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研究生:葉人綺
研究生(外文):JEN-CHI YEH
論文名稱:以動態能力觀點探討企業跨部門CRM整合能力及其績效之研究-製造業與服務業之比較分析
論文名稱(外文):A study of Across Departmental CRM Integrate and its Performance by Dynamic Capability-Comparative Analysis between Manufactories and Service Industry
指導教授:施坤壽施坤壽引用關係
指導教授(外文):KUN-SHOU SHIH
學位類別:碩士
校院名稱:南台科技大學
系所名稱:行銷與流通管理系
學門:商業及管理學門
學類:行銷與流通學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
中文關鍵詞:動態能力顧客知識管理跨部門CRM整合能力CRM績效
外文關鍵詞:Dynamic Capability、Customer Knowledge Management、Across Departmental CRM Integrate CRM Performance
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根據麥肯錫(2006)專刊指出,一般企業的顧客關係管理通常局限在相關部門,欠缺跨越不同管道或超越產品群組的相互流通,即使有潛在商機,往往因為缺乏有系統的傳遞方式,導致原本可轉化為業績的商情和服務請求,白白流失掉。即使客戶關係系統運作出色的公司,也很難做到跨越不同管道的連結,因為事涉多個職能部門與事業單位的跨組織協調與投資。因此,本研究擬以台灣產業(製造業與服務業)為研究對象,以動態能力、顧客知識管理與CRM績效為效標驗證觀點,進行跨部門CRM整合能力聯結模式分析及產業間之比較研究。
本研究主要模式架構以LISREL模式進行檢定,其模式結果顯示GFI值為0.952,AGFI值是0.914,RMR值為0.015,顯示本研究整體模式之適合度頗佳。研究結果顯示,動態能力對顧客知識管理與跨部門CRM整合能力具有顯著的正面影響,進而影響CRM績效。製造產業與服務產業方面,製造業之動態能力對跨部門CRM整合能力未達顯著性影響,其他則未呈現產業類型的差異。
由此可知,企業需要跨部門CRM整合,並整合動態能力、顧客知識管理等管理技術,才能有效地提升組織績效,因此企業部門CRM整合能力愈佳,越能有效提升組織績效。至於產業部分,雖然服務業與製造業關係密切,有愈來愈來難以區分,但兩種產業不同的特質需加以不同的協助才能強化其競爭能力,追求企業永續發展。
Mckinsey(2006) point out the management of customer relationship in general enterprises is usually confined to the relevant department. It refers to the deficiency in the cooperation among different departmental in an interior company. Even thought there is potential business opportunity, we might lose the account with the lack of organized system. Way. Having a perfect link system is difficult because it involves in the cooperation and investment across distinctive organization as to a variety of positions and departments in a company. Therefore, this research plans to analyses across CRM across different depart and contrast different industries based on dynamic ability, customer knowledge management, across departmental CRM integrate and CRM performance by the case study in Taiwan:the manufactory and the service industry.
The model was analyzed by LISREL and shown as allows: GFI-0.952, AGFI-0.914, RMR-0.015. These findings indicate the adequacy of this model system in its business integration. The results show that the dynamic ability not only has a significantly positive impact on customer knowledge management and departmental CRM integrate, but also assists the establishment of CRM performance. With regard to the difference between Manufactories and Service industry. There is the dynamic ability of the manufacturing industry doesn’t have apparent on influence to departmental CRM integrate, other factors have not significant difference in the model system.
In conclusion, To enhance the performance in effective organisating for the company, enterprises need to integrate across departmental CRM integrate and combinung administrative skills, such as dynamic ability, customer knowledge management and so forth. In other words, the better an enterprise’s departmental CRM has, the more successful a company runs its business. As for industry’s part, the service trade is in close relation with manufacturing industry, so it’s difficult to separate them. However, different specialities of two kinds of industries still need different assistance to strengthen its competitive power, pursue enterprises to develop continuously forever.
摘要…………………………………………………………………………………Ⅱ
ABSTRACT…………………………………………………………………………Ⅲ
目次…………………………………………………………………………………Ⅴ
圖目錄………………………………………………………………………………Ⅶ
表目錄………………………………………………………………………………Ⅷ
第一章 緒論………………………………………………………………………1
1.1 研究背景與動機………………………………………………………………1
1.2 研究目的………………………………………………………………………2
1.3 研究流程………………………………………………………………………3
第二章 文獻探討與假設推論……………………………………………………4
2.1 動態能力………………………………………………………………………4
2.1.1 動態能力的起源與定義……………………………………………………4
2.1.2 動態能力之衡量構面………………………………………………………8
2.2 顧客知識管理…………………………………………………………………12
2.2.1 顧客知識管理之起源與定義………………………………………………12
2.2.2 顧客知識管理之衡量構面…………………………………………………14
2.3 跨部門顧客關係管理之整合能力……………………………………………20
2.3.1 顧客關係管理之定義………………………………………………………20
2.3.2 顧客關係管理之執行方式…………………………………………………22
2.3.3 跨部門整合之重要性………………………………………………………24
2.3.4 跨部門整合之定義…………………………………………………………27
2.3.5 跨部門整合之衡量構面……………………………………………………28
2.4 CRM績效評估…………………………………………………………………29
2.5 構面之相關性與假設推導……………………………………………………31
第三章 研究方法……………………………………………………………………35
3.1 研究架構………………………………………………………………………35
3.1.2 研究假設彙總………………………………………………………………36
3.2 研究變數之操作性定義與衡量………………………………………………37
3.2.1 動態能力之操作性定義……………………………………………………37
3.2.2 顧客知識管理之操作性定義………………………………………………38
3.2.3 跨部門CRM整合能力之操作性定義………………………………………39
3.2.4 CRM績效之操作性定義……………………………………………………40
3.3 問卷設計與資料收集…………………………………………………………41
3.4 資料分析方法…………………………………………………………………41
第四章 資料分析結果………………………………………………………………45
4.1 樣本結構分析…………………………………………………………………45
4.2 研究構面之因素分析…………………………………………………………46
4.2.1 動態能力……………………………………………………………………46
4.2.2 顧客知識管理………………………………………………………………48
4.2.3 跨部門CRM整合能力………………………………………………………50
4.2.4 CRM績效……………………………………………………………………51
4.3 研究構面之信度、效度分析…………………………………………………52
4.4 完整模式分析…………………………………………………………………55
4.5 製造業與服務業在動態能力、顧客知識管理、跨部門CRM整合能力及其績效之結構
模式的比較分析--徑路分析…………………………………………………61
4.6 不同產業類別在各構念之差異分析…………………………………………65
4.6.1 製造業與服務業在動態能力下之差異分析………………………………65
4.6.2 製造業與服務業在顧客知識管理下之差異分析…………………………66
4.6.3 製造業與服務業在跨部門CRM整合能力下之差異分析…………………67
4.6.4 製造業與服務業在CRM績效下之差異分析………………………………68
第五章 結論與未來研究方向………………………………………………………70
5.1 研究結論………………………………………………………………………70
5.2 管理意涵………………………………………………………………………73
5.3 研究限制與後續研究建議……………………………………………………76
參考文獻………………………………………………………………………………77
附錄……………………………………………………………………………………85
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