【正文】 因此，它可以是非常困難的重點(diǎn)放在單一市場。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。對客戶的重點(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。在分配政策，積極管理可以集中精力在客戶或分銷渠道。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。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）。該培養(yǎng)基是采用互聯(lián)網(wǎng)和主要工具是電子郵件。它提供的互動(dòng)，是靈活的，允許即時(shí)反饋。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?？蛻艟銟凡恐付ㄒ粋€(gè)已與富達(dá)卡并行增長的概念。富達(dá)卡（存儲卡）是在收集信息的重要工具客戶行為。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。通信政策內(nèi)的主要客戶體驗(yàn)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)。 儀器的客戶體驗(yàn)管理該通信政策中起著重要作用的工具組合。 —強(qiáng)度和客戶體驗(yàn)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。 —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。 —目標(biāo)市場 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。客戶體驗(yàn)管理發(fā)展戰(zhàn)略由于CEM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。主要客戶體驗(yàn)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，尋求獲得這些“最佳”的顧客。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。在這種情況下，積極對公司及有關(guān)其產(chǎn)品的客戶談判，較少注意競爭品牌，對價(jià)格不敏感，而變成日常交易。越是困難的部分是保持客戶。他們更聰明，價(jià)格意識和敏感，更嚴(yán)格，不能寬容，他們有更多的有同樣好或更好的優(yōu)惠的競爭對手接觸。這兩個(gè)概念有不同的驅(qū)動(dòng)程序?？蛻趔w驗(yàn)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1營銷辦法。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。 Fill, 2002). The price policy can be thought about in various ways when building a CEM programme: discounts for special customers, underselling or matching petitors, 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 CEM intervenes when needed. The focus on the customers is realised through a Key Account Management which develops programmes for special customers. CEM in financial servicesFinancial services differ from many other industries. This can be seen particularly in Romania, where 40 mercial 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 (RusellJones, 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 petitive and new entrants are ing 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 people was an advantage of the business and a success factor. Now the battlefield has moved in the small towns. The petition became tougher。 Telemarketing allows panies to undertake marketing research and is highly measurable and accountable。 Fidelity cards (store cards) are an important tool in gathering information about customer behavior. By accumulating points of fidelity, the customer can benefit from different special offers。 cooperation within the CEM programme – sometimes the pany must cooperate with other partners from the distribution channel, mainly between producer and wholesaler and retail. Instruments of CEM The munication 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 CEM instruments within the munication policy are: DirectMail is material distributed through the postal service to the recipients’ home or business address to promote a product or service. In CEM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particular moment in customer’s life (birthday, invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read。 intensity and timing of the CEM decisions – show when and how should the pany introduce different instruments。 choosing the instruments of CEM – the pany bines the instruments of the 4P180。 target segment – the pany usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, ine, collaboration with the customer. These are its analysis criteria。 中國三峽出版社，2001.[4] 帕翠珊參考文獻(xiàn)[1] Bernd H. Schemitt著，馮玲，—實(shí)施體驗(yàn)經(jīng)濟(jì)的工具，機(jī)械工業(yè)出版社，2004.[2] Bernd H. Schemitt著，劉銀娜，——，2004.[3] 伯恩德然后，我要感謝我的女朋友潘黎同學(xué)，是你的監(jiān)督與鼓舞讓我更快更好地完成了這篇論文。同時(shí)，我要感謝我的室友—陳程、余秋雨、何仁佳、江舟同學(xué)，感謝你們的陪伴讓我感受到了家的溫暖，讓我在凄冷的異鄉(xiāng)沒有感到寂寞孤單。致 謝首先，我要感謝在百忙之中給我以指導(dǎo)的任志霞老師。鑒于以上的不足，關(guān)于客戶體驗(yàn)管理的研究在筆者這里并沒有結(jié)束。這與筆者對通信運(yùn)營企業(yè)的了解程度，及本人自身水平有關(guān)。筆者為了不使全文變成其他專家的傳聲筒，特意做出了一些刪節(jié)。由于筆者學(xué)識才力有限,本篇論文不足之處頗多,有以下幾個(gè)方面顯得尤為嚴(yán)重:（1）本文對與客戶體驗(yàn)管理的理論敘述并不全面。第四，客戶的關(guān)鍵體驗(yàn)點(diǎn)是客戶體驗(yàn)管理的重中之重，必須要仔細(xì)設(shè)計(jì)，努力去改進(jìn)。第三，品牌作為企業(yè)的一項(xiàng)無形資產(chǎn)，它來源于客戶對其的認(rèn)知印象。這一層次結(jié)構(gòu)概念的提出為客戶體驗(yàn)的創(chuàng)造提供了可以遵循的理論框架，可以用于指導(dǎo)客戶體驗(yàn)管理的實(shí)踐。結(jié) 論 客戶體驗(yàn)管理是戰(zhàn)略性地管理客戶對產(chǎn)品或公司全面體驗(yàn)的過程。 第五節(jié) 本章小結(jié)本章作為整篇論文的重點(diǎn)章節(jié)，主要是根據(jù)前文通信運(yùn)營企業(yè)在客戶體驗(yàn)管理方面的不足做出的改進(jìn)。它與客戶體驗(yàn)管理系統(tǒng)聯(lián)系深厚是理所應(yīng)當(dāng)?shù)??？蛻舴?wù)部原因與人力資源部相似，就不再贅言了。人力資源部經(jīng)過前文的分析，招募什么樣的員工才能更好的服務(wù)于企業(yè)，對員工進(jìn)行什么樣的績效考核才更有益于企業(yè)的發(fā)展，必須經(jīng)過客戶體驗(yàn)管理系統(tǒng)的檢驗(yàn)。財(cái)務(wù)部客戶體驗(yàn)管理是為了增強(qiáng)顧客的忠誠度，繼而持續(xù)的與企業(yè)形成有效的商務(wù)往來，帶來企業(yè)利潤。據(jù)筆者的觀察，通信運(yùn)營企業(yè)對這方面做的不是太好，雖有偶爾的短信問詢，但既不科學(xué)，力度也不夠，更沒有聯(lián)系到企業(yè)的其他相關(guān)部門使其物盡所用。另一方面，這也有助于企業(yè)及時(shí)的改進(jìn)