Holistically integrated model and strategic objectives for service business

Purpose - The purpose of this paper is to establish an integrated model of a service-delivery system, customer relationship management (CRM), and customer satisfaction evaluation. The strategic objectives, such as the pursuit of key performances, the retention of customers, the provision of new serv...

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Bibliographic Details
Published in:TQM journal 2010-01, Vol.22 (1), p.72-88
Main Authors: Yang, Ching-Chow, Jang Yang, King, Cheng, Lai-Yu
Format: Article
Language:English
Subjects:
Balanced scorecard
Brand loyalty
Customer relations
Customer relationship management
Customer satisfaction
Customer service management
Customer services
Design specifications
Influence
International
Perceptions
Profitability
Profits
Quality control
Quality of service
Service delivery
Service delivery systems
Studies
Total quality
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Summary:Purpose - The purpose of this paper is to establish an integrated model of a service-delivery system, customer relationship management (CRM), and customer satisfaction evaluation. The strategic objectives, such as the pursuit of key performances, the retention of customers, the provision of new services, can be realized through this integrated model. The paper then uses the "strategy map" of the balanced scorecard (BSC) to develop and deploy these strategies and the related objective performance indices.Design methodology approach - The establishment of a conceptually integrated model based on the literature review, holistic thinking, and the researchers' consultant experience. The development of strategy map and the related performance indicators based on the integrated model.Findings - The analysis presented by this paper shows that the perspectives of the BSC and the stages in CRM have good correspondence in the development of an integrated model.Originality value - The integrated model, strategy map, and related performance indicators' presented in this paper offer useful guidance for service organizations to having a holistic view of their operational systems.
ISSN:1754-2731
1754-274X
DOI:10.1108/17542731011009630