谈ERP项目实施与企业管理

企业管理是企业实现经营目标的一系列活动。ERP它代表当前全球范围内应用最有效、最广泛的一种企业管理方法。ERP项目实施提高了企业市场应变能力，但是企业实施ERP项目要做好充份调研，要考虑企业当前承受能力与长远发展目标，不可盲目追求时髦。     

CRM带给我们什么?——透视美国第一银行的客户关系管理

作为一种旨在改善企业与客户之间关系的新型管理机制和一整套管理软件系统,客户关系管理(Customer Relationship Management,CRM)在国外银行、保险、电信等领域的应用正在迅速发展。与此同时,国内银行业面临着“入世”后来自国外商业银行激烈竞争的压力,也开始越来越多地认识到客户资源的宝贵和实施CRM的重要性。但国内银行业在对实施CRM的成本有所顾虑的同时,对CRM究竟能给银行带来什么还缺乏一个清楚的认识。在此,本文将对美国第一银行的客户关系管理的理念和     

谈ERP项目实施与企业管理

企业管理是企业实现经营目标的一系列活动.ERP它代表当前全球范围内应用最有效、最广泛的一种企业管理方法.ERP项目实施提高了企业对市场应变能力,但是企业实施ERP项目要做好充份调研,要考虑企业当前承受能力与长远发展目标,不可盲目追求时髦.     

客户关系管理在商业银行的应用研究

客户关系管理(CRM)的应用帮助商业银行建立起"以客户为中心,以市场为导向,以效益为目标"的现代化经营理念。在CRM实施应用中,商业银行遇到了各种各样的困惑。本文就CRM在商业银行的实施应用进行研究,阐述商业银行CRM应用的业务目标、成功实施CRM的必要条件以及实施推广CRM的关键点等内容。     

论ERP的安全风险与防范

一、前言信息是现代商业的巨大驱动力,ERP(Enterprise Resoure Planning的简称,指企业资源规划)是企业信息化的核心。作为企业管理思想,ERP是一种新型的管理模式;而作为一种管理工具,ERP同时又是一套先进的计算机管理系统。企业为了提升竞争实力,认为实施ERP是行之有效的途径。     

金融服务业的CRM

CRM 是 Customer Relationship Management 的缩写,意思是客户关系管理。CRM 是正在兴起的一种旨在改善企业与客户之间关系的新型管理机制,它实施于企业的市场营销、服务与技术支持等与客户有关的领域。CRM 的目标是一方面通过提供更快速和周到的优质服务吸引和保持更多的客户,另一方面通过对业务流程的全面管理减低企业的成本。CRM 是通过 CRM 软件及配套系统来部署和实施     

CRM:我国商业银行提高核心竞争力的有效途径

介绍了花旗银行实施CRM的成功案例。并对我国商业银行实施CRM的动阻力进行了系统分析，实施CRM，要创新管理理念，再造组织和业务流程，构架CRM统一平台，创建客户服务中心并细分客户与市场。     

论ERP的安全风险与防范

一、前言 信息是现代商业的巨大驱动力,ERP(Enterprise Resoure Planning的简称,指企业资源规划)是企业信息化的核心.作为企业管理思想,ERP是一种新型的管理模式;而作为一种管理工具,ERP同时又是一套先进的计算机管理系统.企业为了提升竞争实力,认为实施ERP是行之有效的途径.成功的ERP实施确实对企业管理水平的提高有很大的促进作用,但"9.11事件"后,全世界重新审视信息化安全,对此有了新的认识,对信息化安全的重视度也提高到了前所未有的程度.信息作为企业重要的战略资源,使我们不得不考虑实施ERP后企业信息系统的安全问题.     

商业银行CRM的需求分析和系统实现

CRM(CustomerRelationshipManagement,客户关系管理)的定义可谓众说纷纭,究其实质,CRM是一种以客户为中心的管理理念。CRM以信息技术为手段,不断地管理和改善市场、销售、客户服务等与客户关系有关的业务流程,并提高各个环节的自动化程度,使企业内部和客户之间达到信息共享,从而提高客户的满意度和忠诚度。一、商业银行CRM的基本理念商业银行CRM是运用现代信息技术和市场营销理论,对银行和客户关系进行重新界定的一种理论,也是银行与客户全面接触的统一技术平台和智能服务系统。1.商业银行CRM的核心商业银行CRM的核心是以客户为中…     

