顧客關係管理(CRM)系統的使用現況與影響因素之探索性研究

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：13

、訪客IP：18.117.170.135

姓名

賴冠宇(Kuan-Yu Lai) 查詢紙本館藏

畢業系所

資訊管理學系

論文名稱

顧客關係管理(CRM)系統的使用現況與影響因素之探索性研究

相關論文

★ 影響ERP導入過程及成效因素之研究 - 單一公司兩次導入SAP系統之比較分析	★ 運用資料倉儲技術建置物力動員資訊系統之開發
★ 買方採用自有電子市集之個案研究─以台塑企業為例	★ DEA模型評估經營效率之研究—以某綜合證券商為例
★ 尋求卓越：中小企業資訊部門的管理之個案研究	★ 「證券商共同網路交易平台」之可行性分析
★ 產業競合模式策略探討－以自行車產業為例	★ RFID導入航空貨運站出口作業流程應用之研究
★ 綠色供應鏈活動建構之個案研究-以筆記型電腦製造業為例	★ 導入資訊科技服務管理之評估-以遠東銀行為例
★ 資訊系統導入歷程中專案團隊決策衝突之探討	★ 應用資源基礎理論探討持久競爭優勢-以智慧型手機H公司為例
★ 服務導向架構為基礎的企業流程管理之探討 - 以瀚宇博德股份有限公司為例	★ 沙賓法案實施與企業遵循個案研究--以K公司為例
★ 資訊服務委外之個案分析－以銀行簡訊為例	★ 有線電視業者經營IPTV之競爭優勢分析—以個案公司為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

本研究以服務產業 (一般服務業與金融服務業) 為研究對象，希望能夠了解在服務產業中運用資訊科技的程度。由於服務業與顧客之間的互動是最頻繁的，因此，如何與顧客之間維持緊密的關係，將是公司能否獲得競爭優勢的最關鍵因素，所以，服務業應妥善運用顧客關係管理 (Customer Relationship Management, CRM) 系統來幫助管理與顧客之間的關係。另外，企業在導入與使用CRM系統時，必須有相關的影響因素與之相配合，才能使得CRM系統真正發揮其功用，而於本研究歸納出的影響因素共計有，資訊科技基礎建設、顧客關係導向之企業文化、專注重要顧客、以顧客為中心之組織架構、高階主管支持與CRM為基礎之知識管理能力等六項。
所以，本研究主要探討在服務產業中，CRM系統與其各功能的使用現況為何，同時也探究服務產業中的一般與金融服務業，於CRM系統與其各功能的運用上是否有所差異；另一方面，亦探討在服務產業中，CRM系統與其影響因素的相關性和影響程度，同樣地，也有針對一般與金融服務業分別探索，以了解兩者是否有差異性存在。
根據研究結果顯示，服務產業中CRM系統的使用程度普遍不佳，尤其是在資料儲存功能部分，而金融服務業在大部分功能的運用程度都比一般服務業來得優異，唯獨在資料分析功能與儲存企業內外部資料功能方面沒有明顯的差別。另外，在服務產業中，CRM系統與其六大影響因素都具有顯著的正相關，顯示出CRM系統的使用程度確實與該六大影響因素有關，但只有當資訊科技基礎建設做得越好，或高階主管支持的程度越高時，CRM系統的使用程度才會越高，其他四個影響因素則並沒有如此的趨勢；而一般與金融服務業在相關性方面與服務產業雷同，CRM系統與其六大影響因素都具有顯著的正相關。有關更詳細的說明與結論，將於本文中一一闡述。

摘要(英)

