Value Creation Process of CRM: A Dynamic Capabilities View

• Main Authors: Cheng-Yi Chang, 張丞毅
• Other Authors: Hong-Siang Jiang
• Format: Others
• Language: en_US
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/56168931614976958303

碩士 === 國立東華大學 === 企業管理學系 === 97 === Facing a dramatic and dynamic competing market environment, firms must have the capabilities to deal with that, respond appropriately to the needs and requirements from the markets, in order to gain success in the highly competing environment. During a period of time in the past, most of the firms consider CRM an information technology tool, but most of them end up failure, because they merely want to maximize the profit at a short period of time. To be successful, firms need to be strategic oriented, not only focusing on products but on customer, and they have to realize that market is dynamic instead of static. This study employs resource based view (RBV) and dynamic capabilities perspective. First, this study xplains why takes dynamic capabilities instead of RBV. Then, this study proposes the CRM framework, including the dynamic capabilities for CRM (search and selection, reconfiguration), the CRM specific resource base (information technology, customer relationship, and knowledge), and then try to address how dynamic capabilities for CRM reconfigure the resource in the CRM specific resource base, so the customer value can evolve from parity value, differential value, and customerized value. At the next part, this study proposes the customer relationship-value matrix (CRVM), including the three-stage customer relationships (acquaintances, friends, and partners), three-level customer value, and how dynamic capabilities involve to evolve the relationships as well as the customer value.