Customer Process Management Research Articles

한방의료 고객관리시스템 설계

본 연구는 한방의료기관의 효율적인 고객정보관리와 분석을 위해 기존의 OCS, EMR, ERP 시스템을 통합.연계한 온톨로지 기반의 한방의료 고객관리 시스템을 설계하였다. 온톨로지 기법을 이용함으로써 고객들을 차별화하여 고객 데이터를 바탕으로 고객의 특성과 건강 상황에 따라 개인화된 한방의료 정보서비스를 제공할 수 있다. 또한, 의료전문 시스템 도입을 통한 고객관리 프로세스 표준화에 의해 고객관리, 홍보/마케팅, 서비스관리, 통계/분석의 4가지 한방의료 고객관리시스템 프레임을 설계하였다. This paper is proposed that ontology_based Oriental Medicine Customer Relationship Management system is designed with existing OCS, EMR, ERP system for oriental medicine center of efficient customer information management and analysis. As using ontology technique, we support oriental medicine service at grade according to quality and healthy of the customer. Also we designed 4 kind oriental medicine customer relationship management system frame - customer management, public relations/marketing, service management, statistics/analysis - in the customer management process standardization through a medical expert system.

A CRM System for Diagnosis and Management of the Patients with Diabetes Mellitus

The purpose of the present study is to develop a CRM system for patients with diabetes mellitus. The subjects were outpatients who visited a university hospital from March, 1997 thru February, 2003. the distributions of outpatients, types of disease, revenues, exemption of designated doctor's fee, and no-show rate were obtained for each department by utilizing the OCS database. Quantitative and Qualitative data were collected from the diabetes patients chosen based on the distribution. The goals of applying the CRM are not to provide diabetes patients with general medical services, but to provide individually-tailored medical services by utilizing the information obtained from the departments of moment of truth(MOT) effectively and integrating the management of work process and human resources. For an effective application of the CRM, it needs to be performed to support the strategic objectives and incorporate management strategies that are appropriate for internal and external environments. That modeling for diabetes patients includes campaign activities, customer management process, and the functions of predicting and diagnosing the patients and managing the medical services of MOT departments and referral system.

Managing the quality and completeness of customer data

Although companies have been collecting customer-related data for years, this was normally for administration rather than customer management. While larger companies have more recently collected customer data for database marketing (to recruit new customers, sell more to existing customers, support customer service operations and retain customers), returns are usually limited because most data are still held and used departmentally. The growth of contact centres, e-commerce and more complex value chains has raised additional issues of enterprise data management and exploitation, while demonstrating beyond doubt that available data are insufficient to support new customer management processes. This paper considers these issues and proposes tried and tested approaches for addressing these customer data management issues in a practical and achievable manner.

A Typology for Evaluating Branch-Level Perceptions of Internal Customer Management Processes within the UK Clearing Banks

Since the late 1980, the UK Clearing Banks have faced growing criticism over the quality of their finanical services. Advantages may exist in using internal marketing to ensure closer integration of multiple functions across all departments. Although adoption of an internal marketing philosophy may improve the quality of services delivered to both internal and external customers, it appears that there are few paradigms available which can be used by bankers seeking to introduce the concept into their organisation. By applying a quasi-ethnographic approach, a qualitative internal customer management model was developed based on the Peters and Waterman 7s framework to describe the factors influencing internal customer relationship which exist between branches and other departments within a bank. To determine if the model could be used to evaluate branch-level perceptions of internal customer management practices, a survey was undertaken using a modifed version of the Parasuraman SERVQUAL model. The response...

Internal Customer Management and Service Gaps within the UK Manufacturing Sector

To determine the degree to which UK manufacturing companies have adopted an internal‐customer‐oriented philosophy, a survey was undertaken using a modified version of the Parasuraman SERVQUAL model. The majority of respondents indicated the existence of type 1,2,3 and 4 gaps in the internal customer management process within their firms. Major influencers of these service gaps include departments placing internal efficiency ahead of internal customer needs elsewhere in their organization, minimal effort to gain further understanding of internal customer requirements and a lack of formal quality standards for managing internal customer relations. Respondents consider their departments are able and willing to enhance the quality of provision if the issue was given higher priority by senior management. Identified obstacles to greater emphasis on an internal customer philosophy include insufficient trust between departments and low confidence levels over ability to manage the process. Unless British firms can be persuaded to revise their opinions about the importance of creating effective internal customer chains, concern must exist about the capability of the UK industry to achieve “world class” manufacturing standards.

Internal customer management and service gaps within the National Health Service

One implication of being required to respond to the Patients' Charter without access to more resources, is that managers in the U.K. health care sector will have to ensure integration of multiple functions across their units in order to achieve the objective of creating a quality conscious workforce. This situation will probably demand adoption of an internal marketing philosophy within the NHS; thereby ensuring implementation of TQM and/or Customer Care schemes in which departments work together to create effective internal customer chains. To determine the degree to which the NHS have effectively adopted an internal customer orientation, a survey was undertaken using a modified version of the Parasuraman SERVQUAL model. The majority of respondents indicated the existence of Type 1, 2, 3 and 4 Gaps in the internal customer management process within their unit. Major influencers of these service gaps include departments placing internal efficiency ahead of internal customer needs elsewhere in the organization, limited effort to gain further understanding of internal customer needs and an inadequate level formal quality standards for managing internal customer relations. Respondents consider their departments are able and willing to enhance the quality of provision if the issue was given higher priority by senior management. Identified obstacles to increased future emphasis behind an internal customer philosophy include insufficient resources to service internal customer needs, lack of trust between departments and limited confidence about abilities to manage the process. Unless senior managers in the NHS can be persuaded to allocate the resources needed to create effective internal customer chains, then concern must exist about the capability of operating units to fulfil the health care standards specified in the Patients Charter.

Are British Universities in a Position to Consider Implementing Total Quality Management?

Abstract Accompanying the removal of the binary divide between polytechnics and universities, the Department of Education and Science (DES) also specified the requirement that the British higher education sector should give more emphasis to the effective management of quality. Some writers have suggested that this can be achieved by institutions introducing the concept of Total Quality Management (TQM). A vital aspect of TQM is the integration of multiple functions across the organization with the objective of establishing a quality conscious workforce. A recommended practice is to use the concept of internal marketing as a mechanism to persuade departments to work together in the creation of internal customer chains. To determine the current status of internal customer management practices in British Universities, a survey of academics was undertaken using a modified version of the Parasuraman SERVQUAL model. The majority of respondents indicated the existence of Type 1, 2, 3, 4 and 5 Gaps in the internal customer management process within their institution. Major influencers of these service gaps include minimal effort to gain further understanding of internal customer requirements and a lack of formal quality standards for managing internal customer relations. Respondents consider their faculties are unable to enhance internal quality if the issue was given higher priority by senior management. Identified obstacles to greater emphasis on an internal customer philosophy include insufficient trust between departments and low confidence levels of ability to manage the process. Under these circumstances, it does not appear that for the foreseeable future, British universities are in a position to adopt TQM philosophy. Hence it seems more advisable that these institutions should restrict their quality management activities to the simpler assessment‐based approach recommended by the Committee of Vice‐Chancellors and Principals (CVCP) Academic Audit Unit.