IT Evaluation Practices in Electronic Customer Relationship Management (eCRM)

2011 ◽  
pp. 2285-2290
Author(s):  
Chad Lin
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Business Organizations ◽  
Bottom Line ◽  
Evaluation Practices ◽  
Customer Information ◽  
Widespread Agreement ◽  
Key Issues

Organizations are becoming increasingly aware of the need to scrutinize their bottom-line financial returns of business automation initiatives. To achieve this, organizations have to become more customer-centric. According to Karakostas, Karadaras and Papathanassiou (2005), a 5% increase in customer retention can result in an 18% reduction in operating costs. Therefore, the need to build and maintain customer relationship has become a priority for organizations. However, according to a KPMG survey, only a small percentage of companies were able to obtain even basic customer information despite the fact that 89% of companies consider customer information to be extremely important to the success of their business (McKeen and Smith, 2003). As a result, many organizations are adopting electronic customer relationship management (eCRM) applications in order to gather, organize, understand, anticipate, and respond to the constant evolution of customers’ requirements and demands. Indeed, eCRM is forecasted to become increasingly important as businesses seek to deliver their services and information as well as to provide transactional facilities via online and wireless platforms, in additional to the more traditional means of communication channels (e.g., call centers and customer service) (Tan, Yen and Fang, 2002). The market worldwide for eCRM applications is predicted to grow from US $3.4 billion in 2000 to US $10.5 billion in 2005 (EPS, 2001). Yet, despite the huge investment and widespread agreement that eCRM has direct and indirect impact on customer satisfaction, loyalty, sales, and profit, it has been found that 70% of eCRM solutions that have been implemented by businesses fail (Feinberg, Kadam, Hokama and Kim, 2002). Moreover, studies carried out by Gartner, Forrester, AMR Research, and the Yankee Group claim that most of CRM implementations did not return the expected ROI (Foley, 2002). This is because management tends to be myopic when considering their IT (information technology) decisions, primarily because they are unable to evaluate (specifically the indirect benefits and costs) eCRM applications (Ernst and Young, 1999). To address this issue, this paper sets out to investigate the current evaluation practices by Australian organizations implementing eCRM. The other objective is to identify the key issues faced by managers to justify and measure their eCRM. Hopefully, the finding can help business organizations to better manage their eCRM investment and its contribution to improving their long term profitability.

Adoption of Facebook for Customer Relationship Management for SMEs

2015 ◽  
pp. 60-71
Author(s):  
Babak Abedin
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Ease Of Use ◽  
Customer Relationship ◽  
Negative Comments ◽  
Key Issues ◽  
Brand Promotion ◽  
Facebook Pages ◽  
Market Pressures

This study has explored organizations' motivations to adopt Facebook for customer relationship management purposes. Interviews with twenty small to medium sized Australian organizations in this study showed that market pressures, direct customer service, brand promotion, and testing and experiencing are among key motivations for organizations to begin having presence on the Facebook. Ease of use, ease of receiving customers' feedback, availability of rich tools, and the opportunity to reach a large number of potential and existing customers are found to be amongst the key benefits of such presence. Furthermore, the findings show that dealing with negative comments, finding qualified human resources, ensuring the reliability of Facebook policies, and scalability of Facebook pages are some of the key issues that organizations have experienced with using this website for managing relationship with their customers.

scholarly journals CUSTOMER RELATIONSHIP MANAGEMENT SCALE FOR THE B2C MARKET: A CROSS-CULTURAL COMPARISON

2017 ◽  
Vol 18 (3) ◽  
pp. 42-69 ◽  
Author(s):  
GISELA DEMO ◽  
ELUIZA ALBERTO DE MORAIS WATANABE ◽  
DANIELLE CHRISTINE VASCONCELOS CHAUVET ◽  
KÉSIA ROZZETT
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
External Validity ◽  
Cultural Context ◽  
Relationship Management ◽  
The United States ◽  
Customer Relationship ◽  
Measurement Instruments ◽  
Cross Sectional Survey ◽  
Cross Sectional

