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題名 在顧客關係管理中以人為本的流程
People-Driven Processes in Customer Relationship Management
作者 陳志翔
Chen,Chih-Hsiang
貢獻者 尚孝純
Shang,Shari S. C.,
陳志翔
Chen,Chih-Hsiang
關鍵詞 顧客關係管理
以人為本的流程
以人為本的顧客關係管理
Customer relationship management
people-driven processes
people-driven CRM
日期 2006
上傳時間 18-九月-2009 14:32:31 (UTC+8)
摘要 顧客關係管理(CRM)是結合人、流程和科技，並且追求瞭解顧客需求、提供商業策略和建立與顧客之間的長期關係。成功的利用整合科技，需要適合的商業流程和組織文化來適當地定位人本行為上的元素。因為顧客關係管理並不是簡單的技術解決方案，成功的顧客關係管理運作主要與人們的介入有關。為了建立對於在顧客關係管理中以人為本的流程中清楚剖析內容和角色，本研究分析顧客關係管理流程和倚賴人本的文獻，並且構成有關於在顧客關係管理中以人為本的流程假說需要。它強調高階主管和營運職員對於制定重要決策和與顧客進行立即性溝通的責任，進而帶領與顧客之間的關係管理。

典型的在顧客關係管理中以人為本的流程是很難已被建置或無法以單獨地成為技術解決方案，這些活動包含規劃顧客策略、設計顧客關係管理流程、處理顧客問題、瞭解顧客需求、處理立即溝通和問題、以及整合顧客回應。影響在顧客關係管理中以人為本的流程的因素會和顧客特性、資訊內容、員工能力和組織環境有關。本研究建立的假說是探討在顧客關係管理中以人為本的流程會被以下因素影響的相關性：(1)顧客情感需求、在交易過程中的顧客涉入度和顧客需求的變化；(2)內隱顧客資訊的需求；(3)員工經驗和知識；(4)組織文化。

為了建立在顧客關係管理中以人為本流程的清楚瞭解，本研究依據文獻發現建
構假說和經由深度個案研究來驗證他們。目標是檢驗顧客特性、資訊內容、員工能力和組織環境對於在顧客關係管理中以人為本流程的相關性。
Customer relationship management (CRM) is a combination of people, processes, and technology that seeks to provide understanding of customer needs, to support a business strategy, and to build long-term relationships with customers. Successful utilization of the integrated technology requires appropriate business processes and organizational culture to adequately address human behavioral elements. Because it is not simply a technology solution, success in CRM business revolves largely around people. In order to build a clearer understanding of the content and role of the people-driven processes of CRM, this study analyzes the literature on CRM processes and people dependencies and forms propositions about the need for people-driven processes in CRM. It emphasizes the responsibility of executives and operational staff in making critical decisions and using intimate communications to conduct relationship management with their customers.

Typical people-driven processes in CRM are those that are difficult to implement or that cannot be carried out using technology solutions alone, including such activities as planning customer strategy, designing CRM processes, coping with customer problems, understanding customer needs, handling intimate communications, and integrating customer responses. Factors that affect the dependency of people-driven processes in CRM are related to customer characteristics, the content of information, employee capabilities, and the organizational environment. Propositions formed in this study are that the dependency on people-driven processes in CRM is affected by (1) customer emotional needs, customer involvement in transaction processing, and the dynamics of the customer needs; (2) the need for tacit customer information; (3) employee experience and knowledge; and (4) the organizational culture.

To build a clear understanding of the people-driven processes of CRM, this research constructed propositions based on literature findings and verified them through an in-depth case study. The objective is to explain the effects of customer characteristics, the content of information, employee capabilities, and the organizational environment on the dependence of people-driven processes in CRM.
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2. Barber, F. and Strack, R., "The Surprising Economics of a "People Business"," Harvard Business Review (83: 6), 2005, pp. 80.
3. Bentum, R. V. and Stone, M., "Customer relationship management and the impact of corporate culture - A European study," Journal of Database Marketing & Customer Strategy Management (13: 1), 2005, pp. 28.
4. Bolton, M., "Customer centric business processing," International Journal of Productivity and Performance Management (53: 1/2), 2004, pp. 44.
5. Bueren, A., Schierholz, R., Kolbe, L. M. and Brenner, W., "Improving performance of customer-processes with knowledge management," Business Process Management Journal (11: 5), 2005, pp. 573.
