| Summary: | 碩士 === 淡江大學 === 資訊管理學系 === 90 === With the progress of IT and internet , customers have more and more choices and know what they really want. The traditional business model and the way the industry deal with the customers can’t make customers satisfied . So CRM becomes more and more popular .The traditional financial accouting model just can measure what have happened before,the Balanced scorecard(BSC), a performance evaluation system , which has been brought up by Kaplan and Norton in 1992 have changed to strategic management tool in recent 10 years.Its viality is to achieve the view and strategy of a industry. Beside the financial , the BSC has the other operational dimensions ,and this can retrieve the weak of traditional performance evaluation system This research is based on BSC, and making use of it in CRM , we try to develop a conceptual BSC of CRM in banking.
This research utilizes survey method. Survey instruments were sent to 88 questionnaires , and valid 37 questionnaires were collected ,with 56.06% response rate. First , using the factor analysis on the critical success factor(CSF) of CRM , we get five factors: suppliers’ characteristics, content of CRM system , compatible of CRM system , character of organization and system management .The relationship between of the five factor and strategic dimension, we find that suppliers’ characteristic and content of system have notable influence in strategic dimension, and we find that the banks give undue emphasis to “financial” and “customer” aspects in strategic dimension. And using Pearson analysis on the strategic dimension and performance of CRM , we find that “financial” and “customer” aspects have notable in influence in performance of CRM.
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