EY公司CRM应用实证研究
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摘要
论文首先对客户关系管理系统的有关理论进行论述；CRM应用和研究现状进行分析；然后研究CRM高失败率的原因；在此基础上，分析EY公司的产品特点，市场态势和客户关系管理现状，明晰建立客户关系管理系统的必要性，提出客户关系管理系统要达到的目的和实现的目标；分析建立客户关系管理系统的必要的准备工作和实施计划；研究提出EY公司执行CRM项目的具体可操作的方案，并对项目实施的效果进行分析和评价，并提出一般中小企业实施CRM项目的具体建议，供中小企业在CRM实施过程中作参考。
论文取得的研究成果主要有：
公司在进行CRM系统实施前的准备工作至关重要。CRM系统中蕴含的管理思想，意味着企业从以产品为中心的管理模式向以客户为中心的管理模式的转变，意味着管理观念的转变，由活动构成的企业相关流程的转变，制度的转变，人的转变。质量、客户服务和市场营销是紧密联系的，传统上将他们分开各自管理，服务和质量是建立关系的基础，企业实施关系营销和管理，必须将他们合在一起，作为一个整体进行管理。进行管理流程改造，整合质量、客户服务和市场职能，较好地处理销售、市场和客户之间的关系；
CRM是一种管理思想，是一种战略而不是战术。在正式推行CRM之前，应用新的管理流程试运行，以顾客为中心的思想先建立在公司的员工心中，形成公司的文化，同时发现新流程的问题，及时调整并在CRM系统中修正；
CRM系统的实施需要时间，实施企业需要时间分析自己的需求，软件公司也需要时间理解企业的需求和软件编写和调试；企业应制定合理的项目进度表，而不是只追求进度。
定制型CRM系统可以根据企业需求编制，需要企业和软件公司有足够的人力资源才能保证系统的成功实施。中小企业要实施定制式CRM系统必须有很强的人力资源基础，在企业管理、项目准备、项目执行和系统运行方面都需要强大的人力支撑，而这正是大多数的中小企业所缺乏的，所以对于一般的中小企业来讲，需要强大的人力支撑，选择通用型的CRM系统而非依据业务特点定制的CRM系统是更明智的方式。
At first,This paper state theory of CRM;secondly,I analyze the moment situation of CRM project and study the deep reason of high rate of CRM failure;then I study the characteristic of EY product and competent situation,current customer management. On the basis of above analysis,I make it clear to execute CRM goal and vision and what we should prepare for CRM execution. Research deeply the right action to execute CRM,including CRM preparation,business process reengineering,idea training,management need,software program and operating,etc. then reviewing the CRM project of EY and suggest for CRM project in general middle-small corporate.
Major study achievement of this paper:
CRM means the change from product centric to customer-oriented,reengineer the business process,company institution and employee. Quality,service and marketing are always work closely,but they are separated traditionally from. Quality and service are the base of relation built-up and must be integrated to be managed if corporate wants to execute relationship marketing. Project begins with organization reengineering. To set up new marketing department is to integrate the function of quality,service,marketing in order to smoothly coordinate customer,sale person and operation departments within company.
CRM is management idea and strategy,not tactics. It is important to operate under new business process and built-in corporation culture of customer-oriented in every corner of company before starting up CRM operation. The question of new business process must be discovered and corrected in time.
CRM is one project of time consumption,so corporate needs time to analyze his needs;CRM provider also needs time to comprehend deeply corporate business and needs,corporate should make a reasonable project schedule,not only for project deadline;to program,to test and debug. Customization CRM can meet corporate special needs,but it also requires the stronger human resources to assure CRM project executing.
The strong human resources are base of execution of customization CRM,involving management,project preparation,project execution and system operation. That is the
weak force for small scale corporate. So it is good idea for middle-small scale corporate to choose general CRM system,not customization CRM.
