| 摘要: | 網路科技讓企業有機會用較低的成本與人力資源，進行一對一的顧客接觸、溝通與服務，更突顯了顧客關係管理(Customer Relationship Management, CRM)在電子商務的應用之重要性，也使CRM成為企業與學術界重要的研究議題。對於企業投資CRM系統之決策研究，學者常以創新採用理論進行決策影響因素之相關研究。但是對企業如何衡量CRM系統對企業之價值，以及如何評估採用各種CRM功能之優先序，卻缺乏相關的研究成果可以依循。本文從CRM對企業之顧客價值以及CRM對企業的價值等兩個不同構面，來建構CRM之價值衡量模型(Value Model)。並探討企業內外部不同特質因素─包括企業規模、國際化程度、資訊化程度、客服需求程度、產業競爭程度、組織創新程度等，對此價值衡量模型之影響。 在客戶價值構面方面，本研究以keeney(1992)的價值焦點思考方法為基礎，將過去學者關於客戶對服務的價值及需求之相關文獻加以蒐集及整理，並歸納出八項顧客價值衡量項目。在企業價值構面方面，本研究運用品質機能展開(Quality Function Development, QFD)，將基本顧客服務需求逐步展開為企業應採取之對應措施與流程，並進一步展開出企業對CRM系統功能之重要性認知及其權重，最後得到以三階關係矩陣構成的品質屋(The House of Quality)，並以此為基礎發展出十項CRM系統企業價值之衡量項目。其中對於CRM系統功能項目之選擇，係將目前市場上具代表性之CRM系統供應廠商所提供之系統功能，包括Oracle, eGain, ServiceSoft, ServiceWare, Primus, Quintus, AskJeeves, Kana, BrightWare, PeopleSoft, AkuP等十一家廠商，由三位CRM軟體市場專家進行分析、分類及歸納。最後彙整歸納出二十一類CRM系統功能項目，並以此作為企業價值操作化之問卷題項。 透過對於包括企業、系統廠商與市場研究等CRM領域等十二位專家之訪談，本研究首先進行研究架構及模型之驗證。最後並對國內天下一千大企業及資訊經理人協會寄出1348份問卷，進行實徵研究。經由253份有效樣本分析結果確認，透過此價值衡量模型，不同企業之衡量結果與其投資傾向呈現正相關。而企業規模等六項企業內外部特質中，除公司規模及國際化程度外，其餘包括資訊化程度、客服需求程度、產業競爭程度及組織創新程度等四項則分別對於CRM顧客價值及企業價值衡量項目，呈現不同程度的正相關影響。而以顧客價值與企業價值兩構面之價值模型，相較於單以顧客價值或企業價值的評估模式，更能夠解釋並預測企業採用CRM系統之意願。同時經由無母數分析之中位數檢定結果顯示，不同產業別之企業在採用意願分配機率上，具有相同的機率分配。而採用意願與CRM之價值衡量，對不同產業之企業均呈現正相關，因此本研究提出之價值衡量模型應對不同產業均適用， 本研究之重要貢獻在提出一個具體可執行的程序，可作為企業採用CRM系統之評估決策參考，同時也可幫助企業評估各項CRM系統功能建置之選擇及優先序，並作為改善客戶接觸與服務流程之參考。 Customer Relationship Management (CRM) has become increasingly important since the emerging of electronic commerce in the past few years. However, most of the current researches that deal with the decision-making problems of CRM system related investments are simply from the perspective of the adoption of organizational innovation. Due to the lack of solid theories and processes, it is very difficult for enterprises to measure the value of CRM systems and the subsequence decision-making on adoption priority of various CRM functions. This paper develops a value measurement model including two dimensions, customer value and business value, for CRM system. This research also explores the factors that affect the value measurement model. The factors are selected from characteristics of six dimensions: size, internationalization, computerization, customer services, competition and innovation of the enterprises. Based on the Value Focus Thinking methodology of keeney(1992) and the literature review of customer value, this paper develops 8 fundamental objectives for the customer value measurement. For the business value measurement, based on the Quality Function Development (QFD) process, this paper develops a multi-layered transformation matrix, and proposes a measurement process that can be driven to a quantified value model. During the process of QFD, 21 CRM functional categories are summarized from 11 CRM system suppliers which including Oracle, eGain, ServiceSoft, ServiceWare, Primus, Quintus, AskJeeves, Kana, BrightWare, PeopleSoft and AkuP by 3 CRM market researchers. 10 fundamental objectives for the business value of CRM are developed through these CRM functions using the methodology of QFD and Value Focus Thinking. In order to verify the effectives and feasibility of the model, 12 CRM experts were interviewed that include senior managers in business management, solution providers, and market researchers. Following the on-site interview, a questionnaire survey was conducted that include the top 1000 firms of Taiwan. After analyzing 253 useful samples, the result indicates that the outcome of the proposed value measure model has significant correlation with the investment intension of CRM systems. All the characteristics in the dimensions of computerization, demand of customer service, competition and innovation will affect the value measurement of CRM. The main contribution of this paper is the actionable process to measure the CRM systems value. There are several important potential applications of the proposed model: it can help the firms to evaluate the CRM system investment, and it can be used as a decision making tool for adopting priority of various CRM functions as well as for improving the customer management processes. |
