Capitalizing on Immersive Persistence as an Emergent Design Concept (A Position Paper)

2010 ◽  
pp. 212-224
Author(s):  
Shalin Hai-Jew
Keyword(s):  
Virtual Worlds ◽  
Information Exchange ◽  
Three Dimensional ◽  
Relationship Management ◽  
Customer Relationship ◽  
Digital Information ◽  
3D Objects ◽  
Resource Protection ◽  
Emergent Design

In their evolution, virtual worlds have become more persistent. Their three-dimensional (3D) objects are more easily ported and interoperable between 3D repositories and may eventually be portable between synthetic world systems. If trend-lines continue, these synthetic spaces will become more integrated into the fabric of virtual learning and research, community-building, socializing, and digital information archival. Their continuity-in-time adds fresh capabilities for learning (human actualization, long-term virtual collaborations), digital resource protection (digital artifact preservation, long-term and evolving simulations, virtual ecologies), human relationship management (customer relationship management and branding, digital governance), and information exchange and management (international exchanges, and immersive long-term 3D libraries and knowledge structures). However, this immersive persistence must be balanced against the needs of temporality, transience, and forgetting.

Capitalizing on Immersive Persistence as an Emergent Design Concept (A Position Paper)

2011 ◽  
pp. 1901-1913
Author(s):  
Shalin Hai-Jew
Keyword(s):  
Virtual Worlds ◽  
Information Exchange ◽  
Three Dimensional ◽  
Relationship Management ◽  
Customer Relationship ◽  
Digital Information ◽  
3D Objects ◽  
Resource Protection ◽  
Emergent Design

In their evolution, virtual worlds have become more persistent. Their three-dimensional (3D) objects are more easily ported and interoperable between 3D repositories and may eventually be portable between synthetic world systems. If trend-lines continue, these synthetic spaces will become more integrated into the fabric of virtual learning and research, community-building, socializing, and digital information archival. Their continuity-in-time adds fresh capabilities for learning (human actualization, long-term virtual collaborations), digital resource protection (digital artifact preservation, long-term and evolving simulations, virtual ecologies), human relationship management (customer relationship management and branding, digital governance), and information exchange and management (international exchanges, and immersive long-term 3D libraries and knowledge structures). However, this immersive persistence must be balanced against the needs of temporality, transience, and forgetting.

The Role of Emerging Technologies in Developing and Sustaining Diverse Suppliers in Competitive Markets

2013 ◽  
pp. 95-105
Author(s):  
Alvin J. Williams
Keyword(s):  
Relationship Management ◽  
Customer Relationship ◽  
Direct Impact ◽  
Goods And Services ◽  
Electronic Procurement ◽  
Management Processes ◽  
Business Customers ◽  
Business To Business

As organizations seek to maintain competitiveness in an ever-challenging global economic environment, considerable attention has been focused on rationalizing and realigning supply bases to match market realities. Firms are reducing and restructuring the number and types of suppliers from which they buy goods and services worldwide. This restructuring has a direct impact on minority suppliers. This chapter focuses on how minority suppliers can use technology, with particular focus on electronic procurement systems and related methods, to strengthen performance and attractiveness to potential business-to-business customers. Through the use of e-procurement, electronic auctions, and multiple customer relationship management processes, minority firms can strengthen relationships that lead to long-term success.

Impact of 2.0 on Contemporary Marketing

2014 ◽  
pp. 367-388
Author(s):  
Dora Simões ◽  
Sandra Filipe
Keyword(s):  
Social Media ◽  
Human Resources ◽  
Relationship Management ◽  
Marketing Strategies ◽  
Customer Relationship ◽  
Marketing Plan ◽  
Crm System ◽  
Marketing Activities ◽  
Social Media Tools

Contemporary marketing recognizes the scope and complexities of marketing activities. It is a multidimensional and a dynamic concept, known as holistic marketing, that asks and allows for the support systems in order to permanently connect to the parties, to create value and long-term relationships among all. In this context, this chapter presents a wide review about conceptualization of relationship marketing and its evolution and integration within the broader concept of contemporary marketing. It highlights that the development of a program for implementing and managing a successful Customer Relationship Management (CRM) system is an essential part of a strategic contemporary marketing plan. Additionally, it is imperative to assess it to better demonstrate its success or failure. The metrics to do this are also revisited in this chapter. Still, the emerging capabilities of CRM systems using Internet technologies are putting tremendous challenges on organizations and their human resources. Reference is made to some social media tools that can be a cheap and useful support in marketing strategies.