论文取得的研究成果主要有：
公司在进行CRM系统实施前的准备工作至关重要。CRM系统中蕴含的管理思想，意味着企业从以产品为中心的管理模式向以客户为中心的管理模式的转变，意味着管理观念的转变，由活动构成的企业相关流程的转变，制度的转变，人的转变。质量、客户服务和市场营销是紧密联系的，传统上将他们分开各自管理，服务和质量是建立关系的基础，企业实施关系营销和管理，必须将他们合在一起，作为一个整体进行管理。进行管理流程改造，整合质量、客户服务和市场职能，较好地处理销售、市场和客户之间的关系；
CRM是一种管理思想，是一种战略而不是战术。在正式推行CRM之前，应用新的管理流程试运行，以顾客为中心的思想先建立在公司的员工心中，形成公司的文化，同时发现新流程的问题，及时调整并在CRM系统中修正；
CRM系统的实施需要时间，实施企业需要时间分析自己的需求，软件公司也需要时间理解企业的需求和软件编写和调试；企业应制定合理的项目进度表，而不是只追求进度。
定制型CRM系统可以根据企业需求编制，需要企业和软件公司有足够的人力资源才能保证系统的成功实施。中小企业要实施定制式CRM系统必须有很强的人力资源基础，在企业管理、项目准备、项目执行和系统运行方面都需要强大的人力支撑，而这正是大多数的中小企业所缺乏的，所以对于一般的中小企业来讲，需要强大的人力支撑，选择通用型的CRM系统而非依据业务特点定制的CRM系统是更明智的方式。
At first,This paper state theory of CRM;secondly,I analyze the moment situation of CRM project and study the deep reason of high rate of CRM failure;then I study the characteristic of EY product and competent situation,current customer management. On the basis of above analysis,I make it clear to execute CRM goal and vision and what we should prepare for CRM execution. Research deeply the right action to execute CRM,including CRM preparation,business process reengineering,idea training,management need,software program and operating,etc. then reviewing the CRM project of EY and suggest for CRM project in general middle-small corporate.
Major study achievement of this paper:
CRM means the change from product centric to customer-oriented,reengineer the business process,company institution and employee. Quality,service and marketing are always work closely,but they are separated traditionally from. Quality and service are the base of relation built-up and must be integrated to be managed if corporate wants to execute relationship marketing. Project begins with organization reengineering. To set up new marketing department is to integrate the function of quality,service,marketing in order to smoothly coordinate customer,sale person and operation departments within company.
CRM is management idea and strategy,not tactics. It is important to operate under new business process and built-in corporation culture of customer-oriented in every corner of company before starting up CRM operation. The question of new business process must be discovered and corrected in time.
CRM is one project of time consumption,so corporate needs time to analyze his needs;CRM provider also needs time to comprehend deeply corporate business and needs,corporate should make a reasonable project schedule,not only for project deadline;to program,to test and debug. Customization CRM can meet corporate special needs,but it also requires the stronger human resources to assure CRM project executing.
The strong human resources are base of execution of customization CRM,involving management,project preparation,project execution and system operation. That is the
weak force for small scale corporate. So it is good idea for middle-small scale corporate to choose general CRM system,not customization CRM.