6. Bull, C., "Strategic issues in customer relationship management (CRM) implementation," Business Process Management Journal (9: 5), 2003, pp. 592.
7. Burrell, G. and Morgan, G., Sociological Paradigms and Organisational Analysis, Heinemann, London, 1979.
8. Chan, J. O., "Toward a Unified View of Customer Relationship Management," Journal of American Academy of Business, Cambridge (6: 1), 2005, pp. 32.
9. Chen, I. J. and Popvich, K., "Understanding customer relationship management (CRM): People, process and technology," Business Process Management Journal (9: 5), 2003, pp. 672.
10. Chen, M. and Shang, S., "Implementing an Enterprise-wide CRM Infrastructure," Proceedings of the Fourth Workshop on e-Business (WEB 2005) -- A Pre-ICIS Workshop AIS, Las Vegas, USA, December 10 2005.
11. Crowe, T. J., "Integration Is Not Synonymous with Flexibility," International Journal of Operations & Production Management (12: 10), 1992, pp. 26.
12. Daft, R. L. and Lengel, R. H., "Information Richness. A New Approach to Managerial Behavior and Organization Design," Research in Organizational Behavior (6: 3), 1983, pp. 191-233.
13. Davenport, T. H., Harris, J. G. and Kohli, A. K., "How Do They Know Their Customers So Well?," MIT Sloan Management Review (42: 2), 2001, pp. 63.
14. Deshpande, R. and Webster Jr., F. E., "Organizational culture and marketing: Defining the research agenda," Journal of Marketing Theory and Practice (53: 1), 1989, pp. 3-15.
15. Eisenhardt, K. M., "Building Theories From Case Study Research," Academy of Management Review (14: 4), 1989, pp. 532.
16. Fickel, L., "Know your customer," CIO Magazine (12: 21), 1999, pp. 62-72.
17. Fjermestad, J. and Romano, N., "Electronic customer relationship management: Revisiting the general principles of usability and resistance--an integrative implementation framework," Business Process Management Journal (9: 5), 2003, pp. 572.
18. Gebert, H., Geib, M., Kolbe, L. and Brenner, W., "Knowledge-enabled customer relationship management: Integrating customer relationship management and knowledge management concepts," Journal of Knowledge Management (7: 5), 2003, pp. 107.
19. Goldenberg, B., "CRM: The Past and the Future," Customer Relationship Management (10: 1), 2006, pp. 18.
20. Greenberg, P., CRM at the speed of light (3th ed.), McGraw-Hill Osborne Media, 2004.
21. Gronroos, C., "From marketing mix to relationship marketing: Towards a paradigm shift in marketing," Management Decision (32: 2), 1994, pp. 4.
22. Jayanti, R., "Affective Responses towards Service Providers: Implications for Service Encounter Satisfaction," Health Marketing Quarterly (14: 1), 1996, pp. 49-65.
23. Johansson, J. K. and Nonaka, I., "Market Research the Japanese Way," Harvard Business Review (65: 3), 1987, pp. 16.
24. Johnson, E. and Zinkhan, G., "Emotional Responses to a Professional Service Encounter," Journal of Service Marketing (5: 2), 1991, pp. 5-15.
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26. Kohli, A. K., Jaworski, B. J. and Kumar, A., "MARKOR: A measure of market orientation," JMR, Journal of Marketing Research (30: 4), 1993, pp. 467.
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31. Ling, R. and Yen, D. C., "Customer relationship management: An analysis framework and implementation strategies," The Journal of Computer Information Systems (41: 3), 2001, pp. 82.
32. Mattila, A. S. and Enz, C. A., "The role of emotions in service encounters," Journal of Service Research : JSR (4: 4), 2002, pp. 268.
33. Mintzberg, H., "The fall and rise of strategic planning," Harvard Business Review (72: 1), 1994, pp. 107.
34. Ngai, E. W. T., "Customer relationship management research (1992-2002): An academic literature review and classification," Marketing Intelligence & Planning (23: 6/7), 2005, pp. 582.
35. Ngwenyama, O. K. and Lee, A. S., "Communication richness in electronic mail: Critical social theory and the contextuality of meaning," MIS Quarterly (21: 2), 1997, pp. 145.
