• CRM연구
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• v.3 no.2
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• pp.43-68
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• 2010

One of the recent research trends that universities are increasingly adopting the concept of 'customer' and the customer-oriented strategy has urged us to research enterprise-wide CRM strategy adaptable to university administration. As the first step of CRM strategy for university management, we try to validate the difference of CRM strategic factors among university types. Drawing upon both CRM process and customer equity drivers, which have been recognized as core frameworks for CRM strategy, we developed those survey instruments adoptable into university industry, and validated statistically-significant difference among 12 types of university group constructed by the levels of university evaluation and the location of the universities. We collected 261 responses from 177 universities from all over the country and analyzed the data to see the levels of CRM processes consisting of customer acquisition, retention, and expansion, and customer equity drivers consisting of value equity, brand equity, and relationship equity by using multivariate ANOVA(MANOVA). The result confirms the explicit differences of the levels of CRM processes and customer equity drivers between the groups by university evaluation levels(high/middle/low). However, the analysis failed to show the significant differences of those between the group by university locations(the capital/the suburbs/the six megalopolises/other countries). More specifically, the level of activities for customer acquisition and retention of the universities in the higher-graded group are significantly different from those in the lower-graded group from the perspective of CRM process. In terms of customer equity drivers, the levels of both brand equity and relationship equity of the higher-graded group are significantly higher than those of both middle and lower-graded group. In addition, we found that the value equity between the higher and lower-graded groups, and the brand equity between the middle and lower-graded groups are different each other. This study provides an important meaning in that we tried to consider CRM strategy which has been mainly addressed in profit-making industries in terms of non-profit organization context. Our endeavors to develop and validate empirical measurements adoptable to university context could be an academic contribution. In terms of practical meaning, the processes and results of this study might be a guideline to many universities to build their own CRM strategies. According to the research results, those insights could be expressed in several messages. First, we propose to universities that they should plan their own differentiated CRM strategies according to their positions in terms of university evaluation. For example, although it is acceptable that a university in lower-level group might follow the CRM process strategy of the middle-level group universities, it is not a good idea to imitate the customer acquisition and retention activities of the higher-level group universities. Moreover, since this study reported that the level of universities' brand equity is just correlated with the level of university evaluation, it might be pointless for the middle or lower-leveled universities if they just copy their brand equity strategies from those of higher-leveled ones even though such activities are seemingly attractive. Meanwhile, the difference of CRM strategy by university position might provide universities with the direction where they should go for their CRM strategies. For instance, our study implies that the lower-positioned universities should improve all of the customer equity drivers with concerted efforts because their value, brand, and relationship equities are inferior compared with the higher and middle-positioned universities' ones. This also means that they should focus on customer acquisition and expansion initiatives rather than those for customer retention because all of the customer equity drivers could be influenced by the two kinds of CRM processes (KIm and Lee, 2010). Surely specific and detailed action plans for enhancing customer equity drivers should be developed after grasping their customer migration patterns illustrated by the rates of acquisition, retention, upgrade, downgrade, and defection for each customer segment.

• CRM연구
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• v.3 no.1
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• pp.19-28
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• 2010

Recently, teenagers show big purchasing power in retail industry. Online shopping malls re also in similar situation. Therefore online shopping mall companies want to manage teenager customers properly. This study is about understanding current status of teenager customers in online shopping mall industry and deriving strategy for management of teenager customers based on the status. Successful CRM for teenager customers can be achieved by building a segmentation of customers along with their behaviors and needs. Each segment should be managed by proper communication plan which is differentiated in accordance with segment characteristics.

• Journal of Internet Computing and Services
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• v.9 no.2
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• pp.139-145
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• 2008

CRM(Customer Relationship Management) improves the competitiveness of small companies to large enterprises. E-mail, SMS (Short Message Service), telephony service, DM (Direct Mail) are used for customer response in many companies. In order to improve company's profit, business diversification is in progress with protecting the succession of existing customers, and the only of new customers. Futhermore, BPR (Business Process Re-engineering) and BPM (Business Process Management) of the CRM can be easily found in many companies, because it is the first contact point to the company at the customer's view. This paper discusses the development of CRM, and proposes a call object routing agent that is the main engine of the CRM. Result of performance evaluation of proposed method show that the system is effective and powerful enough to use at the multi-channel environment.

