• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.10a
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• pp.463-466
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• 2004

This paper suggests the evaluation method of success factors of CRM implementation using AHP technique, and presents why firms implement CRM, how it could be successfully implemented, and what is the most important factor. For the purpose, this study applies the method to department stores' industry. AHP structure consists of three steps to determine CRM's key success factors. First of all, strengthening loyalty of customers, improvement of service quality, upgrade of intelligence system and advancement of management process are selected as superordinate object (i.e. CRM-implementation goal). The next project factor, technology/data factor and organizational factor were decided as success factor of CRM-implementation. Subordinate criteria of project factor consist of 11 criteria. The experimental results of this study show that department stores think advancement of management process and improvement of service quality as most important purposes for CRM implementation. The results also indicate that among the subordinate success factors, accuracy of customer information, conversion to customer-oriented business model, practical use of experienced consultant, and establishing IT infrastructure for CRM are evaluated as most important success factors for CRM implementation.

• 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.

• The KIPS Transactions:PartD
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• v.18D no.1
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• pp.57-66
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• 2011

Recently, the necessity of new methods of spatial data integration and analysis in CRM has been increased since it is acknowledged that about eighty percent of all data stored in corporate databases has a spatial component. But conventional CRM systems are either incapable of managing spatial data or are not user-friendly when doing so. This paper has designed and implemented spatially-enabled integration management system that can manage consistently both enterprise and spatial data through a legacy CRM system and object-oriented database and additionally support spatial analysis and map visualization for a gCRM. Through implementation, it is demonstrated that the proposed system can facilitate effectively spatial data management and analysis in a legacy CRM system.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.9 no.2
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• pp.523-528
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• 2008

Franchising is a business sector which can be enlarged to a large scale in retailing business. Franchising has expanded its realm of business into realestate business and education business, starting from hospitality business. In franchising, the management of customers is a critical issue, so many franchising companies actively implement the CRM system to improve customer relationship. Therefore, this research focuses on the intention of franchising companies about the implementation of the CRM system. The information system used for managing franchising business is defined as Franchising Information Systems(FIS). In this research, the impact of technological level, educational level and utilization strategy of FIS on the ability of FIS use were analyzed. In addition, the impact of the ability of FIS use on the intention of franchising companies about the implementation of the CRM system was analyzed. The results from the research reveal that the utilization strategy of FIS does not affect the ability of FIS use, but technological level and educational level have an effect on the ability of FIS use. The ability of FIS use has influence on the intention of franchising companies about the implementation of the CRM system.

• The Journal of Industrial Distribution & Business
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• v.2 no.1
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• pp.5-15
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• 2011

Prior to the introduction of the CRM, we need to analyze the characteristics and the situations of the company, and should establish a clear vision of the CRM. And each company should identify elements and technologies for introducing the most suitable CRM for them, and optimize them, with long-term perspective. In addition, it requires the implementation strategy which integrates the existing company's routine marketing activities with the concept of the CRM. According to the implementation strategy, the company should improve the business process which is the most effective in investment step by step, and the information system strategy, which develops system investment gradually, should harmonize with it. First, we recognized that raising the company value is important by maximizing customer lifetime value (LTV) by understanding customer needs, and achieving the company's goal through customer satisfaction. Second, we understood that adopting the CRM should be accompanied by changes in the structure, business process and customer contact channels, and it can be successfully integrated with business when it gets proper understandings and attentions of the management. Third, the reality is that there are few cases of successful implementation of domestic companies, and some companies that successfully implement the system mean nothing but implement the solution for developing the CRM. Therefore, it needs to be observed for the long haul, and it seems that we need to approach more systematically to implementation cases for each industry about implementation of the CRM. Fourth, the CRM is no longer the preserve of major companies, and it is the time that medium and small sized enterprises also need it. Taking lesson from Switzerland's small size store merchants who successfully adopt right size of the CRM for their business, for domestic medium and small sized enterprises, the necessity to develop business through developing the CRM models which fit their situations and maintaining relationships with customers has been grown. Fifth, for adopting the CRM business processes, changing or converting the CRM system to the model which fits the company's situation is important rather than applying the advanced company's CRM system model. In other words, the CRM solution which can maximize their own strength by developing the CRM program that makes the most of features and characteristics of the company should be adopted.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.1
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• pp.209-214
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• 2009

