• Journal of the Korean Society of Clothing and Textiles
• /
• v.30 no.1 s.149
• /
• pp.1-11
• /
• 2006

The purpose of this study was to analyze the current CRM situation in Korean apparel industry. Specifically, research purposes were 1) to examine the concepts and benefits of CRM, 2) to examine CRM strategies, 3) to analyze CRM system(i.e., customer relationship management service, customer segmentation criteria, DB management system), and 4) to analyze the potential problems and CRM adoption plan. The subjects for this research were thirty CRM managers in Korean apparel firms classified by the company type(woman's wear, man's wear, casual wear, children's wear, retailer) interviewed from December 2003 to March 1004. The results of this study were as follows: First, the concept of CRM represented the prime customer relationship, continuous consideration, and customer management system. The benefits of CRM reflected re-sales, improvement of profit share, and acquisition of customer's data base. Second, concerning the CRM strategies, most companies focused on persistent customer management through mileage program, membership cards and also implemented product strategies such as demand forecasting, customization based on customer data analysis. We also found that industry preferred to use pricing strategies, for example, segmentation of customer through discrepancies of price in which customers are provided by discount and gift voucher services. Regarding distribution strategy, channel diversification, localized service, and convenient delivery system were used. As promotion strategies, they chose celebrating customers' personal events and promoting cultural events and issuing coupons. Third, regarding CRM system, information service was the most frequently adopted, important and highly beneficial category. Also POS/web-POS, homepage were main sources of information. RFM is the mostly commonly used customer segmentation criteria. Fourth, potential problems in CRM adoption were lack of CRM knowledge and performance measurement of CRM. Future CRM adoption plan included CRM education and development of CRM performance measures.

• Proceedings of the Korea Society for Industrial Systems Conference
• /
• 2008.10b
• /
• pp.194-198
• /
• 2008

Under the rapid change of business circumstance to E-business, CRM is one of the major strategic choices to reinforce the relationship with customers. In this point, this study attempts to understand the relationships among the quality of CRM and the variables of post adoption on the innovation diffusion theory. With integration of information system success model and innovation diffusion theory, it developed a research model and several hypotheses focusing on CRM performance of post-adoption. To testify the hypotheses, it conducted a survey on insurance industry and performed a statistical analysis for the research model with structure equation model. The results show that the factors of CRM quality (system, service, and information) have significant relationships with level of CRM usage and satisfaction. And the relationships between satisfaction and CRM performance and between CRM performance and intension of CRM extension are found as statistically significant.

• Management & Information Systems Review
• /
• v.5
• /
• pp.61-79
• /
• 2000

This research suggests the strategic adoption methodology of Customer Relationship Management. The backgrounds of CRM is the business environment changing that Market power is shifting to the customer who has unprecedented powers of choice today. The strategic adoption of Customer Relationship Management determines the value, needs and preferences of each customer or customer segment. Customer Relationship Strategy is an explicitly defined plan for how a company has decided to connect with, relate to, and focus on its chosen customers to create value. Deliberate decisions must be made, often involving trade-offs, so that investments are aligned with customer needs and value. Plan defined in terms of target customers value proposition, role in value delivery, and risk/reward sharing. All customers are not created equal; specific customers and/or customers segments are more desirable/valuable to pursue. Key premise of CRM is that value can be created by changing company's business model to better connect with customers. Area of service of Customer Relationship Management are as follows. Portfolio strategy, Market Opportunity Assessment, Brand Equity, Market Positioning, Pricing, Channel Strategy, Market Segmentation. Target Market Identification, Customer LifeTime Value Analysis, Customer Profitability, Customer Connections Economics Analysis. The objects of CRM are maximizing customer service effectiveness, improving customer loyalty, increasing customer service efficiency, optimizing intelligence about customer behaviors and preferences.

• Management & Information Systems Review
• /
• v.29 no.3
• /
• pp.97-121
• /
• 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 the Korean Data and Information Science Society
• /
• v.21 no.2
• /
• pp.251-262
• /
• 2010

While outsourcing has become a basic strategy of the information system adoption, there is an emerging needs to analyze the gap between the required data and the existing data for the new system from an adopting company's perspective. In CRM adoption failure cases, the first reason is adopting company pay no attention to the data that will support investment and systems. So far, there is no attempt to consider data driven approach in information system adoption field. Hence, we propose Information System Adoption Model based on Data (ISAMD) and show how to use in real world by simulation. By using ISAMD, information system adoption decision maker can simulate the needed data and related cost with various information system alternatives in short term, and long term planning. ISAMD can prevent the possible threat of unexpected data cost in adopting new system at the adopting decision stage.