引文
[1] 罗纳德·史威福特，杨东龙译，客户关系管理：加速利润与优势提升，2001，15-17
[2] 弗雷得里克·钮厄尔，马克·瑞恩，李安方等译，网络时代的客户关系管理，2001-10
[3] 罗伯特·韦兰，保罗·科尔，走进客户的心，1998，117-198
[4] 马克·詹金斯，施昌奎译，以顾客为中心的战略—从战略高度对顾客进行思考，2001，157-175
[5] 罗兰·拉斯特等，张平淡译，驾驭顾客资产—如何利用顾客终身价值，重塑企业战略，2001，220-253
[6] 杰姆·巴诺斯，刘详亚译，客户关系管理成功奥秘—感知客户，2000，21-295
[7] 爱德华·赖利，李慈雄译，重点客户管理，上海人民出版社，2001，319-355
[8] 菲利普·科特勒，梅汝和、梅清豪、张桁译，营销管理，第9版，1999
[9] 唐·舒尔茨，史丹立·田纳本，罗伯特·劳特朋，吴怡国，钱大慧，林建宏译，整合营销传播，2002，4-21
[10] 关系营销-形成和保持竞争优势，阿德里安·佩恩等编著，梁卿译，中信出版社，2002年4月
[11] 龚杰，分析型CRM系统帮你挖掘客户价值，计算机世界网，2001-7-5
[12] 李宗怡，金融服务业中的客户关系管理，经济导刊，2000-06
[13] 成栋、李利民，正确认识客户关系管理，管理现代化，2001-03
[14] 张国安、孙忠，客户关系管理与企业文化，科技进步与对策，2001-01
[15] 李健、郑如霞，网络时代的客户关系管理，中央财经大学学报，2001-06
[16] 徐峥，谈建立客户忠诚，邮电企业管理，2000-04
[17] 刘明晶、熊鹰，证券客户关系管理CRM系统，现代图书情报技术，2001-02
[18] 孙海、刘仲英，多管道的客户关系管理，管理现代化，2001-03
[19] 杨林、黄立平，面向客户关系管理的综合决策制裁系统框架探讨，管理现代化，2001-02
[20] 曹刚，现代客户关系管理探讨，统计与决策，2001-01
[21] 王立强，企业经营管理之客户关系，天津化工，2001-03
[22] 李显君，客户关系管理，企业管理，2001-03
[23] 陈旭，CRM综述，计算机应用世界，2001-08
[24] 胡兴民，客户管理的基本精神，企业管理信息化，2001
[25] 张云鹏，客户关系管理(CRM)策略、方法和软件支持，中国计算机报
[26] 刘翔，分析型CRM的四个阶段，中国计算机报；2001-10
[27] 孟凡强，解读CRM，计算机世界，2001-06
[28] 曹开彬；曹术华，我国CRM市场及应用现状调查，计算机世界，2002-05
[29] 杜荣华，国外CRM／PRM应用状况浅析，计算机世界，2001-09
[30] Helena Schwenk; Real-time CRM analytics: The future of BI? Km World; Camden; Feb 2002
[31] 程芳，谁是你的客户?客户关系管理(CRM)与现代市场营销，信息与电脑，2002-03
[32] Paul KrilI;CRM foes beat host drum Info World; San Mateo; Feb 18, 2002
[33] Anonymous;Institutional CRM delivers value in tough times Wall Street & Technology; New York; Jan 2002
[34] Kathleen Melymuka;You can avoid CRM's pitfalls Computerworld; Framingham; Feb 11, 2002
[35] Lucy Barrett; Blinded by science Marketing Week; London; Feb 7, 2002
[36] 石头，CRM选型前的困惑，天极网，2002-2-5
[37] 唐人，为什么现行的CRM不能有效地管理客户关系?中国营销传播网，2002-04-19
[38] James R Borck; No matter how it's done, CRM is a challenge Info World; Framingham; Feb 4, 2002;
[39] Danielle Dunne; Beware of the CRM backlash CIO; Framingham; Feb 1, 2002;
[40] Ken Krizner;Customers say satisfaction level with their CRM vendors is low Frontline Solutions; Duluth; Feb 2002;
[41] Freeze on CRM tech spending Global Investor; London; Feb 2002;
[42] Darrell K Rigby; Frederick F Reichheld; Phil Schefter;Avoid the four perils of CRM Harvard Business Review; Boston; Feb 2002;
[43] Anonymous; CRM delivery gap New Zealand Management; Auckland; Feb 2002
[44] Design your CRM systems from the outside in Businessline; Islamabad; Jan 31, 2002
[45] Guidelines for CRM aspirants Businessline; Islamabad; Jan 31, 2002;
[46] Shane Schick;CRM must speak many tongues Computing Canada; Willowdale; Jan 18, 2002;
