Leveraging Customer Data Integration for Effective E-CRM Analytics

2011 ◽  
pp. 703-708
Author(s):  
Thomas P. Van Dyke ◽  
Hamid R. Nemati ◽  
Christopher D. Barko
Keyword(s):  
Enterprise Resource Planning ◽  
Customer Loyalty ◽  
Resource Planning ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Success Factor ◽  
Holistic View ◽  
Customer Data ◽  
Customer Information ◽  
Critical Success

A holistic view of the customer is a desirable resource in many organizations today. The findings from a recent DMG Consulting study confirm this reality—possessing integrated customer information is a critical success factor in 11 of the 12 business challenges facing organizations (Kharbanda & Dasgupta, 2001). To achieve a single customer view in today’s marketplace often characterized by increasing global competition, shrinking product lifecycles, and decreasing customer loyalty, companies are considering customer analytical technologies to uncover previously unknown and valuable insights. These insights strengthen customer relationships through greater responsiveness and customization, thereby boosting customer loyalty. Many organizations now believe one of the fundamental instruments for creating competitive advantage is deploying information technology that supports and fosters one-to-one relationships with customers (Shoemaker, 2001). This type of customized service can be achieved through customer relationship management (CRM) and electronic CRM (e-CRM) technologies, which enable organizations to maximize their customer relationships and increase profits by leveraging people, processes, and technology for more effective acquisition, retention, and cross-selling/up-selling opportunities. However, a holistic and integrated customer view remains elusive within most companies. Many businesses still struggle with a basic understanding of who their customers are, what they want, and what they contribute to or cost the company. This is due to the myriad of systems typically found in organizations that contain some form of customer data—CRM and database marketing, legacy and ERP (enterprise resource planning), customer service, order management, financial, call center, and sales force automation systems. In addition, integration complexity grows as organizations add external sources such as customer survey, demographic, credit, and lifestyle data. Integrating relevant data to enable a holistic view of the customer requires overcoming many obstacles, which typically encompass duplicate data, incompatible and conflicting definitions, and ownership/political battles.

Requirements Elicitation for Personalized ERP Systems

2010 ◽  
pp. 46-56
Keyword(s):  
Focus Group ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Resource Planning ◽  
Success Factor ◽  
Erp Systems ◽  
User Input ◽  
Erp System ◽  
Critical Success ◽  
The Individual

For small and medium-sized companies the fit between their business processes and their Enterprise Resource Planning (ERP) system is a critical success factor. The functions and features for essential tasks must be geared to the demands and skills of the individual users. This paper reports on the usefulness of several methods for eliciting user input which served as a basis for requirements for a personalized ERP system. It describes the yield of heuristic evaluations, both by experts and by developers, and a focus group with six users representing the main user types. The focus group consisted of an identification of the most important functions, task demonstrations, and a mini design workshop. As a demonstration of the results of the various user-focused methods, some noteworthy findings on the personalization of ERP systems are presented.

Reengineering for Enterprise Resource Planning (ERP) Systems Implementation

2012 ◽  
pp. 791-806
Author(s):  
C. Annamalai ◽  
T. Ramayah
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Joint Venture ◽  
Manufacturing Sector ◽  
Resource Planning ◽  
Success Factor ◽  
Management Support ◽  
Erp Implementation ◽  
Erp System ◽  
Critical Success

Reengineering is a concept that is applicable to all industries, particularly information and communication technology (ICT) projects regardless of organizational type, size, culture, or location. The enterprise resource planning (ERP) system frequently requires organizations to change their existing business processes to harmonize them its functional activities. 72% of the ERP implementation failures reported worldwide (Eric, 2010) because of the various critical success factors (CSFs). A Critical Success Factor (CSF) is defined as a factor needed to implement ERP system successfully. Assessing the importance of CSFs of Enterprise Resource Planning systems has always remained an important concern for academicians and researchers. This study explores and assesses the CSFs affecting the ERP implementation success. Long term Top management Support (LTS), Perceived ERP benefits (PEB), ERP in-house Training (EIT), Project Tracking (PTG), Visible Project Phases (VPP), Project Phase Update (PPU), Interdepartmental Cooperation (IDP), Strategic IT planning (STP), ERP vendor Support (EVS), and Data Analysis and Conversion (DAC) were found dominant critical factors for the success of the ERP implementation in the manufacturing sector. This study investigates how many CSFs are strongly correlated with each other for the success of ERP projects in the manufacturing sector. Furthermore, this study also tests empirically using the Statistical Package for Social Science Analysis of Moment on Structures (SPSS AMOS 18.0) to justify the level of CSFs among the local and joint-venture companies using a t-test analysis.

