scholarly journals Partner Relationship Management Architecture Design For SME During Pandemic Era

2021 ◽  
Vol 2 (2) ◽  
Author(s):  
Daniel Soesanto ◽  
Dhiani Tresna Absari
Keyword(s):  
Business Models ◽  
Recommendation System ◽  
Business Processes ◽  
Relationship Management ◽  
Channel Management ◽  
Face To Face ◽  
Medium Scale ◽  
Business Partners ◽  
The Right ◽  
The Relationship

Abstract—The pandemic situation encourages every business, including small and medium scale, to transform towards an online business. This is done to be able to continue to reach customers and carry out existing business processes well. However, with the reduction or disappearance of face-to-face meetings, the quality of the relationship decreases both on the customer and business partner side. This research focuses on the relationship with business partners, where the exchange of information and data is not optimal in this section, and even errors can occur. Many studies have tried to optimize relationship management with business partners, but none have focused on small and medium-sized businesses during this pandemic. SME's need to manage their business relationships. However, according to research that has been done, many of these business models do not realize the importance of this, and only focus on selling.. This research aims to design PRM architecture designs for small and medium-scale enterprises in this pandemic era. This research resulted in an e-marketplace design that implements PRM for SMEs by applying a recommendation system for distributors to provide the right product to each reseller. Through the results of initial trials conducted by users, both from distributors and resellers, it is easier to understand each other's needs with this e-marketplace. Keywords: SMEs, PRM, channel management, recommendation system, pandemic   Abstrak—Situasi pandemi mendorong setiap bisnis, termasuk skala kecil dan menengah, untuk bertransformasi menuju bisnis online. Hal ini dilakukan untuk dapat terus menjangkau pelanggan dan menjalankan proses bisnis yang ada dengan baik. Namun, dengan berkurangnya atau hilangnya pertemuan tatap muka, kualitas hubungan menurun baik di sisi pelanggan maupun mitra bisnis. Penelitian ini berfokus pada hubungan dengan mitra bisnis, dimana pertukaran informasi dan data tidak optimal pada bagian ini, bahkan kesalahan dapat terjadi. Banyak penelitian telah mencoba mengoptimalkan manajemen hubungan dengan mitra bisnis, tetapi tidak ada yang fokus pada usaha kecil dan menengah selama pandemi ini. Padahal sebenarnya SME pun sangat perlu mengelola relasi bisnisnya. Namun menurut riset yang pernah dilakukan, bisnis model ini banyak yang belum menyadari pentingnya hal tersebut, dan hanya fokus pada menjual. Penelitian ini bertujuan untuk merancang desain arsitektur PRM untuk usaha kecil dan menengah di era pandemi ini. Penelitian ini menghasilkan desain e-marketplace yang mengimplementasikan PRM untuk UKM dengan menerapkan sistem rekomendasi bagi distributor untuk menyediakan produk yang tepat untuk setiap reseller. Melalui hasil uji coba awal yang dilakukan oleh pengguna, baik dari pihak distributor maupun reseller menjadi dimudahkan untuk lebih saling memahami kebutuhan masing-masing dengan adanya e-marketplace ini. Kata kunci: SMEs, PRM, channel management, sistem rekomendasi, pandemi  

The Impetus and Catalytic Role of Green ICT for Business Benefit

2013 ◽  
pp. 27-37
Author(s):  
Keith Sherringham
Keyword(s):  
Information Exchange ◽  
Business Models ◽  
Business Processes ◽  
Adverse Outcomes ◽  
Long Time ◽  
Catalytic Role ◽  
Green Ict ◽  
The Right ◽  
Strategic Transformation

The monetized catalyst and impetus for the adoption of Green ICT by business are explored in this paper. For a business to significantly reduce its environmental footprint through the use of Green ICT, a strategic transformation of business is required. Such a transformation includes changes to business models, a redefinition of business processes, a realignment of information exchange, and integration of unified communication. Without the right impetuses and catalysts, a strategic transformation of a business may take a long time or, at worst, may not occur because of incumbency, cost, and risk. Like other strategic changes, the implementation of Green ICT is likely to be achieved through a series of tactical changes aligned to an overall strategy. However, such an incremental tactical approach requires consistency and persistency in taking advantage of many small business opportunities to implement Green ICT. Such an adoption of Green ICT is only likely to occur because of the business benefits achieved. Any catalyst and impetus for the adoption of Green ICT must provide tangible (monetized) benefits to a business, as well as prevent adverse outcomes.

scholarly journals Customer Relationship Management

2020 ◽  
Vol 6 (2) ◽  
pp. 212-218
Author(s):  
E. Erlygina ◽  
V. Filimonova
Keyword(s):  
Marketing Strategy ◽  
Customer Relationship Management ◽  
Business Processes ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Automated Systems ◽  
System Process ◽  
The Relationship ◽  
Orderly System

