Determinants of Customer Relationship Management Performance in Electronic banking sector – The case of banks in Danang city, Vietnam

• Main Authors: Truong Thi Van Anh, 張是云英
• Other Authors: 蘇芳霈
• Format: Others
• Language: en_US
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/07559684095737420548

碩士 === 樹德科技大學 === 經營管理研究所 === 101 === In Vietnam, in spite of Customer Relationship Management (CRM) have been becoming more popular, especially toward commercial banks, much is still unknown to service providers how CRM is effective in view point of customers. This study attempts to address this limitation. The study revolves around determinants of CRM performance in Vietnam e-banking sector. To survive in a competitive business environment of financial service firms, banks are required to become relationship-centric organizations, not only be customer-centric banks. Therefore variables which have influences on CRM performance should be identified. This study makes an effort to build a model including four independent variables (Collaborative CRM technology, Two way communication, Customization, Employee-client relationship) and one dependent variable (CRM performance). Among them, the variable ‘Employee-client relationship’ which belongs to culture aspect has been developed based on Vietnamese customer’s custom in banking area. The questionnaire was used for data collecting of Danang e-banking customers (356 respondents with responsive rate is 89%). After factor analysis, the results show that ‘Customization’, ‘Employee-Client relationship’, and ‘Two way communication’ have positive effects on CRM performance. Although the variable ‘Collaborative CRM Technology’ is expected to affect positively to CRM performance, the regression analysis does not support this hypothesis. The outcomes from chapter five would bring up new approaches to banks when deploying e-banking services. The success does not come from CRM technology but from how banks support their customers through communication channels and how they customize interactions with their clients. Furthermore, for the area which face-to-face encounters rarely occurred, banks still need to pay attention to enhance relationship with customer via visits and individual connection between their employees and customers. By these ways, suppliers can keep customers better and attain sustainable competitive advantage.