搜索
华中科技大学硕士学位论文S医院实施客户关系管理的实证研究姓名：邓年春申请学位级别：硕士专业：工商管理指导教师：周二华20061001ICRMCRMCRMSEXCELSWOTSSCRM,SCRMCRM1CRM2CRM3CRM4CRMCRMCRMIIAbstractThecompetitionofmedicalindustryisbecomingmoreandmoreheatedwiththereformandopeningofmedicalservicefieldsandthedevelopmentofeconomy.Seriesofchallengerequirethehospitalplaytothescoretomeetcustomerexpectations.Towinthecorecompetences,hospitalshouldchangetheoperatingsightfrominsidetooutsidetobuildthenewoperatingmodefocusoncustomer.Determinedbythegovernmentforseveralyearsthestate-ownedhospitalsseldompayattentiontothemanagementofcustomersatisfaction.Thoseenterprise-ownedhospitalspeciallyknowlessaboutcustomersatisfactionandcustomerrelationshipmanagement(CRM).UnderthisbackgroundthisthesisdiscussedCRMstrategicalpracticeinthesekindofhospital.Firstly,thepaperintroducesthebasicconceptandthemaincontentofCRMbrieflyandargueabouttheparticularityofhospitalCRMpracticeinmedicalserviceindustry.Secondly,thisresearchcarriedoutathoroughlyinvestigationinShospital.AnalysedthescoreofservicefactorsandtheirimportanceandthecoreationsbetweencustomersatisfactioncustomerloyaltybyEXCELandpotentialdemandofmaincustomer.Thirdly,basedontheanalysisofShospital’smainproblem,externalenvironmentandinternalconditionwiththetoolofSWOT,thepaperscreenthethreestrategyprojects,anddeterminethefinalstrategyproject,whichisShospitalshouldperformtheCRMstrategy,andthensuggestesthefuturestrategicalaimandplanofShospital.Atlastthispapersummarizedthehospital’sexperiencesandlessonsinthecourseoftheShospital’sCRMstrategicalpracticeanddiscussedthereason.WiththeresearchofShospitalCRMpractice,wefindthefourkeyCRMprocessare:(1)CleardefindtheCRMstrategy;(2)TheorganizitionframeworkandkeypositionholdershouldmeetthedemandofIIICRMstrategy.(3)ThemomentoftheturtharepositionedbytheCRMstrategyandneedtobereengeeredlater.(4)Theperformanceassessmentprojectcanvaluetheoutcomeoforganization’sstrategicpracticeintermsofCRM.Ihopethatthispaperisabletogivesomeavailablesuggestionstoenterprice-ownedhospitalsandChinesehealthcareindustry.Keywords:enterprice-ownedhospitalMedicalservice,customersatisfaction,CRMstrategicalpractice_____111.11997[1][2]90%WTO,21.21.2.1CRMCRM(CustomerRelationshipManagement)[3]20802080Spreng199693%CEO5%CRM31.2.2CRMCRMITCRMCRMCRMCRMITCRM[4]CRMCRM/IT1-11-1PC2006315+41.2.3CRMCRMCRMWTO,,,,,,,,,,,,CRMITCRM[5],[6],,,,CRM[7]CRM[8]5CRMCRMITCRMCRMCRM[9]CRMIT1-2“”“”CRMITCRMCRM[10]CRMCRM[11]CRM[12][13]CRM1.3CRM6CRMITCRMCRMIT[14]CRMCRMCRMCRM1.4CRMCRMCRMCRMCRM?CRM1.51.5.1CRMCRMCRMCRMCRM71.5.CRMSS[15]2002