Customer Relationship Management” - In Banking Industry

2011 ◽  
Vol 1 (7) ◽  
pp. 34-36
Author(s):  
G.V. Kori G.V. Kori ◽  
◽  
Basavaraj Huggi
2014 ◽  
Vol 5 (1) ◽  
pp. 278 ◽  
Author(s):  
Freddy Simbolon

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.


2010 ◽  
Vol 2 (3) ◽  
pp. 44-56
Author(s):  
Yi-Yuan Liu

This study explores the moderating effect of technology acceptance on the relationship between customer relationship management (CRM) in terms of distribution and tailor-made functions and customer loyalty in the banking industry. The author uses LISREL two-group path analysis to find the variances between high and low technology acceptance. Data collected from the customers of nine retail banks show that commitments have a mediating effect on the relationship between the tailor-made function of CRM and customer loyalty, while technology acceptance has significant effects on both relationships between the two functions of CRM and continuance commitment.


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