfirstexplainthedifferencebetweencustomeracquisitionandcustomerretention

14、.Thetwoconceptshavedifferentdrivers.Attractingcustomershasbecomeverydifficultthesedays,whenpeoplearehardertoplease.Theyaresmarter,priceconsciousandsensitive,moredemanding,lessforgiving,andtheyareapproachedbymanymorecompetitorswithequallygoodorbetteroffers(Kotler,2003).Companiesfocusmoreonsalesanalys

15、is,customersegmentation,advertising,merchandisingandcampaignmanagement.Themoredifficultpartiskeepingthecustomers.AccordingtoBruhn,acustomerissatisfiedwhenthecomparisonbetweenofferandconsumptionfulfilshis/herexpectations,afterhe/sheacceptsthecompan,ytrustsitandexhibitsapositiveattitudetowardsit,becom

16、esloyaltothatcompany.Inthissituation,thecustomertalksfavourablyaboutthecompanyandaboutitsproducts,payslessattentiontocompetingbrandsandislesssensitivetoprice,whichturnstransactionsintoroutine(Bruhn,1999).Withcustomerretention,thecompanymustpayattentiontoservicesatisfactionandtrustinCustomerrelations

17、hipmanagementtheorganizationanditsstaff.Somecompaniesbelievethatifacustomercomplaintstheproblemwillbesolved,but96%ofunsatisfiedcustomersdon'tomplainandgotoanothercompany.Therefore,CustomerRelationshipManagementisthemechanismforretainingcustomers(Russell-Jones,2003).MainlyCRMallowsthecompanytound

18、erstandwhotheircustomeris,isolatethebestcustomer(thosewithwhomyoudesiretohavelong-standingrelationships),createrelationshipsstretchingovertimeandinvolvingmulti-interactions,managetherelationshiptomutualadvantage,seektoacquiremoreofthose“bestcustomers.Inputslikemarketingstrategy,customerbase,products

19、,andregulation,competitorsandstaffskillsaresynthesizedinaCRMprogrammewhichcreatesoutputsascustomerservice,customerretentiorighershareofwallet,customerreferral,morepredictablerevenuesstreams,improvedprofitability,lowercostsandbettercompliance(Russell-Jones,2003).4. Developingastrategyincustomerrelati

20、onshipmanagementBecauseCRMisacross-functionalactivityandlargecompanieshavethousandsandmillionsofcustomers,theneedforastrategicframeworkisveryhigh.ThedimensionsofaCRMstrategyaremainlyfocusedondefiningthefollowingtopics:-objectofthecustomerrelationshipmanagement-thecompanyhasthreeoptions:focusingonthe

21、companyitself,onabrandoronthedistributor;- targetsegment-thecompanyusuallysetsprioritiesbetweendifferentcustomersegments,itdefinesstrategiccustomersbasedontheportfolioanalyses,factorsasrevenue,lengthoftherelationship,income,collaborationwiththecustomer.Theseareitsanalysiscriteria;- waysofretainingth

22、ecustomers-customerssatisfactionisinthecentreofallthedecisions,butcustomersretentioncanalsobecomeacentralissuethroughcontractualclauses,suchasservice,leasingandwarranty;- choosingtheinstrumentsofCRM-thecompanycombinestheinstrumentsofthe4Pswithfocusonthecustomer;- intensityandtimingoftheCRMdecisions-

23、showwhenandhowshouldthecompanyintroducedifferentinstruments;programmescanlastfromonedaytooneweek,orfromthreemonthtotwoyears;- cooperationwithintheCRMprogrammesometimesthecompanymustcooperatewithotherpartnersfromthedistributionchannel,mainlybetweenproducerandwholesalerandretail.5. Instrumentsofcustom

24、errelationshipmanagementThecommunicationpolicyplaysanimportantroleintheinstrumentsmix.Itfollowstwoobjectives:first,tobuildapermanentdialoguewiththecustomerinordertostabilizeorchangeitsexpectations,andsecond,tocounteractinfluencesafterconsumption.ThemainCRMinstrumentswithinthecommunicationpolicyare:D

25、irect-Mailismaterialdistributedthroughthepostalservicetotherecipientshomeorbusinessaddresstopromoteaproductorservice.InCRMthemailedissuecanvaryfromasimplelettertoacatalogue,anditssendingwillalwaysoccurataparticularmomentincustomerlise(birthday,invitationforanevent).Itmustincorporatestickygadgetstoin

