外文翻譯--探討客戶關系管理系統(tǒng)的框架

1、<p>　　中文5000字，3180單詞，18400英文字符</p><p>　　出處：Shanks G, Jagielska I, Jayaganesh M. A Framework for Understanding Customer Relationship Management Systems Benefits[J]. Communications of the Association for

2、Information Systems, 2009, 25(1):263-269</p><p><b>　　畢業(yè)論文（設計）</b></p><p><b>　　外文翻譯</b></p><p>　　A Framework for Understanding Customer Relationship Managemen

3、t Systems</p><p>　　Graeme Shanks</p><p>　　Department of Information Systems, The University of Melbourne, Australia</p><p>　　Ilona Jagielska</p><p>　　Caulfield School o

4、f Information Technology, Monash University, Australia</p><p>　　Malini Jayaganesh</p><p>　　Department of Information Systems, The University of Melbourne, Australia</p><p>　　Abstrac

5、t.This paper presents a structured framework for understanding the benefits of CRM systems. The framework is comprised of a set of benefits grouped into categories with empirical indicators and example metrics. The frame

6、work provides researchers with a systematic approach for exploring CRM system benefits and provides a sound base for further empirical research. It also provides practitioners with a means of defining objectives for CRM

7、projects during specification of the business case an</p><p>　　Keywords: customer relationship management, CRM system benefits</p><p>　　I. INTRODUCTION</p><p>　　Customer relationshi

8、p management (CRM) is concerned with the business processes and enabling technologies that focus on managing and improving relationships with customers in the areas of sales, marketing, and customer support and service.

9、CRM systems consist of operational and analytical technological components as well as relationship marketing strategies and supporting, customer-centric business processes . Although CRM systems were initially designed t

10、o help solve operational and tactical pr</p><p>　　CRM systems are perceived as important strategic imperatives , with investment forecasts predicting that global spending on these systems is expected to incr

11、ease over the coming years . The worldwide CRM application software market is set for 10 percent growth from 2007-2012 despite the recession, with total revenue expected to reach $10 billion in 2009 . In a U.S. based sur

12、vey, Goodhue et al. found that 91 percent of organizations either already had a CRM system in place or were planning to acq</p><p>　　The absence of a clear and consistent definition of what constitutes a suc

13、cessful CRM system implementation makes it difficult to evaluate industry experiences. One approach to overcome this problem is to determine the success or failure of CRM system implementations in terms of benefits reali

14、sation. Understanding the business benefits is considered to be a critical success factor for successful CRM system implementation , while low awareness of benefits is perceived to be a barrier to successfu</p>&l

15、t;p>　　The framework presented in this paper is designed specifically for CRM systems, identifies and categorizes CRM benefits, provides indicators for each benefit, and describes example metrics that can be used for e

16、ach indicator. The benefits framework provides researchers with a systematic approach for exploring CRM system benefits and a tool that can be used in further empirical research. It will assist practitioners in determini

17、ng the feasibility of CRM projects, ascertaining which benefits have </p><p>　　II. CRM SYSTEMS BENEFITS AND EVALUATION</p><p>　　There is a large body of research in information systems concernin

18、g benefits realization and evaluation. Expenditure on information systems and information technology represents a substantial investment for many organizations that managers find increasingly difficult to justify . Evalu

19、ation of information systems involves establishing quantitative and qualitative means to assess the worth of information systems to organizations . In practice, little attention has been paid to formal evaluation o</p

20、><p>　　Information systems evaluation is a complex process, which includes aspects of efficiency, effectiveness, and competitive advantage within a complex social and political context . There is a lack of cons

21、ensus on how success and failure are constituted, and different social groups will have different views of success and failure at different points in time . The results of information systems implementation are also emer

22、gent rather than planned, and are often realized several years after implemen</p><p>　　The identification and measurement of benefits is a key aspect of information systems evaluation . Benefit frameworks sh

23、ould include both tangible and intangible benefits and can be used in the development of business cases and for performance monitoring . However, when assessing information systems investments, many organizations include

24、 partial and inaccurate treatment of benefits, and focus on tangible benefits due to the difficulty in dealing with intangible benefits .</p><p>　　It is difficult to build a comprehensive list of benefits fo

