scholarly journals Minimising Risk—The Application of Kotter’s Change Management Model on Customer Relationship Management Systems: A Case Study

2021 ◽  
Vol 14 (10) ◽  
pp. 496
Author(s):  
Danny Sittrop ◽  
Cheryl Crosthwaite
Keyword(s):  
Change Management ◽  
Customer Relationship Management ◽  
Change Process ◽  
Research Question ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Model ◽  
Change Model ◽  
Crm System

Implementing a Customer Relationship Management (CRM) system requires significant consideration with respect to change management and the associated business risks. This paper describes how to best achieve the change goal and minimize these risks. The research question under investigation is: “How can Kotter’s change management model be used effectively to enhance the value and utilisation of a CRM system”. Kotter’s eight-stage change model is the adopted change model used by the organisation under study. As business intelligence (BI) is a growing field within industry and academia alike, limited substantive research has been done regarding how to manage the change process itself within a BI project. Often research either focuses on the technical development (e.g., agile methodology) or the change process from a holistic perspective. However, both are needed to effectively manage the risk of failure. The research design for this study was that of a single organisation case study. The research questions were addressed by using a deductive research style. To allow for multiple perspectives and triangulation of the data, a mixed-methods approach (Quant + QUAL) was used. Outcomes of the research showed that whilst there was some success in the implementation of Kotter’s change model, it could have been significantly improved if the competencies identified in this research were considered and incorporated prior and during the change journey. Building on Kotter’s classic work with change management, this research fills the gap by describing the pertinent competencies required in managing the change process, identifying common pitfalls and investigating the common threads between the ‘data to outcome’ process and the change management process to better mitigate the risk This paper adds value to current change literature/models by defining and describing the importance of these competencies when embarking on a change program related to BI tools and systems and how these competencies are incorporated into Kotter’s model.

scholarly journals Customer Relationship Management (CRM) Analysis and Design to Provide Customer Service in The Culinary Field (Case Study Restaurant XYZ)

2021 ◽  
Vol 12 (6) ◽  
pp. 2785-2809
Author(s):  
Lorio Purnomo, Sfenrianto
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Unified Modeling Language ◽  
Relationship Management ◽  
Customer Relationship ◽  
User Centered Design ◽  
Unified Modeling ◽  
Analysis And Design ◽  
Crm System

There has been a lot of discussion regarding Customer Relationship Management (CRM) in recent years, where the CRM function to provide customer service in the culinary field has been widely applied by culinary business entrepreneurs. Restaurant XYZ, which started the culinary business in 2018, will design a CRM system to improve service to its customers, this is because it has not been optimal in the process of providing services to its customers. Before doing the design, an analysis phase is needed which is carried out using the Fishbone Method, this method is expected to help in analyzing the constraints and needs of the Restaurant XYZ in the best CRM design. The design using the Diagram Unified Modeling Language (UML) and User Centered Design (UCD) approach, is expected to create a CRM system as expected by the owner of Restaurant XYZ. The CRM that has been planned is expected to help the owner in providing services to Restaurant XYZ customers.

Participatief leidinggeven aan organisatieverandering; een onderzoek rond de implementatie van Customer Relationship Management

2005 ◽  
Vol 18 (2) ◽  
Author(s):  
Jelle T. Bouma ◽  
Ben J.M. Emans
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Positive Influence ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Negative Consequences ◽  
Local Conditions

Participative change management: a case study of the implementation of Customer Relationship Management Participative change management: a case study of the implementation of Customer Relationship Management Jelle T. Bouma & Ben J.M. Emans, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 122-138 Participative change management is supposed to enhance employees' acceptance of intended changes and thus to contribute to their successful implementation. In a more refined view, it is hypothesized that additional mediating factors play a role in the relationship between participative leadership and successful organizational change. Among them are positive (success enhancing) factors, such as employees' understanding of the goal of intended changes and the fit of organizational change with local conditions on the one hand, and negative (success reducing) factors, such as stress and conflict, on the other. This view has been tested in a survey among 118 insurance employees, involved in a change process concerning the implementation of Customer Relationship Management (CRM). Results indicate an overall positive influence of participation. However, the hypothesized negative consequences did not occur. A possible explanation could be that the level of participation in the organization under study was rather low, that is, not surpassing the level of 'being informed', whereas negative participation effects may result only at high levels of participation ('being consulted' levels and higher).