26、creasetheirchancesofbeingopenedandread;Newslettersaredistributedtocustomersforfreeandcontaininformationaboutnewproducts,offersforspecialeventsandothers;Fidelitycards(storecards)areanimportanttoolingatheringinformationaboutcustomerbehaviour.Byaccumulatingpointsoffidelity,thecustomercanbenefitfromdiff

27、erentspecialoffers;Clientsclubdesignatesaconceptwhichhasgrowninparallelwiththefidelitycards.ItsmainformsareVIP-Club,Fan-Club,Product-Interest-Club,andLifestyle-Club.Theclubrepresentsanopportunityforthecompanytomakeoffersinaccordancewiththesocialstatus,acceptance,prestigeandexpectationsofitscustomers

28、;Telemarketingallowscompaniestoundertakemarketingresearchandishighlymeasurableandaccountable;thenumberofpositiveandnegativeresponsesareeasilyrecordedandmonitored.Itprovidesforinteraction,isflexibleandpermitsimmediatefeed-back.Online-marketingincludesmanyformssuchason-lineadvertising,on-linesalesprom

29、otions,on-linedirectmarketing,on-linepublicrelations,one-linepersonalselling.Themediumusedistheinternetandthemaininstrumentistheemail.Virtualpromotionsarecheaperthanhardcopyversions,butthechallengeistodrivetraffictoyourcompanysWebsite.Event-marketingtakesplaceinthreemainareas:theproduct(here,itfocus

30、esonincreasingsales),thecorporation(fordevelopingacorporatebody)andthecommunity(tomakeadifferenceinthelifeofthelocalcommunity)(Bruhn,1999&Fill,2002).ThepricepolicycanbethoughtaboutinvariouswayswhenbuildingaCRMprogramme:discountsforspecialcustomers,undersellingormatchingcompetitors,loyaltyrefunds

31、,bundlingitemstogetherandofferingoverallprices.Althoughpriceisnotameasureofinherentvaluereceived,itisoftenusedbycustomersasabenchmark,ignoringanyotherfeaturesordifferences.Keyfactorsintheproductpolicyaretheproductitself,withquality,design,technicalfeatures,packagingandservicemanagementwhichincludesl

32、ifelongwarranty,pricewarrantyoracustomertelephoneline.Anactivemanagementinthedistributionpolicycanfocusonthecustomeroronthedistributionchannel.TheproducerevaluatestheactivityofthedistributionpartnerandCustomerrelationshipmanagementinterveneswhenneeded.ThefocusonthecustomersisrealisedthroughaKeyAccou

33、ntManagementwhichdevelopsprogrammesforspecialcustomers.6. CustomerrelationshipmanagementinfinancialservicesFinancialservicesdifferfrommanyotherindustries.ThiscanbeseenparticularlyinRomania,where40commercialbanksfightforapopulationof21millioncitizens.Theycoverthewholespectrumofcustomersfromindividual

34、stopartnerships,institutions,corporationsandgovernments.Asaresult,itcanbeverydifficultofocusonsinglemarkets.Customersareoftenintwopositions:theymayhaveadepositandsavingsaccounts,butalsoloansandoverdrafts.Theyareveryservicefocused,theysellonlyintangibles.Financialservicesrequireprocessingbillionsoftr

35、ansactionsworldwideandtheyareoneoftheheaviestregulatedindustriesintheworld(Rusell-Jones,2003).Thecustomersinthefinancialservicesarebetterinformed,areswitchingchannels,andseemtobemoredemandingofservice,andusedtochange.Themarketisalsohighlycompetitiveandnewentrantsarecomingwithdiverseproductsandapproa

36、ches.TheindustryoffinancialservicesinRomaniahasaveryhighpotentialandregisterseveryyearhighgrowthrates.Tillnow,thelocationinamajorcityofthecountrywithapopulationaround300.000peoplewasanadvantageothebusinessandasuccessfactor.Nowthebattlefieldhasmovedinthesmalltowns.Thecompetitionbecametougher;banksbeg

37、antodevelopandtointroducenewproducts.Someexpertssaythataweaknessofthebankingsectorismarketsegmentation.Thereislotsofinformationaboutcustomers,butitseemsthatbanksprefertofocusonclientswithlargesavingsaccounts.ThemainbanksinRomania,asBRD,BCR,ING,andHVB-Tiriacannouncedfortheyear2005anincreaseinthenumbe

