A Framework for CRM

2015 ◽  
pp. 131-181
Keyword(s):  
Organizational Culture ◽  
Information Management ◽  
Customer Service ◽  
Customer Value ◽  
Customer Acquisition ◽  
Value Proposition ◽  
Implementation Framework ◽  
Big Picture ◽  
Customer Targeting

This chapter aims to develop a framework for CRM in order to understand CRM concepts and ecosystem better. To achieve this aim, this chapter starts with giving definitions of CRM from different perspectives. Reviewing the definitions of CRM reveals the essential pillars of CRM implementation. A well-developed CRM implementation framework can help companies see the big picture and develop successful CRM implementations. This chapter explains the vision and strategy; customer value proposition and customer experience; organizational culture and customer centric processes; and enabling technologies and information management as the fundamental components of a successful CRM initiative. After mentioning the benefits of CRM implementations, this chapter continues with analysing the architecture of the CRM ecosystem. Key functionalities and the role of analytical, operational, and collaborative CRM in managing relationships are also clarified. This chapter ends up with discussing the functionalities of CRM technologies in understanding customers, customer targeting, customer acquisition and retention, and customer service and support.

A Framework for CRM

2017 ◽  
pp. 361-412
Author(s):  
Süphan Nasır
Keyword(s):  
Organizational Culture ◽  
Information Management ◽  
Customer Service ◽  
Customer Value ◽  
Customer Acquisition ◽  
Value Proposition ◽  
Implementation Framework ◽  
Big Picture ◽  
Customer Targeting

This chapter aims to develop a framework for CRM in order to understand CRM concepts and ecosystem better. To achieve this aim, this chapter starts with giving definitions of CRM from different perspectives. Reviewing the definitions of CRM reveals the essential pillars of CRM implementation. A well-developed CRM implementation framework can help companies see the big picture and develop successful CRM implementations. This chapter explains the vision and strategy; customer value proposition and customer experience; organizational culture and customer centric processes; and enabling technologies and information management as the fundamental components of a successful CRM initiative. After mentioning the benefits of CRM implementations, this chapter continues with analysing the architecture of the CRM ecosystem. Key functionalities and the role of analytical, operational, and collaborative CRM in managing relationships are also clarified. This chapter ends up with discussing the functionalities of CRM technologies in understanding customers, customer targeting, customer acquisition and retention, and customer service and support.

scholarly journals A Mediating Role of Customer Value Between Customer Engagement and Loyalty: An Applied Study in Commercial Banks in Egypt

2018 ◽  
Vol 10 (1) ◽  
pp. 136 ◽  
Author(s):  
Eman Abdelhamid Hasnin
Keyword(s):  
Customer Service ◽  
Customer Loyalty ◽  
Commercial Banks ◽  
Customer Value ◽  
Customer Engagement ◽  
Suggested Approach ◽  
Mediating Role ◽  
Statistical Analysis Method ◽  
The Relationship

Purpose: The focus of this paper is providing a suggested approach to the nature of the relationship between the customer engagement and customer loyalty through the mediation role of the customer value.Methodology/approach: Through its selection of commercial banks in Egypt and the use of statistical analysis method SPSS.11. The data was analyzed using the AMOS pathway analysis to identify the nature of the relationships between variables.Findings: An artistic approach to understanding develop a model of the the relationship between customer value and customer loyalty within a mediating role of customer engagement in some commercial banks in Egypt. The research found that CE and CL improve the ability to building more effective customer service.

scholarly journals Analisis Balanced Scorecard Pada Bank X

2018 ◽  
Author(s):  
Andris Setiawan
Keyword(s):  
Error Rate ◽  
Balanced Scorecard ◽  
Customer Value ◽  
Employee Retention ◽  
Employee Training ◽  
Customer Retention ◽  
Customer Acquisition ◽  
Value Proposition ◽  
Employee Absenteeism ◽  
Customer Value Proposition

