• Asia pacific journal of information systems
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• v.16 no.4
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• pp.71-101
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• 2006

Modern companies have heavily invested in developing CRM systems without explicitly knowing how the systems improve customer relationship management. Many researchers have attempted to find the factors that contribute to the success of CRM systems. However, most research have investigated the direct relationships between CRM success factors and system success without explaining how the factors contribute to the system success. It seems to be logical to think that success factors enhance the customer equity value management (CEVM) capability of the firms and then these capabilities are the foundation for the success of systems. In this study, we developed a CRM success model that includes CEVM capability as a mediating variable. The research followed the following steps: (1) CRM success factors that have theoretical relationship with CEVM capability are identified and categorized, (2) the theoretical relationship between CEVM capability and CRM performance is established in the perspective of strategic CRM, and (3) the research model is tested with the survey data collected from Korean firms.

• 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 the Korean Data and Information Science Society
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• v.15 no.1
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• pp.141-172
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• 2004

This paper studied the theory and methodology of CRM for insurance business and perform empirical analysis to verify causes of success. It considered five factors as variables to explain success of CRM which are (1) Integration through the partnership among organization and members. (2) Utilization of customers' information. (3) Strategy through marketing channel and interaction with customers. (4) Investment and IT infrastructure to construct CRM system. (5) Interaction among organizations for CRM. The success is defined as four terms; effectiveness of organization, curtailment of cost, improvement of customer service and sale of insurance.

• 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.

• CRM연구
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• v.4 no.1
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• pp.19-34
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• 2011

Recently, companies have interests in the adoption and diffusion of customer relationship management(CRM). And, as information and communication technologies and Internet technologies proliferate, they also have interests in e-CRM, which implements CRMusing online communication channels. Until now, many researchers have tried to identify the success factors of CRM and evaluate their relative importance. However, only a few studies have dealt with the success factors of e-CRM. For this reason, we aim at identifying and evaluating the success factors of e-CRM in order to provide the companies with the guideline for preparing the implementation of e-CRM. Our study adopts analytical hierarchy process(AHP) as a tool for evaluating these factors because it has been widely applied and validated for a long time. Whereas prior studies have analyzed the success factors from the organizational and technological perspective, our study analyzes them from the functional perspective. As a result, we found that the companies should manage all the CRM components including analytic-operational-collaborative CRM in good balance. Also, we found that the sufficient support from CEO, the acquisition of good quality customer data, and theonline processing capability for responding customers' requests effectively are important for the success of e-CRM.

• Journal of Distribution Science
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• v.15 no.1
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• pp.57-70
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• 2017

Purpose - This study examined the effects of CRM success factors on business performance and customer performance, and the effects on job performance and customer performance through internal member satisfaction by considering of technology, organizational environment and customer relationship factors in CRM success factors from banking sectors. Research design, data, and methodology - An online questionnaire was conducted to 251 employees in banking sectors. The data were analyzed by SPSS 22.0 and Amos 21.0. CRM success factors, internal member satisfaction, job performance, and customer performance were analyzed by descriptive statistics and Pearson's correlation analysis. The bootstrapping in structural equations was conducted to verify the mediating effect of internal member satisfaction. Results - Internal members' satisfaction had a positive effect on job and customer performance. It mediated the relationship between organizational environment, customer relationship factors and job performance. It also mediated the relationship between organizational environment and customer performance. Conclusions - If internal members' relationship with customers is improved by the members' satisfaction, customer retention, customer satisfaction, and work performance will be achieved. The stability and usability in CRM system support jobs effectively, but the internal members did not feel their job satisfaction. Thus, they did not show a positive effect on job and customer performance.

• Information Systems Review
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• v.10 no.1
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• pp.1-20
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• 2008

One of the major applications of CRM systems is to integrate and automate selling processes. CRM systems provide sales people with tools and data sources they need to reengineer their selling processes. In the industry where sales are traditionally based on personal relationships and the use of the CRM systems is voluntary, the installation of technical solutions does not guarantee Selling Process Reengineering (SPR). The objective of this study is to investigate (1) organizational factors that influence CRM use by sales personnel; and (2) the mediation effect of CRM system use on SPR success when system use and process reengineering are voluntary rather than institutional. Understanding the determinants of voluntary CRM system use and SPR success provide valuable guidance for managers. Managers can benefit from this study by focusing on improving the factors that affect voluntary CRM system use and SPR success.

• Management & Information Systems Review
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• v.21
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• pp.1-27
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• 2007

government is rising interest about CRM gradually. At this of time presenting visible effect, this study grasped success factors through the concept arrangement and the existing literature about CRM. The capacity of CRM and the result of CRM (interest of local department which is a variable, a specialty manpower, business cooperation between department, evaluation and compensation, system integration level that is special variable, possibility of system extension, ease of system use) analyzed to local government employee how affects through actual proof analysis.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.8 no.4
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• pp.915-923
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• 2007

Recently we can see many cases that the CRM Systems are implemented and operated in Hospitals. The reason for such situation is the management environments in medical service market is changing rapidly one hand, and on the other hand the competitions among the Hospitals became more severe. In this paper we try to present the factors and weights as index for the measurement of Hospital CRM's System Performance. To achieve this goal, we derived the primary factors for the success of the CRM Systems based on the precedent researches, and futhermore carry out the verification of the rightness of those factors. For the verification of the rightness of the factors, we employ the Structured-Model-Analysis Method of AMOS. This enhance the meaning of the analysis result of the factors. And we use the AHP method to compare the importance grade of each success factors, because the comparison of importance level of each success factor is very crucial for the measurement of the Hospital CRM's system performance. As a result, we derived the primary factors and analyzed the weights in this paper, which might be used as the guiding Index for the measurement of the Hospital CRM' System Performance.

• 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.