38、roftheprivatebankingclients.Thesearemainlycustomerswithaccountsbetween50.000and100.000Euros,theybenefitofprivateconsultancyspecialinterestrates,commissions,andspecialinsurances.Customershavealsoawordtosayabouttheirbank.AmarketstudymadebyDeadalusConsultingrevealedthatthecustomerprofileforbankingservi

39、cesis:personagedbetween45-55years,withhigherormiddleeducation.Themostutilizedserviceisthebankcardforsalariespayment(32,6%).Next,savingsaccounts(10,2%),creditsforpersonalneeds(11,1%),creditsforbuyingelectronics(9,2%)andautoleasing.ThebestgradeswerereceivedbyRaiffeisenBank(8,83),BCR(8,58)andBRDSociete

40、Generale(8,57).Acustomer'criteriawhenchoosingabankarethetrustinthebank,theenvironmentinthebranch,thequalityofthestaff,theadvicetheyreceive,thebestinterestratetheycanreceive,theinformationaboutthecreditcosts,andtheconditionsforobtainingacredit.Asuccessfulserviceprovidedbythemajorityofthebanksisin

41、ternetbanking.Itallowsclientstosavetimeandmoneywithoutgoingtothebank,24of24frominsideorabroad.Theaccesssfreeofchargeorverycheap,andincludesallkindsofactivitiesfrommoneytransfer,paymentorders,currencyexchange,paymentofcurrentbills,externalpaymentsetc.Therateofpenetrationisstilllow,rankingbetween10%an

42、d30%ofthecustomersinonemiddlebank.7. ConclusionsRomaniancompaniesmustfocusinthefutureontheCustomerRelationshipManagementandtrytoturna“susceptibleclientintoa“partnertotransformpeoplewhoonceneededtheirproduct/service,oroccasionalbusinesspartnersintosupportersandadvocatesand,eventually,intoloyalpartner

43、sthat“sellonthebehalfofthecompany.Companiesmustcreateapermanentdialoguewiththeircustomers,andfightforthem,becausetheclienteleisnotgivenforfree.Customersthatwerepricesensitiveshownowahigherinterestinquality,serviceandbehaviourofstaff,andacompanywhichconcentratedonapricestrategyshouldcheckhowpreparedi

44、tsrivalsareforacompetitionintheaforementionedfields.CustomerRelationshipManagementincreasesitsflexibilityandadaptabilitytothemarket,inaworldofcapriciousclients.客戶關(guān)系管理這是一份來自布加勒斯特（羅馬尼亞首都）經(jīng)濟(jì)學(xué)院的研究：摘要：經(jīng)過17年市場(chǎng)經(jīng)濟(jì)的發(fā)展，羅馬尼亞的公司面臨著一個(gè)新的挑戰(zhàn)：來自歐盟的激烈競(jìng)爭(zhēng)和搶奪消費(fèi)者的大戰(zhàn)?？磥砹_馬尼亞眾企業(yè)不僅得學(xué)會(huì)如何吸引顧客，還得想法子如何留住顧客。現(xiàn)在的行銷策略已包含了關(guān)于客戶定位，客戶關(guān)系

45、管理，客戶的忠誠度以及客戶質(zhì)量的方面。在這份報(bào)告中，我們關(guān)注它的主要方面：即客戶關(guān)系管理學(xué)中的特性，范圍及進(jìn)程，并且我們還將分析本土公司可能面臨的挑戰(zhàn)。在金融服務(wù)那一塊的例子我們將會(huì)圍繞客戶管理關(guān)系學(xué)規(guī)則實(shí)施的實(shí)際情況和羅馬尼亞的原則來展開討論。關(guān)鍵詞：市場(chǎng)行銷信息系統(tǒng)，客戶關(guān)系管理學(xué)，商業(yè)資產(chǎn)，客戶來源，客戶資源的維持。1 .介紹在過去的十年中，大多數(shù)企業(yè)正在忙于生產(chǎn)，經(jīng)濟(jì)衰退，合并，新技術(shù)和商業(yè)管理。羅馬尼亞在加入歐盟將進(jìn)一步發(fā)展的諸多優(yōu)勢(shì)，加上一對(duì)產(chǎn)品監(jiān)管的共同政策共同市場(chǎng)的成員，和行動(dòng)自由，所有四個(gè)生產(chǎn)要素（商品，服務(wù)，資本和勞動(dòng)力）。這就意味著，羅馬尼亞的公司要在國(guó)內(nèi)市場(chǎng)直面來自歐盟

