How platforms are transforming customer information management

2017 ◽  
Vol 30 (3) ◽  
pp. 216-235 ◽  
Author(s):  
Merlin Stone ◽  
Eleni Aravopoulou ◽  
Gherardo Gerardi ◽  
Emanuela Todeva ◽  
Luisa Weinzierl ◽  
...  
Keyword(s):  
Information Management ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Teaching Experience ◽  
Customer Relationship ◽  
Business Strategies ◽  
Content Type ◽  
Customer Information ◽  
Research And Teaching ◽  
The Impact

Purpose The purpose of this paper is to explain how ecosystems and platforms have evolved to manage customer information and to identify the management, research and teaching implications of this evolution. Design/methodology/approach This paper is based on research and industrial experience of two of the co-authors in customer relationship management, further developed with other co-authors in the field of business models, the research and teaching experience of the university authors and cross-functional literature reviews in the areas of strategy, marketing, economics, organizational behaviour and information management. Findings This paper shows that digitalization, cloud computing and new information-based platforms are beginning to change how customer information is being managed, creating new opportunities for improving marketing, customer relationship management and business strategy. Research limitations/implications The impact of platforms on the management of customer information needs to be confirmed by primary empirical research. Practical implications This paper identifies the need for senior marketing management to examine closely how internal and external/public customer information platforms may enhance their capability for managing customers and setting new strategic directions. Social implications The emergence of giant multi-sided platforms has clear implications for data protection and privacy, which need to be explored more in research. Originality/value This paper highlights the move to customer information platforms and identifies how senior managers should consider them as an option for better customer information management and as a basis for new business strategies.

Social customer relationship management (s-CRM) among small- and medium-sized enterprises (SMEs) in Malaysia

2019 ◽  
Vol 35 (2) ◽  
pp. 284-302 ◽  
Author(s):  
Siti Hasnah Hassan ◽  
Noor Mohamed Mohamed Haniba ◽  
Noor Hazlina Ahmad
Keyword(s):  
Information Management ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Perceived Value ◽  
Customer Relationship ◽  
Influential Factor ◽  
Survey Method ◽  
Significant Implication ◽  
Content Type ◽  
Customer Information

Purpose In this twenty-first century, the emergence of social media has been integral in business-related processes, especially in small- and medium-sized enterprises (SMEs), which allows businesses to interact and build a relationship with customers to improve their sustainable service quality. Concisely, this study aims to examine the benefits of social customer relationship management (s-CRM) performance from the perceptive of SMEs owned by Muslims. Design/methodology/approach A survey method was used and the data were gathered from 135 SMEs which participated in Halfest (Halal Fiesta Malaysia) trade show in Kuala Lumpur, Malaysia. Findings Interestingly, the results revealed that the adoption of information and communications technology (ICT) has both direct and indirect impacts on s-CRM performance. On the other hand, the perceived value of s-CRM mediates the relationship between customer information management and performance of s-CRM. In this context, the perceived value was ascertained to be an influential factor for both ICT adoption and customer information management. Research limitations/implications With a connection to the results, this study concludes that to enhance business performance to sustain in the marketplace, the establishment of s-CRM is crucial, as it has significant implication in marketing, customer service and sales department of SMEs. Originality/value This paper provides new insight into the importance of s-CRM to SMEs to improve interactions with the key stakeholders and convey meaningful insight to instil customer-centric practices.