25、r an information system implementation . Benefits should, however, be identified as early as possible in an information systems implementation project and they should be closely related to the formulation of user require

26、ments . Furthermore, potential benefits evolve as a project progresses; new benefits can be identified, and benefits that were originally identified may no longer be valid . The development of a framework for understandi

27、</p><p>　　There are many lists of general benefits for information systems broadly, and for enterprise-wide packaged software systems in particular . While there will be some high level benefits that are com

28、mon to these systems, for a benefits framework to be useful, detailed indicators for the benefits need to be included. For a CRM benefits framework many of the benefits, and almost all of the indicators, will need to be

29、specifically focused on CRM systems . Therefore, in this paper we develop a framewo</p><p>　　III. THE CRM BENEFITS FRAMEWORK</p><p>　　The CRM benefits framework describes and categorizes CRM ben

30、efits for operational, tactical, and strategic levels of management . </p><p>　　Benefits for Operational Level of Management</p><p>　　1. Improved customer data management</p><p>　　2

31、. Improved process management</p><p>　　3. Improved customer service</p><p>　　4. Empowerment of staff</p><p>　　5. Improved productivity</p><p>　　6. Enables real-time res

32、ponsiveness to trends</p><p>　　Benefits for Tactical Level of Management</p><p>　　1. Facilitates market segmentation</p><p>　　2. Facilitates key account management</p><p&

33、gt;　　3. Improved channel management</p><p>　　4. Improved analysis, reporting and forecasting</p><p>　　Benefits for Strategic Level of Management</p><p>　　1. Improved customer satisf

34、action</p><p>　　2. Improved business performance</p><p>　　3. Improved value-added partnerships</p><p>　　4. Improved innovative use of CRM systems</p><p>　　Benefits for

35、the Operational Level of Management</p><p>　　These benefits pertain to day-to-day operations of the business. Several of these benefits may trigger related benefits at the same or higher levels of management

36、 as discussed below.</p><p>　　1. Improved Customer Data Management</p><p>　　To be effective, CRM systems require integrated and high quality customer data. Customer data is often recorded within

37、 different functional areas within companies and on different media . In order to manage customer relationships, organizations need a ―whole of customer view to manage individual customer relationships . CRM systems seek

38、 to integrate customer data and provide the means to improve customer data quality. One expert pointed out that, ―improved customer data can be regarded as an ena</p><p>　　Improved accuracy of customer infor

39、mation</p><p>　　Improved completeness of customer information</p><p>　　Decrease in the number of duplicate records</p><p>　　Reduction in time taken to access complete customer infor

40、mation</p><p>　　Increase in timeliness of information</p><p>　　Improved customer data history</p><p>　　2. Improved Process Management</p><p>　　For successful implementa

41、tion of CRM systems, the alignment of information technology and business processes is essential. Customer related business processes need to be designed and managed to ensure that this alignment occurs. One expert felt

42、strongly that process management is as important as customer data management, and the failure to recognize this is ―one of the key reasons why CRM systems might fail. Indicators for improved process management are:</p

43、><p>　　Reduction in the number of redundant processes</p><p>　　Increase in efficiency at different stages of managing the customer</p><p>　　Increase in efficiency in assignment of task

44、s</p><p>　　3. Improved Customer Service</p><p>　　By aligning people, technology, and processes together, CRM systems assist organizations in providing consistent and personalized customer servic

45、e. The level of service has a direct impact on customer satisfaction and the generation of repeat business. Indicators for improved customer service are:</p><p>　　Increased number of resolutions at first poi

46、nt of contact</p><p>　　Reduced handling time for enquiries</p><p>　　Increased access to high quality information at the point of customer contact</p><p>　　4. Empowerment of Staff<

47、;/p><p>　　By giving employees access to more customer data, CRM systems provide them more autonomy in their tasks to shape procedures to the requirements of specific customers. Sales force automation systems an

48、d related products empower employees with relevant information that assists in contact and lead management, configuration support and knowledge management. As one expert pointed out, the inclusion of empowerment of staff

49、 in the CRM benefits framework is in keeping with the recommendations of IBM’sCR</p><p>　　Increased conversion rate of prospects</p><p>　　Increased staff satisfaction level</p><p>　

