CUSTOMER RELATIONSHIP MANAGEMENT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：As. univ. drd. Mihaela Cornelia PrejmereanLect. univ. dr. Alina Mihaela DimaAcademy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania. Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention. 1. Introduction In the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romanias accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year? 2. Marketing information system A winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management & marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, the enterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and DAmico,1993). The marketing information system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects. 3. Customer relationship management Customer Relationship Management has been around for the last 30 years, but it became very important when companies changed their attitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climate that encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are used proactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006). When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe that if a customer complaints the problem will be solved, but 96% of unsatisfied customers dont complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesized in a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003). 4. Developing a strategy in customer relationship management Because CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topics:- object of the customer relationship management the company has three options: focusing on the company itself, on a brand or on the distributor; - target segment the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria; - ways of retaining the customers customers satisfaction is in the centre of all the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty; - choosing the instruments of CRM the company combines the instruments of the 4Ps with focus on the customer; - intensity and timing of the CRM decisions show when and how should the company introduce different instruments; programmes can last from one day to one week, or from three month to two years; - cooperation within the CRM programme sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and wholesaler and retail. 5. Instruments of customer relationship management The communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialogue with the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients home or business address to promote a product or service. In CRM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particular moment in customers life (birthday, invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are an important tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifestyle-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance, prestige and expectations of its customers; Telemarketing allows companies to undertake marketing research and is highly measurable and accountable; the number of positive and negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling. The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic to your companys Web site. Event-marketing takes place in three main areas: the product (here, it focuses on increasing sales), the corporation (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002). The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences. Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers is realised through a Key Account Management which develops programmes for special customers. 6. Customer relationship management in financial services Financial services differ from many other industries. This can be seen particularly in Romania, where 40 commercial banks fight for a population of 21 million citizens. They cover the whole spectrum of customers from individuals to partnerships, institutions, corporations and governments. As a result, it can be very difficult to focus on single markets. Customers are often in two positions: they may have a deposit and savings accounts, but also loans and overdrafts. They are very service focused, they sell only intangibles. Financial services require processing billions of transactions worldwide and they are one of the heaviest regulated industries in the world (Rusell-Jones, 2003).The customers in the financial services are better informed, are switching channels, and seem to be more demanding of service, and used to change. The market is also highly competitive and new entrants are coming with diverse products and approaches. The industry of financial services in Romania has a very high potential and registers every year high growth rates. Till now, the location in a major city of the country with a population around 300.000 people was an advantage of the business and a success factor. Now the battlefield has moved in the small towns. The competition became tougher; banks began to develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seems that banks prefer to focus on clients with large savings accounts. The main banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile for banking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customers criteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank. 7. Conclusions Romanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of the company. