外文翻譯--探討客戶關(guān)系管理系統(tǒng)的框架 (2)

1、<p><b>　　中文5000字</b></p><p><b>　　畢業(yè)論文（設(shè)計(jì)）</b></p><p><b>　　外文翻譯</b></p><p>　　A Framework for Understanding Customer Relationship Management S

2、ystems</p><p>　　Graeme Shanks</p><p>　　Department of Information Systems, The University of Melbourne, Australia</p><p>　　Ilona Jagielska</p><p>　　Caulfield School of I

3、nformation Technology, Monash University, Australia</p><p>　　Malini Jayaganesh</p><p>　　Department of Information Systems, The University of Melbourne, Australia</p><p>　　Abstract.T

4、his 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 framewor

5、k 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 pro

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

7、anagement (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. CRM

8、 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 to h

9、elp 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 increas

10、e 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 survey

11、, 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 succes

12、sful 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 realisat

13、ion. 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><p

14、>　　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 each

15、 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 determining

16、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 concerning b

17、enefits realization and evaluation. Expenditure on information systems and information technology represents a substantial investment for many organizations that managers find increasingly difficult to justify . Evaluati

18、on 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>

19、;<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 consens

20、us 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 emergen

21、t 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 shoul

22、d 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 pa

23、rtial 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 for a

24、n 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 requiremen

25、ts . 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<

26、;/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 common

27、 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 spe

28、cifically 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 benefi

29、ts 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. I

30、mproved 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 respon

31、siveness 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>

32、　　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 satisfact

33、ion</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 the

34、 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 as

35、 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 di

36、fferent 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 to

37、 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 informat

38、ion</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 informat

39、ion</p><p>　　Increase in timeliness of information</p><p>　　Improved customer data history</p><p>　　2. Improved Process Management</p><p>　　For successful implementatio

40、n 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 str

41、ongly 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>

42、;<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 tasks&l

43、t;/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 service.

44、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 point

45、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</p

46、><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 and r

47、elated 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 in

48、 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>　　Re

49、duction 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 users

50、 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 thr

51、ough 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 sales&l

52、t;/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 relationships w

53、ith 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 in t

54、heir 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 real

55、 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 num

56、ber 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 an

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

58、roduction, 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 based

59、 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 appropr

60、iate levels</p><p>　　Increase in campaign response rates</p><p>　　Increase in identification and utilization of business opportunities</p><p>　　Increase in target marketing driven r

61、evenue</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>

62、<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 signi

63、ficantly 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>　　Increas

64、e 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 in o

65、ptimizing 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 use

66、d 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 issues

67、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>&

68、lt;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>　　Organizat

69、ions 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 whi

70、ch 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:&l

71、t;/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</p

72、><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.</p

73、><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 previously

74、 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>　　Imp

75、roved 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>

76、　　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 in

77、creased 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 th

78、eir 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><

79、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 the

80、 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. Sh

81、aring 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 or

82、ganizations 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 valu

83、e-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 gr

84、owing 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 res

85、earch 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>　　

86、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 potential

87、 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 feasibili

88、ty 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 be a

89、ware 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 implemen

90、tation 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 fram

91、ework 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 otherwise o

92、f 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. The

93、 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(guān)系管理系統(tǒng)的框架</p><p>　　Graeme Shanks 澳大

94、利亞，墨爾本大學(xué)，資訊系統(tǒng)學(xué)系</p><p>　　Ilona Jagielska 澳大利亞，莫納什大學(xué)，考菲爾德學(xué)校的信息技術(shù)</p><p>　　Malini Jayaganesh 澳大利亞，墨爾本大學(xué)，資訊系統(tǒng)學(xué)系</p><p>　　摘要：本文提出了客戶關(guān)系管理系統(tǒng)效益的一個(gè)結(jié)構(gòu)框架。這是由一個(gè)以利益為衡量標(biāo)準(zhǔn)的成熟指標(biāo)和類別分組設(shè)置的例子所構(gòu)成的。該框架向

95、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(jìn)一步的實(shí)證研究提供可靠根據(jù)。在登記商業(yè)案例和處理實(shí)施后的評論期間，它還向從業(yè)人員提供CRM項(xiàng)目確定目標(biāo)的方法。</p><p>　　關(guān)鍵詞：客戶關(guān)系管理，客戶關(guān)系管理系統(tǒng)效益</p><p><b>　　一、導(dǎo)言</b></p><p>　　客戶關(guān)系管理（CRM）關(guān)注業(yè)務(wù)流程和管理，以及改善在

