Designing a Predictive Performance Measurement and Control System to Maximize Customer Relationship Management Success

Customer Relationship Management (CRM) performance measurement is reviewed with two main intentions: (a) to encourage theoretical and empirical research and (b) to provide a useful predictive measurement system that is easy to implement. Special emphasis is placed on Balanced Scorecard methodologies as measurement systems to both evaluate and predict CRM performance. The use of a Balanced Scorecard (BSC) methodology to design CRM predictive performance measurement and control systems (PMCS) may provide several benefits to firms since (a) it reduces the risk and the uncertainty associated with the decision-making processes related to a CRM strategy and (b) it provides a strategic resource to the development of competitive advantages. The article concludes by proposing an holistic measuring system in the CRM field, including accountable, leading, repeatable, and linked metrics over the following areas and dimensions: strategy (business orientation, business atmosphere, and competitive strategy); resources (financial, human, and technological), business processes (integration and innovation); products and services (superiority and product/company synergy), customers (prospective and current); and external factors (competition and market).     

经济增长值与平衡计分卡

随着经济信息化程度的加深，传统的财务指标评价体系不断受到挑战。经济增加值（BVA）与平衡计分卡（BSC）是20世纪初从西方发展起来的两种新的绩效评价和管理系统，并被企业广泛采用。但是，任何一种评价方法都是在特定的环境下产生的，不可能尽善尽美，因此两者的融合具有一定的实践价值。本文对两种新型的绩效评价方法进行说明，并提出对两者进行整合的必要性。     

以战略为导向的企业业绩度量系统设计

本文认为,企业业绩度量系统与企业战略的有机结合能使企业业绩得以改进。为了从战略角度探索企业业绩度量系统的构建,文章对企业战略管理模型进行了剖析,将以战略为导向的企业业绩界定为客户满意度、员工忠诚度和企业现金流量,认为其度量要素可以从现金流量,战略与客户,利润与资源的使用和消耗,成本动因、生产过程、生产率及价值,员工与战略等五个方面进行考虑。为了将各度量要素纳入度量系统,本文设计的企业业绩度量系统综合运用作业成本法/管理(ABC/M)、平衡计分卡(BSC)、经济增加值(EVA)及以价值为基础的管理(VBM)等度量方法和管理手段,可以多视角度量企业业绩,从战略角度评价、反映企业业绩,促使企业不断为创造财富而努力。     

Operating NPD innovatively with different technologies under a variant social environment

Under the increasingly competitive global market, a firm simply can not survive without new products developed under network cooperation, especially for high-tech industries. Even though new product development (NPD) can be carried out in customer–supplier collaboration, only some products can be developed successfully at the end. Therefore, how to increase the possibility of having more successful NPD is a critical issue for a firm. This paper, by reviewing literature and analyzing theories, first analyzes the characteristics of strategic project of NPD, including knowledge creation model, development process, product and technology maturity. Then, three-dimension elements, consisting of knowledge management methods, linkage adjustment positioning and development process differentiation, are proposed to be adopted in the NPD process in order to obtain an optimal integration effect in network cooperation. As a result, an innovative, efficient and effective NPD can be elevated and achieved. Finally, the balanced scorecard (BSC) associated with fuzzy analytic hierarchy process (FAHP) is used to evaluate the effectiveness of the proposed method.     

Tiers or Tears?

ABSTRACT

The convention and meetings business worldwide has grown to become a significant economic, political, and social phenomenon. Convention centers aggressively compete for the right to become the destinations for conventions, which increasingly can be held anywhere in the world. More recently, first-tier convention centers have begun to use digital marketing by developing sites on the World Wide Web. However, very little research to date has focused on these convention center Web sites. This study examined the Web sites of 10 major convention centers in the U.S.-each with 500,000 square feet or more of exhibit space-in terms of technical, marketing, internal, and customer critical success factors (CSFs). It was concluded that these Web sites should be further developed and improved, particularly in their marketing and customer-related aspects. The Web sites were evaluated once in 2000 and again in 2001, and a slight improvement in performance was noted.     

平衡计分卡在高校辅导员量化考核中的应用探索

为促进高校辅导员队伍建设的职业化、专业化和专家化,提高高校辅导员工作考核的全面性、客观性和科学性,可以应用当代管理学理论中的平衡计分卡,构建高校辅导员量化考核中的平衡计分卡体系。     

我国商业银行绩效管理体系研究

我国商业银行的绩效管理经历了规模最大化、利润最大化、价值最大化三个主要阶段，但我国商业银行绩效考评体系仍存在许多问题。平衡记分卡是我国商业银行实施绩效管理的有效手段。平衡记分卡可分为财务、顾客、内部流程、员工学习与创新四个维度，共计16个指标。通过因子分析对我国商业银行的平衡记分卡绩效测度体系进行检验，表明测度体系具有较高的可靠性和现实性，可为我国商业银行的战略绩效管理提供理论指导。