[47] The CRM conundrum Businessline; Islamabad; Jan 17, 2002;
[48] R. Savitha; What the doctor prescribes Businessline; Islamabad; Jan 16, 2002;
[49] Tom Kaneshige; Surviving CRM Line56; San Francisco; Dec 2001;
[50] John Soat; Christopher T Heun; Marianne Kolbasuk McGee; Tony Kontzer; et al; Overrated, underrated Informationweek; Manhasset; Dec 17, 2001;
[51] Pimm Fox; CRM nightmare will go away Computerworld; Framingham; Dec 3, 2001;
[52] Klaus Heimann;Out of many systems, one CRM solution Public Utilities Fortnightly; Arlington; Jan/Feb 2002;
[53] Debbie Cannon; Meeting your customers' needs: How to build profitable relationships via CRM Document Processing Technology; Madison; Dec 2001;
[54] Anton Hirschowitz; Closing the CRM loop: The 21st century marketer's challenge: Transforming customer insight into customer value Journal of Targeting, Measurement and Analysis for Marketing; London; Dec 2001;
[55] Kathleen Cholewka;CRM: The failures are your fault Sales and Marketing Management; New York; Jan 2002;
[56] Paul Tjoen; CRM clarified Canadian Insurance; Toronto; Jan 2002;
[57] AIMIE PARDAS; For successful implementation of CRM Computimes Malaysia; New York; Nov 15, 2001;
[58] 陈兵兵，面向感情消费时代—谈客户关系管理系统，企业管理，2002-02；
[59] 施福莱 王海艳，CRM软件系统的实施过程，计算机世界，2001-10-30
[60] 施福莱 王海艳，CRM软件系统的结构功能分析，计算机世界，2001-10-30
[2] 弗雷得里克·钮厄尔，马克·瑞恩，李安方等译，网络时代的客户关系管理，2001-10
[3] 罗伯特·韦兰，保罗·科尔，走进客户的心，1998，117-198
[4] 马克·詹金斯，施昌奎译，以顾客为中心的战略—从战略高度对顾客进行思考，2001，157-175
[5] 罗兰·拉斯特等，张平淡译，驾驭顾客资产—如何利用顾客终身价值，重塑企业战略，2001，220-253
[6] 杰姆·巴诺斯，刘详亚译，客户关系管理成功奥秘—感知客户，2000，21-295
[7] 爱德华·赖利，李慈雄译，重点客户管理，上海人民出版社，2001，319-355
[8] 菲利普·科特勒，梅汝和、梅清豪、张桁译，营销管理，第9版，1999
[9] 唐·舒尔茨，史丹立·田纳本，罗伯特·劳特朋，吴怡国，钱大慧，林建宏译，整合营销传播，2002，4-21
[10] 关系营销-形成和保持竞争优势，阿德里安·佩恩等编著，梁卿译，中信出版社，2002年4月
[11] 龚杰，分析型CRM系统帮你挖掘客户价值，计算机世界网，2001-7-5
[12] 李宗怡，金融服务业中的客户关系管理，经济导刊，2000-06
[13] 成栋、李利民，正确认识客户关系管理，管理现代化，2001-03
[14] 张国安、孙忠，客户关系管理与企业文化，科技进步与对策，2001-01
[15] 李健、郑如霞，网络时代的客户关系管理，中央财经大学学报，2001-06
[16] 徐峥，谈建立客户忠诚，邮电企业管理，2000-04
[17] 刘明晶、熊鹰，证券客户关系管理CRM系统，现代图书情报技术，2001-02
[18] 孙海、刘仲英，多管道的客户关系管理，管理现代化，2001-03
[19] 杨林、黄立平，面向客户关系管理的综合决策制裁系统框架探讨，管理现代化，2001-02
[20] 曹刚，现代客户关系管理探讨，统计与决策，2001-01
[21] 王立强，企业经营管理之客户关系，天津化工，2001-03
[22] 李显君，客户关系管理，企业管理，2001-03
[23] 陈旭，CRM综述，计算机应用世界，2001-08
[24] 胡兴民，客户管理的基本精神，企业管理信息化，2001
[25] 张云鹏，客户关系管理(CRM)策略、方法和软件支持，中国计算机报
[26] 刘翔，分析型CRM的四个阶段，中国计算机报；2001-10
[27] 孟凡强，解读CRM，计算机世界，2001-06
[28] 曹开彬；曹术华，我国CRM市场及应用现状调查，计算机世界，2002-05
[29] 杜荣华，国外CRM／PRM应用状况浅析，计算机世界，2001-09
[30] Helena Schwenk; Real-time CRM analytics: The future of BI? Km World; Camden; Feb 2002
[31] 程芳，谁是你的客户?客户关系管理(CRM)与现代市场营销，信息与电脑，2002-03