The modern market is characterized by changes in the relationship between companies and customers. Today, customer relationships are an orderly system process that needs to be monitored and managed. In the context of complex sales in highly competitive markets, the use of automated systems will provide organizations with increased competitiveness. Automated CRM software can become a solution for implementing a personalized marketing strategy, which will allow you to more effectively manage business processes that occur within the framework of interaction between employees and customers.

scholarly journals Zaposleni kot deležniki v družbeni odgovornosti organizacij

2021 ◽  
Author(s):  
Ana Lambić ◽  
Patrik Arh ◽  
Evelin Arh ◽  
Miha Marič
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Business Processes ◽  
Synthesis Method ◽  
Secondary Sources ◽  
Business Partners ◽  
The Individual ◽  
Corporate Social ◽  
The Impact ◽  
The Relationship

Successful organizations, both in Slovenia and around the world, are aware of the importance of their stakeholders - all their employees, business partners, customers, society, environment, etc.; consequently, we increasingly encounter the concept of corporate social responsibility. It can be defined as a concept where organizations behave responsibly in everyday business processes and decisions, and where organizations develop a strategy for responsible treatment of employees, suppliers, customers, shareholders, and other stakeholders. Employees in the company are one of the most important stakeholders in the organization, so it is crucial to determine the impact of corporate social responsibility on employees, e.g., perception of the organization, satisfaction, belonging, reputation of the individual, etc. The purpose of this paper is to research the relationship between corporate social responsibility and employees. For the purposes of the research, we used a critical review of secondary sources of literature and based on the synthesis method, we presented our findings. Based on what we have found, we studied the relationship and the impact of corporate social responsibility on employees.

Overview of Emerging Web 2.0-Based Business Models and Web 2.0 Applications in Businesses

2011 ◽  
Vol 7 (4) ◽  
pp. 1-16 ◽  
Author(s):  
In Lee
Keyword(s):  
Web 2.0 ◽  
Online Community ◽  
Business Models ◽  
Business Processes ◽  
Relationship Management ◽  
Customer Relationship ◽  
Business Organizations ◽  
Application Development ◽  
Business Applications ◽  
New Business

Web 2.0 offers business organizations an array of new ways to interact with customers and partners. Web 2.0 is continuously evolving and offers new business models and support business processes, customer relationship management, and partner relationship management. This study reviews some of the major business applications of Web 2.0, and identifies Web 2.0-based business models. Six emerging Web 2.0-based business models were identified: (1) Broad Online Community, (2) Focused Online Community, (3) Social Shopping, (4) Content Intermediary, (5) Virtual World, and (6) Shared Web 2.0 Services. Along with these new Web 2.0-based business models, this study discusses how Web 2.0 applications are used to support activities of traditional businesses in the areas of customers, value networking, capability, and sustainability. Finally, the interaction dynamics between emerging web 2.0-based businesses, existing businesses, and the Web 2.0 tool and application development industry are analyzed from an ecological viewpoint.

The Impetus and Catalytic Role of Green ICT for Business Benefit

2011 ◽  
Vol 2 (1) ◽  
pp. 27-37 ◽  
Author(s):  
Keith Sherringham
Keyword(s):  
Information Exchange ◽  
Business Models ◽  
Business Processes ◽  
Adverse Outcomes ◽  
Long Time ◽  
Catalytic Role ◽  
Green Ict ◽  
The Right ◽  
Strategic Transformation

The monetized catalyst and impetus for the adoption of Green ICT by business are explored in this paper. For a business to significantly reduce its environmental footprint through the use of Green ICT, a strategic transformation of business is required. Such a transformation includes changes to business models, a redefinition of business processes, a realignment of information exchange, and integration of unified communication. Without the right impetuses and catalysts, a strategic transformation of a business may take a long time or, at worst, may not occur because of incumbency, cost, and risk. Like other strategic changes, the implementation of Green ICT is likely to be achieved through a series of tactical changes aligned to an overall strategy. However, such an incremental tactical approach requires consistency and persistency in taking advantage of many small business opportunities to implement Green ICT. Such an adoption of Green ICT is only likely to occur because of the business benefits achieved. Any catalyst and impetus for the adoption of Green ICT must provide tangible (monetized) benefits to a business, as well as prevent adverse outcomes.

