- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Empirical evidence for the business value of customer relationship management (CRM) systems remains unsolid in IS studies. This study proposes a new model for CRM value according to IT/IS usage theory and “two-stage model.” Empirical tests show that operational benefits of CRM are reflected in firms’ high revenue per employee, which leads to high profitability; strategic benefits of CRM are reflected in firms’ high customer satisfaction, which leads to high profitability and market valuation. Firm size positively moderates the operational and strategic benefits of CRM, while the industry’s product differentiation level negatively moderates operational and strategic benefits of CRM.
In this study, we performed an empirical analysis on the generation of CRM business value from the perspective of operational benefits, strategic benefits, and firm performance. The result shows that the operational benefits of CRM are reflected in firms’ high revenue per employee, whereas the strategic benefits are embodied in high customer satisfaction. Moreover, these operational and strategic benefits can promote firms’ profitability and market valuation. The analysis of moderators shows that firm size and industry competition are significant moderators of the operational and strategic benefits of CRM.
The theoretical contribution of this study is the comprehensive model for CRM value creation that combines the two-stage model of IT business value with IT usage theory. On the basis of previous research, we propose performance metrics and consider internal and external moderating factors. Compared with previous studies that use archival data to examine CRM business value [5,9,20,32,49,54], the current work achieves a substantial improvement with the proposed model settings. On the one hand, we use process performance metrics, thereby solidifying the theoretical foundation of the empirical analysis of CRM business value. On the other hand, we maintain the profitability and market valuation metrics used by prior studies and explain the contribution of CRM to indirect correlations. Our conclusions are highly comprehensive compared with those of empirical studies on CRM value based on objective data sources. Our conclusions are also meaningful to the IT business value literature because we emphasize actual usage and set up an analytical framework that includes more factors and processes in IT business value generation.