50、　Reduction in administration of sales staff</p><p>　　5. Improved Productivity</p><p>　　While prospective users of CRM indicate that growth in revenue is the biggest expected benefit, existing us

51、ers report that the biggest benefits have been observed in the area of productivity improvements. This is particularly significant during economic downturn when productivity gains translate into increased profit margins

52、through cost savings. Indicators for improved productivity are:</p><p>　　Reduction in lost opportunity costs</p><p>　　Reduction in costs for lead generation, marketing, customer service and sale

53、s</p><p>　　Increase in the number of customers handled per sales representative</p><p>　　6. Enabling of Real-Time Responsiveness to Trends.</p><p>　　CRM systems enhance relationship

54、s with customers by facilitating immediate response to their needs and foster continuous learning and improvement. However, while the experts agreed that CRM systems enable increased responsiveness, they were unanimous i

55、n their opinion that the concept of ―real-time responsiveness is only ―required only under select circumstances such as fraud detection. They suggested that most business circumstances do not require data processing in r

56、eal time and that the emphas</p><p>　　Increase in number of cross sales</p><p>　　Increase in number of up-sales</p><p>　　Earlier detection of trends</p><p>　　Increased

57、number of effective campaigns</p><p>　　Benefits for the Tactical Level of Management</p><p>　　These benefits relate to the middle level of management which is concerned with medium term planning

58、 and the development of tactical strategies such as specific marketing campaigns.</p><p>　　1. Improved Facilitation of Market Segmentation</p><p>　　Traditional unsegmented marketing involves mas

59、s production, distribution, and promotion of the same product to all customers and focuses on what is common in the needs of the consumers rather than on what is different. On the other hand, relationship marketing is ba

60、sed on the principle that not all customers want the same product and that individuals may purchase the same product for different reasons. CRM analytics enables profiling of customers from a heterogeneous market to appr

61、opriate levels</p><p>　　Increase in campaign response rates</p><p>　　Increase in identification and utilization of business opportunities</p><p>　　Increase in target marketing drive

62、n revenue</p><p>　　Increase in profitability of market segments</p><p>　　Increase in number of target marketing initiatives</p><p>　　2. Facilitation of Key Account Management</p&

63、gt;<p>　　CRM systems enable better management of key account customers. Not all customers are equally profitable; for organizations in most industries and markets a small portion of the customer base provides a si

64、gnificantly higher portion of revenue . These are the key customers. Indicators for facilitation of key account management are:</p><p>　　Increase in average customer lifetime value</p><p>　　Incr

65、ease in number of customers with high lifetime value</p><p>　　Reduction in number of customers with credit risk</p><p>　　3. Improved Channel Management</p><p>　　CRM systems assist i

66、n optimizing channel management. One aspect of this is ascertaining customer channel preferences. The other aspect is that it allows organizations to increase profitability by ensuring that the most effective channel is

67、used for specific products and customers. Conflicts of interest between customers and the organization, in terms of channel preferences, are made visible and the organization is in a better position to resolve these issu

68、es satisfactorily. Indicators for improv</p><p>　　Increase in number of transactions through cost-effective channels</p><p>　　Increase in the number of customer self-service activities</p>

69、<p>　　Reduction in the usage of cost-ineffective channels</p><p>　　Reduction in channel cost per sale</p><p>　　4. Improved Analysis, Reporting and Forecasting</p><p>　　Organi

70、zations can improve analysis and produce more accurate forecasts using high quality, integrated customer data from CRM systems. CRM systems are usually equipped with the ability to generate predefined and ad hoc reports

71、which can be effectively used to support functions such as forecasting and resource management. They therefore enable faster and improved decision making . Indicators for improved analysis, reporting, and forecasting are

72、:</p><p>　　Improvement in monitoring of KPIs</p><p>　　Improvement in reporting at customer rather than account level</p><p>　　Increase in the number of relevant reports available<

73、;/p><p>　　Benefits for the Strategic Level of Management</p><p>　　These benefits relate to the top levels of management and are concerned with the long term vision and goals of the organization.<

74、;/p><p>　　1. Improved Customer Satisfaction</p><p>　　Customer satisfaction increases when increased value is provided to the customer. Almost all operational and tactical benefits discussed previou

75、sly have a positive impact on value creation for the customer. Other indicators relevant to the strategic level of management are discussed below. Indicators for improved customer satisfaction are:</p><p>　　