This study attempts to understand the usage of information technology for customer relationship management (CRM) in the service industry (including general service industry and finance service industry). Because the interactions between service companies and customers are most frequent, the critical factor that an enterprise can obtain competitive advantage is how to keep a close relationship with its customers. Thus, service companies should properly use the CRM system to help managing their relationships with customers. Besides, when an enterprise initiates and uses the CRM system, there are some correlated impact factors for making the system more useful. These factors are information technology infrastructure, customer-oriented enterprise culture, customer focus, customer-centric organizational structure, top management support, and CRM-based knowledge management capability.
This research explores how the service industry uses the CRM system and its functions and whether the usage between the general and the finance service industries is different. This research also explores the correlations and the impact extents between the use of the CRM system and its impact factors in the service industries.
Based on the study results, the extent of the usage of CRM system usually is lower in the general service industry, especially in the function of data storage. The finance service industry in general utilizes the functions of CRM system to a greater extent than the general service industry. But there are two functions that are utilized without significant difference between the general and the finance service industries, which are the functions of data analysis and enterprise data storage. Further, the six impact factors are all positively correlated with the usage of CRM system in the service industry. But only when the factor of IT infrastructure or top management support does better, is the usage of CRM system higher. There are no such relationships between the other factors and the usage of CRM system. Similarly, the six impact factors are all positively correlated with the usage of CRM system in both the general and the finance service industries.

關鍵字(中)

★ 服務業
★ 影響因素
★ CRM系統
★ 顧客關係管理

關鍵字(英)

★ customer management relationship
★ CRM system
★ organizational factor
★ service industry

論文目次

目錄 I
圖目錄 V
表目錄 VI
第一章緒論 1
1.1 研究動機 1
1.2 研究目的 3
1.3 研究問題 3
1.4 論文架構與研究程序 4
第二章文獻探討 7
2.1 顧客關係管理的定義 7
2.2 CRM系統 10
2.2.1 前端應用程式 12
2.2.2 資料庫/資料倉儲 14
2.2.3 後端應用程式 16
2.3 CRM系統影響因素 18
2.3.1 資訊科技基礎建設 19
2.3.2 顧客關係導向之企業文化 20
2.3.3 專注重要顧客 21
2.3.4 以顧客為中心之組織架構 22
2.3.5 高階主管支持 24
2.3.6 CRM為基礎之知識管理能力 24
第三章研究架構與假說 27
3.1 研究架構 27
3.1.1 CRM系統與其功能 28
3.1.2 CRM系統影響因素 29
3.2 探索性研究之描述 30
3.3 研究假說 31
3.2.1 資訊科技基礎建設對使用CRM系統的影響 31
3.2.2 顧客關係導向之企業文化對使用CRM系統的影響 32
3.2.3 專注重要顧客對使用CRM系統的影響 33
3.2.4 以顧客為中心之組織架構對使用CRM系統的影響 34
3.2.5 高階主管支持對使用CRM系統的影響 34
3.2.6 CRM為基礎之知識管理能力對使用CRM系統的影響 35
第四章研究方法 37
4.1 研究設計 37
4.2 研究變數的定義與操作化 37
4.2.1 CRM系統與其功能 37
4.2.2 CRM系統影響因素 38
4.3 研究工具 40
4.4 資料分析方法 43
4.4.1 樣本基本資料分析 43
4.4.2 樣本資料穩定度分析 43
4.4.3 研究構念分析 43
4.4.4 效度與信度的檢定 44
4.4.5 CRM系統功能之分析 44
4.4.6 CRM系統影響因素之分析 45
4.4.7 資料分析流程 45
第五章資料分析 47
5.1 問卷回收 47
5.2 樣本基本資料分析 48
5.3 樣本穩定度檢定 50
5.4 研究構念分析 51
5.4.1 CRM系統功能 51
5.4.2 CRM系統影響因素 54
5.5 信度與效度檢定 56
5.5.1 信度 56
5.5.2 表面效度與內容效度 57
5.5.3 構念效度 57
5.6 CRM系統功能之分析 57
5.6.1 CRM資訊系統 58
5.6.2 銷售功能 59
5.6.3 行銷功能 61
5.6.4 服務功能 62
5.6.5 資料分析功能 63
5.6.6 資料整合與存取功能 64
5.6.7 資料儲存功能 65
5.6.8 小結 69
5.7 CRM系統影響因素之分析 70
5.7.1 皮爾森相關分析 71
5.7.2 複迴歸分析與共線性檢測 74
5.7.3 小結 76
第六章結論與建議 79
6.1 研究結果 79
6.1.1 CRM系統與各功能的使用現況 79
6.1.2 CRM系統與其影響因素的影響程度與相關性 81
6.2 管理實務建議 83
6.3 研究貢獻 85
6.4 研究限制 85
6.5 未來研究方向 86
參考文獻 88
附錄：研究問卷 97

