1、中文 5000 字 ， 3180 单词， 18400 英文字符 出处： Shanks G, Jagielska I, Jayaganesh M. A Framework for Understanding Customer Relationship Management Systems BenefitsJ. Communications of the Association for Information Systems, 2009, 25(1):263-269 毕业论文（设计） 外文翻译 A Framework for Understanding Customer Relationship
2、Management Systems Graeme Shanks Department of Information Systems, The University of Melbourne, Australia Ilona Jagielska Caulfield School of Information Technology, Monash University, Australia Malini Jayaganesh Department of Information Systems, The University of Melbourne, Australia Abstract.Thi
3、s paper presents a structured framework for understanding the benefits of CRM systems. The framework is comprised of a set of benefits grouped into categories with empirical indicators and example metrics. The framework provides researchers with a systematic approach for exploring CRM system benefit
4、s and provides a sound base for further empirical research. It also provides practitioners with a means of defining objectives for CRM projects during specification of the business case and for conducting post-implementation reviews. Keywords: customer relationship management, CRM system benefits I.
5、 INTRODUCTION Customer relationship management (CRM) is concerned with the business processes and enabling technologies that focus on managing and improving relationships with customers in the areas of sales, marketing, and customer support and service. CRM systems consist of operational and analyti
6、cal technological components as well as relationship marketing strategies and supporting, customer-centric business processes . Although CRM systems were initially designed to help solve operational and tactical problems, they have since evolved to support strategic initiatives and are used by a var
7、iety of employees, from front office staff to senior managers. As companies move into the new consumer-driven economy, customers are their most important asset and their success in the globalized economy depends on effective customer relationships . CRM systems are perceived as important strategic i
8、mperatives , with investment forecasts predicting that global spending on these systems is expected to increase over the coming years . The worldwide CRM application software market is set for 10 percent growth from 2007-2012 despite the recession, with total revenue expected to reach $10 billion in
9、 2009 . In a U.S. based survey, Goodhue et al. found that 91 percent of organizations either already had a CRM system in place or were planning to acquire one. The implementation of a CRM system is, however, fraught with risk and high failure rates have been reported . Boardman suggested that 70 per
10、cent of CRM projects are failures, and found that more than half of all companies investing in CRM consider it a disappointment. The absence of a clear and consistent definition of what constitutes a successful CRM system implementation makes it difficult to evaluate industry experiences. One approa
11、ch to overcome this problem is to determine the success or failure of CRM system implementations in terms of benefits realisation. Understanding the business benefits is considered to be a critical success factor for successful CRM system implementation , while low awareness of benefits is perceived
12、 to be a barrier to successful implementation of CRM systems. CRM system benefits are typically presented as unstructured lists or focus on the enabling drivers, while Freeman and Seddon have adapted an Enterprise Systems benefits framework to CRM systems. The framework presented in this paper is de
13、signed specifically for CRM systems, identifies and categorizes CRM benefits, provides indicators for each benefit, and describes example metrics that can be used for each indicator. The benefits framework provides researchers with a systematic approach for exploring CRM system benefits and a tool t
14、hat can be used in further empirical research. It will assist practitioners in determining the feasibility of CRM projects, ascertaining which benefits have been achieved in CRM projects during post-implementation review, and establishing benchmarks for effective CRM system implementation. II. CRM S
15、YSTEMS BENEFITS AND EVALUATION There is a large body of research in information systems concerning benefits realization and evaluation. Expenditure on information systems and information technology represents a substantial investment for many organizations that managers find increasingly difficult t
16、o justify . Evaluation of information systems involves establishing quantitative and qualitative means to assess the worth of information systems to organizations . In practice, little attention has been paid to formal evaluation of information technology investments and many firms do not conduct ri
17、gorous evaluations of their information systems investments . The value of information systems investments is often justified by faith alone, or by understanding costs and using mainly notional figures for benefits assessment . A significant reason for this is that there are few reliable measures fo
18、r assessing the impact of information systems . Information systems evaluation is a complex process, which includes aspects of efficiency, effectiveness, and competitive advantage within a complex social and political context . There is a lack of consensus on how success and failure are constituted,
19、 and different social groups will have different views of success and failure at different points in time . The results of information systems implementation are also emergent rather than planned, and are often realized several years after implementation by the interaction of technology, people, and
20、 institutional context . Furthermore, the superficiality and simplicity of much information systems evaluation leads to little difficulties in learning from failures . Despite these difficulties, much greater care should be taken in ensuring that planned benefits are actually achieved . Lyytenin not
21、es that information systems evaluation should recognize a wide range of consequences and focus mainly on effectiveness rather than simple technological and cost measures. In this paper, we do not address the evaluation of information systems or attempt to define success. We focus on developing a fra
22、mework of benefits relating to efficiency, effectiveness, and competitive advantage that may be used within an evaluation process. The identification and measurement of benefits is a key aspect of information systems evaluation . Benefit frameworks should include both tangible and intangible benefit
23、s and can be used in the development of business cases and for performance monitoring . However, when assessing information systems investments, many organizations include partial and inaccurate treatment of benefits, and focus on tangible benefits due to the difficulty in dealing with intangible be
24、nefits . It is difficult to build a comprehensive list of benefits for an information system implementation . Benefits should, however, be identified as early as possible in an information systems implementation project and they should be closely related to the formulation of user requirements . Furthermore, potential benefits evolve as a project progresses； new benefits can be
