论文标题:CRM的战略评价与控制
Marketing Channels Innovation in Internet Economy
论文作者 刘红
论文导师 黄凯,论文学位 硕士,论文专业 国际贸易学
论文单位 东南大学,点击次数 108,论文页数 64页File Size718k
2004-03-20论文网 http://www.lw23.com/lunwen_473124717/ 客户关系管理(CRM);平衡计分卡(BSC);评价与控制
CRM; BSC; Strategy evaluation and control
随着信息技术和经济全球化的飞速发展,企业之间的竞争模式日益更新,客户资源成为当前企业竞争的关键资源。以客户价值管理为核心、以提高顾客满意度和忠诚度为目的的客户关系管理(CRM)迅速得到了企业的广泛应用。CRM战略的实施是一项复杂的系统工程。研究表明,目前70-80%的CRM实施项目最终未能达到企业管理层的期望值,50-60%企业的CRM实施没有获得成功。“不能评价,就无法管理”。据研究,70%的战略失败与战略实施过程中缺乏有效评价与控制有关。传统的评价方式主要侧重短期财务绩效和有形资产价值,无法全面衡量企业的无形资产价值和长期发展潜力,对企业战略实施过程的控制无法形成有效支持。平衡计分卡(BSC)是一种90年代后期引入企业,并日益得到广泛应用的战略实施与评价工具。目前,国外关于BSC的应用性研究尚处探索阶段,针对不同战略的BSC应用研究较少。国内关于BSC应用的研究目前还处于概念引进与理论描述阶段,关于如何将BSC应用于CRM战略实施的研究成果尚未出现。本文试针对CRM战略实施的特点,借助平衡计分卡模型构建CRM战略实施的评价与控制体系,应具有一定理论研究与实际应用价值。首先,论文在对CRM与BSC相关理论与知识背景进行界定与概括之后,针对CRM战略实施的具体因果流程,分析并构建了CRM战略评价与控制流程和用于识别关键战略要素的因果关系分析框架。然后,在第四章中作者先根据CRM战略实施特点和BSC应用要领,对传统的BSC进行了适当修正,构建了一个适用于CRM战略实施评估的、并能反映“以客户为中心”的CRM理念的BSC评价体系。对应于传统BSC评价模型的四维:“财务观”、“顾客观”、“内部业务流程观”以及“学习与成长观”,新的BSC评价体系由“客户价值”、“客户满意”、“客户沟通”以及“客户知识”构成。依据前述CRM评价与控制流程和因果关系分析框架,论文在第四章第二节中详细探讨了以上四个纬度的CRM评价内容,构建了BSC评价指标体系,并简要介绍了评价指标体系中相关数据的计量、分析与决策方法。论文第五章主要通过相关案例分析对以上评价与控制体系进行了有效性验证,并于结尾部分对论文研究成果的理论意义、应用价值以及不足之处进行了简要总结与回顾。本论文是在参阅了国内外大量文献与研究成果的基础上,尝试性地将BSC应用于CRM战略评价与控制体系中,希望所得出的初步研究成果能为此领域中后继研究与企业应用提供一定参考价值。
Along with the rapid development of information technology and economy globalization, the competition pattern among enterprises renews day by day. The customer resource becomes the critical resource for present enterprises to compete. CRM (Customer Relationship Management), taking customer value management as the core and improving customer satisfaction and loyalty as the aim, rapidly obtains enterprises’ wildspread application. The implementation of CRM is a complicated project. As a research indicates, 70-80% CRM implementation projects did not achieve the expected business value, and 50-60% CRM projects finally failed. “If you can not measure, you can not manage.” Survey indicates that near 70% failures of strategy were resulted from poor evaluation and control in strategy implementation. Traditional evaluation method mainly focuses on company’s short-term financial performance and value of tangible assets, not capabilities in the long run and value of intangible assets, like customer satisfaction, loyalty, human capital and brand image, etc. Most of all, traditional performance evaluation method can not rationally assist and guarantee the successful strategy implementation. Balanced Scorecard (BSC), firstly introduced in the early 1990s as an evaluation tool of company’s performance, is developed now as a tool to assist the implementation of strategy and obtains more and more application in enterprises. The abroad researches on application of BSC are still in the exploring period and the literatures about BSC application in a particular strategy are very limited. Domestic researches on BSC now still focus on introduction and illustration of concepts and theories about BSC. Domestic research on the application of BSC in CRM strategy has not been appeared. According to the particular characteristics of CRM strategy implementation process, the author tries to build an evaluation and control system using BSC model in the thesis to assist the implementation of CRM strategy. It might be the first research in this field and should have fair academic and practical application value. As the initial part of the thesis, the concerned knowledge background about CRM and BSC is briefly summarized. Based on illustration of knowledge background, the author firstly sets up a CRM strategy evaluation and control process and a structure for cause-and-effect relationship analysis.In the following part, Chapter 4, the original BSC model is modified properly in order to fit in with CRM strategy. The new model can better reflect a customer-centric philosophy of CRM strategy. It consists of 4 perspectives also. Instead of the original 4, say, Financial, Customer, Internal business process and Learning and growth, the new 4 are Customer Value, Customer Satisfaction, Customer Interaction and Customer Knowledge. In order to choose the right metrics to evaluate the CRM strategy implementation, most CRM activities involved in these 4 perspectives are analyzed in detail. This part is the hardest and innovative work in this research.In Chapter 5, the author selects a related case study to illustrate and analyze the feasibility of this system. In the final chapter, some outcomes and limitations of the research are summarized with expectations of providing some outlines to the following research in this field and some practical application value to enterprises.
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