• Asia Marketing Journal
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• v.10 no.2
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• pp.31-69
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• 2008

The purpose of this study is to identify the organizational characteristics that enhance CRM performances of a company. Based on a review of diverse definitions of CRM performance, this study examines the relationships among CRM performance measures and organizational characteristics. A questionnaire survey of 123 CRM managers of Korean companies was conducted to test the proposed research model, and a series of structural equation modeling identified the strong effects of organizational characteristics on CRM performance. It was found that top management commitment to CRM and a firm's strategic readiness lead to high levels of CRM investment, which, in turn, enhance directly task-related performance and indirectly customer-related performance. This study also confirmed that customer orientation is significantly related to task-related CRM performance and that the variables of CRM commitment and organizational culture may enhance customerrelated performance indirectly through their effects on the task-related performance. However, organizational members' resistance to change was found to have no effects on CRM performance. Overall our research broadly supports the role of organizational characteristics revealed in the CRM literature.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.2
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• pp.758-764
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• 2010

This study showed effective and new applicative direction of CRM of medical management after arranging CRM researches, measuring CRM activity and the results of medical institutions and clearing factors having an effect. In other words, 'Human Factors' variables and 'Physical Factors' variables have an effect on the result of CRM. 'Human Factors' variables have an effect on the qualitative result and 'Physical Factors' variables have an effect on the quantitative performance. In more strategic CRM continuum, Human Factors have a significant effect on the whole performance of CRM. And in more tactical, CRM continuum Human Factors and Physical Factors have significant effect on the whole performance of CRM. Consequently, The key point is grasp of what characteristics exist in CRM between strategic level and tactical level. This provides the foundation for the variables in marketing practice.

• Management & Information Systems Review
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• v.29 no.3
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• pp.97-121
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• 2010

Many enterprises introduce CRM as a new process accessible to customers. And BSC forces managers to focus on balanced measures of business performance that are most critical. The purpose of this study is to find out the determinants of CRM adoption through the analysis which examine the relationship among the key success factors, and business performance using the BSC perspective. This study also gives the suggestion for the effective CRM implementation in the korean companies. This study has been conducted using the data collected from 115 companies implementing CRM. By analyses of the questionnaires, empirical results shows that the implementation of CRM has positive effect on business performance with 4 perspectives of BSC. The contribution of this study is that it provides a conceptual framework and empirical evidence of the causal relationship between key success factors, and business performance with 4 perspectives of BSC concept. This study showed that more consideration are essential to obtain balanced business performance for companies with CRM adoption plan.

• Journal of Distribution Science
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• v.5 no.2
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• pp.35-53
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• 2007

Customer relationship management(CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. The author examine the key drivers and information technology process in implementing CRM using data collected from a diverse sample of firms. The results show that IT processes and top manager's commitment of CRM play a vital role in enchancing an organization's customer relationship performance. The study provides insights into why the use of customer orientation might not always deliver the expected customer relationship performance outcome.

• CRM연구
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• v.1 no.1
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• pp.3-22
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• 2006

As customer relationship management (CRM) has been increasingly adopted by corporations as a core business strategy, measuring performance of CRM is becoming an important managerial issue recently. In this study, we present a conceptual framework formeasuring CRM performance, and provide strategic priorities among the diagnostic perspectives and factors involved in the framework by analyzing their comparative weights. We first derived critical success factors of CRM from an extensive literature review and in-depth interviews with industrial and academic CRM experts, and categorized them into one of four different diagnostic perspectives. Then, we asked a group of CRM experts to evaluate each set of diagnostic factors in a pairwise fashion with respect to each perspective, computing their comparative weights by using the Analytic Hierarchy Process (AHP) technique. In terms of diagnostic perspectives, this study shows that customer perspective was the most critical perspective, whereas infrastructure was the least weighted perspective. The result also discloses that explicit goal and top management's attitude, expanding customer relationship, strengthening customer loyalty, and enhancing customer equity are the most important factors in infrastructure, CRM process, customer, and organizational performance perspective, respectively.

