The Hidden Minefields in the Adoption of Sales Force Automation Technologies

2002 ◽  
Vol 66 (3) ◽  
pp. 98-111 ◽  
Author(s):  
Cheri Speier ◽  
Viswanath Venkatesh
Keyword(s):  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Voluntary Turnover ◽  
Sales Force ◽  
Customer Relationship ◽  
Job Fit ◽  
Sales Force Automation ◽  
Person Organization Fit ◽  
Automation Tools

Sales force automation technologies are increasingly used to support customer relationship management strategies; however, commentary in the practitioner press suggests high failure rates. The authors use identity theory as a lens to better understand salesperson perceptions associated with technology rejection. They collected survey data from 454 salespeople across two firms that had implemented sales force automation tools. The results indicate that immediately after training, salespeople had positive perceptions of the technology. However, six months after implementation, the technology had been widely rejected, and salesperson absenteeism and voluntary turnover had significantly increased. There were also significant decreases in perceptions of organizational commitment, job satisfaction, person–organization fit, and person–job fit across both firms. Finally, salespeople with stronger professional commitment indicated more negative job-related perceptions as experience with the technology increased.

The SCM, CRM Information System, and KM – An Integrating Theoretical View

2017 ◽  
pp. 239-254
Author(s):  
Kaouther Jridi ◽  
Dhouha Jaziri-Bouagina ◽  
Abdelfattah Triki
Keyword(s):  
Information System ◽  
Supply Chain ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Crucial Aspect ◽  
Chain Management ◽  
Sales Force Automation ◽  
The Impact

Many researchers have treated the sales force automation (SFA) and acknowledged its benefits for the company. However, very few of them have considered the SFA as an effective tool of customer relationship management. Hence, this present chapter aims to advance a new theoretical and managerial vision where the SFA is revisited through the consideration of the customer relationship management but also, by scrutinizing its key role through the knowledge management to optimize the commercial function as a crucial aspect of the supply chain management. Particularly, the impact on the sellers' performance will be discussed. In this case, the commercial function is concerned as a partial supply chain.

scholarly journals ESTIMATING CUSTOMER POTENTIAL VALUE USING PANEL DATA OF A SPANISH BANK

2016 ◽  
Vol 17 (4) ◽  
pp. 580-597 ◽  
Author(s):  
Antonia ESTRELLA-RAMÓN ◽  
Manuel SÁNCHEZ-PÉREZ ◽  
Gilbert SWINNEN ◽  
Koen VANHOOF
Keyword(s):  
Panel Data ◽  
Customer Relationship Management ◽  
Consumer Behaviour ◽  
Management Strategies ◽  
Relationship Management ◽  
Customer Relationship ◽  
Product Model ◽  
Potential Value ◽  
Ex Post ◽  
Probit Method

The main goal of this paper is the calculation of a multi-product model of Customer Potential Value using the Probit method. The results of this first analysis are used to perform an ex-post segmentation of customers, whose output can be employed to improve Customer Relationship Management strategies of the companies. Our research contributes to the consumer behaviour literature insofar as, according to our knowledge, no previous work has examined collectively the proposed drivers of Customer Potential Value in a multi-services retailer. To achieve these objectives, we use a panel data of a Spanish bank. The results allow us to confirm the influence of a set of behavioural variables on the ownership of different banking products and identify those customers whose value is higher and lower through the calculation of Customer Potential Value.

Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector

2015 ◽  
Vol 6 (3) ◽  
pp. 271-287 ◽  
Author(s):  
Nedra Bahri-Ammari ◽  
Khaldoon Nusair
Keyword(s):  
Organizational Culture ◽  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
Managerial System

Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships

2005 ◽  
Vol 69 (4) ◽  
pp. 252-261 ◽  
Author(s):  
Lynette Ryals
Keyword(s):  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Customer Management ◽  
Real Difference ◽  
Lifetime Value ◽  
Longitudinal Case Studies ◽  
Management Work

Customer relationship management (CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. Using calculations of the lifetime value of customers in two longitudinal case studies, the research finds that customer management strategies change as more is discovered about the value of the customer. These changes lead to better firm performance. The contribution of this article is to show that CRM works and that a relatively straightforward analysis of the value of the customer can make a real difference.

scholarly journals SIGNIFICANCE OF DATABASE MARKETING IN THE PROCESS OF TARGET SEGMENTS IDENTIFICATION AND SERVICE

2013 ◽  
Vol 6 (1) ◽  
pp. 40-47
Author(s):  
Joanna Łodziana-Grabowska
Keyword(s):  
Customer Relationship Management ◽  
Direct Marketing ◽  
Relationship Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Database Marketing ◽  
Target Market ◽  
Market Requirements ◽  
Potential Customers

The study aims at presenting the position and role of marketing databases in the enterprise’s market operations and achievement of sales targets. The study identifies the following elements pertaining to the discussed issue: essence and parts of the database marketing, significance of the database marketing in the process of target segments service, database and customer relationship management as well as the problem of the customers’ privacy in relation to their data being used and processed by market entities. It should be emphasized that the informational systems constitute the basic elements supporting the process of sales management and service of the company’s target segments. It should be stressed that for the trade marketing the identification of a recipient type is of significance, which is presented in this study with reference to the database marketing. The database may also contain the information on products, departments and sales force involved in a specific marketing action. With such database at their disposal the companies become mobile in terms of their offer adjustment to the market requirements, while by making the customer the central point of their focus, their marketing becomes an essential and effective tool of building their relationship with the customer. The database development in order to identify the potential customers is a significant project of impact on the efficiency of marketing and the process of target market service, both for small and large enterprises. Keywords: customer relationship management, database marketing, direct marketing, target market.

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