Impact of 2.0 on Contemporary Marketing

2015 ◽  
pp. 767-788
Author(s):  
Dora Simões ◽  
Sandra Filipe
Keyword(s):  
Social Media ◽  
Human Resources ◽  
Relationship Management ◽  
Marketing Strategies ◽  
Customer Relationship ◽  
Marketing Plan ◽  
Crm System ◽  
Marketing Activities ◽  
Social Media Tools

Contemporary marketing recognizes the scope and complexities of marketing activities. It is a multidimensional and a dynamic concept, known as holistic marketing, that asks and allows for the support systems in order to permanently connect to the parties, to create value and long-term relationships among all. In this context, this chapter presents a wide review about conceptualization of relationship marketing and its evolution and integration within the broader concept of contemporary marketing. It highlights that the development of a program for implementing and managing a successful Customer Relationship Management (CRM) system is an essential part of a strategic contemporary marketing plan. Additionally, it is imperative to assess it to better demonstrate its success or failure. The metrics to do this are also revisited in this chapter. Still, the emerging capabilities of CRM systems using Internet technologies are putting tremendous challenges on organizations and their human resources. Reference is made to some social media tools that can be a cheap and useful support in marketing strategies.

Customer Relationship Management and Data Mining

2016 ◽  
pp. 1362-1401
Author(s):  
Niccolò Gordini ◽  
Valerio Veglio
Keyword(s):  
Data Mining ◽  
Customer Relationship Management ◽  
Customer Value ◽  
Relationship Management ◽  
Global Market ◽  
Customer Relationship ◽  
Digital Revolution ◽  
Marketing Activities ◽  
Potential Customers

In the global market of today, Customer Relationship Management (CRM) plays a fundamental role in market-oriented companies to understand customer behaviors, achieve and maintain a long-term relationship with them, and maximize the customer value. Moreover, the digital revolution has made information easy and fairly inexpensive to capture. Thus, companies have stored a large amount of data about their current and potential customers. However, this data is often raw and meaningless. Within the CRM framework, Data Mining (DM) is a very popular tool for extracting useful information from this data and for predicting customer behaviors in order to make profitable marketing decisions. This research aims to demonstrate the classification decision tree as one of the main computational data mining models able to forecast accurate marketing performance within global organizations. Particular attention is paid to the identification of the best marketing activities to which firms should concentrate their future marketing investments. The criteria is based on the loss functions that confirm the accuracy of this model.

Defining and Understanding ERP Systems

2005 ◽  
pp. 772-778 ◽  
Author(s):  
David Sammon ◽  
Frédéric Adam
Keyword(s):  
Enterprise Resource Planning ◽  
Software Industry ◽  
Relationship Management ◽  
Resource Planning ◽  
Customer Relationship ◽  
Planning Systems ◽  
Chain Management ◽  
Software Market ◽  
Enterprise Resource Planning Systems

The last 15 years have seen the emergence on the software market of a category of software called Enterprise Resource Planning systems or ERP, which has become the focus of both researchers and practitioners in the information systems area. At this time, the ERP software market is one of the fastest growing markets in the software industry with long-term growth rates of 36-40%. Some estimates put the eventual size of the market by the year 2010 at US$1 trillion (Bingi et al., 1999). Since these estimates have been put forward, the ERP market has slowed down, but the overall growth of the enterprise-wide application market is still quite strong, thanks to a number of additional segments, such as Customer Relationship Management (CRM) and Supply Chain Management (SCM). Also, more recently, a new trend is emerging in the market: the re-implementation and extension of ERP, referred to as ERP II (Humphries and Jimenez, 2003).

