Using Strategy Maps to assess CRM implementation: a case study of an international IT company in Taiwan

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Hsu, Han-Chang (2007) Using Strategy Maps to assess CRM implementation: a case study of an international IT company in Taiwan. [Dissertation (University of Nottingham only)] (Unpublished)

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Abstract

Today, in order to sustain their competitive advantages and long-term shareholder value, firms have gradually realized the importance of customer relationships, and intend to establish the long-term profitable relationships with their targeted customers to reduce acquisition costs and expand the revenue opportunities by using the CRM solutions. Indeed, CRM solutions do not only enable the firms to easily acquire, warehouse, and analyze customer's data and behavior to develop its customer knowledge, but also effectively manage and enhance the customer relationships through premium customer value propositions, such as premium services and customized communications, to improve customers satisfaction and loyalty (Payne and Frow, 2005; Laudon and Traver, 2004).

However, a common misunderstanding among senior managers is that CRM is simply an IT solution (Reinartz et al, 2004). This misconception always leads CRM implementation to failure and results in a high failure rate of CRM implementation to date. This is because these managers merely focus on the relationship outcome rather than aligning CRM solution with the firm's customer and business strategies (Egan, 2004; Mitussis et al, 2006; Payne and Frow, 2005; Kale, 2004). Therefore, in order to help an organization effectively devise and analyze its CRM strategy and activity, clearly align its e-CRM solution and CRM strategy with its customer, service, marketing and business strategy, and systematically convert its intangible assets into tangible value, this paper devised a framework: the 'CRM Strategy Map' based on Kaplan and Norton's (2004) 'Strategy Maps' for this purpose. Furthermore, in order to examine the feasibility and validity of this framework, this research adopted 'single case study' as the research method, and Epson Taiwan, an overseas sales subsidiary of Seiko Epson Corporation, has been chosen as the research objective.

Item Type: Dissertation (University of Nottingham only)
Depositing User: EP, Services
Date Deposited: 20 Nov 2007
Last Modified: 31 Jan 2018 16:25
URI: https://eprints.nottingham.ac.uk/id/eprint/21064

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