scholarly journals Developing a Customer Relationship Management Model for Better Health Examination Service

2014 ◽  
Vol 1 (1) ◽  
pp. 38-46 ◽  
Author(s):  
Jr-Jung Lyu ◽  
Hai-Lun Chao ◽  
Chia-Wen Chen ◽  
Li-Yu Huang
Keyword(s):  
Customer Relationship Management ◽  
Causes Of Death ◽  
Relationship Management ◽  
Health Care Industry ◽  
Customer Relationship ◽  
Management Model ◽  
Health Examination ◽  
Care Industry ◽  
Quantitative Results

Abstract People emphasize on their own health and wish to know more about their conditions. Chronic diseases now take up to 50 percent of top 10 causes of death. As a result, the health-care industry has emerged and kept thriving. This work adopts a customer-oriented business model since most clients are proactive and spontaneous in taking the “distinguished” health examination programs. We adopt the soft system dynamics methodology (SSDM) to develop and to evaluate the steps of introducing customer relationship management model into a case health examination organization. Quantitative results are also presented for a case physical examination center and to assess the improved efficiency. The case study shows that the procedures developed here could provide a better service.

scholarly journals Developing an Innovative Customer Relationship Management Model for Better Health Examination Service

2014 ◽  
Vol 2 (1) ◽  
pp. 151-160
Author(s):  
JrJung Lyu ◽  
Hai-Lun Chao ◽  
Chia-Wen Chen ◽  
Li-Yu Huang
Keyword(s):  
Customer Relationship Management ◽  
Causes Of Death ◽  
Relationship Management ◽  
Health Care Industry ◽  
Customer Relationship ◽  
Management Model ◽  
Health Examination ◽  
Care Industry ◽  
Quantitative Results

Abstract People emphasize on their own health and wish to know more about their conditions. Chronic diseases now take up to 50 percent of top 10 causes of death. As a result, the health-care industry has emerged and kept thriving. This work adopts an innovative customer-oriented business model since most clients are proactive and spontaneous in taking the “distinguished” health examination programs. We adopt the soft system dynamics methodology (SSDM) to develop and to evaluate the steps of introducing customer relationship management model into a case health examination organization. Quantitative results are also presented for a case physical examination center and to assess the improved efficiency. The case study shows that the procedures developed here could provide a better service.

A Critical Review On Perception & Benefits Of Customer Relationship Management (CRM) System In Indian Private Hospitals

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Dr. Surendra Kumar ◽  
Dr. Meenakshi Srivastava
Keyword(s):  
Electronic Medical Records ◽  
Customer Relationship Management ◽  
Medical Records ◽  
Relationship Management ◽  
Customer Relationship ◽  
Research Approach ◽  
Private Hospitals ◽  
Crm System ◽  
Systems Implementation ◽  
Adoption And Implementation

The implementation of Customer relationship Management (CRM) Systems has been increased within organizations for the purposes of increasing customer loyalty accompany with decreasing expenses and increasing revenues. The perception of the benefits associated with the implementation of CRM systems is an essential step for the adoption and implementation of CRM systems. Therefore, this paper presents the study conducted to investigate the perception of the CRM systems in the private hospitals in the northern part of India as there is a lack of adoption of CRM systems in hospitals. Qualitative research approach that is interview based was adapted in the study. The management of 10 private hospitals in the northern part of India was interviewed. The results reveal that no hospital has adopted CRM system. In addition, there is a substantial lack of understanding of the benefits of CRM systems in hospitals. Some hospitals claim that the implementation of CRM system is not of their priorities and there are much important projects as the implementation of Electronic Medical Records (EMD). However, other hospitals indicate for an existence of future plan for the adoption and implementation of CRM system. Another issue that needs to be taken into consideration by the vendors of CRM systems is the high costs associated with the implementation of CRM systems in hospitals. Indeed, both the vendors of CRM systems and the managers of hospitals hold the responsibility of the lack of CRM systems implementation in hospitals.

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