The impact of customer-centric business strategies on customer relationship management: pharmaceutical field-force perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Azeem ◽  
Sania Aziz ◽  
Jawad Shahid ◽  
Aamir Hayat ◽  
Munir Ahmed ◽  
...  
Keyword(s):  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Sampling Technique ◽  
Customer Relationship ◽  
Business Strategies ◽  
Equation Modeling ◽  
Content Type ◽  
Field Force ◽  
The Impact

Purpose In a modern business scenario, firms have implemented customer-centric approaches to enable customer relationship management (CRM) to trigger business excellence. Business strategies are modernizing business marketing operations that mainly focused on the retention of profitable customers. The purpose of this study is to empirically investigate the impact of marketing strategies (MS), information technology support (IT-S) and knowledge sharing (KS) in the effect of CRM in the pharmaceutical sector of Punjab, Pakistan. Design/methodology/approach Data were collected from the field force of national and international pharmaceuticals companies (N = 263) through a convenience sampling technique. Partial least squares structural equation modeling was used to examine data in SmartPLS 3.2.6. Findings The results indicated that IT-S and KS mediate the relationship between MS and CRM. More specifically, MS positively develops CRM through IT-S and KS. Originality/value This research contributes to the existing literature of pharmaceuticals by disclosing the field-force (medical representatives) specific role in developing CRM performance between pharmaceuticals firms and health-care physicians that are mainly based on knowledge advancement and influence these firms to adopt customer-centric business approaches to gain a competitive advantage to drive firm profitability.

Infosys Technologies Limited

2011 ◽  
pp. 1-15
Author(s):  
Debabroto Chatterjee ◽  
Rick Watson
Keyword(s):  
Information Management ◽  
Delivery System ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
It Services ◽  
Customer Information ◽  
Crm System ◽  
Front End

Infosys Technologies Ltd., one of the world’s most profitable IT services company, implemented a customer relationship management (CRM) system called CIMBA – Customer Information Management By All. This customer-focused system was conceived and designed to improve communication and collaboration between the company and its customers. By seamlessly integrating the front-end sales system with the back-end delivery system, CIMBA was expected to further enhance the company’s IT solutions delivery capability. This case provides insights into the factors that triggered the need for developing such an integrated CRM solution and how the company went about developing and launching this system. It also brings to light the various challenges associated with the implementation of this IS solution.

The impact of customer knowledge and customer relationship management on service quality

2014 ◽  
Vol 6 (1) ◽  
pp. 77-96 ◽  
Author(s):  
Shu-Mei Tseng ◽  
Pin-Hong Wu
Keyword(s):  
Service Quality ◽  
Customer Relationship Management ◽  
Management Practices ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Future Research ◽  
Customer Knowledge ◽  
Content Type ◽  
The Impact

Purpose – Enterprises realize that customers are their most important asset and recognize that a high level of customer satisfaction can only be achieved by enhancing service quality. Thus, how enterprises acquire customer knowledge by which to initiate and maintain customer relationships, as well as to enhance service quality has become an important issue. The paper aims to discuss these issues. Design/methodology/approach – This study uses a questionnaire and statistical analytical techniques to explore the impact of customer knowledge and customer relationship management (CRM) on service quality. Findings – The results indicated that customer knowledge has a positive influence on service quality and CRM is the partial intervening variable between customer knowledge and service quality. That is, customer knowledge enhances the CRM, while CRM, in turn, increases service quality and provides competitive advantages. Research limitations/implications – This research explored the impact of customer knowledge and CRM on service quality based on the company's perception and there was no validation on the customers' perception of the company. Therefore, it is suggested that future research should involve company staff, current customers, and latent customers to strengthen the triangulation. Practical implications – The results found that customer knowledge is indeed an important source of competitive advantage. Hence, enterprises should acquire valuable customer knowledge in order to enhance the relationship with customers, as well as enhance their service quality. Originality/value – There is still little related literature investigating the relationships amongst customer knowledge, CRM, and service quality. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of customer knowledge and CRM on service quality. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

Implementing Customer Relationship Management (CRM) in hotel industry from organizational culture perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 89-112 ◽  
Author(s):  
Roya Rahimi ◽  
Ebru Gunlu
Keyword(s):  
Organizational Culture ◽  
Multiple Regression ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Content Type ◽  
Qualitative Approaches ◽  
The Impact