76、Improved value perception</p><p>　　Increase in period of customer loyalty</p><p>　　Increase in the number of repeat customers</p><p>　　Reduced number of complaints</p><p&

77、gt;　　Increase in word of mouth recommendations</p><p>　　2. Improved Business Performance</p><p>　　CRM systems can lead to improved business performance in terms of reduced customer attrition and

78、 increased customer retention, revenue, and profitability. They can also assist organizations to maintain/gain a competitive edge in their industry by promoting a favorable image among their customers, thus strengthening

79、 their leadership in the market. Generally, increased profitability is seen as more important than increased volume. Indicators for improved business performance are:</p><p>　　Increase in profit</p>&

80、lt;p>　　Increase in share of wallet</p><p>　　Increase in customer retention</p><p>　　Increase in revenue per customer</p><p>　　Increase in sales</p><p>　　Increase in

81、the number of customers.</p><p>　　3. Improved Value Added Partnerships</p><p>　　CRM systems enable process integration beyond the traditional CRM areas of marketing, sales, and customer service.

82、 Sharing of integrated customer related data encourages the formulation of cross functional processes with areas such as manufacturing, logistics, finance, and product development. Furthermore, partnerships with external

83、 organizations are enabled through sharing of customer related data and the development of interorganizational processes that facilitate business-to-business trading </p><p>　　Increase in internal/external v

84、alue-added linkages</p><p>　　4. Improved Innovative Use of CRM Systems</p><p>　　Most CRM systems have typically focused on marketing, sales, and customer service. Recently though, there has been

85、 growing interest in investigating how the functionality of CRM systems can be leveraged for customer-centric product development CRM systems contain data about customer behaviour and preferences that can be used by the

86、research and development functional areas of organizations for product innovation. An indicator for improved value added partnerships is:</p><p>　　Increase in CRM system driven innovation</p><p>

87、;　　In general, however, the experts felt that most of the CRM system implementations in their experience are not mature enough to be used in innovative ways. They were unanimous in their opinion, though, that such potent

88、ial certainly exists and could grow in importance.</p><p>　　IV. CONCLUSION</p><p>　　The framework provides a comprehensive basis for planning for CRM systems implementation and conducting feasib

89、ility studies, for conducting post-implementation review of CRM systems and for establishing benchmarks for effective CRM system implementation. When planning for CRM systems implementation projects, it is important to b

90、e aware of the many possible benefits that can accrue. The framework contains a comprehensive list of benefits that can be adapted or customised for a particular project </p><p>　　When undertaking post imple

91、mentation reviews it is crucial to identify all benefits that accrue from the CRM system, including some that are emergent and may have been unplanned. The framework provides a sound basis for such a review. Use of the f

92、ramework for planning projects and conducting post implementation reviews enables a comparison of expected and realised benefits, providing strong evidence in the analysis of benefits to determine the success or otherwis

93、e of the project.</p><p>　　The framework also enables a standardised means of conducting post implementation reviews and keeping a database of net benefit realisation for various CRM system implementations.

94、The database could be used as a means of benchmarking CRM system projects that are of a similar nature.</p><p><b>　　譯文：</b></p><p>　　探討客戶關系管理系統(tǒng)的框架</p><p>　　Graeme Shanks

95、 澳大利亞，墨爾本大學，資訊系統(tǒng)學系</p><p>　　Ilona Jagielska 澳大利亞，莫納什大學，考菲爾德學校的信息技術</p><p>　　Malini Jayaganesh 澳大利亞，墨爾本大學，資訊系統(tǒng)學系</p><p>　　摘要：本文提出了客戶關系管理系統(tǒng)效益的一個結構框架。這是由一個以利益為衡量標準的成熟指標和類別分組設置的例子所構成的。該

96、框架向研究人員提供探索CRM系統(tǒng)效益的系統(tǒng)研究方法，并為進一步的實證研究提供可靠根據(jù)。在登記商業(yè)案例和處理實施后的評論期間，它還向從業(yè)人員提供CRM項目確定目標的方法。</p><p>　　關鍵詞：客戶關系管理，客戶關系管理系統(tǒng)效益</p><p><b>　　一、導言</b></p><p>　　客戶關系管理（CRM）關注業(yè)務流程和管理，以及

