• Information Systems Review
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• v.5 no.1
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• pp.113-127
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• 2003

In recent studies, there has been much interest in knowledge sharing between the company and customer. Yet, there is little empirical work on the impact of the factors on CRM performances. The purpose of this study is empirically analyzing the effects of organizational factors of knowledge management, CRM system factors, and trust on CRM performances. The findings indicate that 3 factors (knowledge-oriented organizational culture/characteristic, technical systems, trust) are significantly related to CRM performances. However, the relationships between other factors (knowledge-oriented leadership, knowledge-oriented strategy, education & reward) and CRM performances are not significant.

• The Journal of Society for e-Business Studies
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• v.9 no.3
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• pp.191-205
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• 2004

In banking industry, as competition of retail finance is intensive, there appeared eCRM which is a kind of marketing strategy, not only screening good customers but also doing one-to-one marketing for improving customer royalty and satisfaction of goods and service of bank. The strategic importance of eCRM is increasing more and more. We studied bank to use the advantage of expert system and eCRM. The expert system is used as a tool to analyze eCRM. In this paper, first, we presented an eCRM system architecture using expert systems in banking business. Secondly, a bank financial goods recommendation system using expert system is designed and developed. Customers will receive the good quality financial services from the expert system and banks also will acquire the good quality customer data from the expert system.

• Information Systems Review
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• v.11 no.1
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• pp.133-144
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• 2009

Today, eCRM has been attention as an enterprise information system that systematically manages and utilizes the eCRM customer information visiting Internet home page. On this paper, the case study of N company Korea's leading manufacturers of the dairy industry is been application research in the practices of using optimization tools for analysis of customer information and marketing activities by the introduction of eCRM and doing weblogs analysis. This research is a case study on an introduction and the use of eCRM solutions in dairy industry company. In addition, of the scope and effectiveness for use introduced eCRM explain.

• Journal of the Korean Operations Research and Management Science Society
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• v.37 no.3
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• pp.23-37
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• 2012

As Customer Relationship Management (CRM) strategy is becoming a core competence more recently, many companies want a reliable CRM assessment system which enables measuring and diagnosing corporate customer strategies for building an optimized CRM strategy. However, there has been short of researches on developing the CRM diagnosis methodology that is directly applicable to real practices. Drawing upon the theoretical framework of CRM scorecard, we developed and suggested a corporate CRM diagnosis methodology that can systematically understand and assess the corporate CRM capability and performance, guiding their future directions. Companies can search the important but weak areas among various CRM strategy subjects through the proposed diagnostic procedures. This framework has a hierarchical structure that has four evaluative domains each of which has several evaluative subjects consisting of many evaluative themes: the score of upper factor is the weighted average of its subordinate factor scores. And the score of each evaluative theme is the weighted average of quantitative and qualitative evaluative indexes. Quantitative indexes are calculated by analyzing customer and sales data and qualitative ones are derived from survey data. Each evaluative index has more than one measure and its score can be derived from its own formula consisting of the measures. To prove the concept, we applied this framework to a real company and concluded that it might be appropriate to understand the corporate CRM strategy situation, find the pain points, and resolve them for better CRM implementation.

• The Korean Journal of Applied Statistics
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• v.18 no.3
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• pp.567-581
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• 2005

Geographical Customer Relationship Management (gCRM) is an integrated solution of Geographic Information System (GIS) and Customer Relationship Management (CRM). In gCRM, GIS is used to show multi-dimensional analytical results of customer information geographically. When customer information is geographically presented, more valuable information appears. In this research we briefly introduce gCRM and show real examples of customer segmentation applied to company.

• 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.

• 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.

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

• Korean Journal of Construction Engineering and Management
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• v.8 no.4
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• pp.137-145
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• 2007

Purpose of this study is to analyze degrees of oral transmission, customer satisfaction, and subscription customer's re-visitation to grasp effectiveness of CRM of construction company. Brand recognition, customer satisfaction, and customer loyalty can be made to improve by CRM of construction company. Ultimately, this study is intended to improve management achievement by increasing total sales and reducing expense. 175 distribution customers and subscription customers participate in the final analysis for this study. In terms of service quality factors, state of facility, trust, response, conviction and sympathy are measured. In terms of effectiveness, customer satisfaction, oral transmission, and customer's re-visitation are measured. Considering these things, CRM of construction company can improve oral transmission, satisfaction, re-visitation of distribution customers and subscription customers. CRM of construction company can be utilized as a competitive means for management and contribute to improving management achievement in the long run. Through examining actual effectiveness of CRM of construction company in this study, it can be thought that necessity and possibility of CRM of construction company should be recognized and CRM of construction company should be developed further.