浅谈企业实施ERP的运作流程

伴随着WTO的加入以及企业信息化的飞速进展,作为一种现代的企业管理思想和方法;ERP在中国也进入广泛普及阶段,越来越多的人知道了什么是ERP。虽然涉及业务深度逐渐加强的ERP正为广大的中国企业所期盼,然而,目前国内的ERP应用并不尽如人意,就整体而言,我国在应用ERP上呈现出不平衡的发展趋势。各个企业差距较大,能够真正成功地全面实施ERP管理系统的企业并不是很多。究其原因是多方面的,这里有国情化、管理水平、人员素质、企业对ERP系统的认识等问题,而且企业本身对ERP的认识以及落后的企业管理水平、企业纵向管理的不成熟、ERP软件生存周期的缺陷都会严重制约ERP的运用。虽然企业实施ERP不成功的因素有很多,但实施方法或流程问题无疑是一个重要的因素,如果企业能够熟悉了解ERP实施过程中的每一个环节,相信无论是对准备实施ERP、正在实施ERP或是准备升级现有ERP的企业都是有很大帮助的,可以在实施ERP的过程中规避风险,少走弯路。     

Avoid the four perils of CRM

Customer relationship management is one of the hottest management tools today. But more than half of all CRM initiatives fail to produce the anticipated results. Why? And what can companies do to reverse that negative trend? The authors--three senior Bain consultants--have spent the past ten years analyzing customer-loyalty initiatives, both successful and unsuccessful, at more than 200 companies in a wide range of industries. They've found that CRM backfires in part because executives don't understand what they are implementing, let alone how much it will cost or how long it will take. The authors' research unveiled four common pitfalls that managers stumble into when trying to implement CRM. Each pitfall is a consequence of a single flawed assumption--that CRM is software that will automatically manage customer relationships. It isn't. Rather, CRM is the creation of customer strategies and processes to build customer loyalty, which are then supported by the technology. This article looks at best practices in CRM at several companies, including the New York Times Company, Square D, GE Capital, Grand Expeditions, and BMC Software. It provides an intellectual framework for any company that wants to start a CRM program or turn around a failing one.     

信用风险缓释工具定价研究

通过对信用风险缓释工具定价进行研究得出:(1)CRM定价的主要影响因素包括无风险基准利率,标的债券的风险敞口、违约概率、违约损失率和期限,以及CRM期限等。(2)同期国债利率和央行票据利率作为CRM的基准利率较为恰当,且模型定价对不同期限、不同信用等级的CRM定价区分度较为合理,模型定价与CRM发行交易定价较为接近,适合我国现阶段CRM产品定价。(3)可以从完善CRM定价基础数据库、探索CRM定价无风险基础利率、创新CRM标的债券评级制度、引导CRM市场主体多元化和优化CRM市场做市商制度等方面提出CRM定价优化对策。     

The role of attitudinal loyalty in the development of customer relationship management strategy within service firms

To facilitate the management of customer relationships, software manufacturers have developed customer relationship management (CRM) systems. These are enterprise-wide applications that can provide a single view of any customer's interactions with the company by tracking communications from both sides, recording purchases and thus developing an understanding of each customer's preferences. The need to generate behavioural loyalty has been identified as one of the major drivers for implementing CRM systems. There is relatively little research on attitudinal loyalty and CRM, however, with the bulk of the research conducted so far being focused on behavioural loyalty. The emphasis on behavioural loyalty has led to CRM being used to develop behavioural loyalty strategies. Generally speaking these strategies involve creating loyalty programmes, where incentives are offered to generate repeat purchase, or to sell more of the organisation's products and services to existing customers. The purpose of this research is to investigate the objectives and strategies of CRM in the finance industry and to compare these with the CRM objectives and strategies found in other service industries. The authors investigate to what degree the development of attitudinal loyalty is a factor in the creation of CRM strategy. This study is a qualitative study made up of 25 one-hour interviews with marketing and CRM managers. These 25 interviews consist of 11 interviews from the finance industry and 14 interviews from other industries as comparators. The results will be presented and contributions, limitations and suggestions for further research discussed.     

深入剖析Compiere ERP & CRM数据模型的研究

设计一个成熟稳定的ERP系统的关键是创建通用的数据模型框架和能够适应企业业务流程的软件体系。本文通过"报价-发票"业务流程中的销售订单业务深入分析Compiere ERP & CRM(Web Application版本)的通用数据模型及其动态数据字典设计思想,为企业导入应用和客户化定制提供基本思路。     

基于内部控制视角ERP系统实施的改进研究——以盛威尔公司为例

本文以盛威尔公司为例,围绕内部控制五大要素,对ERP实施中的控制问题进行了深入分析。结果表明,盛威尔公司重ERP而轻内部控制的思想是导致其青岛分公司管理失效的根源,ERP取代不了内控体系对企业运营成功与否所起的关键性作用,ERP在实施中必须同内部控制整合才能发挥其作为先进管理平台的优势。本文基于内部控制视角,结合实际案例提出了ERP实施的改进对策。     

