Making customer relationship management work: evidence from the banking industry in Taiwan

2009 ◽  
Vol 29 (9) ◽  
pp. 1183-1197 ◽  
Author(s):  
Nan-Hong Lin ◽  
Wen-Chun Tseng ◽  
Yu-Chung Hung ◽  
David C. Yen
Keyword(s):  
Customer Relationship Management ◽  
Banking Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Work

Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships

2005 ◽  
Vol 69 (4) ◽  
pp. 252-261 ◽  
Author(s):  
Lynette Ryals
Keyword(s):  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Customer Management ◽  
Real Difference ◽  
Lifetime Value ◽  
Longitudinal Case Studies ◽  
Management Work

Customer relationship management (CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. Using calculations of the lifetime value of customers in two longitudinal case studies, the research finds that customer management strategies change as more is discovered about the value of the customer. These changes lead to better firm performance. The contribution of this article is to show that CRM works and that a relatively straightforward analysis of the value of the customer can make a real difference.

scholarly journals Model Pengukuran Kinerja Customer Relationship Management dalam Industri Perbankan

2014 ◽  
Vol 5 (1) ◽  
pp. 278 ◽  
Author(s):  
Freddy Simbolon
Keyword(s):  
Information Technology ◽  
Customer Relationship Management ◽  
Analytical Method ◽  
Banking Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Profit Center ◽  
Technology Investment ◽  
Cost Center ◽  
Information Technology Investment

High competition in the banking industry requires the banking industry to properly manage relationships with customers, as it is known as Customer Relationship Management (CRM). CRM applications will become effective when supported by information technology. Investment in information technology is not a small investment, because the higher the information technology, the greater the value of the investment. This study aims to obtain a model of CRM performance measurement in the banking industry efficiently and effective. The method in this study uses descriptive analytical method, while the results obtained in this study is a CRM Scorecard. CRM Scorecard is one of the approach models that correctly measure the performance of CRM, which is based on information technology. Through CRM Scorecard approach, information technology investment in CRM is no longer seen as a cost center, but seen to be a profit center, because the company can manage customers efficiently and effectively in order to enhance shareholder value in the future.

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