36. Nonaka, I. and Takeuchi, H., The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, US, 1995, 58.
37. Oldroyd, R. G. J. B., "The Quest for Customer Focus," Harvard Business Review (83: 4), 2005, pp. 92.
38. Parvatiyar, A. and Sheth, J. N., "Customer relationship management: emerging practice, process, and discipline," Journal of Economic & Social Research (3: 2), 2001, pp. 1-34.
39. Peppard, J., "Customer relationship management (CRM) in financial services," European Management Journal (18: 3), 2000, pp. 312.
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41. Porter, M. E. and Millar, V. E., "How Information Gives You Competitive Advantage," Harvard Business Review (63: 4), 1985, pp. 149.
42. Prabhaker, P., "Integrated marketing-manufacturing strategies," The Journal of Business & Industrial Marketing (16: 2), 2001, pp. 113.
43. Rafaeli, A. and Sutton, R., "Expression of Emotion as Part of the Work Role," Academy of Management Review (12 1987, pp. 23-37.
44. Reinartz, W. and Kumar, V., "The mismanagement of customer loyalty," Harvard Business Review (80: 7), 2002, pp. 86.
45. Rigby, D. K. and Ledingham, D., "CRM Done Right," Harvard Business Review (82: 11), 2004, pp. 118.
46. Rigby, D. K., Reichheld, F. F. and Schefter, P., "Avoid the four perils of CRM," Harvard Business Review (80: 2), 2002, pp. 101.
47. Saint-Onge, H., "Tacit knowledge: The key to the strategic alignment of intellectual capital," Strategy & Leadership (24: 2), 1996, pp. 10.
48. Schneider, B. and Bowen, D. E., "Understanding Customer Delight and Outrage," Sloan Management Review (41: 1), 1999, pp. 35.
49. Shang, S. and Ko, Y.-F., "Understanding the Technology and Organizational Elements of Customer Relationship Management Systems," Proceedings of the Americas Conference on Information Systems (AMCIS 2005), Omaha, Nebraska, USA, August 2006.
50. Shang, S. and Lin, J.-S., "A Model for Understanding the Market-orientation Effects of CRM on the Organizational Processes," Proceedings of the Americas Conference on Information Systems (AMCIS 2005), Omaha, Nebraska, USA, August 11-14 2005.
51. Stringfellow, A., Nie, W. and Bowen, D. E., "CRM: Profiting from understanding customer needs," Business Horizons (47: 5), 2004, pp. 45.
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53. Tehrani, N., "The essence of CRM success: Focus on relationships¡K otherwise there is no customer to manage," Customer Interaction Solutions (21: 1), 2002, pp. 2-4.
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描述 碩士
國立政治大學
資訊管理研究所
94356032
95
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0094356032
資料類型 thesis
dc.contributor.advisor 尚孝純zh_TW
dc.contributor.advisor Shang,Shari S. C.,en_US
dc.contributor.author (作者) 陳志翔zh_TW
dc.contributor.author (作者) Chen,Chih-Hsiangen_US
dc.creator (作者) 陳志翔zh_TW
dc.creator (作者) Chen,Chih-Hsiangen_US
dc.date (日期) 2006en_US
dc.date.accessioned 18-九月-2009 14:32:31 (UTC+8)-
dc.date.available 18-九月-2009 14:32:31 (UTC+8)-
dc.date.issued (上傳時間) 18-九月-2009 14:32:31 (UTC+8)-
dc.identifier (其他 識別碼) G0094356032en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/35247-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 資訊管理研究所zh_TW
dc.description (描述) 94356032zh_TW
dc.description (描述) 95zh_TW
dc.description.abstract (摘要) 顧客關係管理(CRM)是結合人、流程和科技，並且追求瞭解顧客需求、提供商業策略和建立與顧客之間的長期關係。成功的利用整合科技，需要適合的商業流程和組織文化來適當地定位人本行為上的元素。因為顧客關係管理並不是簡單的技術解決方案，成功的顧客關係管理運作主要與人們的介入有關。為了建立對於在顧客關係管理中以人為本的流程中清楚剖析內容和角色，本研究分析顧客關係管理流程和倚賴人本的文獻，並且構成有關於在顧客關係管理中以人為本的流程假說需要。它強調高階主管和營運職員對於制定重要決策和與顧客進行立即性溝通的責任，進而帶領與顧客之間的關係管理。

典型的在顧客關係管理中以人為本的流程是很難已被建置或無法以單獨地成為技術解決方案，這些活動包含規劃顧客策略、設計顧客關係管理流程、處理顧客問題、瞭解顧客需求、處理立即溝通和問題、以及整合顧客回應。影響在顧客關係管理中以人為本的流程的因素會和顧客特性、資訊內容、員工能力和組織環境有關。本研究建立的假說是探討在顧客關係管理中以人為本的流程會被以下因素影響的相關性：(1)顧客情感需求、在交易過程中的顧客涉入度和顧客需求的變化；(2)內隱顧客資訊的需求；(3)員工經驗和知識；(4)組織文化。

為了建立在顧客關係管理中以人為本流程的清楚瞭解，本研究依據文獻發現建
構假說和經由深度個案研究來驗證他們。目標是檢驗顧客特性、資訊內容、員工能力和組織環境對於在顧客關係管理中以人為本流程的相關性。		zh_TW