[32] Paul KrilI;CRM foes beat host drum Info World; San Mateo; Feb 18, 2002
[33] Anonymous;Institutional CRM delivers value in tough times Wall Street & Technology; New York; Jan 2002
[34] Kathleen Melymuka;You can avoid CRM's pitfalls Computerworld; Framingham; Feb 11, 2002
[35] Lucy Barrett; Blinded by science Marketing Week; London; Feb 7, 2002
[36] 石头，CRM选型前的困惑，天极网，2002-2-5
[37] 唐人，为什么现行的CRM不能有效地管理客户关系?中国营销传播网，2002-04-19
[38] James R Borck; No matter how it's done, CRM is a challenge Info World; Framingham; Feb 4, 2002;
[39] Danielle Dunne; Beware of the CRM backlash CIO; Framingham; Feb 1, 2002;
[40] Ken Krizner;Customers say satisfaction level with their CRM vendors is low Frontline Solutions; Duluth; Feb 2002;
[41] Freeze on CRM tech spending Global Investor; London; Feb 2002;
[42] Darrell K Rigby; Frederick F Reichheld; Phil Schefter;Avoid the four perils of CRM Harvard Business Review; Boston; Feb 2002;
[43] Anonymous; CRM delivery gap New Zealand Management; Auckland; Feb 2002
[44] Design your CRM systems from the outside in Businessline; Islamabad; Jan 31, 2002
[45] Guidelines for CRM aspirants Businessline; Islamabad; Jan 31, 2002;
[46] Shane Schick;CRM must speak many tongues Computing Canada; Willowdale; Jan 18, 2002;
[47] The CRM conundrum Businessline; Islamabad; Jan 17, 2002;
[48] R. Savitha; What the doctor prescribes Businessline; Islamabad; Jan 16, 2002;
[49] Tom Kaneshige; Surviving CRM Line56; San Francisco; Dec 2001;
[50] John Soat; Christopher T Heun; Marianne Kolbasuk McGee; Tony Kontzer; et al; Overrated, underrated Informationweek; Manhasset; Dec 17, 2001;
[51] Pimm Fox; CRM nightmare will go away Computerworld; Framingham; Dec 3, 2001;
[52] Klaus Heimann;Out of many systems, one CRM solution Public Utilities Fortnightly; Arlington; Jan/Feb 2002;
[53] Debbie Cannon; Meeting your customers' needs: How to build profitable relationships via CRM Document Processing Technology; Madison; Dec 2001;
[54] Anton Hirschowitz; Closing the CRM loop: The 21st century marketer's challenge: Transforming customer insight into customer value Journal of Targeting, Measurement and Analysis for Marketing; London; Dec 2001;
[55] Kathleen Cholewka;CRM: The failures are your fault Sales and Marketing Management; New York; Jan 2002;
[56] Paul Tjoen; CRM clarified Canadian Insurance; Toronto; Jan 2002;
[57] AIMIE PARDAS; For successful implementation of CRM Computimes Malaysia; New York; Nov 15, 2001;
[58] 陈兵兵，面向感情消费时代—谈客户关系管理系统，企业管理，2002-02；
[59] 施福莱 王海艳，CRM软件系统的实施过程，计算机世界，2001-10-30
[60] 施福莱 王海艳，CRM软件系统的结构功能分析，计算机世界，2001-10-30