• Journal of Advanced Navigation Technology
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• v.14 no.6
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• pp.951-969
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• 2010

A Study on the Management Performance of the Distribution channel's CRM : Balanced Scorecard Approach as to CRM application field of the Distribution Company About Korea Airport Service In this paper, the performances of Distribution channel's estimation schemes for CRM system are investigated. We anticipate these moves will have a positive effect on the CRM Scorecard infra, process, elevate royalty environments. As is study of used SPSSWN 15.0 correlation analysis, regression analysis & AMOS 7.

• The KIPS Transactions:PartD
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• v.17D no.1
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• pp.67-76
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• 2010

To date the major business investments have been made in CRM continuously, even though many executives realized the return expected from the investment in expensive cutting-edge IT components for CRM system. However, researcher have not clearly answer the role and effects of CRM systems. The research is designed to identify the CRM system's chain-reaction effects, to investigate the relationships between factors identified, and to provide the roles and effects of CRM system in strategic perspectives. The findings illustrate that the improved information capability and enhanced competitive advantages encouraged by the CRM system implementation may lead strategic performances improvement, and finally financial performance improvements.

• Journal of Digital Convergence
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• v.10 no.3
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• pp.79-92
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• 2012

The purpose of this study are to examine the difference between the recognition and the satisfaction of CRM marketing's order of priority based on consumers type, and to define how both employees' recognition of priority and the performance influence on industry's financial and non-financial effect. As a result, a subjected industry turned out that the recognition of priority and satisfaction based on consumers type were different from each other, and employees' recognition of CRM marketing's of priority was different but it showed the both party's priority were same. The compared result between consumers' satisfaction and employees' recognition of performance is that employee's evaluation is overrated in proportion to consumers' satisfaction. Furthermore, among CRM marketing's priority, differentiating and sustainability of customers influenced on financial and non-financial appraisal but customers satisfaction did not.

• Journal of Distribution Science
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• v.8 no.2
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• pp.13-22
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• 2010

Customer Relationship Management(CRM) paradigm has emerged that suggests organizations will be more successfully if they concentrate on obtaining and maintaining a share of each customer rather than a share of the entire market, with information technology(IT) being the enabling factor. This paper presents five key elements that provide the necessary steps that allow and organization to position its people, business process, and information system to establish and take advantage of this paradigm. The key elements are : (1) IT investment, (2) Website application, (3) IT System application, (4) Communication strategies, (5) CRM Performance. The results show that IT investment, IT system application, and Website application play a vital role in enhancing an Organizational Communication. Also, the results show that IT investment, IT system application, Website application, and Organizational Communication play a vital role in enhancing an organization's performance of customer relationship management. Further, this paper discusses the importance of integrating these four elements for achieving effective customer interaction. The author provides academical and managerial implication for business strategies.

• 한국경영정보학회:학술대회논문집
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• 2007.06a
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• pp.147-153
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• 2007

모바일 정보통신 사용자들에게 있어서 모바일 상거래는 기존에 존재하던 정보에 대한 통신 및 네트워크 접속 등 이용상의 제약을 뛰어넘어 정보이용의 활성화에 있어 주요한 전환점을 가져오고 있다. 모바일과 같은 정보통신기술의 발달로 금융정보화 투자가 촉진되어 금융중개기관의 경영전략 사무합리화 업무효율화 및 고객과의 관계 등과 같은 부분에서 여러 가지 변화가 일어나게 되었다. 금융산업계에서는 고객들의 금융 서비스 욕구가 다양해지고, 고객 중심의 금융시장으로의 전이로 인해 고객을 최우선으로 하고 고객과의 관계를 효과적으로 구축하기 위한 경쟁이 치열하다. 그 노력의 일환으로 IT기술을 활용한 CRM(Customer Relationship Management)을 금융산업의 중요한 전략 중 하나로 추진하고 있다. 하지만, 모바일 환경을 고려한 CRM 성공요소들이 CRM 성과에 미치는 영향에 대한 연구는 여전히 부족한 편이다. 따라서 본 연구의 주목적은 모바일 기술의 대표적 특성인 이동성과 편재성이 CRM 성공요소(최고경영자지원, 고객지향 조직문화, 부서간 상호작용, 고객정보 통합성)와 CRM 성과 사이에서 어떤 영향을 미치는지에 대해 실증적으로 규명하고자 하는데 그 목적이 있다.