參考文獻

1. Ahmed, P. K. & Rafiq, M. (2003), “Internal Marketing Issues and Challenges,” European Journal of Marketing, 37 (9), pp. 1177-1186.
2. Alavi, M. & Leidner, D. (1999), “Knowledge Management Systems: Emerging Views and Practices Form the Field,” proceedings of the 32nd Hawaii International Conference on System Science, Maui.
3. Anderson, J. C. & Narus, J. A. (2003), “Selectively Pursuing More of Your Customer’s Business,” Sloan Management Review, 44 (3), pp. 42-49.
4. Anton, J. & Petouhoff N. L. (2002), “Customer Relationship Management: The Bottom Line to Optimizing Your ROI,” Upper Saddle River, NJ: Prentice Hall.
5. Armstrong, G. & Kotler, P. (2003), “Marketing: An Introduction,” 6th ed., Upper Saddle River, NJ: Prentice Hall, pp. 154.
6. Armstrong, J. S. & Overton, T. S. (1977), “Estimating Nonresponse Bias in Mail Surveys,” Journal of Marketing Research, 14, pp. 396-402.
7. Badgett, M., Ballou, S. & LaValle, S. (2004), “Doing CRM Right: What it Takes to be Successful with CRM,” Somers, NY: IBM Business Consulting Services.
8. Belsley, D.A., Kuh, E., & Welsch, R.E. (1980), “Regression Diagnostics,” New York: John Wiley & Sons.
9. Berson, A., Thearling, K. & Smith, S. (2000), “Building Data Mining Applications for CRM,” New York: McGraw-Hill.
10. Bhaskar, R. (2004), “A Customer Relationship Management System to Target Customers at Cisco,” Journal of Electronic Commerce in Organizations, 2 (4), pp. 63-73.
11. Bhatia, A. (1999), “Customer Relationship Management,” 1st ed., toolbox Portal for CRM.
12. Breidenbach, S. (2000), “A Great Relationship,” Network World.
13. Broadbent, M., Weill, P. & Neo, B. S. (1999), “Strategic Context and Patterns of IT Infrastructure Capability,” Journal of Strategic Information Systems, 8, pp. 157-187.
14. Broadbent, M. & Weill, P. (1997), “Management by Maxim: How Business and IT Managers Can Create IT Infrastructures,” MIT Sloan Management Review, 38(3), pp.77-92.
15. Brown, S. A. & Gulycz, M. (2002), “Performance Driven CRM,” Canda: PwC Consulting.
16. Brown, S. A. (2000), “Customer Relationship Management: A Strategic Imperative in the World of E-Business,” Toronto: John Wiley & Sons.
17. Campbell, B. (2002), “CRM How to: Close Encounters,” Retrieved September 7, 2004. from http://www.oracle.com/oramag/profit/02-aug/p32crm_close.html.
18. Chen, J. S. & Ching, R. K.H. (2004), “An Empirical Study of the Relationship of IT Intensity and Organizational Absorptive Capability on CRM Performance,” Journalof Global Information Management, 12 (1), pp. 1-17.
19. CRM Guru, (2003), “What is CRM?,” Accessed September 22 2003 at http://www.crmguru.com/content/answers/whatiscrm.html
20. Croteau, A. M. & Li, P. (2003), “Critical Success Factors of CRM Technological Initiatives,” Canadian Journal of Administrative Sciences, 20(1), pp. 21-34.
21. Day, G. S. (2000), “Capabilities for Forging Customer Relationships,” Report No. 00-118. Cambridge, MA: Marketing Science Institute.
22. Day, G. S. (2003), “Creating a Superior Customer-Relating Capability,” Sloan Management Review, 44(3), pp. 77-83.
23. Duncan, N. B. & Bogucki, N. (1995), “Capturing Flexibility of Information Technology Infrastructure: A Study of Resource Characteristics and Their Measure,” Journal of Management Information systems, 12(2), pp. 37-57.
24. Fox, T. & Stead, S. (2001), “Customer Relationship Management: Delivering the Benefits,” White Paper, CRM (UK) Ltd. and SECOR Consulting Ltd., Stirling and Surrey, UK.