dc.description.abstract (摘要) Customer relationship management (CRM) is a combination of people, processes, and technology that seeks to provide understanding of customer needs, to support a business strategy, and to build long-term relationships with customers. Successful utilization of the integrated technology requires appropriate business processes and organizational culture to adequately address human behavioral elements. Because it is not simply a technology solution, success in CRM business revolves largely around people. In order to build a clearer understanding of the content and role of the people-driven processes of CRM, this study analyzes the literature on CRM processes and people dependencies and forms propositions about the need for people-driven processes in CRM. It emphasizes the responsibility of executives and operational staff in making critical decisions and using intimate communications to conduct relationship management with their customers.

Typical people-driven processes in CRM are those that are difficult to implement or that cannot be carried out using technology solutions alone, including such activities as planning customer strategy, designing CRM processes, coping with customer problems, understanding customer needs, handling intimate communications, and integrating customer responses. Factors that affect the dependency of people-driven processes in CRM are related to customer characteristics, the content of information, employee capabilities, and the organizational environment. Propositions formed in this study are that the dependency on people-driven processes in CRM is affected by (1) customer emotional needs, customer involvement in transaction processing, and the dynamics of the customer needs; (2) the need for tacit customer information; (3) employee experience and knowledge; and (4) the organizational culture.

To build a clear understanding of the people-driven processes of CRM, this research constructed propositions based on literature findings and verified them through an in-depth case study. The objective is to explain the effects of customer characteristics, the content of information, employee capabilities, and the organizational environment on the dependence of people-driven processes in CRM.		en_US
dc.description.tableofcontents CHAPTER 1: Introduction 7
CHAPTER 2: Literature review 8
2.1 The development of CRM 8
2.2 People-driven processes in CRM 9
2.3 Major CRM processes 10
2.4 Factors affecting the dependency on people-driven processes 13
CHAPTER 3: Research methodology 19
3.1 Research Method 19
3.2 Research Process 19
CHAPTER 4: Research results 24
4.1 The Research Result 24
4.2 Proposition Analysis 26
CHAPTER 5: Discussion 38
5.1 Practice people-driven processes in CRM 38
5.2 Understand customer experience by analyzing emotional and functional needs 40
5.3 Understand and applying customer knowledge through interactive processes 42
5.4 Adopt customer-oriented performance indicators in both front and back offices 43
5.5 Build a customer-oriented culture to achieve CRM value 45
CHAPTER 6: Conclusion 48
6.1 Conclusion 48
6.2 Academic and Managerial Implications 50
6.3 Research Limitations 51
6.4 Future Research 52
References 53
Appendix A: Research results 57
A.1 The interview results of Company A 57
A.2 The interview results of Company B 57
A.3 The interview results of Company C 58
A.4 The interview results of Company D 58
Appendix B: Company Background 59
B.1 Company Background of Company A 59
B.2 Company Background of Company B 59
B.3 Company Background of Company C 60
B.4 Company Background of Company D 61
Appendix C: Questionnaire 62
Appendix D: Summary of Interview Results 64
D.1 Summary of Interview Results – Company A 64
D.2 Summary of Interview Results – Company B 69
D.3 Summary of Interview Results – Company C 74
D.4 Summary of Interview Results – Company D 78		zh_TW
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dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0094356032en_US
dc.subject (關鍵詞) 顧客關係管理zh_TW
dc.subject (關鍵詞) 以人為本的流程zh_TW
dc.subject (關鍵詞) 以人為本的顧客關係管理zh_TW
