A Customer Relationship Management Oriented e-Government Business Model: A Perspective of Best Practices for Citizen Service in Taiwan

• Main Authors: Shan-Yan Huang, 黃上晏
• Other Authors: Han-Yuh Liu
• Format: Others
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/63h2e7

博士 === 國立東華大學 === 企業管理學系 === 101 === Developing a customer relationship management (CRM) oriented e-Government (e-Gov) is a policy for reinventing government in Taiwan. However, there is no clear paradigm in the CRM field and the academic literature has failed to produce a consensus definition for CRM. This study exploits an integrated framework to address CRM initiatives on e-Gov applications from the perspective of Internet business model. Meanwhile, the relationships between CRM readiness (steering, change, human resources, process, and technology), the e-Gov business model (enterprising administration, customer interface, service facility, and resource fulfillment), and customer equity (value, brand, and relationship) are explored in the study. 478 valid questionnaires were collected from a list of 250 leading governments in Taiwan, and the survey results showed: CRM readiness positively affects the e-Gov business model; the e-Gov business model positively affects customer equity; CRM readiness positively affects customer equity; part of the sample attributes moderate the effects of CRM readiness, the e-Gov business model, and customer equity; enhancing value equity should primary focus steering readiness and resource fulfillment; enhancing brand equity should primary focus process readiness, technology readiness, enterprising administration, and resource fulfillment; enhancing relationship equity should primary focus steering readiness, process readiness, customer interface, and resource fulfillment. Generally, governments should undertake comprehensive assessments with regard to CRM readiness including steering, change, human resource, process, and technology. Moreover, the e-Gov business model by focusing a fit set of enterprising administration, customer interface, service facility, and resource fulfillment could create better public value through strategic integration. Governments currently focus on providing convenient services to result in the most significant of value equity. Further, exploiting a configuration of value activities within innovative services could improve brand equity or giving an impetus to community management and customization services could increase the effects of relationship equity in the Taiwan Government.