97、改善在銷售、營銷和客戶支持和服務等領域中客戶關系的有用技術。客戶關系管理系統(tǒng)由業(yè)務分析技術組件、關系營銷策略及支撐，以及以客戶為中心的業(yè)務流程組成。盡管CRM系統(tǒng)最初目的是幫助解決業(yè)務和戰(zhàn)術問題，但他們之后演變?yōu)橹С謶?zhàn)略決策和被許多從前臺到高級管理者這樣的雇員所使用。隨著公司向新的消費驅動型經(jīng)濟邁進，客戶是他們最重要的資產(chǎn)，其在全球化經(jīng)濟中取得成功取決于有效的客戶關系。伴隨這些系統(tǒng)的全球支出的投資預測，預計在未來幾年將增加，CRM系統(tǒng)被

98、視為重要的戰(zhàn)略舉措。全球CRM應用軟件市場在2007-2012年增長百分之十，盡管有所衰退，但總收入預計將在2009年達到100億美元。美國的調查顯示，古德休等人發(fā)現(xiàn)百分之九十一的組織已經(jīng)有CRM系統(tǒng)或正在計劃實施一個CRM系統(tǒng)。然而，一個CRM系統(tǒng)實施的風險和高失敗率一直在被報道。博德曼認為，結果發(fā)現(xiàn)，百分之七十的CRM項目是失敗的，超過一半的CRM投資公司是令人失望的。</p><p>　　對一個成功的CRM

99、系統(tǒng)實施缺乏明確和統(tǒng)一定義的情況下，很難評估行業(yè)經(jīng)驗。克服這個問題的一種方法是決定CRM系統(tǒng)實施效益實現(xiàn)的成敗。理解商業(yè)利益被認為是CRM系統(tǒng)實施的關鍵成功因素，而缺乏效益意識被認為是CRM系統(tǒng)成功實施的障礙。CRM系統(tǒng)效益一般表現(xiàn)為非結構化名單或驅動程序，而Freeman和Seddon已經(jīng)修改了企業(yè)系統(tǒng)的CRM系統(tǒng)的效益框架。</p><p>　　在本文中提出的框架是專門為CRM系統(tǒng)設計的，識別和分類CRM的效

100、益，為每個效益提供指標，并描述用于每個指標的例子度量。這個效益框架向研究人員為探索客戶關系管理系統(tǒng)效益提供系統(tǒng)研究方法和進一步的實證研究提供工具。它將協(xié)助工作人員確定CRM項目的可行性，確定實施后審查期間CRM項目的效益實現(xiàn)，建立有效的CRM系統(tǒng)實施基準。</p><p>　　二、CRM系統(tǒng)的效益和評價</p><p>　　有關效益實現(xiàn)和評價的信息系統(tǒng)是龐大的。對于許多組織，信息系統(tǒng)和信息

101、技術的支出是一項重大投資，管理人員發(fā)現(xiàn)其越來越難以裁斷。信息系統(tǒng)評價涉及建立定量和定性方法去評估組織中信息系統(tǒng)價值。實際上，很少有人注意到信息技術投資的正式評價，許多企業(yè)也不對其信息系統(tǒng)投資進行嚴格評估。信息系統(tǒng)投資的價值往往在信任、理解成本和效益評價中使用大概估計數(shù)字去判斷。最重要的一個原因是，缺乏一些可靠的措施評估信息系統(tǒng)的影響。</p><p>　　信息系統(tǒng)評價是一個復雜的過程，其中包括效率、效能方面和在一

102、個復雜的社會和政治背景下的競爭優(yōu)勢。在成敗如何構成和不同的團體在不同的時間對成敗有不同的認識上，缺乏一個共識。信息系統(tǒng)實施的結果而非計劃結果也是緊急的，而且需要在技術、人員、體制相互作用實施后的幾年內(nèi)實現(xiàn)。此外，許多膚淺的信息系統(tǒng)評估將導致從失敗中學習的困難。盡管存在這些困難，“越小心，計劃效益實際上越容易實現(xiàn)?！?Lyytenin指出，信息系統(tǒng)評價應該認識到范圍廣的結果，主要關注效能而不是簡單的技術和成本策略。在本文中，我們不處理信息