• Journal of the Korea Society of Computer and Information
• /
• v.8 no.4
• /
• pp.148-158
• /
• 2003

The purpose of this study is to investigate the impact of IT components of e-CRM on customer response performances in e-CRM. To this end, we classified IT components of e-CRM into the ones for customer management and the ones for customer analysis on the basis of previous studies. Also, we identified variables for customer response performances and conducted empirical analysis. The main results of this study are as following. First, this study derives the IT components of e-CRM for customer management and customer analysis respectively by reviewing the previous studies. Furthermore, this study defines business performance variables as customer response performances. Secondly, the hypotheses concerning the correlations between the use of the IT components of e-CRM for customer management and customer analysis and customer response performance are partly accepted, which shows that the use of particular IT components has significant influence on customer response performance. The findings of this study can contribute to expanding the theoretical background in the area of e-CRM adoption and development and be helpful to practical implementation of e-CRM systems in business organizations.

• Management Science and Financial Engineering
• /
• v.11 no.3
• /
• pp.47-60
• /
• 2005

Well-known e-CRM strategy is to focus on profitable customers and pay less attention to unprofitable ones. Moreover, some researchers recommend not serving unprofitable ones any more. However, it often neglects customers indirect value. Deselecting unprofitable customers can raise the issue of bad word-of-mouth publicity especially in the age of the Internet. Some studies pointed out that a customers decision to buy a product or service is often strongly influenced by others. In this paper, we consider customers' word-of-mouth effect on quality learning of inexperienced customers. We show that firms implementing e-CRM must take the effect into the consideration when deselecting unprofitable customers.

• Journal of Information Technology Application
• /
• v.3 no.4
• /
• pp.19-42
• /
• 2001

In this study, we surveyed information systems(IS) personnel in organizations which have adopted customer relationship management(CRM) systems (Group one IS personnel), those in organizations which plan to adopt CRM systems(Group two IS personnel), and IS consultants specialized in the CRM. We found that there are significant perception gaps among the three groups of IS practitioners in regard to the three aspects of CRM systems: the effects of CRM systems, critical success factors of CRM systems introduction, and the pros and cons of outsourcing a CRM system by the application service providers(ASP). The results reveal that Group one IS personnel evaluate the effectiveness of their CRM systems as moderate, while IS consultants evaluate the effectiveness of CRM systems very high and that Group two IS personnel expect the effectiveness of CRM systems to be as high as the evaluation of IS consultants. IS personnel evaluated the advantages of outsourcing CRM systems by ASP to be moderate while IS consultants evaluated it to be high. The results also show that the adoption of CRM systems is initiated by strong leadership of the top management but is not supported adequately by management thereafter.

• CRM연구
• /
• v.4 no.1
• /
• pp.19-34
• /
• 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 Electrical Engineering and Technology
• /
• v.13 no.5
• /
• pp.1874-1885
• /
• 2018

The customer side operation is getting more complex in a smart grid environment because of the adoption of renewable resources. In performing energy management planning or scheduling, it is essential to forecast non-controllable resources accurately and robustly. The PV system is one of the common renewable energy resources in customer side. Its output depends on weather and physical characteristics of the PV system. Thus, weather information is essential to predict the amount of PV system output. However, weather forecast usually does not include enough solar irradiation information. In this study, a PV system power output prediction model (PPM) under limited weather information is proposed. In the proposed model, meteorological radiation model (MRM) is used to improve cloud cover radiation model (CRM) to consider the seasonal effect of the target region. The results of the proposed model are compared to the result of the conventional CRM prediction method on the PV generation obtained from a field test site. With the PPM, root mean square error (RMSE), and mean absolute error (MAE) are improved by 23.43% and 33.76%, respectively, compared to CRM for all days; while in clear days, they are improved by 53.36% and 62.90%, respectively.