Contemporary Issues in Enterprise Information Systems

2017 ◽  
pp. 120-136 ◽  
Author(s):  
Ebru E. Saygili ◽  
Arikan Tarik Saygili
Keyword(s):  
Information Systems ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Customer Relationship ◽  
Enterprise Information ◽  
Chain Management ◽  
Enterprise Information Systems ◽  
Critical Success ◽  
Business Functions

The widespread usage of enterprise information systems (EIS) by various companies operating in different countries has led to digitalization of inter and intra-organizational business functions like customer relationship management (CRM) and supply chain management (SCM). This study considers current issues in EIS implementations in the context of enterprise resource planning (ERP) systems in different countries, industries and companies. Due to the increasing demands and varying needs of different parties, ERP implementations are getting more complex, which means considering a greater number and variety of critical success factors (CSFs). This study therefore reviews the current literature related to CSFs and their classifications before introducing a new conceptual model of 40 CSFs for successful EIS implementations.

Reengineering for Enterprise Resource Planning (ERP) Systems Implementation

2012 ◽  
pp. 185-200
Author(s):  
C. Annamalai ◽  
T. Ramayah
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Joint Venture ◽  
Manufacturing Sector ◽  
Resource Planning ◽  
Success Factor ◽  
Management Support ◽  
Erp Implementation ◽  
Erp System ◽  
Critical Success

Reengineering is a concept that is applicable to all industries, particularly information and communication technology (ICT) projects regardless of organizational type, size, culture, or location. The enterprise resource planning (ERP) system frequently requires organizations to change their existing business processes to harmonize them its functional activities. 72% of the ERP implementation failures reported worldwide (Eric, 2010) because of the various critical success factors (CSFs). A Critical Success Factor (CSF) is defined as a factor needed to implement ERP system successfully. Assessing the importance of CSFs of Enterprise Resource Planning systems has always remained an important concern for academicians and researchers. This study explores and assesses the CSFs affecting the ERP implementation success. Long term Top management Support (LTS), Perceived ERP benefits (PEB), ERP in-house Training (EIT), Project Tracking (PTG), Visible Project Phases (VPP), Project Phase Update (PPU), Interdepartmental Cooperation (IDP), Strategic IT planning (STP), ERP vendor Support (EVS), and Data Analysis and Conversion (DAC) were found dominant critical factors for the success of the ERP implementation in the manufacturing sector. This study investigates how many CSFs are strongly correlated with each other for the success of ERP projects in the manufacturing sector. Furthermore, this study also tests empirically using the Statistical Package for Social Science Analysis of Moment on Structures (SPSS AMOS 18.0) to justify the level of CSFs among the local and joint-venture companies using a t-test analysis.

scholarly journals Data-Supported CRM as a Lever for DMO Success: A Social Exchange Relationship Approach

2022 ◽  
pp. 319-330
Author(s):  
Birgit Bosio ◽  
Melanie Scheiber
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Success Factors ◽  
Personal Data ◽  
Point Of View ◽  
Customer Relationship ◽  
Exchange Relationship ◽  
Customer Data ◽  
Customer Information ◽  
Critical Success