• 한국디지털정책학회:학술대회논문집
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• 2003.12a
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• pp.11-24
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• 2003

It is far more expensive for companies to acquire new customers than it is to retain customers. As a result, companies are turning to Customer Relationship Management (CRM) in order to make decisions about managing the relationship and the profitability of those customer relationships. CRM is a strategy that integrates the concepts of Knowledge Management, Data Mining and Data Warehousing in order to support the organization's decision -making process to retain long-term and profitable relationships with its customers. This paper examines the design implications that CRM poses to data warehousing. We then present a robust data warehouse schema to support CRM analyses and decisions. For example, the proposed schema could be used to calculate customer profitability and to identify social networks of influence between customers. The paper also discusses future areas for research pertaining to CRM data warehousing and data mining.

• Proceedings of the Korea Inteligent Information System Society Conference
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• 2003.05a
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• pp.214-225
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• 2003

Now a day, the company must strengthen the contact-point of the customer who the company has and has to block the secession of the customer by providing services or goods on time. Under this market situation, the corporation extends the CRM for the customer management and strategic management, and set the CRM-strategies up for managing the customer relationship. For this, the present enterprise's level and the business-ability for the management of the customer relationship should be considered. Therefore, in this study, we will analyze the critical factors to set the CRM up as a strategy by studying the literature review. In the critical factors, the factors of enterprise level as well as the technical factor will be included. Secondly, as you know, the BSC is used to evaluate the corporation as a index. In this study the BSC model is changed and rearranged for the applied BSC model to measure the C3M level of companies. Thirdly, based on the model developed, the factors in the first step are classified by levels and weighted values are calculated by using AHP method. As a result, we will show the diagnostic model for check the operational performance of management, marketing and sales etc.

• Journal of the Korea Society of Computer and Information
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• v.7 no.4
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• pp.211-219
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• 2002

The introduction of CRM alter production materials oriented into customer oriented, reengineering all process into customer's view and it means introduction of information system. This means introduction of information system which can support CRM strongly. This paper examines developmental transition of CRM marketing. proposes CRM approach and practical strategy. and CRM can embody Customer, Relationship. Management and System in many respects. It is desirable to build on CRM more serving than sell products in the Marketer's view point.

• Proceedings of the Korean Information Science Society Conference
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• 2002.04a
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• pp.784-786
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• 2002

정보통신 기술의 발달과 전자상거래의 도래로 기업가치의 중심이 점차 고객으로 이동함에 따라 고객 관련 정보의 체계적인 통합 관리를 위한 CRM(Customer Relationship Management)의 구축이 급속도로 진행되고 있다. 특히 고객과의 접점 채널을 중심으로 e-CRM(Electronic-Customer Relationship Management) m-CRM(Mobile-Customer Relationship Management)과 같은 다양한 방법론이 제기되고있지만 고객과의 접근 방식 자체를 세부적으로 분석하고 최소화할 수 있는 방법의 제안은 현실적으로 부족하다고 볼 수 있다. 따라서 본 논문에서는 고객 접점 방법을 간소화시킬 수 있는 방법으로e-CARM(Electronic-Customer Approach Relationship Management)을 제안하였다. 또한 인중 메커니즘을 통한 e-CARM의 모델을 제시함으로써 제안된 방법론이 가질 수 있는 유용성을 보여 주었다.

• Journal of Information Technology Applications and Management
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• v.20 no.2
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• pp.15-37
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• 2013

In this study, the validity of CRM introductory is defined as a driving force for the introduction of technology and concepts such as competence factors of CRM. Effect on the ability to verify the information technology CRM using this concept, we examined the effect of force CRM information technology has on the outcome from the point of view of the customer interaction. And we have tested the moderate effect for size of the company and the industry shape to the relationship between the adequacy and implementation of CRM. As a result, technical adequacy and competence of CRM implementation CRM, has a significant causal relationship to CRM information technology capability. Competence of CRM implementation has a causal relationship with care for the outcome of the interaction of the customer, shows the validity of the introduction of CRM companies are seeking Modulatory effect was verified using the company's size and industry classification, was significant only for the classification of industries. This result shows that must find ways to introduce the CRM industry depending on the form of different.

• Journal of Industrial Convergence
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• v.1 no.2
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• pp.205-216
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• 2003

CRM(Customer Relationship Management) is now moving to the center of corporate strategy because acquiring customers is usually much more expensive than keeping them. Some successful CRM cases of leading companies are surveyed and their critical success factors are discussed in this paper. For successful construction of CRM system, It must be considered some critical factors as follows (i) improvement of customer loyalty, (ii) higher customer profitability, (iii) reduced cost of sales.

• 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.