An Empirical Analysis of CRM Strategy in Service Industries
| Project/Area Number |
18530325
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| Research Category |
Grant-in-Aid for Scientific Research (C)
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| Allocation Type | Single-year Grants |
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| Section | 一般 |
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| Research Field |
Commerce
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| Research Institution | Otaru University of Commerce |
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Principal Investigator |
KONDO Kimihiko Otaru University of Commerce, Graduate School of Commerce, Professor (10205552)
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| Co-Investigator(Kenkyū-buntansha) |
MATSUO Makoto Otaru University of Commerce, Graduate School of Commerce, Professor (20268593)
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| Project Period (FY) |
2006 – 2007
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| Project Status |
Completed (Fiscal Year 2007)
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| Budget Amount *help |
¥3,780,000 (Direct Cost: ¥3,300,000、Indirect Cost: ¥480,000)
Fiscal Year 2007: ¥2,080,000 (Direct Cost: ¥1,600,000、Indirect Cost: ¥480,000)
Fiscal Year 2006: ¥1,700,000 (Direct Cost: ¥1,700,000)
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| Keywords | CRM / organizational capability / relationship marketing / customer database / マス・カスタマイズ / サービス業 / 戦略 / マーケティング |
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| Research Abstract |
The purpose of this research is to clarify empirically the relationship among organizational capabilities, strategy, and performance, focusing on CRM as organizational capabilities and CRM as market strategy in service industry.
At the outset, through detailed analysis of prior research, we pointed out the importance that CRM has two aspects of market management and organization management. The analysis was published in Marketing Journal in the name of "CRM as organizational capabilities". Then we investigated three such cases as Culture Convenience Club, Coop Sapporo, and Suruga Bank as the most advanced ones in order to consider empirically the above theoretical research.
The following three points were revealed through the case analysis.
1. Culture Convenience Club implements mass-customized customer strategy based on the enormous customer database, and achieves a higher level of profitability.
2. Coop Sapporo takes excellent merchandising policy adjusted to their customer needs by opening their POS data to wholesalers and manufactures they relates.
3. Suruga Bank manages centrally the customer and transaction information in various contact points, develops financial products that fits their customer needs, and attains a higher level of customer satisfaction
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Report
(3 results)
Research Products
(2 results)
