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The Customer Relationship Management Process in Service Industry : Its Measurement and Impact on Performance.

Service industry in Taiwan has a great advance during these decades, but one characteristic of the service industry is that service is easily and immediately copied by competitors. In order to cultivate more loyal customers, it is important to create excellent customer relationship management process and to expend every marketing budget wisely.
Based on previous study, Reinartz, Krafft & Hoyer (2004) argued two outcomes. One is that CRM process measure outlines three key stages: initiation, maintenance, and termination; the other one is that the implementation of CRM process has a moderately positive association with both perceptual and objective company performance. This research is a case study aims to verify the result by interviewing the managers of nine travel agencies in Taiwan.
This research concludes the following results from the interviews of nine travel agencies; especially focuses on the fulfillment of CRM process and the tourism classifications. First, the more a travel agency puts emphasis on service quality, the higher implementation of CRM process they perform. Secondly, it is difficult to evaluate the effects of the CRM process by judging the sales revenue between tourism wholesalers and retailers in 2005, because there are different in their business components. With respect to the classifications of travel agencies, the connections between CRM process and performances are as follows: (1) for the tourism wholesalers, the more cooperative retailers a wholesaler has, the better financial performance it shows. (2) The retail agencies that have enterprises as customers have better financial performances than that only have mass customers.(3) In the tourist industry, if the companies concentrate more on CRM, they would have better non-financial performances. (4) For tourism wholesalers, the more they concentrate on CRM, the better non-financial performances they represent. Finally, it is not significant that the organizational differences have impacts on CRM process and company performance.

Identiferoai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0718106-162002
Date18 July 2006
CreatorsHan, Pei-shan
ContributorsTai-hwa Chow, Pei-how Huang, Te-ping Kuo
PublisherNSYSU
Source SetsNSYSU Electronic Thesis and Dissertation Archive
LanguageCholon
Detected LanguageEnglish
Typetext
Formatapplication/pdf
Sourcehttp://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0718106-162002
Rightsnot_available, Copyright information available at source archive

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