25. Freeland, J. (2003), “HBR Case Commentary: What can Barry Do to Save the Project?” Harvard Business Review, 81(12), pp. 38.
26. Garter Group (2000), “Industry Forecast and Growth Factors: Online Banking and Electronic Bill Payment,” Stamford. CT: Author.
27. Gatewood, R. D. & Field, H. S. (1990), “Human Resource Selection 2nd Ed.,” Chicago, IL, Dryden Press.
28. Greenberg, P. (2001), “CRM at the Speed of Light,” Berkeley, CA: Osborne/McGraw-Hill.
29. Grönroos, C. (1990), “Service Management and Marketing: Managing the Moments of Truth in Service Competition,” Lexington, MA: Lexington Books.
30. Gunton, T. (1989), “Infrastructure: Building a Framework for Corporate Information Handling,” New York: Prentice-Hall.
31. Hair, J., Bush, R. P., & Ortinau, D. (2003), “Marketing Research: Within a Changing Information Environment,” Boston: McGraw-Hill.
32. Hair, J. F., Anderson, R. E., Tatham, R. L. & Black, W. C. (1998), “Multivariate Data Analysis,” N.Y.: Macmillan.
33. Homburg, C., Workman, J. P. & Jensen, O. (2000), “Fundamental Changes in Marketing Organization: The Movement Toward a Customer-Focused Organizational Structure,” Journal of the Academy of Marketing Science, 28(4), pp. 459-478.
34. Homburg, C., Workman, J. P. & Jensen, O. (2000), “Fundamental Changes in Marketing Organization: The Movement Toward a Customer-Focused Organizational Structure,” Journal of the Academy of Marketing Science, 28(4), pp. 459-478.
35. Iacovou, C. L., Benbasat, I. & Dexter, A. S. (1995), “Electronic Data Interchange and Small Organizations: Adoption and Impact of Technology,” MIS Quarterly, 19(4), pp. 465-486
36. IT Director.com, (2003), “CRM,” Accessed June 24 2003 at http://www.it-director.com/ts-section.php?section = 15.
37. Jayachandran, S., Sharma, S., Kaufman, P. & Raman, P. (2005) “The Role of Relational Information Processes and Technology Use in Customer Relationship Management,” Journal of Marketing, 69, pp. 177-192.
38. Jutla, D., Craig, J. & Bodorik, P. (2001), “Enabling and Measuring Electronic Customer Relationship Management Readiness,” Proceedings of the 34th Hawaii International Conference on System Sciences, Maui.
39. Kaiser, H.F. (1974), “An Index of Factorial Simplicity,” Psychometrika, 39, pp. 31-36.
40. Kalakota, R. & Robinson M. (1999), ”e-Business-Roadmap for Success,” Addison Wesley.
41. Karimi J., Somers T. M. & Gupta Y. P. (2001), “Impact of Information Technology Management Practices on Customer Service,” Journal of Management Information Systems, 17(4), pp. 125-158.
42. Kilmann, M., I.Saxton I. & R.Serpa R. (1985), “Gaining Control of the Corporate Culture,” San Francisco: Jossey-Bass, pp.421-433.
43. Klaus, D.W. (2000), “CRM Systems and Users: How Do They Fit? ,” Presented at the CRM connect conference in Zurich.
44. Kracklauer, A., Passenheim, O. & Seifert, D. (2001), “Mutual Customer Approach: How Industry and Trade are Executing Collaborative Customer Relationship Management,” International Journal of Retail & Distribution Management, 29(12), pp. 515- 519.
45. Krauss, M. (2002), “At Many Firms, Technology Obscures CRM,” Marketing News, 36 (6), pp. 5.
46. Langerak, F. & Verhoef, P. C. (2003), “Strategically Embedding CRM,” Business Strategy Review, 14 (4), pp. 73-80.
47. Leonard-Barton D. & Deschamps, I. (1988), “Managerial Influence in the Implementation of New Technology,” Management Science, 34(10), pp.1252-65.
