雲端運算之CRM服務

Abstract

CRM商用軟體系統，讓組織有能力擷取和共享龐大的客戶資料量，使得企業與客戶雙方得以建立並維持良好的互動關係，提高客戶滿意度與認同感，進而為企業創造更大利益。而雲端運算已經被視為繼Web 2.0之後，下一波科技產業的重要商機，其充分運用網際網路的分散式運算特性，讓客戶隨時隨地透過網際網路取得服務。 CRM商業軟體使用雲端運算的服務模式，已成為未來的趨勢，特別是在中小型企業市場的商機，啟動資訊服務業者新一波的競爭。本研究以創新密集服務分析模式為研究架構，描繪CRM系統雲端運算服務業未來的策略意圖走向。研究方法包括文獻分析與專家問卷調查，評估取得服務價值活動與外部資源的成功的關鍵因素。 研究結果顯示，台灣CRM系統服務廠商要發展雲端運算的服務模式時，應朝向結構創新的特定型服務發展，其服務價值活動以「設計」、「測試認證」、「行銷」、「配銷」、「售後服務」、「支援活動」等六大構面，為重要核心構面。外部資源則是以「互補資源提供者」、「服務」、「市場」及「其他使用者」為重要關鍵構面。除不斷加強本身已掌握的核心能力，對能力不足且客戶需求較高的服務價值活動和外部資源，應朝這些方向努力增強自己的競爭力。

CRM business software system, so that organizations have the capacity to capture and share the huge amount of customer data, making both companies and customers to establish and maintain good interaction, improve customer satisfaction and sympathy, thus creating greater benefits for the enterprise. The cloud computing has been seen as following the Web 2.0, the next important technology industry business opportunities. It fully uses the characteristic of the Internet - distributed computing, allows customers to access services at anytime and anywhere via the Internet. CRM business software using cloud computing services has become the trend of the future especially in small and medium-sized enterprise market opportunities. Start a new competition of IT service companies. This thesis applies an integrated model of innovation intensive services (IIS) to portray the future strategic prospects of Infrastructure Services in Cloud Computing. Research methods include literature review and questionnaire to assess key success factors of value activities and externalities. The results of study show that Taiwan's CRM system providers to develop cloud computing service should be directed to structural innovation and the specific services. The service activities are "design", "testing and certification," "marketing", "distribution" , "after-sales service", "support activities" which the six dimensions are important. The External resources are "complementary resources" and "services", "market" and "other users" as the key dimensions. In addition to continuing efforts to strengthen the core of the available capacity, for lack of higher value service activities and external resources should strive to enhance their competitiveness.