ABSTRACT Purpose: The objectives of this study were to validate the Customer Relationship Management Scale (CRMS) in France, and to compare the French model to both Brazilian and American ones. Originality/gap/relevance/implications: Based on the premise that scientific measurement instruments may be used to reflect customers' perception about the organization actions and effectiveness, it is important to validate a scale within a multidimensional cultural context. Therefore, the applicability of the instrument shall be possible in different contexts, longitudinally, with diverse subjects, thus providing external validity and generalization. Key methodological aspects: This is a descriptive, instrumental, quantitative, cross-sectional survey where we used the Customer Relationship Management Scale (CRMS). The sampling method was non-probabilistic convenience and the total of answered questionnaires added up to 454. We carried out a quantitative research through Exploratory and Confirmatory Factor Analysis. Summary of key results: The results obtained in the analyses allow us to conclude that the relation between clients and companies is really two-dimensional and it involves two distinct factors, namely Loyalty and Customer Service. The scale validated in Brazil and in the United States remained stable, in terms of validity (quality of items) and reliability, when validated in a distinct context, that is, France. This makes its application in French organizations possible, improving its external validity and generalization. Key considerations/conclusions: The main objective of this study was reached and an instrument to assess what aspects French customers rank as relevant regarding CRM was produced showing theoretical consistency, reliability and construct validity as well.

scholarly journals The influence of bank employees on bank customer relationship management

2007 ◽  
Vol 7 (1) ◽  
Author(s):  
C. Rootman ◽  
M. Tait ◽  
J Bosch
Keyword(s):  
South Africa ◽  
South African ◽  
Customer Service ◽  
Customer Relationship Management ◽  
Service Providers ◽  
Relationship Management ◽  
Primary Objective ◽  
Customer Relationship ◽  
Positive Attitudes ◽  
Bank Employees

Purpose: Despite extensive research in services marketing, much is still unknown to specific service providers on the influence of their employees on their services. This paper attempts to address this limitation and investigates the influence of employees on the customer relationship management (CRM) of banks. The primary objective of this paper is to investigate the influence of selected independent variables, namely attitude and knowledgeability, on the CRM of banks.Design/Methodology/Approach: An empirical investigation was conducted with a structured questionnaire with items that related to banks' CRM in terms of attitude and knowledgeability. The sample consisted of 290 banking clients in the Nelson Mandela Metropolitan area and the response rate was 91.03%. Findings: Significant positive relationships exist between both the knowledgeability, and attitude of bank employees and a bank's CRM. These relationships imply that more extensive knowledgeability and more positive attitudes of bank employees lead to improved, maintained relationships between a bank and its clients. Employees play an important role in banks’ client relationships. Implications: Banks should focus on increasing their employees' knowledgeability and improving their attitude to ensure higher levels of CRM. This paper provides strategies for banks and could create greater awareness among South African banks of the advantages of CRM, how their employees influence their CRM, and ways to adapt to these influences. Originality/Value: No study has focused exclusively on CRM within banks in South Africa. Prior research focused on customer service and service quality; both possible results of superior CRM. However, this research differs, as it identifies the variables influencing CRM in banks in South Africa. It is proposed that this paper will be beneficial for South African banks, as the recommendations may be used to ensure higher levels of CRM in banks.

Key Issues in the Implementation of Electronic Customer Relationship Management in the Australian Hospitality and Tourism Sector

2012 ◽  
pp. 27-51
Author(s):  
Chad Lin
Keyword(s):  
Risk Factors ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Study Approach ◽  
Tourism Sector ◽  
Key Issues ◽  
Hospitality And Tourism ◽  
The Impact

The hospitality and tourism sector is one of fastest growing sectors in Australia and in the world. In order to become more efficient and effective in delivering products and services to customers via the use of ICT, hospitality and tourism organizations have to rethink the ways in which they build relationships with their customers by initiating electronic customer relationship management (eCRM) projects. Inappropriate eCRM decision-making and implementation can result in multi-million dollar losses, which can translate into a loss of competitiveness. Therefore, the case study approach was conducted to: (1) identify potential ICT costs and risk factors involved in eCRM initiatives in general; and (2) identify and examine key issues in the implementation of eCRM in the Australian hospitality and tourism sector. The contribution of this book chapter is two-fold. First, it offers hospitality and tourism executives with a more realistic insight about the impact of their eCRM investments on their business. Second, potential key issues, costs and risk factors associated with eCRM implementation are presented to assist these organizations in dealing with these challenges.

