Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/31311
|
| Title: | 臺灣金融控股公司客戶關係管理行動方案的成功關鍵
Critical Successful Factors of CRM Initiative For Financial Holding Company In Taiwan |
| Authors: | 賈景光 |
| Contributors: | 沈中華
賈景光 |
| Keywords: | 客戶關係管理行動方案 |
| Date: | 2006 |
| Issue Date: | 2009-09-14 09:46:40 (UTC+8) |
| Abstract: | 臺灣金融控股公司客戶關係管理行動方案的成功關鍵
Across the global business community today, it is common knowledge that "doing CRM right" is not a mantra to be taken lightly. When achieved, CRM done right can significantly impact and transform a company, helping enable it to grow more profitably by serving its customers more intelligently. At its best and fullest, CRM does more than just automate a call center or improve a sales report; for those companies up to the challenge of "doing CRM right," it can transform them – culturally, structurally, and strategically.
The objective of this research is to explore answers focus on financial holding company in Taiwan by leveraging IBM Global CRM study result:
• What is driving CRM success, and how are they different than the 20 to 30 percent having some success, and the remaining 55 to 65 percent that are truly struggling?
• How can this success be replicated to improve CRM performance in other companies so that CRM yields its full potential?
Based on financial holding companies in Taiwan survey, these study results focus on how to make that happen, strategically and pragmatically. To succeed and realize full value from CRM, there must be a resounding focus on culture, manifested through the CRM approach steps of change management, process change, CRM strategy, stakeholder assessment and governance, while balancing capabilities and risks to enact the right plans and actions at the right time, given the impact of influencers such as competitive environment and regulatory issues, size and scope of project and company starting point.
Abstract 2
CHAPTER 1: INTRODUCTION 3
CHAPTER 2: LITERATURE REVIEW 6
2.1 CRM Initiative Concept 6
2.2 Aligned CRM with Organization 8
2.3 The Use of CRM Initiative 14
2.4 The Impact of CRM on Value Chain Processes 15
2.5 Top Management for CRM Initiatives 17
2.6 CRM best practices in the financial Industry 18
2.7 CRM Agenda for Taiwan’s Financial Holding Company 22
CHAPTER 3: RESEARCH METHODOLOGY 27
3.1 Research Framework 27
3.2. Sample Organizations and Respondents 28
CHAPTER 4: RESEARCH RESULTS 29
4.1 Taiwan Financial Holding Company Survey Result 29
4.2 Success Driver Analysis 30
4.3 Addressing CRM roadblocks 33
4.4 The Human Side of CRM 34
4.5 The Importance of the Business Case and ROI 35
4.6 Corporate Level Relevance of CRM 37
4.7 Aligning CRM with Stakeholders 38
4.8 Key Findings from the Survey 40
4.9 Rules of Thumb for Future CRM Initiative 43
CHAPTER 5: CONCLUSION 50
6.1 Limitation and future research 51
REFERENCES : 52
Appendix A: 55 |
| Reference: | 1. Alter, A. E. (2004). How Do You Get Users to Adopt CRM? ; Despite the cultural changes CRM often requires, extensive training and ongoing communication with users are critical, CIO Insight, 1, 42, 63.
2. Berelson, B. (1952) Content Analysis in Communications Research, Glencoe, IL: The Free Press.
3. Bettman, J. R. and Weitz, B. A. (1983) Attributions in the Board Room: Causal Reasoning in Corporate Annual Reports, Administrative Science Quarterly, 28, 2, 165.
4. Bose, R. (2002) Customer relationship management: Key components for IT success, Industrial Management + Data Systems, 102, 1/2, 89.
5. Brandt, D. R. (2000) Linking measures of customer satisfaction, value, and loyalty to market and financial performance: Basic methods and key considerations, Quality Congress. ASQ`s Annual Quality Congress Proceedings, 113.
6. Brynjolfsson, E., Hitt, L. M., Yang, S., Baily, M. N., and Hall, R. E. (2002) Intangible assets: Computers and organizational capital / Comments and discussion, Brookings Papers on Economic Activity, 1, 137.
