Adoption of Enterprise Application Software and Firm Performance

Due to the rapidly changing business and IT environments, firm-level adoption of IT shifted from in-house development to purchasing EA software. This paper analyzes the effects of EA (Enterprise Application) software – ERP, CRM, SCM, Groupware, KM, EAI – on SMEs’ productivity. The distinct feature of this paper is that I use a formal econometric approach with combined data of SMEs’ accounting and IT usage aspects, while case studies have been mostly used in the previous works. The empirical results show that Groupware and SCM significantly raise the SMEs’ productivity, and the manufacturing sector has stronger effects than the service sector. From these results, the following implications are derived. First, the adoption rate and the real benefits of EA software are not closely related domestically. Second, in SMEs, EA software facilitating the inter-firm relationship is more effective than EA software focusing on the internal efficiency. Third, easy-to-understand, and relatively long-experienced enterprise applications are more effective than hard-to-understand and brand-new applications. Finally, the government IT policy on SMEs should focus on the process coordination and standardization of the manufacturing sector with upstream and downstream firms.     

论企业组织结构重整与CRM的成功实施

CRM的出现是提高客户满意度,保持客户并实现客户与企业价值共贏,是以客户为中心的现代管销理念的一种体现。但CRM实施结果并不令人满意。企业必须转变经营管理理念,要对企业的整体组织结构进行重整,消除各部门之间的沟通障碍,设立客户服务部,同时应把客户满意度作为一个重要指标纳入营销人员的考核体系,最终达到成功实施CRM的目的。     

如何设计电子商务网站的功能

本文从商家的商业战略规划(客户关系管理和大规模定制)以及消费者购买决策支持这两个方面分析了应如何进行电子商务网站功能设计,提出了网站设计应该是以企业商业战略为主导,以客户为中心,以技术为辅助的观点。     

基于客户关系管理的知识管理研究

客户关系管理是关系营销全面实施的核心环节和驱动力量,其实施离不开知识管理的支持,搞好客户关系管理中的知识分类,建立客户知识的挖掘系统和客户知识管理体系,以此支持客户关系管理系统在企业的实际应用从而扩大客户核心知识的利用率。     

我国商业银行客户关系管理研究

在客户关系管理观念逐渐传入我国银行业的同时,各软件开发公司也纷纷推出了银行CRM系统。然而,实施客户关系管理的真正主体是银行的工作人员,仅凭一套CRM系统是远远不够的,我国商业银行工作人员应该进一步转变营销理念,努力使客户满意,留住客户。     

高效运行 全面提升 质检机构的竞争力——基于六西格码的质检机构信息化探讨

本文介绍了基于六西格码在产品质量检测机构信息化的实现方式,分析了工作流程信息化、客户关系管理系统、智能决策系统这三种信息化手段,来实现业务和管理的持续改进、成本的降低,提高客户和员工的满意度,使质量检测机构在竞争中立于不败之地。     

Impact of CRM technology on sales process behaviors: empirical results from US,Europe, and Asia

Purpose: The diffusion of customer relationship management (CRM) systems across the globe, over the last decade, has created a need to improve the understanding of the impact of technology on the sales process from a global perspective. The authors examine how CRM technology impacts the sales process (creating opportunity, managing opportunity, and managing relationships) in three regions of the world (US, Europe, and Asia).

Methodology/Approach: The differences among US respondents (n = 789), European respondents (n = 327), and Asian respondents (n = 91) were explored. A multivariate analysis of variance (MANOVA) was conducted on creating opportunity, managing opportunity, and managing relationships, with dichotomized CRM effectiveness and geography (US/Europe/Asia) as factors.

Findings: The MANOVA revealed a significant influence of CRM effectiveness, but a non-significance for geography and a non-significance for the interaction between CRM effectiveness and geography. This pattern of results suggests that CRM effectiveness leads to significant differences in sales processes; however, these influences are not qualified by the geography to which the firm belongs. Ensuing univariate Analysis of Varirances (ANOVAs) revealed a significant influence of CRM effectiveness on creating opportunity, managing opportunity, and managing relationships, but not for firm–geography or its interaction with CRM effectiveness. Post hoc tests revealed that firms high on CRM effectiveness were better at creating opportunity, managing opportunity, and managing relationships. Differences in CRM effectiveness lead to significant differences in sales processes; however, these influences once again are not qualified by the geography to which the firms belong.

Originality/Value Contribution: This study provides several contributions to the stream of research focused on CRM globally. First, due to globalization, CRM use and process can be more standardized across regions and cultures. With the evolution of technology such as Web 2.0 and cloud computing, barriers to communicating and exchanging information, regardless of time zone or location, have been decreased. A US firm’s use of a CRM platform can essentially capture the same information on a client that a firm in Europe or Asia also manages. CRM’s ultimate measure of success is for the buyer–seller relationship process to positively impact the level of business conducted.     

基于我国企业的CRM系统的体系框架研究

客户关系管理(CRM)引起了当令企业对管理观念和业务流程及企业问协作的重新审视和思考,它是企业提高竞争力的核心之所在。CRM首先是一套科学的管理观念,但真正实现其价值还要有一个结构清晰、合理的CRM体系框架将其应用于企业的业务活动管理之中。本文分别从以下两个角度着重探讨了CRM系统的体系框架：从企业信息化全局的角度和基于数据仓库和数据挖掘的角度。     

证券公司客户关系管理(CRM)实践的反思与转型方向

近10年来,客户关系管理(CRM)思想随着关系营销理论发展和IT系统应用引发企业管理实施的热潮,但近几年日益增多的是对CRM实施失败的研究。本文在对客户关系管理失败因素理论分析基础上,通过定性访谈调查我国证券界人士对CRM具体实践中遭遇挫折的认识,归纳出券商CRM项目实施的三个具体转型方向。     

Should companies hope instead? The role of verbal cues in consumers' evaluation of cause-related marketing (CRM)

Companies engaged in cause-related marketing (CRM) must demonstrate sincere commitment to gain consumer support. In this paper, we observe that consumers infer companies' commitment to the cause by the language used in the CRM promotional material. In a series of experiments, we compare the popular expression “we can make a difference” to “we hope to make a difference” in influencing consumers' response to the CRM. When consumers question company's motives—which can happen, for instance, when they do not perceive a congruency between the company and the supported cause (low firm/cause fit)—consumers seem to perceive the company to be less committed to the cause when the company says they “can” make a difference rather than “hope” to make a difference. Our conclusions offer implications for CRM by highlighting the importance of the words used and their semantic nuances to correctly reflect the company's motivations and thus communicate effectively.