The Influences of Knowledge Management and Customer Relationship Management to Improve Hotels Performance

2020 ◽  
Vol 33 (4) ◽  
pp. 74-93
Author(s):  
Menaouer Brahami ◽  
Mammar Adjaine ◽  
Khalissa Semaoune ◽  
Nada Matta
Keyword(s):  
Knowledge Management ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Organization Performance ◽  
Sustainable Competitive Advantage ◽  
Adoption Decision ◽  
Hotel Performance ◽  
The Right ◽  
The Relationship

The motivations for a company to adopt Knowledge Management (KM) and Customer Relationship Management (CRM) systems can be very varied, which brings an additional complexity to the adoption decision. It is important to understand the main drivers of KM and CRM adoption so that companies can better target their performance indicators. However, the influence of KM on organization performance in hotel industry has received less attention. In addition, the relationship between CRM technology and hotel performance is still ambiguous. In the right context, this paper tends to bring attention to the influences of KM and CRM to improve hotels performance. It presents and discusses the main findings of a study undertaken among a sample of large hotels Algerian, identifying and discussing the main motivations for KM and CRM systems utilization and adoption in order to improve hotels performance. A survey of 80 hotels executives was conducted on hotels operating in the Algeria west territory. In short, the results of this study may help these businesses to effectively use KM and CRM, so as to improve hotels performance and subsequently create a sustainable competitive advantage.

scholarly journals Measuring and Developing Customer Satisfaction – By Balanced Critical Factor Index

2013 ◽  
Vol 4 (3) ◽  
pp. 34-39
Author(s):  
Mika Kuronen ◽  
Josu Takala
Keyword(s):  
Customer Satisfaction ◽  
Business Processes ◽  
Critical Factor ◽  
Measurement Tool ◽  
Original Research ◽  
Target Area ◽  
Business Partners ◽  
Measurement Tools ◽  
Factor Index ◽  
The Right

Abstract This short analysis presents perspective and a holistic method for approaching and measuring customer satisfaction. The Balanced Critical Factor Index (BCFI) method is a measurement tool to indicate which attribute of a business process is critical and which is not, based on the experience and expectations of the company’s employees, customers or business partners. This paper focuses on to detect and define critical business processes and factors, which have influence to effective co-operation and customer satisfaction. The use of a questionnaire is one of the most efficient approaches to gather the required information. Due to the fact that each process has its own attributes and the questionnaires cannot be standardized, but the information from the phase is essential and could be measured. In this study case company’s all gathered information will be analyzed and furthermore the BCFI measurement tools will be applied. The original research has been testified that, with the above-mentioned method (BCFI) customer’s experience of the “gap” between expected and received service can be easily resolved. Using this BCFI method it is also possible to find easier so called “weak” customer satisfaction indicators, which are not directly obvious. Companies have crucial to take the right decisions upon the areas of business interest. To have it done, the company should have able to made decisions with the right amount of customer’s needs. The correct allocation and fast adaption of customer’s needs with the right amount of standards is a key to competitive advantage. This paper shows use of this BCFI method and how it could help companies to define there’s customer’s needs and required development target area more specifically

scholarly journals Autonomous Enterprise as a Model of Hotel Operation in the Aftermath of the COVID-19 Pandemic

2021 ◽  
Vol 14 (1) ◽  
pp. 97
Author(s):  
Małgorzata Sztorc
Keyword(s):  
Business Models ◽  
Business Processes ◽  
New Technologies ◽  
Principal Component ◽  
Research Problem ◽  
Computer Assisted ◽  
Course Of Action ◽  
Practical Experiences ◽  
Questionnaire Method ◽  
The Right

The article aims to identify modern technological solutions in the field of automation and robotization of business processes that change the way hotel enterprises operate in the face of the global COVID-19 pandemic. Therefore, the research problem was expressed in the form of a question: what tools favor the dynamic digital transformation of hotel functioning models and the implementation of the paradigm of intelligent and autonomous entities operating in the conditions of the COVID-19 pandemic on the hotel market? During the empirical research, the use and implementation of new solutions in the field of innovative technologies supporting the optimization of processes taking place in hotel enterprises were considered. In addition, technologies and tools were identified that are considered strategic from the perspective of implementing the concept of an autonomous hotel carried out under the influence of the crisis related to the COVID-19 pandemic. Due to the specific purpose of the article, a survey was conducted using the questionnaire method with the Computer Assisted Web Interview technique alongside a self-developed questionnaire. The survey was carried out in June-September 2021 among 462 representatives of hotel companies operating in the three-, four- and five-star standards. The results of the diagnostic survey were statistically analyzed using the Statistica and RStudio software packages. To interpret the obtained data, the descriptive method, principal component analysis, and cluster analysis were used. As a result of the conducted research, it was noticed that the COVID-19 pandemic obligated hotels to automate processes that made it possible to connect devices within digital ecosystems and to optimize processes inside vertical and horizontal value chains. Such activities enabled the creation of a new model of hotel functioning referred to as an autonomous enterprise. Nowadays, one of the most important strategic behaviors of hotel entities is the ability to quickly counteract crises resulting from the COVID-19 pandemic and the related choice of the right course of action, as well as the ability to immediately make the right decisions. The research results may motivate the implementation of new technologies in the area of transforming and developing digital business models by hotels. The issues presented in the article are an attempt to fill the gap by pointing out practical experiences related to the use of individual technological solutions and their effectiveness in process automation and implementation of autonomous models of functioning of entities in the hotel services sector.

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