scholarly journals Customer relationship management: digital transformation and sustainable business model innovation

2020 ◽  
Vol 33 (1) ◽  
pp. 2733-2750 ◽  
Author(s):  
Hermenegildo Gil-Gomez ◽  
Vicente Guerola-Navarro ◽  
Raul Oltra-Badenes ◽  
José Antonio Lozano-Quilis
SISFOTENIKA ◽  
2018 ◽  
Vol 8 (1) ◽  
pp. 93
Author(s):  
I Dewa Ayu Eka Yuliani

<p>Penggunaan Zachman Framework sebagai arsitektur dalam merancang customer relationship management bertujuan untuk menggambarkan arsitektur organisasi secara umum dan menguraikannya sebagai sistem informasi perusahaan yang lebih kompleks. Pada penelitian ini Zachman Framework digunakan untuk membangun rancangan arsitektur dari Customer Relationship Management pada BPR Tamara Dana Khatulistiwa. Matriks dari Zachman Framework yang digunakan adalah ukuran 3 x 5 dimana setiap kolom mempresentasikan data, proses dan jaringan yang menjelaskan pengertian dan berkenaan dengan hal signifikan dari perusahaan, tentang informasi apa yang akan ditangani, sedangkan setiap baris mempresentasikan scope description, model of the business, model of the information sistem, technology model, dan technology definiton. Hasil dari penerapan Zachman Framework untuk merancang CRM adalah peningkatan layanan terhadap nasabah dengan membuat desain sistem, yang dimodelkan dengan menggunakan diagram UML, dan rancangan aplikasi CRM berbasis website yang memiliki fasilitas untuk mengelola data nasabah, tampilan produk perbankan, forum antara nasabah dengan CSO, dan menampilan Frequently Ask Question (FAQ).</p><p>Kata kunci—Arsitekur Sistem Informasi Perusahaan, Zachman Framework, CRM</p>


Author(s):  
José María Mateu Céspedes

Transport services continue to be liberalized across the entire European Union, although at differing speeds in each Member State. This momentum is expected to continue in the coming years. Against this background, attention to new dimensions of transport services becomes imperative. The focus, which has so far centred on managing infrastructure, must now shift to lesser explored areas, like product innovation and customer relationship management. The efficiency and competitiveness of new private operators will depend to a large extent on achieving a balanced development of the three aforementioned areas, as well as paying particular attention to their inherent logic, in order to build a strong value proposition. Business model innovation emerged in the field of strategic management yet goes beyond the traditional framework of competition 'for the market' and 'in the market', opening a wider and more promising space, i.e. the market creation framework. The goal is no longer to discover and exploit opportunities, but to create new opportunities and generate new market spaces.DOI: http://dx.doi.org/10.4995/CIT2016.2016.3673


Author(s):  
Timo Saarinen ◽  
Jukka Kallio ◽  
Markku Tinnila ◽  
Jarkko Vesa

In this chapter we introduce the concept of Service Mediary, which provides a conceptual and technical platform for electronic services. Our analysis shows that it pays off to outsource customer relationship management in electronic channels to a specialized service provider. The I-mode case study demonstrates clearly the benefits this kind of cooperation offers to content and service providers. Especially the built-in billing and revenue sharing logic are critical elements to I-mode’s success story. Even more encouraging are the benefits of collaboration to customers, who will enjoy the fruits of the new networked e-business economy. A Service Mediary is in a position to understand the customer requirements and building a service offering which optimally matches those requirements. In the multi-channel business environment of tomorrow, no single company can develop cost efficiently all required services for every channel. The future belongs to specialized, closely cooperating companies, which can offer superior customer experience at a competitive price. A Service Mediary like NTT DoCoMo with its I-mode service can offer a true win-win-win business model: service providers, customers and the Service Mediary all win in this game. Based on the analysis of the I-mode case, we can conclude that Service Mediary as a business model has a great potential in the future.


2019 ◽  
Vol 9 (1) ◽  
pp. 22 ◽  
Author(s):  
Michal Pohludka ◽  
Hana Štverková

The biggest key aspect to the success of a business is a satisfied customer. For this reason, it is possible to state that the growing trend of focusing on the customer and his/her needs has prevailed in recent years. The aim of this article is to analyze the use of CRM (Customer Relationship Management) systems in small- and medium-sized enterprises (SMEs) in the Czech Republic and to find the determinants for CRM system implementation. The best practice for CRM implementation suitable for SMEs is clarified using a specific case of a global enterprise. A fully functional CRM system can be considered a competitive advantage, and this is not only the case for global companies, but also for small and medium enterprises. Using a functional CRM interconnected with an ERP system, enterprises are able to manage business and direct marketing activities, as well as the company’s overall profits. These functional systems lead to an integrated system called funnel management, which improves customer relationship management and leads to a sustainable business.