7. Bull, C. (2003) Strategic issues in customer relationship management (CRM) implementation, Business Process Management Journal, 9, 5, 592.
8. Bygstad, B. (2003) The implementation puzzle of CRM systems in knowledge-based organizations, Information Resources Management Journal, 16, 4, 33.
9. Chattopadhyay, S. P. (2001) Relationship marketing in an enterprise resource planning environment, Marketing Intelligence & Planning, 19, 2, 136.
10. Chan, J. O. (2005) Toward a Unified View of Customer Relationship Management, Journal of American Academy of Business, Cambridge, 6, 1, 32.
11. Chen, I. J. and Popvich, K. (2003) Understanding customer relationship management (CRM): People, process and technology, Business Process Management Journal, 9, 5,:672.
12. Chen, J.-S. and Ching, R. K. H. (2004) An empirical study of the relationship of IT intensity and organizational absorptive capacity on CRM performance, Journal of Global Information Management, 12, 1, 1.
13. Clement, A. (1990) Cooperative support for computer work: a social perspective on the empowering of end users, Proceedings of the International Conference on CSCW, 7, 10, 223.
14. Clement, A. (1994) Computing at work: Empowering action by `low-level users`, Association for Computing Machinery. Communications of the ACM, 37, 1, 52.
15. Couldwell, C. (1998) A data day battle, Computing.
16. Croteau, A.-M. and Li, P. (2003) Critical success factors of CRM technological initiatives, Canadian Journal of Administrative Sciences, 20 , 1,:21.
17. Deshpande, R. (1999). Developing a Market Orientation, SAGE Publications.
18. Drucker, P. (1993). The Practice of Management, HarperBusiness.
19. Galbreath, J. and T. Rogers (1999). Customer relationship leadership: a leadership and motivation model for the twenty-first century business, The TQM Magazine, 11, 3, 161.
20. Gandz, J. (1990) The Employee Empowerment Era, Business Quarterly (1986-1998), 55, 2, 74.
21. Gefen, D. and Ridings, C. M. (2002) Implementation team responsiveness and user evaluation of customer relationship management: A quasi-experimental design study of social exchange theory, Journal of Management Information Systems, 19, 1, 47.
22. Gurau, C., Ranchhod, A., and Hackney, R. (2003) Customer-Centric Strategic Planning: Integrating CRM in Online Business Systems, Information Technology and Management, 4, 2-3, 199.
23. Hansotia, B. (2002) Gearing up for CRM: Antecedents to successful implementation, Journal of Database Management, 10, 2, 121.
24. Herrenkohl, R. C., Judson, G. T., and Heffner, J. A. (1999) Defining and measuring employee empowerment, The Journal of Applied Behavioral Science, 35, 3,:373.
25. Hoffman, G. M. (1994) The Technology Payoff: How to Profit with Empowered Workers in the Information Age, Irwin, Burr Ridge, IL.
26. Homburg, C. and Pflesser, C. (2000) A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes, JMR, Journal of Marketing Research, 37, 4,:449.
27. Ittner, C. D. and Larcker, D. F. (1998) Are nonfinancial measures leading indicators of financial performance? An analysis of customer satisfaction, Journal of Accounting Research, 36, 1.
28. Jarrar, Y. F. and Zairi, M. (2002) Employee empowerment - a UK survey of trends and best practices, Managerial Auditing Journal, 17, 5, 266.
29. Kaplan, R. S. and Norton, D. P. (2004) Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Publishing Corporation.
30. Karimi, J., Somers, T. M., and Gupta, Y. P. (2001) Impact of information technology management practices on customer service, Journal of Management Information Systems, 17, 4, 125.
31. Kenyon, J. and Vakola, M. (2003) Customer relationship management: A viable strategy for the retail industry? International Journal of Organization Theory and Behavior, 6, 3, 329.
32. Kohli, A. K., Jaworski, B. J., and Kumar, A. (1993) MARKOR: A measure of market orientation, JMR, Journal of Marketing Research, 30, 4, 467.
