A Success Framework to Investigate Critical Factors Associated with Implementation of Customer Relationship Management

2011 ◽  
Vol 2 (2) ◽  
pp. 43-62 ◽  
Author(s):  
Abbas Keramati ◽  
Mohamad Sadegh Sangari
Keyword(s):  
Customer Relationship Management ◽  
Success Factors ◽  
Assessment Tool ◽  
Relationship Management ◽  
Analytic Network Process ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Valuable Insight ◽  
Management Support ◽  
Critical Factors

This paper suggests a novel success framework for customer relationship management (CRM) based on a conceptual implementation model to identify associated critical factors and their contribution to overall success/failure. Fuzzy analytic network process (FANP) is applied to identify the relative importance of each factor in successful implementation of each stage and the CRM initiative as a unified process. The results illustrate that CRM goals, change management, customer knowledge management, and top management support are the most critical factors for successful implementation of CRM projects within Iranian business contexts. The proposed success framework provides valuable insight into the CRM implementation process and its critical success factors (CSFs). It can be applied as a practical assessment tool that provides a pre-evaluation of the overall success of the CRM implementation project and identifies areas of weakness that negatively affect successful implementation of each stage of CRM initiative.

A Success Framework to Investigate Critical Factors Associated with Implementation of Customer Relationship Management

2013 ◽  
pp. 133-152
Author(s):  
Abbas Keramati ◽  
Mohamad Sadegh Sangari
Keyword(s):  
Customer Relationship Management ◽  
Success Factors ◽  
Assessment Tool ◽  
Relationship Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Valuable Insight ◽  
Critical Factors ◽  
Critical Success ◽  
Network Process

This paper suggests a novel success framework for customer relationship management (CRM) based on a conceptual implementation model to identify associated critical factors and their contribution to overall success/failure. Fuzzy analytic network process (FANP) is applied to identify the relative importance of each factor in successful implementation of each stage and the CRM initiative as a unified process. The results illustrate that CRM goals, change management, customer knowledge management, and top management support are the most critical factors for successful implementation of CRM projects within Iranian business contexts. The proposed success framework provides valuable insight into the CRM implementation process and its critical success factors (CSFs). It can be applied as a practical assessment tool that provides a pre-evaluation of the overall success of the CRM implementation project and identifies areas of weakness that negatively affect successful implementation of each stage of CRM initiative.

scholarly journals Marketing technologies of customer relationship management: digital ecosystems

2022 ◽  
pp. 31-38
Author(s):  
G. V. Butkovskayakaya ◽  
E. V. Sumarokova
Keyword(s):  
Customer Relationship Management ◽  
Success Factors ◽  
Relationship Management ◽  
Customer Relationship ◽  
Digital Environment ◽  
Research Issues ◽  
Digital Ecosystems ◽  
Customer Expectations ◽  
Key Success Factors ◽  
Research Findings

Digital technologies are changing customer expectations and reshaping the boundaries of industry markets forming ecosystems. At the same time, ecosystems are built on customer needs and go beyond a simple partnership between players from different industries to bring together digitally available services or products, providing an end-to-end experience for consumers. The article summarises research findings in the field of digital marketing and digital ecosystems. Theoretical and research issues of changes in marketing techniques for customer relationship management in the digital environment have been reviewed. The experience of the world’s leading ecosystems has been systematised, the main archetypes of digital ecosystems and key success factors have been highlighted. 

Implementing Customer Relationship Management (CRM) in hotel industry from organizational culture perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 89-112 ◽  
Author(s):  
Roya Rahimi ◽  
Ebru Gunlu
Keyword(s):  
Organizational Culture ◽  
Multiple Regression ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Content Type ◽  
Qualitative Approaches ◽  
The Impact

Purpose The purpose of this research is to empirically investigate the impact of organizational culture on implementing customer relationship management (CRM) in the hotel industry. Design/methodology/approach The research is conducted with a quantitative approach and a questionnaire adapted from Denison Organizational Culture Survey, and the Mendoza CRM model is the research instrument. The questionnaire was administered among 346 managers of a chain hotel in the UK. Gathered data were subjected to correlation and multiple regression analyses. Findings The correlation analysis demonstrates that organizational culture factors of adaptability, consistency, staff involvement and mission have a positive significant impact on CRM implementations. The multiple regression analysis further showed that though CRM implementation is highly correlated with these four factors, its successful implementation is not dependent on all of them. Research limitations/implications The research is conducted in the frame of a case study where a UK chain hotel is selected; therefore, the findings cannot be generalized to a larger population. This research is conducted in the context of hotel industry and the result might be different for other industries. Due to the limitation in access to all employees, only managers were selected as the sample of the study and future studies with all staff may show different results. Practical implications Organizational culture readiness is one of the most important requirements in CRM implementation initiatives. The results of this study will benefit hotel managers in measuring their organizational culture and improve it toward better CRM outcomes. Originality/value Previous studies on organizational culture and CRM with qualitative approaches have tried to highlight the role of organizational culture on CRM implementation or some have attempted to identify the organizational culture factors with potential impact on CRM implementations. However, very few of these studies have empirically investigated the impacts of organizational culture on CRM implementation, and this is the first study that empirically investigates this impact in the context of the hotel industry.

Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector

2015 ◽  
Vol 6 (3) ◽  
pp. 271-287 ◽  
Author(s):  
Nedra Bahri-Ammari ◽  
Khaldoon Nusair
Keyword(s):  
Organizational Culture ◽  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
Managerial System

Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

Electronic Customer Relationship Management in Tourism

2020 ◽  
pp. 273-294
Author(s):  
Cenk Murat Koçoğlu ◽  
Merve Yıldırım Kalem
Keyword(s):  
Information System ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Success Factors ◽  
Relationship Management ◽  
Customer Relationship ◽  
Competitive Environment

Tourism companies, like other companies producing goods and/or services, practice different strategies to achieve competitive advantage and satisfy the needs and wants of customers/guests. The most important recent strategy is electronic customer relationship management (e-CRM). In today's competitive environment, a successfully implemented e-CRM enhances a customer centric culture that is key to tourism growth and competitive advantage. For tourism companies, e-CRM succeeds only if it is totally integrated strategically and operationally in the business and in the information system of the company. This chapter focuses on e-CRM concept, its importance in tourism, dimensions of e-CRM, major challenges of e-CRM and its opportunities for companies, its implementation in tourism, e-CRM Technologies used in tourism, e-CRM success factors, and the reasons of e-CRM failures.

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