Since the mid-1990s, customer relationship management (CRM) has played an increasingly important role as a source of sustainable competitive advantage for firms (Lee and Engelman 2012). CRM is an inevitable strategic movement for many firms because of dramatic changes in their competitive landscapes (Goloenberg 2012). Many firms have adopted CRM as an enterprise-level business strategy, and there are various reasons for the wide adoption of CRM, among which are severely competitive business environments and firms' natural drive to pursue profits (Negi and Ketema 2010, Dickie 2009). To address all these problems, CRM can be a way for firms to achieve sustained development. Some studies have even suggested the adoption of CRM as a survival strategy for firms (Meyers 2005).

Although firms engage in various CRM activities, they typically focus on maximizing customer satisfaction. The recent emergence of the mobile revolution led by smartphones has presented a new paradigm for enterprise management. Because mobile CRM (m-CRM) has received less attention than other types of CRM such as eCRM, there has been a gradual increase in the demand for m-CRM (Sinisalo et al. 2007, Mirbagheri and Hejazinia 2010). This is because it can expand existing CRM channels and integrate online and offline CRM (Mirbagheri and Hejazinia 2010). M-CRM can be regarded as management activities relevant to sales, marketing, and customer service executed through mobile devices for building and maintaining customer relationships between firms and their customers (Sinisalo et al. 2007).

With the m-CRM model, firms can easily obtain customer information anytime, anywhere, and they are no longer limited by existing CRM models in which customer information can be obtained only through face-to-face interactions with customers or wired networks (D'Agostino 2003). In addition, m-CRM is useful for real-time marketing in that it represents the fastest and most consistent way to obtain updated information (Wahab et al. 2010). The role of m-CRM has been shifting from a tool for success to that for survival (Goloenberg 2012). Through m-CRM, which is characterized by easy access, consumers can receive better customer service when obtaining, purchasing, or interacting with real-time information (Friedrich et al. 2009).

Firms require innovative ways to digest the question of "how," which is a key success factor in the mobile age (Read 2008). Instead of seeking comfort in traditional methods, firms should identify and employ strategies that are more applicable to the mobile age (Koller 2001). For example, Microsoft, an IT-oriented firm, has tried to conduct the CRM process with its customers by adopting m-CRM because of its flexibility and mobility (Greene 2012). M-CRM is a new concept in research, particularly in the context of mobile environments. According to Eid's (2007) model of successful CRM implementation, CRM characteristics, which can be CRM enablers, are critical factors influencing the success of the final performance of firms. In addition, previous studies have verified the importance of CRM effectiveness. Among the many important roles played by CRM effectiveness, its moderating effect on relationships between CRM characteristics and success is noteworthy. CRM performance plays a vital role in CRM success (Eid 2007). Because the use context has changed from the traditional one to the mobile environment, the present study addresses the broad research question of whether, in the mobile context, m-CRM characteristics affect CRM performance through the moderating effect of m-CRM effectiveness. To address this question, the study focuses on those characteristics of m-CRM that may influence m-CRM effectiveness and CRM performance. The study empirically tests the proposed model using survey data from m-CRM managers or operators in Korea. The results based on a large sample allows for a detailed understanding of m-CRM characteristics, effectiveness, and performance.

This study makes four key contributions: First, previous conceptual or empirical studies of CRM have focused mainly on those factors influencing CRM success (Chen and Chen 2004). However, few have systematically investigated CRM performance, particularly in the context of the mobile environment. In terms of the emergence of m-CRM as a new CRM channel, this research model serves as a theoretical basis for future research on m-CRM in terms of its characteristics, effectiveness, and performance. Second, although a number of CRM studies have considered factors related to HR management, IT, organizational cultures, services, and institutions, few have investigated the distinct characteristics of m-CRM. Given this, the present study addresses location-based and immediate-access services, which are well-known characteristics of m-CRM, and verifies them empirically. Third, previous studies have generally addressed the direct effects of system and organizational characteristics on CRM performance, but this study contributes to the literature by empirically verifying the mediating effects of m-CRM effectiveness on the relationships between m-CRM characteristics and performance. Finally, the study investigates the moderating effect of the operating period (two years). The results provide important theoretical and practical implications.

The rest of this paper is organized as follows: Section 2 provides the theoretical background, including the concept of m-CRM, the characteristics of mobile services, and m-CRM performance. Section 3 proposes the research model and hypotheses. Section 4 discusses the research methods and the empirical analysis, and Section 5 concludes with important implications.

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