96、銷售、營銷和客戶支持和服務(wù)等領(lǐng)域中客戶關(guān)系的有用技術(shù)。客戶關(guān)系管理系統(tǒng)由業(yè)務(wù)分析技術(shù)組件、關(guān)系營銷策略及支撐，以及以客戶為中心的業(yè)務(wù)流程組成。盡管CRM系統(tǒng)最初目的是幫助解決業(yè)務(wù)和戰(zhàn)術(shù)問題，但他們之后演變?yōu)橹С謶?zhàn)略決策和被許多從前臺(tái)到高級管理者這樣的雇員所使用。隨著公司向新的消費(fèi)驅(qū)動(dòng)型經(jīng)濟(jì)邁進(jìn)，客戶是他們最重要的資產(chǎn)，其在全球化經(jīng)濟(jì)中取得成功取決于有效的客戶關(guān)系。伴隨這些系統(tǒng)的全球支出的投資預(yù)測，預(yù)計(jì)在未來幾年將增加，CRM系統(tǒng)被視為重

97、要的戰(zhàn)略舉措。全球CRM應(yīng)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(yù)計(jì)將在2009年達(dá)到100億美元。美國的調(diào)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(jì)劃實(shí)施一個(gè)CRM系統(tǒng)。然而，一個(gè)CRM系統(tǒng)實(shí)施的風(fēng)險(xiǎn)和高失敗率一直在被報(bào)道。博德曼認(rèn)為，結(jié)果發(fā)現(xiàn)，百分之七十的CRM項(xiàng)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(gè)成功的CRM系統(tǒng)實(shí)

98、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(yàn)?？朔@個(gè)問題的一種方法是決定CRM系統(tǒng)實(shí)施效益實(shí)現(xiàn)的成敗。理解商業(yè)利益被認(rèn)為是CRM系統(tǒng)實(shí)施的關(guān)鍵成功因素，而缺乏效益意識(shí)被認(rèn)為是CRM系統(tǒng)成功實(shí)施的障礙。CRM系統(tǒng)效益一般表現(xiàn)為非結(jié)構(gòu)化名單或驅(qū)動(dòng)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(shè)計(jì)的，識(shí)別和分類CRM的效益，為

99、每個(gè)效益提供指標(biāo)，并描述用于每個(gè)指標(biāo)的例子度量。這個(gè)效益框架向研究人員為探索客戶關(guān)系管理系統(tǒng)效益提供系統(tǒng)研究方法和進(jìn)一步的實(shí)證研究提供工具。它將協(xié)助工作人員確定CRM項(xiàng)目的可行性，確定實(shí)施后審查期間CRM項(xiàng)目的效益實(shí)現(xiàn)，建立有效的CRM系統(tǒng)實(shí)施基準(zhǔn)。</p><p>　　二、CRM系統(tǒng)的效益和評價(jià)</p><p>　　有關(guān)效益實(shí)現(xiàn)和評價(jià)的信息系統(tǒng)是龐大的。對于許多組織，信息系統(tǒng)和信息技術(shù)的

100、支出是一項(xiàng)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(jià)涉及建立定量和定性方法去評估組織中信息系統(tǒng)價(jià)值。實(shí)際上，很少有人注意到信息技術(shù)投資的正式評價(jià)，許多企業(yè)也不對其信息系統(tǒng)投資進(jìn)行嚴(yán)格評估。信息系統(tǒng)投資的價(jià)值往往在信任、理解成本和效益評價(jià)中使用大概估計(jì)數(shù)字去判斷。最重要的一個(gè)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(jià)是一個(gè)復(fù)雜的過程，其中包括效率、效能方面和在一個(gè)復(fù)雜

101、的社會(huì)和政治背景下的競爭優(yōu)勢。在成敗如何構(gòu)成和不同的團(tuán)體在不同的時(shí)間對成敗有不同的認(rèn)識(shí)上，缺乏一個(gè)共識(shí)。信息系統(tǒng)實(shí)施的結(jié)果而非計(jì)劃結(jié)果也是緊急的，而且需要在技術(shù)、人員、體制相互作用實(shí)施后的幾年內(nèi)實(shí)現(xiàn)。此外，許多膚淺的信息系統(tǒng)評估將導(dǎo)致從失敗中學(xué)習(xí)的困難。盡管存在這些困難，“越小心，計(jì)劃效益實(shí)際上越容易實(shí)現(xiàn)?！?Lyytenin指出，信息系統(tǒng)評價(jià)應(yīng)該認(rèn)識(shí)到范圍廣的結(jié)果，主要關(guān)注效能而不是簡單的技術(shù)和成本策略。在本文中，我們不處理信息系統(tǒng)的