Penelitian ini merupakan penelitian deskriptif pada Bank X dengan judul “Analisis Balanced Scorecard pada Bank X”. Tujuan penelitian ini adalah untuk menilai kinerja Bank X jika diukur dengan Balanced Scorecard. Sedangkan data yang digunakan untuk penilaian ini adalah data primer dan data sekunder. Data primer adalah data yang diperoleh dari wawancara sedangkan data sekunder adalah data yang berupa laporan keuangan seperti neraca, laporan laba-rugi, dan data lain yaitu data nasabah dan data karyawan. Balanced Scorecard merupakan salah satu metode pengukuran kinerja yang memperhatikan aspek keuangan dan non-keuangan yang terdiri atas empat perspektif, yaitu: perspektif proses pembelajaran dan pertumbuhan, perspektif proses bisnis internal, perspektif pelanggan, dan perspektif keuangan. Adapun teknik analisis yang digunakan untuk mengkaji kinerja perusahaan adalah dengan Balanced Scorecard, untuk perspektif proses pembelajaran dan pertumbuhan menggunakan indikator employee retention, employee training, dan employee absenteeism. Untuk perspektif proses bisnis internal menggunakan indikator MERR (Minimized Error Rate and Re-work). Untuk perspektif pelanggan mengunakan indikator Customer Core Measurement, terdiri dari Customer Retention, Customer Acquisition, Customer Complain, dan Customer Value Proposition. Sedangkan untuk perspektif keuangan menggunakan Rasio CAMEL yang terdiri atas aspek permodalan, aspek kualitas, aktiva produktif, aspek manajemen resiko, aspek rentabilitas dan aspek likuiditas. Berdasarkan analisis yang telah dilakukan menunjukkan bahwa kinerja perusahaan adalah cukup baik. Dari perspektif proses pembelajaran dan pertumbuhan serta proses bisnis internal menunjukkan kinerja yang baik. Untuk perspektif pelanggan, menunjukkan kinerja yang cukup baik. Hal ini terlihat dari Customer Retention dan Customer Acquisition yang cenderung menurun. Sedangkan untuk perspektif keuangan menunjukkan kinerja yang kurang sehat. Hal ini terlihat dari nilai kredit yang dicapai termasuk dalam predikat kurang sehat. Berdasarkan kesimpulan di atas, penulis dapat memberi saran bahwa sebaikanya Bank X dalam mengukur kinerjanya menggunakan Balanced Scorecard, karena perusahaan dapat mengukur kinerja perusahaan berdasarkan aspek keuangan dan non-keuangan, sehingga dapat dilakukan perbaikan secara berkesinambungan dalam mewujudkan visi dan misi perusahaan serta memudahkan pihak manajemen dalam menyusun program jangka pendek dan jangka panjang.

Toward a Theory of IT-Enabled Customer Service Systems

2010 ◽  
pp. 364-383 ◽  
Author(s):  
Tsz-Wai Lui ◽  
Gabriele Piccoli
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Business Processes ◽  
Systems Design ◽  
Past Research ◽  
Service Systems ◽  
Future Research ◽  
Conceptual Foundation ◽  
Customer Services

As the use of customer service as a tool to create customer value and differentiation continues to increase, the set of customer services that surround the product rather than the product alone will increasingly become a source of competitive advantage and one of the most critical core business processes. However, there is a lack of a strong conceptual foundation for a service economy and a lack of theoretical guidance for optimal customer service systems design. In this chapter, the authors review past research around information systems facilitating customer services and identify the technical and social attributes of IT-enabled customer service systems, as well as the functionalities of customer service systems enabled by these attributes. Moreover, given the key role of customers as co-producers of the customer service experience, the authors address the role of customers’ characteristics in IT-enabled customer service systems. Finally, they identify existing research gaps and call for future research in these areas.

Toward a Theory of IT-Enabled Customer Service Systems

2010 ◽  
pp. 1977-1997
Author(s):  
Tsz-Wai Lui ◽  
Gabriele Piccoli
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Business Processes ◽  
Systems Design ◽  
Past Research ◽  
Service Systems ◽  
Future Research ◽  
Conceptual Foundation ◽  
Customer Services

As the use of customer service as a tool to create customer value and differentiation continues to increase, the set of customer services that surround the product rather than the product alone will increasingly become a source of competitive advantage and one of the most critical core business processes. However, there is a lack of a strong conceptual foundation for a service economy and a lack of theoretical guidance for optimal customer service systems design. In this chapter, the authors review past research around information systems facilitating customer services and identify the technical and social attributes of IT-enabled customer service systems, as well as the functionalities of customer service systems enabled by these attributes. Moreover, given the key role of customers as co-producers of the customer service experience, the authors address the role of customers’ characteristics in IT-enabled customer service systems. Finally, they identify existing research gaps and call for future research in these areas.

scholarly journals Does communicating the customer’s resource integrating role improve or diminish value proposition effectiveness?