Due to the high level of information supportive function of Internet, the management environment change is accelerating. The Patients are able to have the chances of Hospital- and Doctor-shopping. So the Customer Relationship Management skill or Patient -oriented management is becoming one of the important management method of Hospital. To adapt these trend, many Hospital invest the money and efforts for the implementation of Hospital CRM system. But the Performance of HCRM is not satisfactory for the investor from many reasons. In this paper we try to find out which kinds of factors have the Influences on the Implementation of HCRM, and how is the relation between these factors. We use the Structural Equation Model to clarify these relationships. The result of this paper will contribute in the decision making of the implementation of HCRM in the field, and in providing the knowledge base.

• 한국IT서비스학회:학술대회논문집
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• 2002.06a
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• pp.238-243
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• 2002

With the advancement of information technology and the proliferation of e-Business, CRM has been emerging as a powerful concept or strategy for dealing with customer relationship, though not a new concept. Most CRM applications have been focused on business situation where there are direct channels with customers, as in retailing and banking industry, etc. In this paper, we analyze the case of a manufacturing company where the primary concern lies on indirect channels management, such as selling agencies and distributors. Some issues related to the characteristics of the manufacturing company and the interface with ERP and SCM need to be investigated. Based on the consultation project with L company, we propose a successful CRM implementation strategy and point out some issues in implementing the CRM for a manufacturing company.

• Asia-Pacific Journal of Business
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• v.3 no.1
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• pp.39-47
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• 2012

Organizations pursue a CRM strategy for the purpose of increasing business performance and value. However, firms face a multitude of organizational challenges associated with this endeavor. To reduce their risk of failure, it is suggested that firms undertake a deep analysis of organizational readiness prior to committing to a CRM initiative. Insurance sector is no exception to this fact. There is an increased need to concentrate on the various challenges thrown open by the public insurance firms in implementing CRM. Many insurance firms have invested into customer driven CRM but research indicates varying outcomes (Schmith 2004). While it is clear that there are significant issues involved in the CRM implementation and success and environment faced by the public sector. It is clear that business should have an easier time in applying CRM systems is the strategic value for public sector. With customers demanding more service and accessibility from administrators, public sector CRM software technologies have to offer best solutions for achieving process and cost objectives (Souder 2001). With results which go far beyond improved service delivery and include sustained cost reductions, increased customer knowledge and better employee morale, CRM software implementation and post product environments offer great upside value. Although there are material differences in public sector use of CRM strategy, they share at least one glaring similarity - they have much to gain from proven CRM software technology. As business methods cross over in the public sector, many government bodies are investigating how they can adopt and adapt various CRM models (Bleyer 2003). There is a need to understand the similarities and differences in public sector CRM to foster shared knowledge, business processes and planning functions to integrate disparate technologies and software platforms and then, of course, the organizational culture to support knowledge sharing (Peters 1997). For the public sector, there are clearly identified CRM processes which have resulted in increased profits and improved efficiency. These have focused on sales, marketing and customer service activities, which often operate along fundamentally different lines in various public sector insurance companies. Thus the present research paper makes an attempt to explore how public sector CRM methods can be adopted and subsequently adapted.

• Journal of the Korean Operations Research and Management Science Society
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• v.29 no.1
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• pp.1-16
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• 2004

Critical success factors (CSFs) have been replicated and applied in a wide variety of settings for more than two decades. Most previous research on CSF have focused on identifying critical factors, based on the variance theory, in terms of the correlation between individual factor and Information system (IS) success. However, it is unknown how a set of critical factors Influence each other and lead to IS success, which means the process of IS implementation. in this research, we aim to understand how a set of critical factors influence each other and lead to IS success in the context of IS implementation for Customer Relationship Management based on the process theory. This research has implications In explaining a mechanism leading to CRM systems success based on the influencial relationships among the critical factors.

• 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.