顧客關係管理應用類別與認知成效之探討

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(1)1:-fj!)j~.litT:Jt ¥.::.~. • 2004 ~IA~. . $.::.M • 1{. 137-160. *_.. _~~~*.amMm_.~~~~.# ~ft~~*.. ~~ff. .I.~#ttft~~m~~. '-4. a~m~B~BM.~,~.z~.~.~r. ~2¥[Q}. J '. fljm~~Rf4t5i~t:OC.~~1*tgJ!I!(CRM). ••. ~.~r.. , ~.~2¥[Q}F"'J~~. tgJ!I!.eo~~~ ,~*~~~.~ ~~~tgJ!I!.mzm~~ '.~~1*~J!I!.mZ~JJtlW1*ml[~~ , j:J&.~~f*tgJ!I!.mi¥J ~;2J;Dt:OC~ ; Mzlij;Jrt:l'~~:1!tJJ:a:Ji~~~Ji;f4 , ~~r:p::;!:t;*~ 800151. *. '. rt:l'~ , ~~:H~*i¥J@~)(*~ 16.25% ~~*a*~flJJ a~-=ttgi¥J~~ w~.i¥Jmm~~.~.1*m.~~~tgJ!I!a-=t~i¥J~.;OO.~~ 1*tgJ!I!8"J.m~JJUOJ 5t~ : r 3Z~1J1t~~JjU J ' r .~gl*~~JJU J ' r- Ji 0. 'f45ttJT~JjU. r r=TMffli:b~JjU J !J]~ ; MzJl1MB.f=r.~IDH*tgJ!I!i¥J : r ~JJ{\'L J ' r ~*TIfi J ~li~ r 1I£rg::): J - 11M fJl ~fffi ' ~~m~JjU~~~~8"J= 1I~.MfJl ' rg1*tgJ!I!~ II 8"J~~J;D t:OC 5&J:Mz ;f'~Um~ i¥J~ ~ , 18 :E j;J~ttm W~F~ttm i¥J~;2J;D t:OC ~ ~ 5t ' ~U~~ r ~JJi\L J r 1I£rg::): J ~mM~IjJl~g~8"J~~ ~jUi=iJ : .~II~H*tgJ!I! ' t:OC~ J '. ~.f1X~m Z~JjU5t~ 0. 0. A Study on CRM Applications and the Perceived. Performances. Eugenia Y. Huang. National Chengchi University. Long-Hwa Kao. Cybersoft Technology Co., Ltd.. Abstract Due to the increasingly intensive market competition, many businesses are transforming from product-centric to customer-centric operation. In recent years customer relationship management (CRM) is emerging as an important management theme in regard to customer-centric operation. It is now widely accepted as an effective avenue to fulfill various marketing activities. This paper attempts to determine the factors.

(2) 138. that distinguish the businesses that have adopted CRM mechanisms from those have not. It further categorizes the CRM mechanisms into four application types: transaction process type, customer service type, data analysis type, and marketing activity type. The businesses are grouped into three according to the depth of the application in each CRM application type: the all-around group, the basic-application group, and the low-achievement group. The difference of the overall perceived performance among these three groups is statistically insignificant. However, when separating the perceived performance into financial and non-financial performances, the analysis reveals that the difference in the financial performance between the all-around group and the low-achievement is statistically significant. Keywords: CRM, Customer Relationship Management, Performance. -"-'Jf~if.~fh. fr~~m~~~~~~m~~T,~~~~~~~r££~~J. !/i'~ r rm~~~ J ' ill'i:tJrm~~~*~cp/L\ , j:jGtB § iW~**1t1~~ ~.m~rm~'frrr.~~~~,mm.w~~£~.~.~~.. *'m*.~~.~,~.~~~~~~~~~.mo~MA~.~ fffi~1fli. ' 1T~mI1JQJ 5t~.~~jf~(Customer Acquisition) , .~BW:: (Customer Development)~.~*tr~(Customer RetentionL=.M~J§~ , fr EI-F3fjt)rm~~~rOJl¥J~{-tm~~f ' rm~ID1{~>gJ!f!(CRM ' Customer Relationship Management)fBt~;g~ffg~~~Jl:ttBMJlfJ1T~~ , ~.5XL:i!.lHt. .. .~fi~ml1J'~~'~~~~.iWlD1tt~>gJ!f!.qo ;flH~1iJt3'Gr~tB(Kalakota & Robinson, 1999) , 1t1m~.~M~~~. MTh.I¥J~~~1t1~~.~~~ffl'fffi-M~ • • ~.~.E~~ • ~~A~+MAo~*~~1t1rm~~~m~ffiR~.J!f!,~m%~ IJi~ • • • ~~~~fiftij~~~ ;fN~ 80 : 20 ~*~ift:t~U ' 20%89Nm 0. ~w~~~IJ~ 80%8"J~fJ~. ·FfIT Surrey European Management School. ~. w.ilitf~~-?:vj:~tB(Stone,. Woodcock & Wilson, 1996) , fr~q:~jlHTem ¥ti 1O%8"J.~W{1f!{FHfi*~~ 100%~,fU7r~ , ;!'t~~ 90%fiP«jIHTm *lfJm fffi3iffi~iHt~~0 't§'](NCR, 1999)8"Jw.il1H~tB ' ~1¥irm~~.tt *~~.t~tJD 5% ' Jj,fIJ~OJt)m* 60%¥IJ 100% a i§:J!t;ji1t8"J~~m~ 0. ~~~:.~~~~~m*ffiRl¥Jrm~~.~tt;m~~~~~*_ ftEE~:lLt).~~CP/L\I¥J.~J!f!~ , m*~~S"J~~tfi ' ~{jf.px* '. m*rm~~.ill'i:Jj~ml¥J.~,~~m*~~I¥J.~~o frW~~M&.~ftijR.~.W::~~B,m~W~~M~~~fi ~J~fiMW~~8"Jt1511J ' ~tltzD.~8"JJjf~ , ££~M~ , .~B"JH!H!.