46、國(guó)家其他公司的競(jìng)爭(zhēng)。歐洲的公司模式更靈活多變，為了生產(chǎn)出更好產(chǎn)品，提供更優(yōu)報(bào)價(jià)和服務(wù)給客戶，顧客方面他們會(huì)更以消費(fèi)者為導(dǎo)向，這無疑給羅馬尼亞的本土公司帶來更大壓力。高收益等于重要客戶是公司推行客戶政策拉攏客戶的經(jīng)典準(zhǔn)則?！耙粋€(gè)重要客戶能給公司帶來巨大金錢收益”已經(jīng)成了海外大多數(shù)公司的反照，在羅馬尼亞也可說是如此。但這是否是一成不變的事實(shí)，我們大概需要搜集更多信息來證明，而不是單靠相信年底報(bào)告的一份簡(jiǎn)單數(shù)據(jù)就知道的吧？2 .營(yíng)銷信息系統(tǒng)一個(gè)好的公司在獲取和留住客戶的生產(chǎn)，擴(kuò)大其客戶群這方面更具成效的。這樣的公司提高了對(duì)叛逃率降低了客戶的價(jià)值，增加了客戶關(guān)系管理及市場(chǎng)壽命，使低利潤(rùn)客戶更有利可圖或

47、終止他們的實(shí)際或潛在的市場(chǎng)信息收集等，不僅使本組織監(jiān)測(cè)趨勢(shì)和問題有關(guān)的現(xiàn)有客戶，而且也有助于確定潛在的客戶，輪廓和新的市場(chǎng)，以保持其競(jìng)爭(zhēng)的軌道，其戰(zhàn)略，戰(zhàn)術(shù)和的未來計(jì)劃。為了收集和整理的各種信息高質(zhì)量，企業(yè)開始建立營(yíng)銷信息系統(tǒng)。目前，主要是一個(gè)程序，受它相關(guān)，及時(shí)和準(zhǔn)確的信息不斷收集，整理，分析，評(píng)估，儲(chǔ)存和營(yíng)銷的決策者使用分布式的方法集。營(yíng)銷信息系統(tǒng)包括來自外部和內(nèi)部來源（銷售記錄，客戶記錄，營(yíng)銷傳播數(shù)據(jù)，信息和銷售力）。對(duì)客戶的重點(diǎn)和營(yíng)銷功能整合幫助公司建立與有關(guān)個(gè)別客戶或潛在客戶的客戶的綜合信息數(shù)據(jù)庫。3 .客戶關(guān)系管理客戶關(guān)系管理已經(jīng)出現(xiàn)了過去30年，但它變得非常重要，當(dāng)企業(yè)對(duì)營(yíng)銷功能

48、改變他們的態(tài)度。如今，跨職能的營(yíng)銷方式需要一個(gè)組織文化和氣氛，鼓勵(lì)部門之間的協(xié)作和合作。在行業(yè)中的人必須了解客戶服務(wù)，內(nèi)部或外部的一個(gè)方面的作用?？蛻絷P(guān)系管理基礎(chǔ)上的關(guān)系營(yíng)銷的原則和承認(rèn)，客戶是一個(gè)企業(yè)的資產(chǎn)，而不是簡(jiǎn)單的商業(yè)片觀眾，意味著結(jié)構(gòu)從職能的公司流程，信息是主動(dòng)而不是被動(dòng)地使用和發(fā)展的NE對(duì)1營(yíng)銷辦法。當(dāng)定義客戶關(guān)系管理，我們必須首先解釋客戶之間的差異獲取和留住客戶。這兩個(gè)概念有不同的驅(qū)動(dòng)程序。吸引客戶已變得非常困難的日子里，當(dāng)人們難以討好。他們更聰明，價(jià)格意識(shí)和敏感，更嚴(yán)格，不能寬容，他們有更多的有同樣好或更好的優(yōu)惠的競(jìng)爭(zhēng)對(duì)手接觸。公司更注重銷售分析，客戶細(xì)分，廣告，營(yíng)銷和廣告管理