Purpose The purpose of this research is to empirically investigate the impact of organizational culture on implementing customer relationship management (CRM) in the hotel industry. Design/methodology/approach The research is conducted with a quantitative approach and a questionnaire adapted from Denison Organizational Culture Survey, and the Mendoza CRM model is the research instrument. The questionnaire was administered among 346 managers of a chain hotel in the UK. Gathered data were subjected to correlation and multiple regression analyses. Findings The correlation analysis demonstrates that organizational culture factors of adaptability, consistency, staff involvement and mission have a positive significant impact on CRM implementations. The multiple regression analysis further showed that though CRM implementation is highly correlated with these four factors, its successful implementation is not dependent on all of them. Research limitations/implications The research is conducted in the frame of a case study where a UK chain hotel is selected; therefore, the findings cannot be generalized to a larger population. This research is conducted in the context of hotel industry and the result might be different for other industries. Due to the limitation in access to all employees, only managers were selected as the sample of the study and future studies with all staff may show different results. Practical implications Organizational culture readiness is one of the most important requirements in CRM implementation initiatives. The results of this study will benefit hotel managers in measuring their organizational culture and improve it toward better CRM outcomes. Originality/value Previous studies on organizational culture and CRM with qualitative approaches have tried to highlight the role of organizational culture on CRM implementation or some have attempted to identify the organizational culture factors with potential impact on CRM implementations. However, very few of these studies have empirically investigated the impacts of organizational culture on CRM implementation, and this is the first study that empirically investigates this impact in the context of the hotel industry.

A model for assessing the impact of cloud computing on the success of customer relationship management systems (case study: agricultural companies)

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marieh Khorraminia ◽  
Zahra Lesani ◽  
Mahdi Ghasvari ◽  
Lila Rajabion ◽  
Mehdi Darbandi ◽  
...  
Keyword(s):  
Information Technology ◽  
Cloud Computing ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Cloud Security ◽  
Customer Relationship ◽  
Internet Technology ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose Nowadays, communications, products, services and costs are customized through the internet technology. The main theory to continue competitiveness in the organizations is customer relationship management (CRM). CRM enables organizations to efficiently interact with customers and gather, store and examine their data for providing a complete view of them. On the other hand, the subject of cloud computing has increasingly become the bridge for the success of the CRM implementation. Therefore, this study aims to investigate the impact of cloud computing (new cloud facility, knowledge of information technology (IT), cloud security and cost) on the success of CRM systems. Design/methodology/approach The model and the questioners-based data are analyzed using the Smart PLS 3.0. The data were gathered based on 80 employees of three main agricultural companies in Iran. Findings The obtained results have indicated that all of the considered factors, new cloud facilities, knowledge of IT, cloud security and cost, play an important role in CRM systems’ success. Also, the evaluation and examination of the consistency and validity of the model are performed through the structural equation model. Research limitations/implications First, the authors have conducted a study in a single region. It cannot be guaranteed that the results can be generalized to other regions. Second, for this cross-sectional study, the research design was conducted that showed constant relationships between variables. The research done for this study is cross-sectional. Third, because of time and financial restrictions, the authors have gathered data using a sample from a single location. Originality/value Proposing a new model for investigating of the impact of cloud computing (new cloud facility, knowledge of Information Technology (IT), cloud security and cost) on the success of CRM systems is the main originality of this paper.

Infosys Technologies Limited

2011 ◽  
pp. 502-517
Author(s):  
Debabroto Chatterjee ◽  
Rick Watson
Keyword(s):  
Information Management ◽  
Delivery System ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
It Services ◽  
Customer Information ◽  
Crm System ◽  
Front End

Infosys Technologies Ltd., one of the world’s most profitable IT services company, implemented a customer relationship management (CRM) system called CIMBA – Customer Information Management By All. This customer-focused system was conceived and designed to improve communication and collaboration between the company and its customers. By seamlessly integrating the front-end sales system with the back-end delivery system, CIMBA was expected to further enhance the company’s IT solutions delivery capability. This case provides insights into the factors that triggered the need for developing such an integrated CRM solution and how the company went about developing and launching this system. It also brings to light the various challenges associated with the implementation of this IS solution.

