Integrating customer relationship management and revenue management: A hotel perspective
Integrating customer relationship management and revenue management: A hotel perspective
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整合客户关系管理和收益管理：酒店视角
DOI：
10.1057/palgrave.rpm.5170045
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发表时间：
2003
影响因子：
1.6
通讯作者：
L. Renaghan
中科院分区：
文献类型：
--
作者：
B. Noone;S. Kimes;L. Renaghan
许多作者主张将客户关系管理（CRM）和收入管理（RM）整合起来。然而，在酒店环境的背景下，整合CRM和RM战略的影响，很少受到关注。需要解决的关键问题是：CRM工作的目标应该是谁，这些工作将如何影响RM流程？本文探讨了CRM和RM之间的关系。通过Reinartz和Kumar在2002年提出的客户细分的生命周期/盈利能力方法，确定了CRM工作的目标客户群，并为每个客户群概述了支持RM战略。其中包括传统的RM、基于终身价值的定价、可用性保证以及短期和临时促销。这些RM战略的业务流程的客户细分，需求预测，信息系统管理和人力资源管理的影响得到解决。
A number of authors have advocated a move towards integrating customer relationship management (CRM) and revenue management (RM). The implications of integrating CRM and RM strategies in the context of the hotel environment, however, have received little attention. The key questions that need to be addressed are: who should be targeted with CRM efforts and how will those efforts affect the RM process? This paper examines the relationship between CRM and RM. By means of the lifetime/profitability approach to customer segmentation proposed by Reinartz and Kumar in 2002, the appropriate customer segments to target with CRM efforts are identified and a supporting RM strategy is outlined for each segment. These include traditional RM, lifetime value-based pricing, availability guarantees and short-term and ad hoc promotions. The impact of these RM strategies on business processes in relation to customer segmentation, demand forecasting, information systems management and human resource management is addressed.