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김모란

Kim, Molan
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dc.citation.endPage 93 -
dc.citation.number 2 -
dc.citation.startPage 83 -
dc.citation.title JOURNAL OF SERVICES MARKETING -
dc.citation.volume 26 -
dc.contributor.author Kim, Molan -
dc.contributor.author Park, Jeong Eun -
dc.contributor.author Dubinsky, Aln J. -
dc.contributor.author Chaiy, Seoil -
dc.date.accessioned 2023-12-22T05:11:56Z -
dc.date.available 2023-12-22T05:11:56Z -
dc.date.created 2016-06-15 -
dc.date.issued 2012-04 -
dc.description.abstract Purpose
- Customer relationship management (CRM) is considered a means to create competitive advantage for a company, as well as influence organizational performance. Much research has explored CRM users' point of view vis‐à‐vis successful CRM implementation, yet little concern has been shown regarding customers' viewpoints toward these same actions. This is surprising given that one of the beneficiaries of CRM is the customer. This paper aims to report the results of a study that explored the gap between actual bank CRM actions and customers' expectations of those actions in relation to CRM customers' intention to remain in the relationship.

Design/methodology/approach
- This study explores the gap between actual bank CRM implementation and customers' expectations of those actions in relation to customer retention using a survey method. A research model is presented to illustrate the theoretical relationships of the research.

Findings
- The findings indicate that an incompatibility exists between the interval of actual CRM implementation activities and customers' expectations of the interval and that this incompatibility has an adverse effect on customers' willingness to remain in the relationship. Additionally, customers and CRM personnel hold different perceptions regarding the frequency with which CRM implementation activities should be executed.

Practical implications
- Implementing CRM service efforts should be compatible with customers' expectations. Therefore, companies should pay keen attention when selecting the optimal frequency of CRM implementation so that it meets customers' expectations. Also, firms may be having too frequent CRM contact with customers, thus creating inefficient use of CRM resources.

Originality/value
- This paper explores selected variables that may influence CRM performance vis‐à‐vis its implementation. The research provides the unique perspective of the customer as a major factor to consider for successful CRM implementation.
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dc.identifier.bibliographicCitation JOURNAL OF SERVICES MARKETING, v.26, no.2, pp.83 - 93 -
dc.identifier.doi 10.1108/08876041211215248 -
dc.identifier.issn 0887-6045 -
dc.identifier.scopusid 2-s2.0-84859705419 -
dc.identifier.uri https://scholarworks.unist.ac.kr/handle/201301/20029 -
dc.identifier.url http://www.emeraldinsight.com/doi/abs/10.1108/08876041211215248?journalCode=jsm -
dc.language 영어 -
dc.publisher EMERALD GROUP PUBLISHING LIMITED -
dc.title Frequency of CRM implementation activities: a customer-centric view -
dc.type Article -
dc.description.isOpenAccess FALSE -
dc.description.journalRegisteredClass ssci -
dc.description.journalRegisteredClass scopus -

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