Joseph O. Chan, Ph.D., Roosevelt Un

Joseph O. Chan, Ph.D., Roosevelt University, Schaumburg, IL
ABSTRACT
Competitions in the new economy have caused major changes in business strategies from internal product
focus to value creation along the demand and supply chains. Companies are extending their operational and decision
structures to include those of their customers, suppliers, distributors, and alliance partners. Product-centric strategies
are replaced by customer-centric strategies that facilitate value creation. Focuses on transactional efficiency are
replaced by new requirements to integrate and optimize the value chains between the customer, the firm and its
extended enterprise. Disparate business processes and systems, compounded by the proliferation of customer contact
points and channels, have created incompatible and disconnected views of customers. The inability to synchronize
information and processes across various customer touch points may result in negative customer experience and lost
opportunities for the firm. Disconnections between CRM operations and CRM analytics can negatively impact
marketing effectiveness, customer retention and loyalty. Lessons learned from past CRM implementations have
provided guidance pointing to integrated strategies that not only include technologies, but also include business
processes, information and organizations. Forward looking CRM strategies can leverage customer intelligence
created by CRM analytics that enhances CRM operations, and conversely, CRM operations collect critical customer
data for CRM analytics. To attain optimization of CRM performance, metrics need to be defined across the
enterprise driven by customer-centric goals. For customer relationship management to take to the new level of value
creation, businesses require a strategy that creates a unified view of customers from the perspectives of operations,
analytics and collaboration along the entire customer relationship management value chain. This paper proposes an
integrated framework for CRM through the construct of the enterprise model.

ผลลัพธ์ (อังกฤษ) 2:

约瑟夫O. Chan，博士，罗斯福大学，伊利诺伊州绍姆堡，IL
摘要
比赛在新经济中的重大变化造成的经营策略从产品内部
关注价值创造的需求和供应链。公司正在扩展他们的业务和决策
结构包括那些他们的客户，供应商，经销商，和联盟伙伴。产品为中心的策略是以客户为中心的战略
促进价值创造所取代。围绕交易效率是
新要求更换，整合和优化顾客之间的价值链，企业和
扩展企业。不同的业务流程和系统，通过客户接触点
增殖和通道的复合，创造了不兼容和断开客户的意见。无法同步
信息和过程在各个客户接触点可能导致顾客的负面经验，失去了
为公司的机会。客户关系管理CRM分析的操作和断开之间会产生负面影响
营销效果，客户忠诚度和忠诚度。
提供指导指向集成策略，不仅包括技术已经从过去的CRM实施的经验教训，也包括企业的
过程，信息和组织。向前看的CRM战略客户智能
的CRM分析提高CRM的操作，创建，相反，运营收集关键客户
CRM分析数据。实现CRM的性能优化，指标需要定义在
企业以客户为中心的目标驱动的。客户关系管理以价值
创作的新水平，企业需要一个战略，创建从操作角度客户统一视图，
在整个客户关系管理价值链分析和协作。本文通过对企业模型的构建提出了一个
CRM集成框架。