,23[16][17]8CRMCRM1.5.31S23492CRM2.1CSCSCustomerSatisfaction2080[18]CS1“”2360%80%4“”56.2.2CRM(AMA)CRM:,10(HospitalCustomerRelationshipManagement,HCRM),CRM,,,,,[19]CRMCRM123412345[20](1)(2)(3)(4)(5)(6)()(7)11(8)1123456789102-12122-2133SCRMSSSS3.1S3.1.12005[21]2006;,;,;,;,,“”;,[22]143.1.2[23]CRM3.1.3180%30%152[24]3.1.4JCI3.1.5[25]163-12005(ICD-10)(1/10)%(ICD-10)(1/10)%1126.022.9123.823.52116.621.2111.721.2398.217.9107.120.3469.012.662.111.8545.38.344.78.5618.13.317.13.2713.82.57.01.388.61.66.21.295.21.02.90.6104.60.82.30.492.091.93.1.6S222SS22SSS1SSSS173-2S20SS3.1.7SSSSSSSS18S3SSSSDAOSSSSS3.2S3.2.S50S10020SSS193.2.2*100S73.0%15.0%12.0%S71.7%62.26%52.8%S1SSS203-370%35%47%82%70%77%73%72%65%64%56%52%43%83%59%84%89%30%2SS213-43S:S70%55%36%71%83%82%91%87%92%93%61%56%86%96%78%49%60%39%61%49%71%28%9%9%0%0%22S0102030403-1:3-490SSS233-566501252381460397S776229776225642013S64%70%55%34122644136S2293010920835555SS442%11%1%24%36%22%3-2S245S3-211%17%12%11%10%10%10%89%19%3-390%31%34%19%16%69%25S3.33.3.16S263-51234512345678S1212121236070456112313.3.2S10SSSS273-61.2.3.4.1.2.3.4.1.2.3.4.5.6.7.1.2.3.4.5.6.3.4S3.4.1SS1282S343.4.SS.123S4563.4.3SS2S2S2934SS3.4.4SS23SSSSCRM304SCRM4.1SSSWOTSS4.1.1SSOWT(SWOT)SOWOSTWT(SO)WOSTWT4.1.2SWOTS4-1SSWOT314-1SSWOTStrengthWeakSSWOT1234123S45OpportunitySOWO123CRM123CRM12CRMIT34ThreatSTWT1231S21:S2CRM:SCRMS32S3:SS4-2SSSCRMSSSCRMSSCRM4.2SCRMSS200633SSS4.3SCRMCRMSSCRM14-1S2008S2008CRMCRM20052006SCRM3424.4SSCRMS4.4.1SCRM,,,,,,S354-2S4-3SBBFWBBWFWF36BBBBBSSS124.4.2CRMSS374-4S12CRMS3384-3S1.2.3.4.SSS90SCRMSSSSCRM39S20064-1CRMS124.4.3S,[26]12340SSSVIPSS12CRMIT4.5S4.5.1CRMCRMCRMCRMCRMCRMSSS41SSCRMSCRMSSCRMCRMCRM4.5.2SCRMSSSCRMSS42CRMSS4.5.3CRMFredR.David1234-543SCRMSSCRMBlanceScoreCard,BSC44BSC(1)BSC(2)BSC[28](3)BSCCRM[29](4)BSC444-3CRMBSC45()()()()SCRMBSCS4-1BSCBSC465SCRMCRM10SCRMCRM,SSSCRMSSBSCCRMSSCRMSCRMCRMSITSCRMITS5.1SCRM47SCRM5-1SCRM10090.5023.59.8929.60111018.5010259.639.670986510/010/10/3253.5090-93.456.486.5IT4820069S7098658090SSSSSS,IT5-15.25-1SCRMS4495-2SCRM1CRM2CRM1212CRMCRM1CRM2CRM-5.2.1SSCRMSCRMCRMCRMCRM5.2.25650CRM5.2.3SCRMS5.2.4SSCRM5.3SCRMCRM515.3.1SSSS5.3.2S2006S5.3.3SSSS52SSSSCRMSCRM53CRMSCRMCRM1CRM,CRMSSCRM2CRMCRMSSCRMS2007543CRM2006CRMSCRM55MBAMBAMBAMBA56[1].[R][2]..[J]200510:38-40[3]·,·.,,1996[4]AdrianPayne&PennieFrow.AStrategicFrameworkforCustomerRelationshipManagement.JournalofMarketing[J]2005(69):167–176[5]..[J]2004(12):51.[6].CRM.[J]2003(5):32-33.[7]..[J]20045:1-3.[8]..[J]2005(25):9-21.[9].[J]2002(18):423-424[10]..[J]2005(8):3