A fuzzy model proposal for enhancing the effectiveness of Customer Relationship Management

Müşteri ilişkileri yönetiminde etkinliği arttırmak için bir bulanık model önerisi

Abstract

Customer Relationship Management (CRM), has been a new paradigm for business success. As a result of the promised outcomes, a huge amount of investment is done in CRM. But the result of these investments rarely fulfills the expected outcomes. In this study a model for performance measurement of Customer Relationship Management (CRM) is proposed, in order to maintain enhance the effectiveness of CRM. In this manner, a measurement model is developed basing on previous Balanced Scorecard studies. The model has two major steps. In the first step a causal map is developed which describes the cause and effect relationship between the major CRM concepts. The map is developed based on the current CRM literature and is confirmed by the CRM professionals. Four perspectives are proposed to be used in the model. The CRM outputs perspective is composed of the main goals of CRM. Customer Perspective covers the attitudes of the customers towards the company as a preliminary sign of the future behaviors. The process perspective covers the process that companies use to manage the relations with the customers. The Infrastructure perspective is composed of organizational alignment, organizational culture and technology which supports the CRM implementations and customer processes The studies in second step of the model are concerned with quantifying the performance measures. In the manner, firstly the measures that will be used in the CRM components are selected for the case study. The goal for the measures and the minimum potential values for each measure is decided. These values are utilized in normalization formulas in order to convert the observed values of the measure to measure scores. Current CRM and performance literature sheds light on the measures that can be used in model. So most of the measures allocated in the model is adapted from the current literature. On the other hand, a new scale is developed for the process perspective. The steps that are proposed by Churchill (1979) and Devellis (2003) are followed to maintain the measurement scale. After defining the items depending on the CRM literature and confirming them with the professionals a survey is established. 167 useable survey responses are collected. Explanatory factor analysis with principle component analysis and varimax rotation is allocated for the analysis. As a result 7 major factors, that have eigen value higher than 1 are reached. As a result the customer process are found as; targeting, getting to know, customization, expending the customer, referrals management, win back and terminating the relationship. After the item purification, a measure that is composed of 31 questions is maintained. The measure is utilized in order to define the relationship between, infrastructure components, customer satisfaction and organizational performance. The results of the finding of the analysis support the proposed causal maps. At the final step, Fuzzy Analytical Network Process (F-ANP) is allocated in order to find the global performance. As the causal map defines there is dependence between the perspectives. Analytical Network Process is a method enables to model the problem as a hierarchy and take the dependence between the components. In order to find the relative weights of the components, the pair wise comparison matrixes for the perspectives, components and the dependence between the perspectives are formed. Using Buckley (1985)’s fuzzy analytical hierarchy process procedures with triangular fuzzy numbers, the weights of the perspectives and the components are calculated. Multiplying the result of the each measure with the related weight and summing the results; an overall numeric value is reached that represents the both overall and performance of each perspective. As a result the model provides the firms a framework that can be used to track the performance of the CRM implementations. The model both provides an overall performance value and the value of each perspective. Using the model, firms can define the areas that needs to be improved and tracks the effects of the current CRM activities within the company.

Özet

Bu çalışmada, dünya çapında yoğun bir ilgi görmekte olan Müşteri İlişkileri Yönetimi (MİY) uygulamalarının performans ölçümünü sağlamak amacıyla sayısal bir model önerilmiştir. Kurumsal Karne kavramı temelinde geliştirilen ölçüm modelinde, MİY ölçümünün 4 boyutta gerçekleşmesi önerilmektedir. MİY çıktıları boyutunda, firmanın MİY çalışmalarından beklediği temel faydalar yer almaktadır. Müşteri boyutu ise, müşterilerin firmaya karşı olan tutumunu ifade etmektedir. Süreçler boyutu, firmaların müşteri ile olan ilişkilerini yönettikleri süreçlerin ölçümünü içermektedir. Altyapı boyutu ise kurum kültürü, organizasyonel uyum ve teknoloji gibi MİY çalışmalarına yardımcı olan öğeleri barındırır. Oluşturulan mantıksal ilişki haritaları, Bulanık Analitik Ağ Süreci ile sayısallaştırılmıştır. Böylece temel boyutlar arasındaki ilişkiler göz ardı edilmeden bütünsel bir MİY başarı notu elde edilmesi sağlanmıştır. Ölçüm modelinde yer alan göstergelerin bir kısmı literatürden adapte edilirken, süreçler boyutunun ölçümü ile ilgili istatistiki bir çalışma gerçekleştirilmiştir. Bu çalışma ile MİY süreçlerinin yedi temel fonksiyon ile ölçümlenebileceği belirlenmiştir. Bunlar; Müşteri Hedefleme, Müşteri Tanıma, Ürün/Hizmet Özelleştirme, Müşteri Genişletme, Tavsiye Yönetimi, Müşteri Yeniden Kazanma ve İlişki bitirme süreçleri olarak tespit edilmiştir. Faktör analizi ile belirtilen süreçlerin ölçümünde kullanılabilecek 31 soruluk bir ölçü oluşturulmuş ve bu ölçü kullanılarak süreçlerin firma içinde yer alan alt yapı öğeleri, müşteri tatmin ve müşteri sadakati ve ekonomik performans ile olan ilişkileri incelenmiştir.