2021 ◽  
Vol 5 (2) ◽  
pp. 48-66
Author(s):  
Iryna Varis ◽  
◽  
Oksana Kravchuk ◽  
Sofiia Zavhorodnia ◽  
◽  
...  

The aim of the article. The aim of the article is to determine the essence, advantages and disadvantages of business’s digital transformation, describe the importance of business-process management through its digital transformation, define the nature, types and capabilities of CRM-systems, identify and describe trends in their development, analyze the results of prior researches and select the most popular CRM-systems, as well as research for existing problems of using defined CRM-systems, suggest recommendations for eliminating shortcomings of existing CRM-systems. Analyses results. The coronavirus pandemic has forced companies to rapidly change business processes and shift to remote work, which in turn has led to widespread using of CRM systems in customer relationship management. The modern market offers different goods and services, but they are mostly similar in many ways. The question is how to keep the customer for a long time? The introduction of CRM systems will help answer this question. The definition of CRM stands for Customer Relationship Management, which refers to all the strategies, methods, tools and technologies that a business uses to develop, retain and attract customers. Customer Relationship Management is a special approach of doing business, where the first priority of the company is to focus on the client. The main purpose of the CRM strategy is to create a single ecosystem, which helps to attract new and develop existing customers. Managing relationships means attracting new customers, turning neutral customers into loyal ones, and forming business partners from regular customers. The concept of CRM means that separate business tools are combined into a well-established system. CRM includes programs for collecting customer’s data, managing transactions, control and monitoring manager’s decisions, analytics and forecasting. The article considers the essence of modern transformation of business processes, their advantages and disadvantages, defines the concepts, types, existing opportunities and trends in CRM-systems. The article analyses the experts’ opinions of the most popular modern CRM-systems and generalizes its shortcomings, measures the main elimination of revealed problems. The article conducted a study based on a survey of experts, the main purpose of which was to identify the share of popular CRM-systems among consumers, as well as to identify the main problems and limitations of these systems. Conclusions and directions for further research. The main goal of the CRM strategy is to create a single ecosystem for attracting new customers and developing existing ones. The main tasks of CRM-systems include: attracting new customers through various channels, communication, choice of interaction strategy, Purchase funnel, document management, closing sales, re-communication and analytics of the company. There are three types of CRM systems: desktop, client-server and cloud systems. The main trends in CRM systems development include: increasing usage of artificial intelligence, service automation, data integration, usage of blockchains and social CRM-system, a large number of different applied subsystems and voice interface. The most popular systems are proved to be: Agile CRM, Salesforce Sales Cloud, Zoho CRM, Dynamics 365 and Bitrix24. The main problems of existing CRM-systems can be identified as: slow work on query processing and data output; wasting time on system administration; a large number of built-in tools increases the time to get used with the system; high cost of service, etc. Prospects for further development of CRM-systems include: integration with Big Data and AI; usage of voice technologies as a method for increasing operational efficiency; usage of data from social networks; as well as the creation of a single and common approach of customer identification. In the future, vendors should simplify their product versions and reduce the number of tools to basic, which will reduce the monthly fee for service, as well as speed up data processing by the system, due to the lack of unnecessary add-ons. On the other hand, companies that use CRM systems in their daily work should pay more attention to the integration CRM systems with social networks, which contain essential share of information about their target audience and existing customers.


Author(s):  
Mariana Tesařová ◽  
Aleš Krmela ◽  
Iveta Šimberová

The purpose of the article is to answer a research question related to the extent of the impact of digitalization on a business model (BM) of a focal company. An original primary, qualitative research has been conducted. It draws on multiple, in-depth case studies on a globally active B2B incumbent manufacturing companies that recently implemented a digital platform-based customer relationship management system. The data were gathered through participative observation and semi-structured interviews with system users and project leaders. The contribution of the research is in linking the business model dynamic change with a customer relationship management system (CRMS). It identifies the element HOW – value creation – as the mainly affected element of BM of the focal company.


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