dc.subject (關鍵詞) Customer relationship managementen_US
dc.subject (關鍵詞) people-driven processesen_US
dc.subject (關鍵詞) people-driven CRMen_US
dc.title (題名) 在顧客關係管理中以人為本的流程zh_TW
dc.title (題名) People-Driven Processes in Customer Relationship Managementen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 1. Apicella, M., Mitchell, K. and Dugan, S., "Customer relationship management: ramping up sales service," Info World (21: 33), 1999, pp. 68-80.zh_TW
dc.relation.reference (參考文獻) 2. Barber, F. and Strack, R., "The Surprising Economics of a "People Business"," Harvard Business Review (83: 6), 2005, pp. 80.zh_TW
dc.relation.reference (參考文獻) 3. Bentum, R. V. and Stone, M., "Customer relationship management and the impact of corporate culture - A European study," Journal of Database Marketing & Customer Strategy Management (13: 1), 2005, pp. 28.zh_TW
dc.relation.reference (參考文獻) 4. Bolton, M., "Customer centric business processing," International Journal of Productivity and Performance Management (53: 1/2), 2004, pp. 44.zh_TW
dc.relation.reference (參考文獻) 5. Bueren, A., Schierholz, R., Kolbe, L. M. and Brenner, W., "Improving performance of customer-processes with knowledge management," Business Process Management Journal (11: 5), 2005, pp. 573.zh_TW
dc.relation.reference (參考文獻) 6. Bull, C., "Strategic issues in customer relationship management (CRM) implementation," Business Process Management Journal (9: 5), 2003, pp. 592.zh_TW
dc.relation.reference (參考文獻) 7. Burrell, G. and Morgan, G., Sociological Paradigms and Organisational Analysis, Heinemann, London, 1979.zh_TW
dc.relation.reference (參考文獻) 8. Chan, J. O., "Toward a Unified View of Customer Relationship Management," Journal of American Academy of Business, Cambridge (6: 1), 2005, pp. 32.zh_TW
dc.relation.reference (參考文獻) 9. Chen, I. J. and Popvich, K., "Understanding customer relationship management (CRM): People, process and technology," Business Process Management Journal (9: 5), 2003, pp. 672.zh_TW
dc.relation.reference (參考文獻) 10. Chen, M. and Shang, S., "Implementing an Enterprise-wide CRM Infrastructure," Proceedings of the Fourth Workshop on e-Business (WEB 2005) -- A Pre-ICIS Workshop AIS, Las Vegas, USA, December 10 2005.zh_TW
dc.relation.reference (參考文獻) 11. Crowe, T. J., "Integration Is Not Synonymous with Flexibility," International Journal of Operations & Production Management (12: 10), 1992, pp. 26.zh_TW
dc.relation.reference (參考文獻) 12. Daft, R. L. and Lengel, R. H., "Information Richness. A New Approach to Managerial Behavior and Organization Design," Research in Organizational Behavior (6: 3), 1983, pp. 191-233.zh_TW
dc.relation.reference (參考文獻) 13. Davenport, T. H., Harris, J. G. and Kohli, A. K., "How Do They Know Their Customers So Well?," MIT Sloan Management Review (42: 2), 2001, pp. 63.zh_TW
dc.relation.reference (參考文獻) 14. Deshpande, R. and Webster Jr., F. E., "Organizational culture and marketing: Defining the research agenda," Journal of Marketing Theory and Practice (53: 1), 1989, pp. 3-15.zh_TW
dc.relation.reference (參考文獻) 15. Eisenhardt, K. M., "Building Theories From Case Study Research," Academy of Management Review (14: 4), 1989, pp. 532.zh_TW
dc.relation.reference (參考文獻) 16. Fickel, L., "Know your customer," CIO Magazine (12: 21), 1999, pp. 62-72.zh_TW
dc.relation.reference (參考文獻) 17. Fjermestad, J. and Romano, N., "Electronic customer relationship management: Revisiting the general principles of usability and resistance--an integrative implementation framework," Business Process Management Journal (9: 5), 2003, pp. 572.zh_TW
dc.relation.reference (參考文獻) 18. Gebert, H., Geib, M., Kolbe, L. and Brenner, W., "Knowledge-enabled customer relationship management: Integrating customer relationship management and knowledge management concepts," Journal of Knowledge Management (7: 5), 2003, pp. 107.zh_TW
dc.relation.reference (參考文獻) 19. Goldenberg, B., "CRM: The Past and the Future," Customer Relationship Management (10: 1), 2006, pp. 18.zh_TW
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