The Effects of Internal Marketing, Job Involvement and Customer Relationship Management on Customer-Oriented Behavior-in
林砡如、賴文魁、劉家駒
E-mail: [email protected]
ABSTRACT
Many enterprises believe that a real customer-oriented strategy is far more effective than the malicious competition of product or price. Treating customer as the most important asset is just to put “customer-orientedness” in the enterprise’s declaration of visions and missions. Finding an operation model that can realize “customer -orientedness” will become a new business rule that various enterprises have to comply with. But how can we make the service marketing concept that has long existed in the capital market development, to be imported to the enterprises of Mainland China, and how can we find out the staff training factors that are most suitable for the development of local enterprises of Mainland China? In view of these problems, this research analyzes the customer-oriented behavior of the Mainland Chinese employees working at the Taiwanese enterprises, and investigates the effects of internal marketing, job involvement and customer relationship management on the customer-oriented behaviors of Mainland Chinese employees. Taking internal marketing, work involvement and customer relationship management as the independent variables, and customer–oriented behavior as the dependent variables, this research explores the effects of each other. This research has three aspects of exploration: 1. Effects of internal marketing on customer-oriented behavior. 2. Effects of work involvement on customer-oriented behavior. 3. Effects of customer relationship management on customer-oriented behavior. Finally, the research investigates the effects of internal marketing, job involvement and customer relationship management on the customer-oriented behaviors. Focusing on the Mainland Chinese employees employed by the Taiwanese enterprises with investments in Mainland China, this research takes the front-line service providers or salespersons as the targets of questionnaire. There were 500
questionnaires sent out, and 350 questionnaires returned. After scanning out the questionnaires with invalid answers, this research received 317 valid questionnaires in total, with a valid return rate of 63%. The results of the survey show that: 1. Internal marketing has significant influence to the customer-oriented behavior. 2. Work involvement has significant influence to the customer-oriented behavior. 3. Customer relationship management has significant influence to the customer-oriented behavior. 4. Internal marketing, job involvement and customer relationship management has significant influence to the customer-oriented behavior. Therefore, it is known that customer-oriented behavior has to be implemented in Mainland China despite the certain extent of difficulties to be confronted with. The main problem is on the Mainland Chinese employees’ excessive worship of money and price. Individuals attach very slim importance to the concept of the promotion of work involvement, internal marketing, etc. But if we offer guidance and training to them, a majority of the employees still have normal servicing spirit. Therefore, this research finds out some factors to improve the service enthusiasm, attitude inclination and techniques of Mainland Chinese employees, and makes some concrete suggestions which can be referential for the Taiwanese enterprises to invest on staff training and strengthen the internal marketing.
Keywords : internal marketing, job involvement, customer relationship management, customer-oriented behavior Table of Contents
封面內頁 簽名頁 授權書 ---iii 中文摘要 ---v 英文摘要 ---vii 誌謝 ---ix 目錄 x 圖目錄 ---xiv 表目錄 ---xv 第一章 緒論 1.1 研究背景 ---1 1.2 研究動機 ---2 1.3 研究目的 ---4 1.4 研究流程 ---5 1.5 研 究範圍和限制 ---6 第二章 文獻探討 2.1 內部行銷 ---7 2.1.1 內部行銷觀念之發展--- 7 2.1.2 內部行銷的重要 性 ---8 2.1.3 內部行銷的定義 ---10 2.1.4 內部行銷的人力資源觀點 ---17 2.1.5 內部行銷與人力資源管理之差 異 ---19 2.1.6 內部行銷之內涵 ---21 2.1.7 內部行銷作法--- 23 2.2 顧客關係管理 ---29 2.2.1 顧客關係管 理的定義 ---29 2.2.2 顧客關係管理執行步驟---35 2.2.3 發展顧客關係管理的基礎工作--- 36 2.3 工作投入 ---37 2.3.1 工作投入的意義 ---38 2.4 顧客導向行為 ---47 2.4.1 顧客導向行為的重要性---47 2.4.2 顧客 導向行為的定義--- 47 2.4.3 影響顧客導向行為之因素--- 49 第三章 研究設計與方法 3.1 研究觀念架構 ---52 3.2 研究假設--- 54 3.3 研究變項操作性定義--- 55 3.4 研究衡量工具 ---56 3.5 研究對象與樣本資料收 集--- 64 3.6 資料分析方法--- 65 第四章 實證分析 4.1 樣本基本資料分析--- 67 4.1.1 人口特徵--- 67 4.1.2 工作特徵 ---69 4.2 內部行銷對員工顧客導向行為之影響--- 70 4.2.1 教育訓練對員工顧客導向行為之影響 ---70 4.2.2 管理支持對員工顧客導向行為之影響 ---72 4.2.3 內部溝通對員工顧客導向行為之影響 ---73 4.2.4 內部行銷對員工顧客導向行為之影響 ---75 4.3 工作投入對員工顧客導向行為之影響 ---76 4.3.1 工作參與對員工
顧客導向行為之影響 ---76 4.3.2 工作熱忱對員工顧客導向行為之影響--- 78 4.3.3 工作投入對員工顧客導向行為 之影響 ---79 4.4 顧客關係管理對員工顧客導向行為之影響--- 80 4.4.1 專業形象對員工顧客導向行為之影響 ---80 4.4.2 顧客向心力對員工顧客導向行為之影響 ---82 4.4.3 顧客服務對員工顧客導向行為之影響--- 83 4.4.4 顧客關係管理對員工顧客導向行為之影響 ---85 4.5 內部行銷、工作投入與顧客關係管理對員工顧客 導向行為之 影響--- 86 4.6 小結 假設驗證總整理 ---89 第五章 結論與建議 5.1 結論與討論--- 91 5.1.1 內部行銷對顧客導 向行為之影響 ---91 5.1.2 工作投入對顧客導向行為之影響 ---92 5.1.3 顧客關係管理對顧客導向行為之影響 ---92 5.1.4 內部行銷、工作投入與顧客關係管理對顧 客導向行為之影響--- 93 5.2 研究建議 ---94 5.2.1 內部 行銷對顧客導向行為影響之建議 ---94 5.2.2 工作投入對顧客導向行為影響之建議--- 95 5.2.3 顧客關係管理對顧 客導向行為影響之建議 ---96 5.3 後續研究建議--- 98 參考文獻 中文文獻 ---100 英文文獻 ---104 附錄 REFERENCES
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