Crm, Learning and Organizational Control

Benavent, Christophe; Villarmois, Olivier de La

doi:10.4301/s1807-17752006000200006

Cited by 1 publication

(3 citation statements)

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“…Based on the results of the second hypothesis analysis, the degree of information acquisition, information communication, sharing interpretation and organisational memory strategy execution will significantly influence the degree of CRM activities. This is consistent with the findings of Chang and Ku (2009) and Benavent and De La Villarmois (2006). According to the findings of this study, when the degree of organisational learning is higher, the degree of CRM activities execution is influenced.…”

Section: Discussionsupporting

confidence: 95%

“…Raman, Wittmann, and Rauseo (2006) indicated that in order to successfully implement CRM we must establish an organisational learning culture. According to Benavent and De La Villarmois (2006), increasing organisational learning capacity helps CRM activities execution. Based on the literature review, this study proposes H 2 : when the degree of organisational learning is higher, it significantly and positively influences the degree of execution of CRM activities.…”

Section: Organisational Learning and Crm Activitiesmentioning

confidence: 98%

“…Market orientation degree significantly and positively influences the degree of execution of CRM activities (Chen & Ching, 2004;Javalgi, Martin, & Young, 2006). Organisational learning degree significantly and positively influences the degree of execution of CRM activities (Benavent & De La Villarmois, 2006;Chang & Ku, 2009). Different types of operational strategy significantly and differently influence the execution of CRM activities (Ko, Kim, Kim, & Woo, 2008;Wang, 2013).…”

Section: Introductionmentioning

confidence: 95%

See 2 more Smart Citations

Study on customer relationship management activities in Taiwan tourism factories

Chung

Chen

2015

Total Quality Management & Business Excellence

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Taiwanese consumers have been increasingly attaching importance to tourist activities due to the year-by-year growth of the Taiwanese tourism market and the rise of the national income. In recent years, the Government has actively assisted many unique manufacturing industries that possess rich historical and cultural connotations to develop and transform into a diversified tourist factory industry via innovative and differentiated theme designs. This research was conducted from March to April 2013 using 38 effective questionnaires through a questionnaire survey method. Statistical methods were used to analyse the relevant tourist industry market orientation, organisational learning, business strategy, customer relationship management (CRM) and operational performance. The research results indicate that the more the CRM activities performed, the more the positive effect on operating performance. The higher the extent of market orientation and organisational learning, the more significant the positive customer relationships. Thus, a tourist factory is able to promote CRM activities to achieve improved customer operating performance through market orientation, organisational learning, differentiated marketing and innovative differentiation strategy.

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Section: Discussionsupporting

confidence: 95%

Section: Organisational Learning and Crm Activitiesmentioning

confidence: 98%