Investigating the Impact of Customer Relationship Management Practices of E-Commerce on Online Customer's Web Site Satisfaction

2011 ◽  
pp. 1742-1759
Author(s):  
Su-Fang Lee ◽  
Wen-Jang ("Kenny") Jih ◽  
Shyh-Rong Fang
Keyword(s):  
Customer Relationship Management ◽  
User Satisfaction ◽  
Web Site ◽  
Management Practices ◽  
Customer Orientation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Primary Data ◽  
Customer Information ◽  
The Web

This study addresses the effect of customer relationship management (CRM) practices on online customers’ satisfaction with their experience in interacting with the company Web sites. Recognizing the importance of maintaining a healthy relationship with customers, companies are actively seeking ways to enhance the customer value of their offerings through relationship marketing. Since effective managing of customer relationships essentially involves managing customer information flow, Internet technologies have become an important element of a firm’s CRM program. The company Web site is functioning as the focal point of contact for interacting with existing and prospective customers. An important concern is how the company Web site affects customers’ overall perception of the Web site. Using the concepts of Internet-mediated market orientation in marketing and user satisfaction in information systems, this study formulated and validated a theoretical model to analyze causal relationships between CRM practices, customers’ perception of a Web site’s online customer orientation and online customer Web site satisfaction. Based on the structural equation modeling analysis of the primary data collected in Taiwan, the study found that CRM practices positively impact online customers’ Web site satisfaction through their perception of the Web site’s customer orientation.

Investigating the Impact of Customer Relationship Management Practices of E-Commerce on Online Customer's Web Site Satisfaction

2011 ◽  
pp. 1778-1794
Author(s):  
Su-Fang Lee ◽  
Wen-Jang (Kenny) Jih ◽  
Shyh-Rong Fang
Keyword(s):  
Customer Relationship Management ◽  
User Satisfaction ◽  
Web Site ◽  
Management Practices ◽  
Customer Orientation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Primary Data ◽  
Customer Information ◽  
The Web

This study addresses the effect of customer relationship management (CRM) practices on online customers’ satisfaction with their experience in interacting with the company Web sites. Recognizing the importance of maintaining a healthy relationship with customers, companies are actively seeking ways to enhance the customer value of their offerings through relationship marketing. Since effective managing of customer relationships essentially involves managing customer information flow, Internet technologies have become an important element of a firm’s CRM program. The company Web site is functioning as the focal point of contact for interacting with existing and prospective customers. An important concern is how the company Web site affects customers’ overall perception of the Web site. Using the concepts of Internet-mediated market orientation in marketing and user satisfaction in information systems, this study formulated and validated a theoretical model to analyze causal relationships between CRM practices, customers’ perception of a Web site’s online customer orientation and online customer Web site satisfaction. Based on the structural equation modeling analysis of the primary data collected in Taiwan, the study found that CRM practices positively impact online customers’ Web site satisfaction through their perception of the Web site’s customer orientation.

Infosys Technologies Limited

2011 ◽  
pp. 1-15
Author(s):  
Debabroto Chatterjee ◽  
Rick Watson
Keyword(s):  
Information Management ◽  
Delivery System ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
It Services ◽  
Customer Information ◽  
Crm System ◽  
Front End

Infosys Technologies Ltd., one of the world’s most profitable IT services company, implemented a customer relationship management (CRM) system called CIMBA – Customer Information Management By All. This customer-focused system was conceived and designed to improve communication and collaboration between the company and its customers. By seamlessly integrating the front-end sales system with the back-end delivery system, CIMBA was expected to further enhance the company’s IT solutions delivery capability. This case provides insights into the factors that triggered the need for developing such an integrated CRM solution and how the company went about developing and launching this system. It also brings to light the various challenges associated with the implementation of this IS solution.

Theoretical Framework for CRM Outsourcing

2005 ◽  
pp. 2841-2845
Author(s):  
Babita Gupta ◽  
Lakshmi Iyer
Keyword(s):  
Customer Service ◽  
Customer Relationship Management ◽  
Call Centers ◽  
Relationship Management ◽  
Theoretical Framework ◽  
Customer Relationship ◽  
Retail Stores ◽  
Web Based ◽  
Business Requirements ◽  
E Mail

Customer service is emerging as a key differentiator among competitors as the explosive growth of e-commerce is changing the nature of competition among companies. This has changed the customer-related business requirements for all types of companies. With firms increasing their online operations, customers now have the ability to contact organizations through a variety of interactive and noninteractive means (such as e-mail, fax, call centers, FAQs, online chats, newsletters, snail mail, retail stores, and Web-based forums). This has led companies to consider customer relationship management (CRM) as an important part of their competitive strategy. As the focus is shifting to retention rather than acquisition of customers, companies are looking for ways to identify and engage their most profitable customers.

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