- 學位論文
企業推動顧客關係管理整合策略與規劃組織暨人力資源之研究--以國內證券業者為例
Business Integration Strategy of Customer Relationship Management with the Planning of Organization Structure and Human Resources - A Research on Stock Industry in Taiwan
摘要
產業界與學術界均在企業如何與顧客建立、保持及增進關係等相關議題上，有著廣泛且熱烈的討論。於此同時，資訊及通訊科技（ICT：Information＆Communication Technology）的長足進步，與網際網路的快速興起，不僅消費者受到整個環境變化的影響，在這個劇烈變化的過程中，連企業經營也同時受到許多前所未有的衝擊與挑戰。 企業與顧客間關係介面的衝擊和因應，亦即當今企業行銷管理課題的主軸。本研究旨在找出企業推動顧客關係管理（Customer Relationship Management）整合過程的觀念架構。利用理論及文獻的整理及彙總，先行發展一套整合CRM及業務、組織架構、人力資源規劃各構面的探索性觀念架構，再選取國內七家券商，以個案訪談方式進行對企業推動CRM整合規劃之研究，將訪談資料歸納整理並發展相關之命題，最後進行觀念架構的修正，以符合現階段國內企業的重視課題與實際作法。 經由個案公司的訪談結果，本研究發現企業在推動CRM整合規劃時，其CRM架構之建立，大都由顧客服務這一部份先行切入，再依顧客分析、獲取、購買各階段逐漸整合。並且，企業開始整合CRM機制時，初期大多將顧客服務的相關部門附屬在公司主要之業務範圍之下，如證券商之經紀業務部門。另外，人力資源的利用與需求，也會隨著部門功能性規劃的不同而有所改變，職能要求由單純的常務性服務職能，轉變為較複雜的服務職能要求，最後則為專業性的多方面職能需求。另一方面，因為目前大部分的企業均無引進相關配套的資訊系統，因此在相關服務部門效益的衡量方面，初期並無法有效評估部門效益，且在初期時客服部門大都無法發揮應有之功能，大部分都處於功能利用不足情況。 因此，本研究彙整及分析後認為，企業以成立顧客服務相關部門此種方式介入，在現有基礎上進行規劃導入，是較能接受且進入障礙較低的務實作法；這不僅讓客服部門的運作障礙降低，組織原有架構變動較小，且可讓客服部門有較佳之功能性發展。並且，在部門功能性與整合性上，顧客服務部門若在規劃初期採取支援性功能的規劃設計，較易與公司主要業務單位及資訊單位交流整合，部門互動的扞格或排斥較低，其部門在未來較能獲致較好表現與發展。 在人力資源方面，針對客服部門作一特別之評量機制是有其必要性。企業必須認知到客服部門不同於一般行政部門或業務部門，應有一較為適當之評量機制來衡量其人員績效，尤其在大型資訊系統導入之前，更需做好相關的準備工作。而公司也必須依照各階段之不同需求，建立一套完整而有系統的教育訓練制度，以符合各階段之需求。除此之外，企業可藉由導入相關資訊系統的協助，設計一套針對部門效益衡量的標準，來有效評估整個部門效益，並增強部門功能性的發揮。而資訊系統的規劃與發展，則是提供企業在規劃運作模式時一個重要的支援功能，並非企業進行CRM整合的目標，若錯置目標與作法則可能破壞企業原有之顧客關係管理機制。 最後，由於企業均已認知到整合CRM機制是必須要做的事情，但在整體運作方式上，仍處於摸索與調適的階段，並無一定之模式出現，因此本研究認為，類似本文所提出之整合性觀念架構是必要的，這使得國內企業在規劃CRM相關機制時，能在汲取先進國家作法之同時，亦能整體考量本地企業之實況及文化特性，則其最終成果之可行性亦較高。
並列摘要
The relationship between customers and enterprises has provoked many discussions for years, particularly in the issues of how to establish, maintain, and expand relationships with customers. And meanwhile, the progress of Information & Communication Technology (ICT) as well as the fast development of internet have caused tremendous influence to the customers. During this process, businesses around the world are facing a brand-new impact of marketing and competition. This study aims to uncover the substantive framework for enterprise to implement Customer Relationship Management (CRM). For consulting references, an exploratory and integrated framework has been developed by the researcher to analyze the relationships among CRM, sales/marketing, design of organization structure, and human resources planning. Thereafter, seven domestic stocks companies were chosen as the cases for interviewing to verify this notion. Through interviewing the cases, the research were found out that, when the enterprises set the project of CRM into action, mostly the customer service are first struck, then by following the steps of customer analysis, acquirement, and purchase to be combined. Moreover, in the beginning, when the enterprises start to integrate the CRM, the related service departments are attached under the scope of company’s main business affairs, such as the business agency department of the stocks company. Otherwise, the use and needs of the human resources are changed with the different functional plans of the departments; the occupational requirements are changed from simple routine service function into more complicated occupational request, and ultimately the professional and multiple-sided occupational demand. On the other hand, the research also reveals that until now most of the enterprises have not implement the related information system yet, thus in measuring the performance of the service related departments, the cost/benefit results can not be estimated validly. Even more, most of the customer service departments cannot fulfill their proper function at the initial stage and most of facilities are not fully utilized. For this reason, the researcher concludes that it is a more acceptable and less hindered way, and has its convenience and necessity for the companies to implement CRM by using the present customer service department to do the new job. It can lower the obstacle of functioning and reduce the unnecessary changes of the original. Furthermore, if the customer service department can be designed to play a supportive function at first, and cooperate with major business departments and information department in the company, it probably can achieve better consequences in the future. As for the human resource planning, it is necessary to set up a specific assessment system for the customer service department. The enterprise must recognize that the customer service department is different from general administrative or business departments in nature, and it should have an appropriated assessment system to measure its personnel’s achievements, especially before the implementation of large-scaled information system. And the company has to introduce a comprehensive and systematized educational training program according to different needs of every phase to conform its needs. In addition, via the assistance provided by related information departments, the enterprise can design a set of standards to measure the departments’ benefit results to validly estimate the whole departments’ performance. And in the establishment or development process of the information system, it is important to position that system as an important supportive function or means. It is dangerous for the enterprise to mistake the means and the end. Conclusively, this research reflects that the enterprises being interviewed have already had a consensus in implementing and integrating CRMS. However, there is no standard operating model at present for them to follow because this field is still immature. And this result justifies the viewpoint of this research to introduce an integrated framework in the beginning. It can leave some room for local enterprises to do the adjustment and redesign tasks to meet their own requirements.