AbstractCustomer relationship management (CRM) is proving to be one of the most promising business strategies. However, in the field of destination marketing literature, a problem exists as to how data-supported CRM can be established. While customer data management has already been well exploited in other industries, DMOs lack customer proximity and data sovereignty. The aim of this paper is to fill this research gap and show how a data-based CRM can be deployed by DMOs based on the principles of social exchange theory. In 13 expert interviews, these aspects were examined from the DMO’s point of view. The results show that the exchange relationship must be established taking into account the DMO’s extraordinary conditions and critical success factors. In order to stimulate guests’ desire for dialogue or the willingness to disclose personal data, DMOs should offer high-quality customer benefits. A combination of hedonic and utilitarian benefits are found to be the most effective stimuli. In return, only the most necessary customer information should be requested and subsequently built passively. Only if the cost and benefit ratio of the exchange relationship is positive for both parties, a database for the CRM can be built in order to foster long-lasting relationships with potential and returning guests.

A Review of Trust and Security Concerns in Cloud Computing Adoption Intention in the Higher Education Sector

2021 ◽  
pp. 1-12
Author(s):  
Inderbir Kaur Sandhu ◽  
Manisha Malhotra ◽  
Praneet Rangi Randhawa
Keyword(s):  
Cloud Computing ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Point Of View ◽  
Education Sector ◽  
Customer Relationship ◽  
Customer Data ◽  
Resource Pooling ◽  
Cloud Computing Adoption ◽  
Secure Network

One of the dynamic and emerging technologies is cloud computing, which provides a supporting spectrum for applications, especially in the education sector. The increasing use of this versatile technology is due to its low cost, resource pooling, and rapid elasticity features. These amazing features act as an innovative driver of success for the organization. The deployment of cloud is done in various applications of enterprise resource planning (ERP), customer relationship management (CRM) applications, supply chain management applications (SCM), medical applications, education sector, and mobile applications. But the two major challenge for the successful deployment of the cloud is the trust of the customer and the secure network of the cloud for the integrity of the customer data. This chapter tries to explore the various concepts of cloud computing technology from technical and service point-of-view. Various opportunities using cloud computing are underlined. Along with that, the emphasis is on the major two challenges of cloud computing in terms of trust and security

Concepts Underlying an Academic ERP Curriculum

2010 ◽  
Vol 1 (3) ◽  
pp. 1-9
Author(s):  
Ben Martz ◽  
Vijay Raghavan ◽  
Xiaoni Zhang ◽  
Gail Corbitt
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Process Reengineering ◽  
Success Factor ◽  
Business World ◽  
Critical Success ◽  
Starting Point ◽  
Management Commitment ◽  
Business Curricula

The introduction of Enterprise Resource Planning (ERP) systems in the “real world” has been studied in information system literature. Critical success factors like management commitment and process reengineering have been identified with the eventual success of the ERP’s implementation. As the implementation and use of ERPs has grown in the business world, so has the desire to include ERPs and the concepts surrounding them into business curricula. This paper takes a key critical success factor and decomposes it into a set of underlying concepts necessary to create a workable ERP curriculum. Ideas for including the concepts into a program are included. The factors and concepts operate as a starting point for those looking to start an ERP program.

scholarly journals TECHNOLOGICAL CRITICAL SUCCESS FACTOR IN ERP IMPLEMENTATION PROJECTS IN PUBLIC AND PRIVATE SECTOR IN SAUDI ARABIA

2018 ◽  
Vol 6 (7) ◽  
pp. 306-316
Author(s):  
Mohamed Bekhet ◽  
Saudah Sofian
Keyword(s):  
Saudi Arabia ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Resource Planning ◽  
Success Factor ◽  
Critical Success Factor ◽  
Implementation Success ◽  
Erp Implementation ◽  
Public And Private ◽  
Critical Success

An Enterprise Resource Planning (ERP) system implementation is a complex information technology project that integrates organization-wide operations. Prior surveys have reported perceptions about factors which are critical to ERP implementation success. There are only a few prior researches that have empirically tested the ERP implementation success factors in Saudi Arabia in both public and private organizations. This paper reports the result of literature review on critical success factor (CSF) for ERP implementations. It has been found that project champions can to be added to Technological dimension of the Technological, Organizational and Environmental (TOE) theory.

Sign in / Sign up

Export Citation Format

Share Document