客戶關(guān)系管理系統(tǒng)成功的因素-全文預(yù)覽
【正文】 ）系統(tǒng)領(lǐng)域提出了類似的建議。我們還找到了三個(gè)未在我們調(diào)查的文獻(xiàn)中存在的成功因素?！蔽覀冞€發(fā)現(xiàn)，個(gè)人的聯(lián)系需要通過IT發(fā)展循環(huán)持續(xù)，而不是在項(xiàng)目效益得到實(shí)現(xiàn)之后就結(jié)束。（4）當(dāng)一個(gè)項(xiàng)目正在進(jìn)行的時(shí)候，工作人員同他們商業(yè)同行之間的有效溝通將會是個(gè)問題，考慮到他們居住于不同的文化環(huán)境下正如一個(gè)受訪者所說，“IT來自火星，營銷來自金星”。（3）我們已經(jīng)為一個(gè)“快速戰(zhàn)略/行動回路”加強(qiáng)了動因，在這個(gè)觀察下，由于結(jié)構(gòu)或個(gè)人變化，或者僅僅由于缺乏過程，一個(gè)是否立足于現(xiàn)實(shí)的長期項(xiàng)目變得特別容易取消。下面進(jìn)一步清楚地闡明某些其他因素：（1）我們已經(jīng)看到，在這一領(lǐng)域中需要獲得一個(gè)板級冠軍可能是不夠的。 案例五：經(jīng)銷商。一些長時(shí)間服務(wù)的工作人員曾淹沒于學(xué)校引進(jìn)的第四代核心客戶數(shù)據(jù)庫的大量數(shù)據(jù)中。它們產(chǎn)生的很多好想法被一個(gè)強(qiáng)大的機(jī)能結(jié)構(gòu)所破壞，這個(gè)機(jī)構(gòu)擁有獨(dú)立的市場營銷、銷售和IT部門，它們在彼此的贊同和信任中猶豫不決。在該項(xiàng)目的有限期望上獲得成功。它的存在源于一個(gè)明確、清晰的溝通板級驅(qū)動，旨在促進(jìn)客戶關(guān)注，這個(gè)驅(qū)動通過板級任命、新的部門良好支持和跨職能的團(tuán)隊(duì)和機(jī)構(gòu)嵌入組織。這個(gè)方法的全面審查可能會在Wilson中找到。我們選擇定性分析的分析歸納法來滿足這一要求。 二、研究方法為了在前面研究者的基礎(chǔ)上建立一些成功因素,我們希望檢驗(yàn)一系列最近開發(fā)的項(xiàng)目,包括有代表性的來自客戶界面的“前端”CRM的重要領(lǐng)域、分析目的的“后端”CRM和面向客戶的e202Hugh Wilson, Elizabeth Daniel and Malcolm McDonald 電子商務(wù)應(yīng)用以及連接核心客戶的數(shù)據(jù)庫。這個(gè)術(shù)語的普及幾乎影響了最近幾年‘客戶關(guān)系管理’（CRM）的采用。在以前的文章中強(qiáng)調(diào)不足的因素包括：不允許確定性項(xiàng)目審批程序的需要；最佳實(shí)踐使用模型的需要；成型新工藝而不僅僅是IT的重要性的需要；以及利益交付管理而不只是執(zhí)行原定規(guī)格的需要。s empirical findings that far from deriving IT strategy from business strategy, or even developing the two in parallel, the two are best developed as a unified entity.? Rigid approval procedures for capital expenditure can act as a barrier to developments with a strong rationale but a degree of risk, favouring less important but more secure projects. Ryals has argued for the explicit incorporation of risk in the calculation of such measures as customer lifetime value, allowing risk to be taken account of without ruling out risky developments. Another loosening of traditional procedures we found effective was to set aside seedcorn funding in advance, which can be used to fund potentially important pilot projects quickly. Without such measures, project proponents will simply cook the books, underplaying risks and leaving the board in a worse position to manage those risks carefully.If marketing is still suffering from midlife crisis , the younger discipline of IT is surely still suffering from adolescence, with all its attendant delusions of grandeur periodically pierced by dramatic failures. The marriage of this undoubtedly talented couple may be no more troubled than most, but troubled it still is. The themes which need to be pursued in their joint therapy are at least being clearer.譯文：客戶關(guān)系管理系統(tǒng)成功的因素Hugh Wilson^,Elizabeth Daniel and Malcolm McDonald克蘭菲爾德管理學(xué)院摘要：有效的客戶關(guān)系是客戶價(jià)值及股東價(jià)值的關(guān)鍵，因此被廣泛關(guān)注。 applications can result, in which the potential benefits of a single view of the customer in terms of understanding customer value, prioritizing resources on profitable customers, and understanding how to satisfy particular customer segments, cannot be fully realised.? A related point is that separate directorships for sales and marketing can be problematical. While a primary organisational structure around products can be effectively plemented by crossfunctional teams focusing on the customer, the evidence we have seen strengthens the argument that organisations can best be viewed in the three major blocks of supply management, operations and demand management, which should arguably each have a single director responsible for them, or at the least should be designed coherently. ? We have added to the reasons for a rapid strategy / action loop with the observation that longterm projects seem particularly vulnerable to cancellation due to structural or personal changes, or simply due to perceived lack of progress, whether grounded in reality or not. This presents a problem given that implementing an integrated CRM suite or adding an Internet channel takes a great deal of work. The circle can be squared by defining quick wins that collectively 214 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald contribute to a longterm vision in the words o
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