A CRM performance measurement framework: Its development process and application

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dc.contributor.authorKim, Hyung-Suko
dc.contributor.authorKim, Young-Gulko
dc.date.accessioned2010-06-22T15:51:07Z-
dc.date.available2010-06-22T15:51:07Z-
dc.date.created2012-02-06-
dc.date.created2012-02-06-
dc.date.issued2009-05-
dc.identifier.citationINDUSTRIAL MARKETING MANAGEMENT, v.38, no.4, pp.477 - 489-
dc.identifier.issn0019-8501-
dc.identifier.urihttp://hdl.handle.net/10203/18959-
dc.description.abstractWe suggest a performance measurement framework called a customer relationship management (CRM) scorecard to diagnose and assess a firm's CRM practice. The CRM scorecard was developed through a rigorous and stepwise development process collaborated with a number of firms in a variety of industries. During the development process, we conducted an extensive literature review to build a theoretical causal map, in-depth interviews with practitioners to extract a hierarchical map from industrial perspectives, feasibility tests to check whether or not Key Performance Indicators (KPI) could be measured, and Analytic Hierarchy Process (AHP) analysis to prioritize the evaluation factors on the CRM scorecard. The CRM scorecard contains antecedent/subsequent and objective/perceptual evaluation factors in four different perspectives to comprehensively measure corporate CRM capability and readiness. To illustrate the applicability of the proposed CRM scorecard,we apply the framework to a retail bank in Korea well-known for its exemplary CRM strategy. (C) 2008 Elsevier Inc. All rights reserved.-
dc.languageEnglish-
dc.language.isoen_USen
dc.publisherELSEVIER SCIENCE INC-
dc.subjectCUSTOMER RELATIONSHIP MANAGEMENT-
dc.subjectMARKET ORIENTATION-
dc.subjectCOMPETITIVE ADVANTAGE-
dc.subjectINFORMATION-SYSTEMS-
dc.subjectRELATIONAL EXCHANGES-
dc.subjectBALANCED SCORECARD-
dc.subjectCONSUMER LOYALTY-
dc.subjectSALES FORCE-
dc.subjectMODEL-
dc.subjectTECHNOLOGY-
dc.titleA CRM performance measurement framework: Its development process and application-
dc.typeArticle-
dc.identifier.wosid000267733300015-
dc.identifier.scopusid2-s2.0-67349269931-
dc.type.rimsART-
dc.citation.volume38-
dc.citation.issue4-
dc.citation.beginningpage477-
dc.citation.endingpage489-
dc.citation.publicationnameINDUSTRIAL MARKETING MANAGEMENT-
dc.identifier.doi10.1016/j.indmarman.2008.04.008-
dc.embargo.liftdate9999-12-31-
dc.embargo.terms9999-12-31-
dc.contributor.localauthorKim, Young-Gul-
dc.type.journalArticleArticle-
dc.subject.keywordAuthorCRM scorecard-
dc.subject.keywordAuthorCustomer relationship management-
dc.subject.keywordAuthorCollaborative development process-
dc.subject.keywordAuthorPerformance measurement-
dc.subject.keywordPlusCUSTOMER RELATIONSHIP MANAGEMENT-
dc.subject.keywordPlusMARKET ORIENTATION-
dc.subject.keywordPlusCOMPETITIVE ADVANTAGE-
dc.subject.keywordPlusINFORMATION-SYSTEMS-
dc.subject.keywordPlusRELATIONAL EXCHANGES-
dc.subject.keywordPlusBALANCED SCORECARD-
dc.subject.keywordPlusCONSUMER LOYALTY-
dc.subject.keywordPlusSALES FORCE-
dc.subject.keywordPlusMODEL-
dc.subject.keywordPlusTECHNOLOGY-
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