晶圆代工厂基于OracleEBS的销售收款模块应用研究

半导体行业由于机台设备昂贵,产品生产环节较多,导致大部分晶圆代工厂在经营模式的选择上会比较倾向于Turnkey型的一站式服务。这种经营模式有利于代工企业及时回笼资金,但不利于管理系统合理匹配产品生产各阶段的收入与费用。本文重点研究ERP系统在半导体代工行业销售收款循环的应用特色。首先分析了晶圆代工行业中ERP系统销售收费计价方面的特点,归纳出ERP系统在晶圆代工企业实施中要关注的问题以及要进行客制化开发的内容,进而提出可能的经营模式、计价方案、解决措施,引导企业在实施ERP时正确选择解决方案。     

CRM done right

Disappointed by the high costs and elusive benefits, early adopters of customer relationship management systems came, in the post dot-com era, to view the technology as just another overhyped IT investment whose initial promise would never be fulfilled. But this year, something unexpected is happening. System sales are rising, and executives are reporting satisfaction with their CRM investments. What's changed? A wide range of companies are successfully taking a pragmatic, disciplined approach to CRM. Rather than use it to transform entire businesses, they've directed their investments toward solving clearly defined problems within their customer relationship cycle. The authors have distilled the experiences of these CRM leaders into four questions that all companies should ask themselves as they launch their own CRM initiatives: Is the problem strategic? Is the system focused on the pain point? Do we need perfect data? What's the right way to expand an initial implementation? The questions reflect a new realism about when and how to deploy CRM to best advantage. Understanding that highly accurate and timely data are not required everywhere in their businesses, CRM leaders have tailored their real-time initiatives to those customer relationships that can be significantly enhanced by "perfect" information. Once they've succeeded with their first targeted CRM project, they can use it as a springboard for solving additional problems. CRM, in other words, is coming to resemble any other valuable management tool, and the keys to successful implementation are also becoming familiar: strong executive and business-unit leadership, careful strategic planning, clear performance measures, and a coordinated program that combines organizational and process changes with the application of new technology.     

Examine ERP post-implementation stages of use and value: Empirical evidence from Portuguese SMEs

There is a great interest among researchers and practitioners in accounting information systems (AIS) value. This is particularly important in cases of systems such as enterprise resource planning (ERP). This paper empirically measures and analyses the determinants of ERP use and value in a single framework, as well as provides empirical evidence from Portuguese small and medium enterprises (SMEs). Drawing upon theories on the process and contexts of information technology (IT) we postulate nine hypotheses. Used the technology–organization–environment (TOE) framework to hypothesize how compatibility, complexity, efficiency, best-practices, training, and competitive pressure explain ERP use. Based on the resource-based view (RBV) theory we hypothesize how ERP use, collaboration and analytics explain ERP value, and its potential contribution for the nature of management control and accounting information systems on Portuguese SMEs. Through structural equation modeling, a data set of 134 web-surveyed firms is used to test the hypotheses. Our empirical analysis leads to six main findings: 1) compatibility, complexity, best-practices, and efficiency are more important determinants for ERP use as well as training and competitive pressure, suggesting that technological, organizational and environmental characteristics are the main drivers of ERP use among Portuguese SMEs. 2) Similarly, collaboration and analytics are more important for ERP value upon use, suggesting that system capability characteristics are the main drivers of ERP value. 3) ERP value benefits from system enhancements to firms' business processes in the post-implementation phases. 4) For Portuguese SMEs the mostly valued metric attained through ERP is management control. 5) Impelled by legislation, Portuguese SMEs are using ERP as the accounting system for management, financial and tax accounting. 6) Portuguese SMEs invest more than 70% of their annual IT budget to ERP use. Together, these findings offer insights into how Portuguese SMEs use and extract value from ERP, and how enhancements positively impact the system's value. Unlike the typical focus on ERP adoption described in the literature, this research focuses on the post-implementation phase, linking actual use with value creation, adding an empirical study to the AIS literature.     

Estimating the duration of competitive advantage from emerging technology adoption

This paper proposes a method for estimating the expected duration of competitive advantage from emerging technology adoption for the average adopting firm. The proposed method relies on publicly available data (e.g., web search interest, news articles, book titles, and firm disclosures) and integrates elements from diffusion of innovation theory, hype cycles, and resource-based view of competitive advantage. We validate this method by applying it to two mature technologies, namely ERP and cloud computing, for which we come up with estimates consistent with findings from prior studies. Leveraging our method, researchers and professionals can use readily available data to make their own estimations. Such estimates can inform researchers in answering research questions related to duration of competitive advantage from technology adoption. They can inform professionals in making better business decisions such as forecasting the net present value of an investment in an emerging technology.