Enabling the Glass Pipeline

2006 ◽  
pp. 291-309 ◽  
Author(s):  
Umar Ruhi ◽  
Ofir Turel
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Mobile Technology ◽  
Information Exchange ◽  
Relationship Management ◽  
Customer Relationship ◽  
Mobile Technologies ◽  
Chain Management ◽  
Technology Applications

In recent years, the prospect of information exchange independent of time and place has been a compelling driver for organizations worldwide to adopt mobile technology applications in their various business practices. In particular, the application of mobile technology in Supply Chain Management has drawn widespread attention from researchers and practitioners who endorse adaptive and agile supply chain processes. This chapter discusses the applications of mobile technologies in various areas of supply chain management and the potential benefits of those technologies along the dimensions of reduced replenishment time and transactions and billing cycles. Among other discussions, the role of mobile procurement, inventory management, product identification, package tracking, sales force, and field service automation technologies is highlighted. To substantiate the basis for adopting mobile technologies for supplychain management, different market drivers for mobile applications are exemplified and applied to the three macro-level processes of supplier relationship management, internal supply chain management, and customer relationship management; a resulting typology of mobile supply chain management applications is presented.

Applications of Customer Relationship Marketing in the UK Hospitality Industry

2010 ◽  
Vol 1 (4) ◽  
pp. 1-21 ◽  
Author(s):  
Geoff Lancaster ◽  
Diana Luck
Keyword(s):  
Relationship Marketing ◽  
Customer Relationship Management ◽  
Hospitality Industry ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Customer Relationship Marketing ◽  
The Uk

This paper aims to research the hospitality industry to gauge dimensions of Customer Relationship Management (CRM) that resonate with guests and employees. An uncovering of perceptual differences of hotel guests and employees was sought to assess its application within the London hotel industry and to investigate CRM as an emerging concept. The global hotel market contains many brands and partnerships, and CRM is significant, because differentiation becomes easier for those with potential to develop long-term customer relationships. Despite being differentiated by star ratings, most hotels in London offer similar core products and services. In this regard, development of relationships with customers can be considered emphatic to the London hotel industry. Methodologically, triangulation of data and theories was used in this paper to investigate staff and customers. A standardised questionnaire gauged elements regarded as being part CRM with the objective to assess differential CRM perceptions and their relevancy to the hotel industry in contemporary terms. Findings suggest CRM become an integral part of a hotel’s offerings and operations.

Social Customer Relationship Management (SCRM)

2017 ◽  
pp. 45-58 ◽  
Author(s):  
Ameen Al-Azzam ◽  
Rawan T. Khasawneh
Keyword(s):  
Social Media ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Customer Management ◽  
Communication Tool ◽  
Information And Communication ◽  
Future Work

The organizations reach to their objectives by adopting an effective customer management strategy. Today, organizations have become aware that to reach their objectives its must focus on customer relationships, engagement and retention, not only to increase their market share. The development of information and communication technology (ICT) and in particular social networks enables an important communication tool with customer. Improving customer relationship by using social network is called social customer relationship management (SCRM). SCRM focused on establishing new channels with customers for better understanding of customers needs and build a long-term relationship with them. This chapter explores social customer relationship management and its general concepts including social media and customer relationship management. Also, it reviews the context of SCRM that aims to enhance customer relationship and make customers much more engaged. Conclusions and proposed future work are stated at the end.

Mobile Customer Relationship Management

2017 ◽  
pp. 309-321
Author(s):  
Tolga Dursun ◽  
Süleyman Çelik
Keyword(s):  
Customer Satisfaction ◽  
Communication Technology ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Marketing Activities ◽  
Management Concept

Electronic platforms provide many advantages both customers and companies due to development of communication technology. Today almost every people have smartphones and tablets. Thus mobile customer relationship management became an significant concept for generating long-term relationships and increasing customer satisfaction, retention and loyalty. In addition companies use mobile CRM to facilitate salespeople for better performance in marketing activities. M-CRM offers interactive relationships between firms and companies. In this study, we define what is customer relationship management and origins of CRM. After that we stated electronic customer relationship management concept and finally we mentioned about mobile CRM especially benefits and characteristics of it.

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