Crm Strategic Evaluation And Control

Along with the rapid development of information technology and economy globalization, the competition pattern among enterprises renews day by day. The customer resource becomes the critical resource for present enterprises to compete. CRM (Customer Relationship Management), taking customer value management as the core and improving customer satisfaction and loyalty as the aim, rapidly obtains enterprises' wildspread application. The implementation of CRM is a complicated project. As a research indicates, 70-80% CRM implementation projects did not achieve the expected business value, and 50-60% CRM projects finally failed. "If you can not measure, you can not manage." Survey indicates that near 70% failures of strategy were resulted from poor evaluation and control in strategy implementation. Traditional evaluation method mainly focuses on company's short-term financial performance and value of tangible assets, not capabilities in the long run and value of intangible assets, like customer satisfaction, loyalty, human capital and brand image, etc. Most of all, traditional performance evaluation method can not rationally assist and guarantee the successful strategy implementation. Balanced Scorecard (BSC), firstly introduced in the early 1990s as an evaluation tool of company's performance, is developed now as a tool to assist the implementation of strategy and obtains more and more application in enterprises. The abroad researches on application of BSC are still in the exploring period and the literatures about BSC application in a particular strategy are very limited. Domestic researches on BSC now still focus on introduction and illustration of concepts and theories about BSC. Domestic research on the application of BSC in CRM strategy has not been appeared. According to the particular characteristics of CRM strategy implementation process, the author tries to build an evaluation and control system using BSC model in the thesis to assist the implementation of CRM strategy. It might be the first research in this field and should have fair academic and practical application value. As the initial part of the thesis, the concerned knowledge background about CRM and BSC is briefly summarized. Based on illustration of knowledge background, the author firstly sets up a CRM strategy evaluation and control process and a structure for cause-and-effect relationship analysis.In the following part, Chapter 4, the original BSC model is modified properly in order to fit in with CRM strategy. The new model can better reflect a customer-centric philosophy of CRM strategy. It consists of 4 perspectives also. Instead of the original 4, say, Financial, Customer, Internal business process and Learning and growth, the new 4 are Customer Value, Customer Satisfaction, Customer Interaction and Customer Knowledge. In order to choose the right metrics to evaluate the CRM strategy implementation, most CRM activities involved in these 4 perspectives are analyzed in detail. This part is the hardest and innovative work in this research.In Chapter 5, the author selects a related case study to illustrate and analyze the feasibility of this system. In the final chapter, some outcomes and limitations of the research are summarized with expectations of providing some outlines to the following research in this field and some practical application value to enterprises.