000 02095naa a2200193uu 4500
001 8071615124110
003 OSt
005 20190211164013.0
008 080716s2008 xx ||||gr |0|| 0 eng d
100 1 _aWU, Shwu-Ing
_935009
245 1 0 _aA performance evaluation model of CRM on non-profit organisations
260 _aOxfordshire, UK :
_bTaylor & Francis,
_cMarch-April 2008
520 3 _aRecently, CRM (Cause-Related Marketing) has gradually been adopted by non-profit organisations. However, for the evaluation of CRM's effect, a non-profit organisation still refers to traditional financial data, which could not understand the influence and effect of CRM on a non-profit organisation completely. This research introduces the concept of the Balanced Scorecard as the framework for the evaluation of CRM, and utilises the Balanced Scorecard's five dimensions in a non-profit organisation to design a questionnaire. The questionnaire is used to collect the performance data of a non-profit organisation after the execution of CRM, and uses Structural Equation Modelling (SEM) to verify the relations and interaction between each performance dimension. The primary purposes of this research are (1) to analyse the influence and effect on a non-profit organisation of its participation of CRM; (2) to design a reliable measurement index to evaluate the effect of CRM; (3) to establish the relationship structure model of the influence factors of the CRM's effect. This research shows that the measurement index developed by this research could measure the fact that the non-profit organisation has effects in five dimensions after the execution of CRM - namely, organisational mission, financial, customer, internal process, learning and growth - and these five dimensions influence each other
700 1 _aHUNG, Jr-Ming
_935010
773 0 8 _tTotal quality management & business excellence
_g19, 3-4, p. 321-342
_dOxfordshire, UK : Taylor & Francis, March-April 2008
_xISSN 14783363
_w
942 _cS
998 _a20080716
_b1512^b
_cTiago
998 _a20081208
_b1348^b
_cZailton
999 _aConvertido do Formato PHL
_bPHL2MARC21 1.1
_c27053
_d27053
041 _aeng