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the market, in a world of capricious clients. 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?，F(xiàn)在的行銷策略已包含了關(guān)于客戶定位，客戶關(guān)系管理，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內(nèi)市場(chǎng)直面來自歐盟國家其他公司的競(jìng)爭。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。“一個(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)告的一份簡單數(shù)據(jù)就知道的吧？ 2營銷信息系統(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，使低利潤客戶更有利可圖或終止他們的實(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)存和營銷的決策者使用分布式的方法集。營銷信息系統(tǒng)包括來自外部和內(nèi)部來源（銷售記錄，客戶記錄，營銷傳播數(shù)據(jù)，信息和銷售力）。對(duì)客戶的重點(diǎn)和營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)營銷功能改變他們的態(tài)度。如今，跨職能的營銷方式需要一個(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)爭對(duì)手接觸。公司更注重銷售分析，客戶細(xì)分，廣告，營銷和廣告管理。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。如營銷戰(zhàn)略的投入，客戶基礎(chǔ)，產(chǎn)品和管理，競(jìng)爭對(duì)手和員工的技能是一個(gè)CRM方案，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CRM是一個(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)CRM戰(zhàn)略的層面，主要是在確定以下主題重點(diǎn)： 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); 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，長度的關(guān)系，收入，與客戶的合作。這是它的分析標(biāo)準(zhǔn); 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; 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; 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項(xiàng)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的郵寄問題而定，由簡單的信件到目錄，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;客戶俱樂部指定一個(gè)已與富達(dá)卡并行增長的概念。其主要形式是貴賓俱樂部，歌迷俱樂部，產(chǎn)品利息的俱樂部，以及與生活方式俱樂部。該俱樂部是一個(gè)機(jī)會(huì)，使該公司在根據(jù)社會(huì)地位，接受，威望和提供其客戶的期望; 電話營銷允許企業(yè)進(jìn)行市場(chǎng)研究和高度可衡量的和負(fù)責(zé)任的，正面和負(fù)面的反應(yīng)數(shù)很容易記錄和監(jiān)測(cè)。它提供的互動(dòng)，是靈活的，允許即時(shí)反饋。網(wǎng)上營銷包括很多形式，如網(wǎng)上廣告，網(wǎng)上促銷，網(wǎng)上直銷，網(wǎng)上公共關(guān)系，一線人員銷售。該培養(yǎng)基是采用互聯(lián)網(wǎng)和主要工具是電子郵件。虛擬促銷比硬拷貝版本的便宜，但面臨的挑戰(zhàn)是吸引流量到您公司的網(wǎng)站。事件營銷需要在三個(gè)主要領(lǐng)域：產(chǎn)品（在這里舉行，它在增加銷售的重點(diǎn)），為開發(fā)法人公司（）和社區(qū)（能在當(dāng)?shù)厣鐓^(qū)生活的差額）。 價(jià)格政策時(shí)，可以被認(rèn)為在建立客戶關(guān)系管理方案的各個(gè)方面有關(guān)：為特殊客戶的折扣，賤賣或匹配的競(jìng)爭對(duì)手，忠誠退款，項(xiàng)目捆綁在一起，提供整體的價(jià)格。雖然價(jià)格不是有內(nèi)在的價(jià)值尺度收到的，它經(jīng)常被用來作為基準(zhǔn)客戶，忽視或任何其他功能的差異。 在產(chǎn)品政策的關(guān)鍵因素是產(chǎn)品本身的質(zhì)量，設(shè)計(jì)，技術(shù)特點(diǎn)，包裝和服務(wù)管理，其中包括終身保修，價(jià)格保證或客戶電話線。在分配政策，積極管理可以集中精力在客戶或分銷渠道。生產(chǎn)者評(píng)估的分銷合作伙伴和客戶關(guān)系管理活動(dòng)需要的時(shí)候進(jìn)行干預(yù)。對(duì)客戶的重點(diǎn)是實(shí)現(xiàn)通過一個(gè)關(guān)鍵客戶管理主要職能是為特殊客戶的方案。6. 金融服務(wù)中的客戶關(guān)系管理 金融服務(wù)不同于其他許多行業(yè)。這可以看出，特別是在羅馬尼亞，在商業(yè)銀行為40 21萬公民人口的斗爭。他們包括來自個(gè)人客戶的伙伴關(guān)系的整個(gè)范圍，機(jī)構(gòu)，公司和政府。因此，它可以是非常困難的重點(diǎn)放在單一市場(chǎng)?？蛻艚?jīng)常在兩個(gè)位置：他們可能有存款和儲(chǔ)蓄賬戶，而且貸款和透支。他們非常注重服務(wù)，他們只銷售無形資產(chǎn)。金融服務(wù)需要處理全球數(shù)十億的交易，他們是世界上重監(jiān)管的行業(yè)之一。金融服務(wù)的客戶可以更知情，是交換渠道，似乎更苛刻的服務(wù)，并用來改變。該市場(chǎng)競(jìng)爭也非常激烈，新進(jìn)入者都已經(jīng)準(zhǔn)備推出多樣化的產(chǎn)品和方法。 在羅馬尼亞的金融服務(wù)行業(yè)具有很高的潛力和寄存器每年的高增長率。至今，在全國主要城市，人口約30萬人的位置是一個(gè)企業(yè)的優(yōu)勢(shì)和成功因素。現(xiàn)在戰(zhàn)場(chǎng)搬到小城鎮(zhèn)。比賽變得艱難，銀行開始開發(fā)和引進(jìn)新產(chǎn)品。一些專家指出，銀行界的一個(gè)弱點(diǎn)是市場(chǎng)分割。有大量的有關(guān)客戶的信息，但銀行似乎更愿意對(duì)客戶的注重與大儲(chǔ)蓄賬戶。在羅馬尼亞的主要銀行，BRD的時(shí)，BCR，荷蘭，和HVB -蒂里亞克公布了2005年在私人銀行客戶數(shù)量增加。這些主要是50.000和100.000之間歐元帳戶的客戶，他們受益的私人顧問，特殊利益，傭金，及特殊保險(xiǎn)?？蛻粢灿幸粋€(gè)詞來談?wù)撍麄兊你y行。 A股市場(chǎng)研究Deadalus咨詢作出透露，銀行服務(wù)的客戶個(gè)人資料是：年齡介乎45-55歲的人具有較高或中等教育。最常使用的服務(wù)是為支付工資（32.6）銀行卡。其次，儲(chǔ)蓄帳戶（10,2），個(gè)人需要（11.1），購買電子產(chǎn)品（9.2）和汽車租賃學(xué)分。 最佳成績是共收到賴夫艾森銀行（8,83）時(shí)，BCR（8,58）和BRD的法國興業(yè)銀行（8,57）。一個(gè)客戶的標(biāo)準(zhǔn)時(shí)，選擇銀行是在銀行的信任，環(huán)境的分支機(jī)構(gòu)，員工的素質(zhì)，建議他們接受，最好的利率，他們可以接收，關(guān)于信用費(fèi)用的信息，和條件獲得信貸。一個(gè)成功的服務(wù)由銀行提供的網(wǎng)上銀行多數(shù)。它允許客戶節(jié)省時(shí)間和金錢，而無須從內(nèi)部或國外的銀行，24 24。訪問是非常便宜的收費(fèi)或免費(fèi)，并包括由資金轉(zhuǎn)移，支付令各種活動(dòng)，貨幣交換，目前的條例草案，對(duì)外支付等支付的普及率仍然很低，10和30排名該客戶在一個(gè)中等銀行。 7. 結(jié)論 羅馬尼亞公司必須集中在未來的客戶關(guān)系管理，努力變成一個(gè)“伙伴”的“敏感”的當(dāng)事人，將改變?nèi)藗冋l一旦需要他們的產(chǎn)品/服務(wù)，或?yàn)橹С终吆统珜?dǎo)者，并最終偶爾的商業(yè)伙伴，為忠實(shí)伙伴，“賣出”上代表公司。公司必須建立一個(gè)與客戶的長期對(duì)話，并為他們爭取，因?yàn)榭蛻羰遣皇敲赓M(fèi)獲得。價(jià)格敏感的客戶，顯示了現(xiàn)在是在質(zhì)量較高的利息，服務(wù)和工作人員的行為，和公司的價(jià)格策略上應(yīng)檢查其對(duì)手如何準(zhǔn)備為在上述領(lǐng)域的競(jìng)爭集中。客戶關(guān)系管理提高其靈活性和市場(chǎng)應(yīng)變能力，在世界上的反復(fù)無常的客戶。