33. Kotabe, M. and Swan, K. S. (1995) The role of strategic alliances in high-technology new product development, Strategic Management Journal, 16, 8, 621.
34. Kotorov, R. (2003) Customer relationship management: Strategic lessons and future directions, Business Process Management Journal, 9, 5, 566.
35. Kuei, C.-H., Madu, C. N., and Lin, C. (2001) The relationship between supply chain quality management practices and organizational performance, The International Journal of Quality & Reliability Management, 18, 8/9, 864.
36. Kuo, C. J. and Lu, S. L. (2005) Taiwan`s financial holding companies: an empirical investigation based on Markov regime-switching model, Applied Economics, 37, 5, 593
37. Lashley, C. (1995) Towards an understanding of employee empowerment in hospital, International Journal of Contemporary Hospitality Management, 7, 1, 27.
38. Malone, T. W. (1997) Is Empowerment Just a Fad? Control, Decision Making, and IT, Sloan Management Review, 38, 2, 23.
39. Markus, M. L., Axline, S., Petrie, D, and Tanis, S. C. (2000) Learning from adopters` experiences with ERP: problems encountered and success achieved, Journal of Information Technology, 15, 4, 245.
40. McDonnell, S. (2001) Putting CRM to work, Computerworld, 35, 11, 48.
41. Melville, N., Kraemer, K., and Gurbaxani, V. (2004) REVIEW: INFORMATION TECHNOLOGY AND ORGANIZATIONAL PERFORMANCE: AN INTEGRATIVE MODEL OF IT BUSINESS VALUE1, MIS Quarterly, 28, 2, 283.
42. Narver, J. C. and Slater, S. F. (1990) The Effect of a Market Orientation on Business Profitability, Journal of Marketing, 54, 4, 20.
43. Piccoli, G., O`Connor, P., Capaccioli, C., and Alvarez, R.. (2003) Customer relationship management-a driver for change in the structure of the U.S. lodging industry, Cornell Hotel and Restaurant Administration Quarterly, 44, 4, 61.
44. Ragins, E. J. and Greco, A. J. (2003) Customer relationship management and E-business: More than a software solution, Review of Business, 24, 1, 25.
45. Reichheld, F. F. (1996) Learning from customer defections, Harvard Business Review, 74, 2, 56.
46. Reinartz, W., Krafft, M. and Hoyer, W. D. (2004). The Customer Relationship Management Process: Its Measurement and Impact on Performance, JMR, Journal of Marketing Research, 41, 3, 293.
47. Rigby, D. K. and Ledingham, D. (2004) CRM Done Right, Harvard Business Review, 82, 11, 118.
48. Sayer, K. and. Harvey, L. (1997) Empowerment in business process reengineering: an ethnographic study of implementation discourses, Proceedings of the 18th International Conference on Information Systems, Kumar, K. and DeGrosss, J.I., 427, 40.
49. Slater, S. F. and Narver, J. C. (1994) Does competitive environment moderate the market orientation-performance relationship? Journal of Marketing, 58, 1, 46.
50. Tafti, M. H. A. (2002) Analysis of factors affecting implementation of customer relationship management systems, Proceedings of IRMA.
51. Yin, R. K. (1994) Case study research: design and methods, Sage Publication, Thousand Oaks, CA.
52. Yu, L. (2001) What Really Makes Customers Happy? MIT Sloan Management Review, 42, 4, 19.
53. Zeng, Y. E., Wen, H. J. and Yen, D. C. (2003) Customer relationship management (CRM) in business-to-business (B2B) e-commerce, Information Management & Computer Security, 11, 1, 39. |
| Description: | 碩士
國立政治大學
國際經營管理碩士班(IMBA)
92933012
95 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0092933012 |
| Data Type: | thesis |
| Appears in Collections: | [國際經營管理英語碩士學程IMBA] 學位論文
|
Files in This Item:
| File |
Size | Format | |
|---|
| index.html | 0Kb | HTML2 | 243 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