2017 ◽  
Vol 28 (4) ◽  
pp. 618-639 ◽  
Author(s):  
Sara Leroi-Werelds ◽  
Sandra Streukens ◽  
Yves Van Vaerenbergh ◽  
Christian Grönroos
Keyword(s):  
Resource Availability ◽  
Purchase Intention ◽  
Customer Value ◽  
Empirical Support ◽  
Direct Interaction ◽  
Role Clarity ◽  
Value Proposition ◽  
Content Type ◽  
Value Propositions

Purpose The purpose of this paper is to examine whether explicitly communicating the customer’s resource integrating role in value propositions improves or diminishes value proposition effectiveness. Design/methodology/approach Based on existing research on value propositions, three effectiveness criteria are used: role clarity, expected customer value, and purchase intention. Two experiments manipulating the presence of the customer’s resource integrating role in value propositions test the conceptual model in both an indirect interaction (Study 1, toothpaste, n=207) and a direct interaction context (Study 2, fitness program, n=228). Additionally, Study 2 includes the moderating role of resource availability. Findings Explicitly communicating the customer’s resource integrating role in value propositions increases customers’ role clarity, which in turn influences customer’s attitude toward the service and purchase intention through a service-related (i.e. expected benefits and expected efforts) and an ad-related (i.e. ad credibility and attitude toward the ad) route. However, these results only hold for customers high in resource availability. Originality/value This research provides initial empirical support for the often-stated claim that value propositions should include the (potential) value of the offering as well as the (resource integrating) role of the customer. Taking a broader perspective, this research provides initial empirical support for recent calls to develop marketing communication practices that facilitate value-in-use. This paper’s findings show that adopting service logic in marketing communications seems to improve value propositions’ effectiveness.

APML drives a culture of ownership and innovation

2015 ◽  
Vol 23 (6) ◽  
pp. 9-11
Author(s):  
Rajesh K. Chandwani ◽  
Biju Varkkey
Keyword(s):  
Organizational Culture ◽  
Customer Service ◽  
Family Values ◽  
Content Type ◽  
Hrm Practices ◽  
The Family ◽  
Family Orientation ◽  
Key Dimensions ◽  
Practical Implications

Purpose – Discusses the key dimensions of organizational culture at Agarwal Packers and Movers Ltd (APML), India. Design/methodology/approach – Describes the role of human resource management (HRM) practices in building an organizational culture which enhances performance through innovation and a strong customer-service orientation. Findings – Discusses how field-level employees in APML are connected with the organization through the owners and top management. Through different HRM practices, APML has been successful in instilling a feeling of ownership among the employees and in harnessing their energy for fostering innovation, superior customer service and profitability. Practical implications – Highlights the positive aspects of employee involvement in the context of an Indian family business. Social implications – Illustrates that emphasizing family values in the organizational culture can enable the organization to develop a sense of gratitude and reciprocity. Originality/value – Stresses the importance of both the family orientation and related HRM practices of a large Indian organization.

Turning data into reality

2018 ◽  
Author(s):  
S Leinster-Evans ◽  
J Newell ◽  
S Luck
Keyword(s):  
Virtual Reality ◽  
Mixed Reality ◽  
Training System ◽  
Value Proposition ◽  
Immersive Environments ◽  
Training Environment ◽  
Service Support ◽  
Rich Data ◽  
And Training

This paper looks to expand on the INEC 2016 paper ‘The future role of virtual reality within warship support solutions for the Queen Elizabeth Class aircraft carriers’ presented by Ross Basketter, Craig Birchmore and Abbi Fisher from BAE Systems in May 2016 and the EAAW VII paper ‘Testing the boundaries of virtual reality within ship support’ presented by John Newell from BAE Systems and Simon Luck from BMT DSL in June 2017. BAE Systems and BMT have developed a 3D walkthrough training system that supports the teams working closely with the QEC Aircraft Carriers in Portsmouth and this work was presented at EAAW VII. Since then this work has been extended to demonstrate the art of the possible on Type 26. This latter piece of work is designed to explore the role of 3D immersive environments in the development and fielding of support and training solutions, across the range of support disciplines. The combined team are looking at how this digital thread leads from design of platforms, both surface and subsurface, through build into in-service support and training. This rich data and ways in which it could be used in the whole lifecycle of the ship, from design and development (used for spatial acceptance, HazID, etc) all the way through to operational support and maintenance (in conjunction with big data coming off from the ship coupled with digital tech docs for maintenance procedures) using constantly developing technologies such as 3D, Virtual Reality, Augmented Reality and Mixed Reality, will be proposed.  The drive towards gamification in the training environment to keep younger recruits interested and shortening course lengths will be explored. The paper develops the options and looks to how this technology can be used and where the value proposition lies. 

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