THE ROLE OF THE CUSTOMER RELATIONSHIP MANAGEMENT IN THE ERA OF GLOBALIZATION

Constantin Draghici
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Constantin Draghici: University of Pitesti, Faculty of Economic Sciences, Department of Economy and Business Administration, Romania

JOURNAL STUDIA UNIVERSITATIS BABES-BOLYAI NEGOTIA, 2011

Abstract: The organization management and the coordination of the processes that characterize the problem of enterprise relationships with its clients, especially under the pressure of a highly competitive market economy, require from the involved factors a good knowledge of the realities. Achieving such goals is conditioned by the in-depth knowledge of all the elements that characterize the organization and the processing of the of customer relationship issues. The present paper tries to analyze these aspects. Customer relationship Management or CRM acronym has recently entered into the language of professionals. The '90s marked the transition from transactional marketing to relationship marketing. The orientation focused on achieving a large number of short-term transactions began to be gradually replaced by the philosophy of promoting medium and long term relationships with all categories of persons, companies and institutions that have a direct or indirect interest in the organization (stakeholders). Naturally, the affirmation of relational marketing in both conceptual and operational relationships with customers led to reconsideration. Currently the position of CRM as a business strategy is strongly expressed point of view, not limited to one of organization's functions, namely the area of marketing. CRM helps businesses use technology and human resources to gain insight into customer behavior and to recognize the value of those customers. Customer Relationship Management (CMR) goes beyond sales, marketing and customer-service applications and spreads into business intelligence, analytics, hosted applications, mobile capabilities and much more! By thinking more insightfully about what customers are worth, an organization can focus its resources on attracting and keeping the right type of customers. This focus, in turn, will make CRM efforts more productive and position the respective organization better for innovation and growth.

Keywords: management; customer; strategy; SME; big corporate (search for similar items in EconPapers)
JEL-codes: M19 M30 (search for similar items in EconPapers)
Date: 2011
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http://tbs.ubbcluj.ro/RePEc/bbn/journl/Negotia_3_2011.pdf Revised version, 2011 (application/pdf)

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