The theme of the diploma thesis deals with the description and improvement of business process inside of the service company. The Goal is to formalize current state of business processes in the Czech division of international hardware producer and provide overall view on the processes for the company management. In the first section there is a company profile described by organisation chart, strategy, SWOT analysis and brief description of the internal information system. The middle part contains descriptive tables and Event-driven process chains of three main processes and their subprocesses. In the all processes there are identified few weaknesses that are the base for the last section. The final part suggests specific improvements to the weaknesses. It is author's proposals for solving difficulties inside of the processes. In conclusion all of the plans are grouped by every single role in the process.

Since the late eighties, BPR has established itself as one of the attractive radical change management option for coping and adapting to the new competitive market environment and become popular both in the public and private organisations throughout the world . Cognizant of this fact, all Ethiopian public (government owned) institutions including the public financial institutions have embarked on large-scale change projects since 2004 in which Business process re-engineering(BPR) is a central element . This research examined whether implementation of Business Process Reengineering (BPR) projects have improved operational performance of the selected case public commercial banks in Ethiopia by collecting and analyzing both quantitative and qualitative comprehensive data set, using mixed research approach through questionnaires, interviews, observations and review of secondary sources of information. The operational performance measures utilized in this study are cost reduction, speed of service delivery, service quality, customer satisfaction as well as innovation. A total of 837 (84% response rate) questionnaires were returned from respondents of the selected branches and head offices. In addition, in-depth interviews were conducted with eight senior managers of the respective banks, who were also members of their respective banks reform team and were involved in the design and implementation of BPR. The third method that was used to collect qualitative data was personal observation of the selected bank branches in order to measure the speed of service delivery and convenience of the waiting places. The researcher measured the service delivery time of selected busy bank branches for five consecutive days, for half an hour spent in each branch. This study found that the introduction of BPR in the case banks was met with mixed reactions from employees and some managers. The main achievements of BPR were: service delivery time reduced dramatically as a result of the new process redesign and introduction of information and communication technology services(introduction of e-banking); introducing a single customer contact point through employee empowerment to make all the necessary decisions at that point of contact which resulted in improving the satisfaction of employees and customers. The challenge was that resistance from employees and some managers (labelled the initiative as “Blood pressure raiser” due to their assumptions it will result in employee lay off or the change brings increased workloads for some remaining employees without compatible rewards following the new process redesign. The study also revealed that telecom infrastructure and power interruption considered as main problem areas in providing banking services efficiently and effectively through branch net workings. The researcher recommends that for a better BPR design and implementation as well as sustainability of improvement gains in the banking sector, a forum should be established to discuss and share good practices and technology in the banking sector ; establish strong change management offices to continuously assist and monitor results; and continuously involve and communicate key stakeholders in the design and implementation of change initiatives. / Business Management / D.B.L.

This report generally focuses on the process of getting medicine from the pharmacy in the hospital. The processes are different in Sweden and in China due to the different concrete conditions. Compared with the Swedish process the Chinese flow lags fairly far behind. To optimize the Chinese process by taking advantage of the Swedish process is the intention of this report; it also gives the advice on how to improve the performance for the Swedish process. By comparing the multiple theories for process improvement, I used Business Process Reengineering (BPR) theory to reengineer the Chinese process and used Continues Process Improvement (CPI) theory to ameliorate the Swedish process. The differences between BPR and CPI are also revealed in this report.