48. Meuter, M. L., Ostrom A. L., Roundtree R. I. & Bitner M. J. (2000), “Self-Service Technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters,” Journal of Marketing, 64 , pp. 50-64.
49. Mithas, S., Krishnan M. S. & Fornell, C. (2005), “Why Do Customer Relationship Management Applications Affect Customer Satisfaction?” Journal of Marketing, 69, pp. 201-209.
50. Neter, J., Wasserman, W. & Kutner, M. H. (1989), “Applied Linear Regression Models,” Homewood, IL: Richard D. Irwin.
51. Nunnally, J. C. (1978), “Psychometric theory, 2nd ed.,” New York: McGraw-Hill.
52. Ott, J. S. (1989), “Organizational Culture Perspective,” Chicago：Dorsey Press.
53. Payne, A. & Frow, P. (2004), “The Role of Multichannel Integration in Customer Relationship Management,” Industrial Marketing Management, 33, pp. 527-538.
54. Payne, A. & Frow, P. (2005), “A Strategic Framework for Customer Relationship Management,” Journal of Marketing, 69, pp. 167-176.
55. Peppard, J. (2000), “Customer Relationship Management (CRM) in Financial Services,” European Management Journal, 18(3), pp. 312-327.
56. Plessis, M. D. & Boon, J. A. (2004), “Knowledge Management in e-Business and Customer Relationship Management: South African Case Study Findings,” International Journal of Information Management, 24(1), pp. 73-86.
57. Prahalad, C.K., Ramaswamy, V. & Krishnan, M.S. (2000), “Consumer Centricity,” InformationWeek.
58. Rai, A. & Bajwa, D. S. (1997), “An Empirical Investigation into Factors Relating to the Adoption of Executive Information Systems: An Analysis of EIS for Collaboration and Decision Support,” Decision Sciences, 28(4), pp. 939-975.
59. Reinartz, W., Krafft, M. & Hoyer W. D. (2004), “The Customer Relationship Management Process: Its Measurement and Impact on Performance,” Journal of Marketing Research, 1(41), pp. 293-305.
60. Robbins, S. P. (1990), “Organization Theory: Structure, Design, and Application,” San Diego: Prentice-Hall.
61. Roberts, M. L., Liu, R. R. & Hazard, K. (2005), “Strategy, Technology and Organisational Alignment：Key Components of CRM Success,” Database Marketing & Customer Strategy Management, 12(4), pp. 315-626
62. Rosenberg, L. J. & Czepiel, J. A. (1984), “A Marketing Approach to Customer Retention,” Journal of Consumer Marketing, 1, pp. 45-51.
63. Ross, J.W., Beath, C. M. & Goodhue, D. L. (1996), “Develop Long-Term Competitiveness through IT Assets”, Sloan Management Review, 38(1), pp. 31-43.
64. Ryals, L. & Knox, S. (2001), “Cross-Functional Issues in the Implementation of Relationship Marketing Through Customer Relationship Management,” European Management Journal, 19(5), pp. 534-542.
65. Ryals, L. (2003), “Making Customers Pay: Measuring and Managing Customer Risk and Returns,” Journal of Strategic Marketing, 11, pp. 165-175.
66. Sambamurthy, V., Bharadwaj, A. & Grover V. (2003), “Shaping Agility through Digital Options: Reconceptualizing the Role of Information Technology in Contemporary Firms,” MIS Quarterly, 27 (2), pp. 237-63.
67. Seybold, P. B. (2001), “The Customer Revolution: How to Thrive When Customers are in Control,” Random House, Inc.
68. Sheth, J. N., Sisodia, R. S. & Sharma, A. (2000), “The Antecedents and Consequences of Customer-Centric Marketing,” Journal of the Academy of Marketing Science, 28(1), pp. 55-66.
69. Sheth, J. N. & Sisodia, R. S. (2002), “Marketing Productivity: Issues and Analysis,” Journal of Business Research, 55(5), pp. 349-362.
