客戶關(guān)系管理系統(tǒng)成功的因素-在線瀏覽
2025-07-17 07:36本頁(yè)面
【正文】 y proposed by Znaniecki , analytic induction has developed into perhaps the bestdeveloped logic for theory development and testing across multiple case studies . In brief, the method involves formulating a hypothesis。 if it does not fit, reformulating the hypothesis so as to be consistent with the data in the first case。 and so on. According to Cressey , an important early developer of the approach, practical certainty may be attained after a small number of cases, but a single negative case requires a reformulation...The procedure continues until a universal relationship is established. A full review of the approach can be found in Wilson .Summary of Impact of Factors on Project SuccessTo provide another perspective on the data, we will briefly discuss which factors appeared most influential in determining success in each case. Case A: Utility. This innovative initiative, building a customer dialogue based on microsegmentation using a customer data warehouse, and maintaining this individualised dialogue not just through traditional 39。 channels such as direct mail but also through operations such as billing which had previously treated all customers identically, was strikingly different from the traditional image of the productionfocused utility. Its existence derived from an explicit, clearly municated boardlevel drive to improve customer focus, a drive embedded into the organisation through a boardlevel appointment, a wellsupported new department and the institution of crossfunctional teams and procedures. Case B: Electricity generator. This second generation of a sales automation system was undoubtedly an improvement on the first, due largely to the 39。 factor: a shift from sending paper specifications around for ment to interactive specification in workshops, leading to a richer dialogue between technologists and system users, and a better understanding by the former of how business benefits could be enabled. It also gained from 39。, using a package as a basis for a beneficial sales process redesign. Within the limited ambitions of the project, this led to success. There remained a sense, though, that if this rationalistic organisation were to score higher on 39。, more radical shifts in key account management would be possible and beneficial. Case C: Paper manufacturer. A history of halffinished initiatives and piecemeal solutions showed the difficulty this organisation had with moving consistently towards a market orientation, despite some talented managers. The various good ideas they generated were undermined by a strong functional structure, with separate marketing, sales and IT departments struggling to agree and trust each other. In this context, the long design period of the major initiative studied gave too much time for the mitment to unwind. Critical success factors missing, then, were 39。, 39。 and 39。. Case D: Business school. Hearts must have sunk among some longerserving staff members at news of the introduction of a fourth generation of the school39。s structure around product lines was reflected in some products being left with their own systems, perhaps an opportunity lost in the need to act fast to ensure Y20U0 pliance. A fast pace did mean, though, that the pain of the teething problems was over quickly, and followup projects to use this customer data to better inform customer interactions could be rapidly initiated. Important success factors thus included 39。 and 39。, with a possible questionmark around 39。. Case E: Distributor. The only case study to focus exclusively on 39。 CRM, this marketing analysis system helped to ans
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