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根據AMR Research的預估，全球的客戶關係管理(Customer Relationship Management，CRM)市場規模，從1998年23憶美元，預估西元2003年將達到168憶美元。以及由2002年底Siebel推出的解決方案來看，CRM的趨勢將針對各種應用系統如何做好整合。 本研究之目的，旨在整合現有客戶關係管理相關文獻，與日商B公司多年來的經驗，以流程再造為出發點，從而設計出新的客戶管理資訊系統中之「銷售」、「行銷」以及「客戶服務」等機制，以解決舊系統不敷使用的問題，並且提供新商品線銷售與服務的機制，以及整合部份內外部系統。研究過程中實踐了系統開發生命週期(System Development Lifecycle)的理論進行新系統之分析、設計、開發、測試，並進一步分析與探討新系統實際上為B公司帶來的效益。以期對於國內企業因應快速發展的CRM趨勢，本系統的實現提供了國內其它產業進行CRM資訊系統建置過程的參考價值。 / According to the prediction of AMR research, the marketing scale of global Customer Relationship Management will be expected to rise from 2.3 billions in 1998 to 16.8 billions in 2003. Viewing the CRM solution of Siebel in the end of 2002, the trend of CRM will focus on how to integrate other hundreds of applications. The objective of this study is to integrate the related references of present CRM and the publisher industry experiences within a Japanese company B. On the basis of Business Process Reengineering (BPR) theory, we design the Sales, marketing, and customer services in the new CRM system in order to solve the problems on the legacy system, to provide the new sale channels and services mechanism of new product line and to integrate parts of the inner and 3rd party information system. During the research process, we accomplished the theorem of System Development Lifecycle to analyze, design, develop, and test of the new system. And further analyze and discuss of the benefit to company B from the the new system. In order to match the trend of the rapid growth in the CRM market for local enterprises, this system supplied the referenced value during building the CRM information system for other local enterprises. / 目 錄 摘要……..………………………………………………………… I 目錄………….…………………………………………………… II 表目錄……………………………………………………………. IV 圖目錄………………….………………………………………… V 第一章 緒論………………….…………………………………... 1 1.1. 研究背景與動機……….……………………………… 1 1.2. 研究目的與範圍………………………………………. 3 1.3. 研究方法與論文結構………………………………….. 4 第二章 文獻探討…………………………………………………6 2.1顧客關係管理系統………………………………………..……6 2.2企業資訊系統整合………………………………….…..…..…10 2.3企業策略委外…………………………………………….……12 2.4企業流程再造…………………………………………….........13 第三章 案例背景與解決方案………………………………..….15 3.1案例背景分析…………………………………………………16 3.1.1 舊系統功能……………………………………….…...17 3.1.2 舊系統業務流程………………………………………25 3.1.3 舊系統流程分析………………………………………27 3.2 解決方案……………………………………………………...29 3.2.1 新系統流程分析………………………………………30 3.2.2 新系統功能設計重點…………………………………31 3.2.3 預期效益………………………………………………33 3.3 技術需求分析………………………………………………...34 3.3.1 系統分析與設計方法…………………………………34 3.3.2 技術選用………………………………………………41 第四章 系統架構…………………………………..…………….44 4.1系統分析………………………………………………..……..44 4.1.1 業務流程圖……………………………………………45 4.1.2 Data Modeling………………………………………….50 4.2 系統設計……………………………………………………...57 4.2.1平行設計……………………………………………….58 4.2.2 MVC設計概念………………………………………...59 4.2.3 系統雛形……………………………………………....62 4.2.4其他系統整合介面…………………………………….68 4.2.5系統架構圖…………………………………………….69 4.3 系統開發………………………………………………….…..71 4.3.1 Web功能模組……………………………………….....72 4.3.2 批次模組………………………………………………74 4.4 系統測試……………………………………………………...76 4.4.1系統整合測試………………………………………….77 4.4.2使用者接受度測試…………………………………….81 4.5 系統上線……………………………………………………...82 4.5.1教育訓練……………………………………………….82 4.5.2上線計畫……………………………………………….82 4.6 系統開發相關技術…………………………………………...86 4.7 效益評估……………………………………………………...91 第五章 結論與後續研究方向…………………………………..98 5.1 結論…………………………………………………………..98 5.2後續研究方向…………………………….…………………..99 參考文獻………………………………….………………….101 表目錄 表2-1 四大巨人CRM解決方案的銷售與趨勢分析表…………………………...8 表3-1 銷售系統功能簡述………………………………………………………….17 表3-2訂戶資料管理功能簡述……………………………………………………..19 表3-3 契約(訂單)管理功能簡述…………………………………………………...20 表3-4 債權管理功能簡述………………………………………………………….22 表3-5催款管理功能簡述…………………………………………………………..22 表3-6發貨管理功能簡述…………………………………………………………..23 表3-7舊系統功能分析……………………………………………………………..24 表3-8新系統解決方案重點………………………………………………………..29 表3-9新系統各部門人員動作概要說明…………………………………………..30 表3-10流程分析策略分析表………………………………………………………36 表3-11軟體生命週期模式比較表…………………………………………………38 表 3-12 系統建構模式與軟體品質評析表………………………………………..42 表3-13 J2EE與 .Net比較表……………………………………………………….43 表4-1 Table Schema 範例…………………………………………………………..52 表 4-2 系統測試分類表……………………………………………………………76 表4-3 Unit Test測試案例…………………………………………………………...79 表4-4 SIT測試案例………………………………………………………………...80 表4-5 上線計畫表執行細項……………………………………………………….84 圖目錄 圖1-1研究方法……………………………………………………………………….5 圖3-1舊系統功能架構圖一(依子系統) ……………………………………………18 圖3-2舊系統功能架構圖二(依部門) ………………………………………………18 圖3-3 舊系統訂購/出貨流程……………………………………………………….26 圖3-4 新系統訂購/出貨流程圖…………………………………………………….31 圖3-5 ERD範例……………………………………………………………………..35 圖3-6 應用系統平行開發的方……………………………………………………..40 圖3-7 系統雛形設計流程圖………………………………………………………..41 圖4-1 B公司整體業務流程圖………………………………………………………45 圖4-2 客戶註冊/訂購流程………………………………………………………….46 圖4-3個人資料變更流程……………………………………………………………46 圖4-4 訂單內容變更………………………………………………………………..47 圖4-5 信用卡入金流程……………………………………………………………..47 圖4-6 退款流程……………………………………………………………………..48 圖4-7 客戶服務……………………………………………………………………..48 圖4-8 物流再發送流程……………………………………………………………..49 圖4-9 名條列印與線上分析報表流程……………………………………………..49 圖4-10 Conceptual Data Model (E-R with Entity) ………………………………….51 圖4-11 Conceptual Data Model Sample(E-R with attributes)……………………….52 圖4-12 亞洲共通版系統設計概念圖………………………………………………58 圖4-13 各子系統功能概要圖……………………………………………………....59 圖4-14 i18n的技術應用範例……………………………………………………….60 圖4-15第一層級Prototype範例(訂單) ……………………………………………63 圖4-16第二層級Prototype範例(訂單) …………………………………………..64 圖4.17第三層級Prototype範例(訂單) …………………………………………..65 圖4-18新系統架構圖……………………………………………………………..69 圖4-19系統硬體部署圖…………………………………………………………..70 圖4-20 JDBC Connection Pooling Module………………………………………..88