49、。越是困難的部分是保持客戶。據(jù)布魯恩，當(dāng)一個(gè)顧客滿意與消費(fèi)之間提供履行他/她的期望比較后，他/她接受了公司，信托，并朝它表現(xiàn)出積極的態(tài)度，成為該公司的忠誠。在這種情況下，積極對(duì)公司及有關(guān)其產(chǎn)品的客戶談判，較少注意競(jìng)爭(zhēng)品牌，對(duì)價(jià)格不敏感，而變成日常交易。與客戶保持率，公司必須注重服務(wù)的滿意度和客戶關(guān)系管理的組織及其工作人員的信任。一些公司認(rèn)為，如果客戶投訴的問題將得到解決，但96%的不滿意客戶不會(huì)抱怨，轉(zhuǎn)到另一家公司。因此，客戶關(guān)系管理是留住客戶的機(jī)制。主要客戶關(guān)系管理使得公司能夠了解誰是他們的客戶，孤立最好的客戶（那些與你的愿望有長(zhǎng)期的合作關(guān)系），創(chuàng)建關(guān)系隨著時(shí)間的推移伸展和涉及多方面的相互作

50、用，相互關(guān)系，管理優(yōu)勢(shì)，尋求獲得這些“最佳”的顧客。如營(yíng)銷戰(zhàn)略的投入，客戶基礎(chǔ)，產(chǎn)品和管理，競(jìng)爭(zhēng)對(duì)手和員工的技能是一個(gè)CRMT案，建立為客戶服務(wù)，客戶保留，產(chǎn)出更高的錢包份額，客戶轉(zhuǎn)介，更可預(yù)期的收入流，提高盈利能力，較低的合成成本和更好地遵守。4 .客戶關(guān)系管理發(fā)展戰(zhàn)略由于CRM1一個(gè)跨職能的活動(dòng)和大型企業(yè)有成千上萬的數(shù)百萬客戶，一個(gè)戰(zhàn)略框架的必要性是非常高的。一個(gè)CR峨略的層面，主要是在確定以下主題重點(diǎn)：一對(duì)象的客戶關(guān)系管理-該公司有三個(gè)選項(xiàng)：在一個(gè)品牌或分銷商對(duì)公司本身的重點(diǎn)；一目標(biāo)市場(chǎng)-該公司通常會(huì)設(shè)置不同的客戶群體的優(yōu)先事項(xiàng)，它定義了組合分析為基礎(chǔ)的戰(zhàn)略客戶，收入因素，長(zhǎng)度的關(guān)系，收

51、入，與客戶的合作。這是它的分析標(biāo)準(zhǔn)；一保留客戶-客戶滿意-的方式是在所有的決策中心，但客戶也可以成為保留通過合同條款，如服務(wù)，租賃和保修，核心問題；一選擇客戶關(guān)系管理的工具-該公司結(jié)合了文書以客戶為中心的四路的；一強(qiáng)度和客戶關(guān)系管理的決策時(shí)機(jī)-何時(shí)以及如何顯示該公司介紹，不同的樂器方案可以從一天的最后一個(gè)星期，或由3個(gè)月至兩年；在CRM®目合作-公司有時(shí)必須進(jìn)行合作，由其他合作伙伴的分銷渠道，主要是生產(chǎn)者和批發(fā)商之間和零售。5 .儀器的客戶關(guān)系管理該通信政策中起著重要作用的工具組合。它如下兩個(gè)目標(biāo)：第一，建立與客戶長(zhǎng)期對(duì)話，以穩(wěn)定或改變其預(yù)期，第二，抵消后消費(fèi)的影響。通信政策內(nèi)的主要客戶關(guān)系管理工具包括：直接郵件是通過郵政服務(wù)，收件人的家庭或企業(yè)的物質(zhì)分配的地址，以促進(jìn)產(chǎn)品或服務(wù)。在CRM勺郵寄問題而定，由簡(jiǎn)單的信件到目錄，它總是發(fā)生在發(fā)送一個(gè)特定的在客戶的生活（生日，為活動(dòng)邀請(qǐng)的時(shí)刻）。它必須包括粘性的小工具，以增加他們的機(jī)會(huì)被打開和閱讀；通訊，免費(fèi)分發(fā)給客戶，并載有關(guān)于新產(chǎn)品的信息，特別活動(dòng)及其他優(yōu)惠；富達(dá)卡（存儲(chǔ)卡）是在收集信息的重要工具客戶行為。通過積累的忠誠點(diǎn)，客戶可以受益于不同的特殊優(yōu)惠；客