70. Speier, C. & Venkatesh V. (2002), “The Hidden Minefields in the Adoption of Sales Force Automation Technologies,” Journal of Marketing, 66 (3), pp. 98–111.
71. Spengler, B. & Fluss, D. (1999), “CRM Gains Ground as Dynamic e-Business Applications,” InfoWorld, pp. 42.
72. Srinivasan, S. S., Anderson, R. E. & Ponnavolu, K. (2002), “Customer Loyalty in E-Commerce: An Exploration of Its Antecedents and Consequences,” Journal of Retailing, 78(1), pp. 41-50.
73. Srivastava, R. K., Shervani, T. A. & Fahey, L. (1999), “Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing,” Journal of Marketing, 63(4, Special Issue), pp. 168-179.
74. Stefanou, C., Sarmaniotis, C. & Stafyla, A. (2003), “CRM and Customer-Centric Knowledge Management: An Empirical Research,” Business Process Management Journal, 9(5), pp. 617-634.
75. Stringfellow, A., Nie, W. & Bowen, D. E. (2004), “Profiting from Understanding Customer Needs,” Business Horizons, 47(5), pp. 45-52.
76. Swift, R. (2001), “Accelerating Customer Relationships,” Prentice Hall.
77. Tan, X., Yen, D. C. & Fang, X. (2002), “Internet Integrated Customer Relationship Management,” Journal of Computer Information Systems, pp. 77-86.
78. Tanner, J. F., Ahearne, M., Leigh, T. W., Mason, C. H. & Moncrief, W. C. (2005), “CRM in Sales-Intensive Organizations: A Review and Future Directions,” Journal of Personal Selling and Sales Management, 25(2), pp. 169-180.
79. Tiwana, A. (2000), “The Essential Guide to Knowledge Management：e-Business and CRM Applications”, Upper Saddle River, NJ: Prentice Hall.
80. Trepper, C. (2000), “Customer Care Goes End-to-End,” Information Week, May 15, pp. 55-73.
81. Vance, D. M. (1997), “Information, Knowledge and Wisdom: The Epistemic Hierarchy and Computer-Based Information System,” Proceedings of the 1997 AIS America's Conference.
82. Vandermerwe, S. (2004), “Achieving Deep Customer Focus,” MIT Sloan Management Review, 45(3), pp. 26-34.
83. Vrechopoulos, A. P. (2004), “Mass Customization Challenges in Internet Retailing through Information Management,” International Journal of Information Management, 24(1), pp. 59-71.
84. Weill, P., Broadbent, M. & Butler, C. (1996), “Exploring How Firms View IT Infrastructure”, Working Paper No.4, The University of Melbourne.
85. Weill, P. (1992), “The Relationship between Investment in Information Technology and Firm Performance: A Study of Value Manufacturing Sector,” Information Systems Research, 3(4), pp. 307-333.
86. Werts, C. E., Linn, R. L. & Joreskog, K. G. (1974), “Interclass Reliability Estimates: Testing Structural Assumptions,” Educational & Psychological Measurement, 34(1), pp. 25-33.
87. Yim, F. H., Anderson, R. E. & Swaminathan, S. (2004), “Customer Relationship Management: Its Dimensions and Effect on Customer Outcomes,” Journal of Personal Selling & Sales Management, 24(4), pp. 263-278.
88. Zablah, A. R., Bellenger, D. N. & Johnston, W. J. (2004), “An Evaluation of Divergent Perspectives on Customer Relationship Management: Towards a Common Understanding of an Emerging Phenomenon,” Industrial Marketing Management, 33, pp. 475-489.
89. 行政院經建會 (2006)，「中華民國95年國家建設計畫 (上篇)」，http://www.cepd.gov.tw/upload/OVERALL/NatPlan_Year/Plan/t2_1@137173.22161325673@.pdf (資料引用自行政院主計處網站： http://www.dgbas.gov.tw )
90. 天下雜誌 (2005)，第322期 (500大服務業與100大金融業之列表)

指導教授

王存國(Tswen-Gwo Wang)

審核日期

2006-7-12

推文