Impact of customers' interpersonal interactions in social commerce on customer relationship management performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shamim Hossain ◽  
Mst Farjana Rahman ◽  
Xiaoyan Zhou
Keyword(s):  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Primary Data ◽  
Equation Modeling ◽  
Interpersonal Interactions ◽  
Social Commerce ◽  
Content Type ◽  
The Impact

PurposeSocial commerce is a subpart of electronic commerce (e-commerce), where social media is forced to support user contributions. The purpose of this study is to measure the impact of customers' interpersonal interactions in social commerce on customer relationship management (CRM) performance, based on the flow, commitment-trust and stimulus–organism–response (SOR) theories.Design/methodology/approachOn the basis of the SOR framework, the authors developed a study model to determine the impact on CRM performance of customers' interpersonal interactions in social commerce. The primary data of the study were collected from 640 users of social commerce through a web questionnaire during the COVID-19 (coronavirus disease 2019) pandemic situation, and the authors tested the study model using the approach of covariance-based structural equation modeling (SEM).FindingsResults of the current study reveal that customers' interpersonal interactions in social commerce optimistically influence their perceived flow. Moreover, perceived flow absolutely controls users' trust and CRM performance. In turn, collective users' trust positively influences users' commitment and CRM performance. Finally, collective users' commitment absolutely influences the performance of CRM.Practical implicationsThe authors provide a valuable contribution to the theoretical field of online marketing and CRM. Besides, the findings of this study are relevant for marketers to know the issues for increasing customer trust, commitment and performance of CRM.Originality/valueThe current study develops a model based on the flow, commitment-trust and stimulus–organism–response (SOR) theories. The authors' research is the first to estimate the effect of customers' interpersonal interactions in social commerce on CRM performance.

Marketing’s contribution from the perspective of marketing executives

2015 ◽  
Vol 33 (7) ◽  
pp. 1047-1070 ◽  
Author(s):  
Karin Tollin ◽  
Marcus Schmidt
Keyword(s):  
Product Development ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Company Performance ◽  
Marketing Capabilities ◽  
Functional Level ◽  
Content Type ◽  
The Impact ◽  
Marketing Executives

Purpose – The purpose of this paper is to determine the impact that chief marketing executives’ (CMEs) mindsets about important marketing capabilities have on company performance. Design/methodology/approach – The authors propose a structural model for analysing specialised, cross-functional and dynamic capabilities at the functional level of marketing. The model is tested by using a quantitative survey among CMEs. Additionally the authors conducted a cluster analysis with the purpose of identifying differences in CMEs’ mindsets about important marketing capabilities and the impact of these differences on company performance. Findings – The study identified four categories of mindset about important capabilities. An investigation into the company performance profile of each mindset shows that integration and rejuvenation are central qualities of CMEs’ mindsets and important drivers for company performance. Hence, companies that have a CME who prioritises both brand management, product development and customer relationship management as well as a set of specialised and dynamic marketing capabilities will outperform companies that have a CME who focuses on only one area of cross-functional marketing capabilities. Practical implications – Top managers, including CMEs, can use the typology of mindsets to analyse and critically reflect on their own ideas about important marketing processes and capabilities, but also as a tool for initialising change processes in their business unit or particular function (general management or marketing). Originality/value – The study provides an original assessment of sets of marketing capabilities at the functional level of marketing, and of the link between dynamic and two cross-functional marketing capabilities (product development and customer relationship management).

scholarly journals Customer relationship management (people, process and technology) and organisational culture in hotels

2017 ◽  
Vol 29 (5) ◽  
pp. 1380-1402 ◽  
Author(s):  
Roya Rahimi
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Organisational Culture ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Content Type ◽  
Cultural Traits ◽  
The Impact ◽  
Practical Implications ◽  
Three Components

Purpose The purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry. Design/methodology/approach Required data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method. Findings The results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed. Research limitations/implications The study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results. Practical implications Current study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components. Originality/value The position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.

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