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(22) ~EJ:]~ , SPSS. i]l/J,rg. &tHHiJiH.lifJl';f! ' 2000. ' t:l'~t , 1im~1m{*~R.f! -,I;:), mf-iffitg~f§rJ • 2000. **lif{iJf~pJT fiJi. ;Ji f~~ , f=r~!!4{iJf~. ± ~tfQX. '. tl~mn~. 0. ' f.b.rr*~**$. 0. : ~R.f!WfifiltJ '. 1999 if ' t:l'~t. • =iJ~x 11::;. 0. ~~~·~.~·~*~.WR~RNHim~~ZIm.,~g*~· 2000 if ' 3 J=j , ~ 17 '~I Wj , 119-147 0. rn,oc-poo~&t~R.f!~~W~.~*~A~~.~*Z{iJf~· 1~3if'Urr~IT*• • m~R.f!{iJf~Mm±.xo Andersen Consulting, CRM Investments Finally Ring True, 1999, http://www.CI1Tl-forum.comIcnn forum white ~/art-07l1wrhtm. Battista, P. and D. Verhun, Customer Relationship Management: The Promise and the Reality, CMA Management, May 2000, pp. 34-37. Cron, W. L. and M. G. Sobol, The Relationship between Computerization and Performance: A Strategy for Maximizing the Economic Benefits of Computerization, Information & Management, Vol. 6, Iss. 3, 1983, pp. 171-181. Globerman, S., Technological Diffusion in the Canadian Carpet Industry, Research Policy, No.4, 1975, pp.129-148. Grover, V. and M. D. Goslar, The Initiation, Adoption, and Implementation of Telecommunications Technologies in U.S., Journal of Management Information Systems, Vol. 10, Iss. 1, Summer 1993, pp. 141-163. Grover, V., M. D. Goslar, and A. Segars, Adopters of Telecommunications Initiatives: A Profile of Progressive US Corporations, International Journal of Information Management, Vol. 15, Iss. I, 1995, pp. 33-46. Hair, J. F. JR., R. E. Anderson, R. L. Tatham, and W. C. Black, Multivariate data analysis, 1998, 5th ed., Upper Saddle River, N.J., Prentice Hall. Hatton Blue, Customer Relationship Management, 1999, http://www.crm -forum.comlcrm_forum_white_paperslhtohalppr.htm. IDC, The Changing Economics of Customer Relationship, 1999, http://www.crm-forum.comlcrmjorum_white_papers/cecr/ppr.htm. Johnston, H. R. and S. R. Carrico, Developing Capabilities to Use Information Strategically, MIS Quarterl y, Vol. 12, Iss. 2,1988, pp. 153-165. Kalakota, R. and M. Robinson, e-Business: Roadmap for Success, 1999, Massachusetts, Addison-Wesley. Kalakota, R., A. B. Whinston, and T. Stone, Frontiers of Electronic Commerce, 1997, Massachusetts, Addison-Wesley..

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