The Adoption of a CRM Strategy Based on the Six-Dimensional Model

If the definition of CRM is not consensual, the model for incorporating or analyzing the concept within an organization is also not. In this chapter, considering the ‘Six-Dimensional Model CRM Strategy', which integrates 65 critical success factors, the authors analyze how these manifest themselves in an organization. Thus, the case studied is presented and described following the six dimensions (CRM strategy formulation, relational marketing philosophy, best practices, organizational and human resources, CRM processes, CRM technology) and also synthesizes in a table how the company analyzed reacted to critical success factors.

An overview of Customer Relationship Management Software in Business Organizations

<p>The aim of the article is to present details of the research on focus on the customer in relation to the utilization of the customer relationship management computerized system in business organization. Customer relationship management (CRM) plays a central role in the growth and success of corporations in an environment of fast technological development and the extensive competition currently in evidence. CRM empowers corporations with better customer awareness and helps to construct sustainable relationships with customers. People, technology, and processes are the three basic components of CRM. In order to ensure the successful implementation and adoption of the CRM<br />initiative, this paper presents a detailed review of the literature relating to CRM processes and its computerized system. Various types and levels of the CRM process as well as an understanding of the different perspectives of CRM are presented in this review. The paper suggests that it is important for an organization to understand the four major perspectives of CRM processes i.e. customer facing level processes, customer oriented processes, cross functional CRM processes and CRM macro-level processes. A survey is also conducted in this paper and a chi square test is performed to test the hypothesis relating<br />to the efficiency of customer relationship management and the client relationship it offers. Results show that the hypothesis is statistically significant.</p>

The Six Dimensions of Adoption of a CRM Strategy

This chapter covers aspects to be taken into account in the adoption of customer relationship management (CRM) in terms of a strategic perspective. It is based on an analysis of 32 models developed between 1999 and 2015. This analysis allowed the authors to detect elements internal to the organization that are arranged in six dimensions: CRM strategy formulation, relational marketing philosophy, the application of best practices, organizational and human resources, CRM processes, and CRM technology. It also presents a definition of CRM that encompasses these dimensions and takes into account the three functional areas of operation of CRM: marketing, sales, and service. Bearing in mind the definition and a perspective of connection dimensions developed along the characterization of each of the dimensions, the authors presented the conceptual model for the adoption of CRM.

Integration between Cloud Computing Benefits and Customer Relationship Management (CRM) Processes to Improve Organization's Performance

Due to the rapid growth in the electronic business, information technology has become very necessary for building up efficiency and effective transactions among organizations. Consequently, Cloud Computing (CC) becomes a very important area to achieve the organization's performance. The process of integration between Cloud Computing (CC) and the Customer Relationship Management (CRM) is a new research area. Therefore, scientific research and literature review related to Cloud Computing and CRM processes are limited. Yet, the impact of Cloud Computing on CRM processes remains under exploration and investigation. To this effect, this paper takes on a holistic approach that examines the combined effects of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) on organization's performance. It also presents a conceptual framework for Cloud Computing and CRM processes, based on the analysis of various models presented in Cloud Computing and CRM processes. The main emphasis is focused on the concept of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) by examining some reasons that make the organization interested in using this modern technology from one hand and how Cloud Computing can encourage organizations to implement CRM to improve their performance on the other. Therefore, this paper contributes to develop three models: Cloud Computing Benefits, CRM process, and integration between the Cloud Computing and CRM process to improve organization performance model. Also, it describes more valid factors to identify how an organization deals with its performance in the future by providing an advice for the Information Technology (IT) industry as how an analytical integration between Cloud Computing Benefits and CRM process improves organization's performance – something that should be taken into account in developing countries to attain a competitive advantage. This study is divided in three sections: Literature Review, Research Model, and Conclusion.

Pareto-principle application in non-IT supported CRM processes

Purpose – This research covers a rather unexplored area of customer relationship management (CRM) by questioning the mechanism between on the one hand the Pareto-principle and on the other hand traditional non-IT supported operational CRM processes. Thus, the paper aims to explore whether a minority of processes and process-aspects deserves credit for achieving a majority of CRM goals. Design/methodology/approach – A qualitative approach is the most appropriate due to the assumption that access to the reality of a situation is only possible through social construction. A qualitative approach seeks to answer questions posed by studying different social settings. As noted by Berg, qualitative techniques make it possible for researchers to participate in understanding and perceiving others, as well as permitting them to discover how people structure their daily lives to make them more meaningful. Findings – The questioned mechanism of on the one hand traditional non-IT supported operational CRM process-aspects and on the other hand the Pareto-principle is confirmed by the majority of interviewees who answered affirmatively to small things making big differences in customer contact. Research limitations/implications – Regarding the limitations of this study, the results are hard to generalise as the research context depends on a single case study. However, the high levels of detail that allows for greater insight into manufacturing SMEs in HGV-Trailer that want to adopt non-IT support operational CRM where there is lack of financial resources justify the choice of this case study. Practical implications – This study is important for management to focus and develop social on top of technical competencies. This was clear from the importance of social intercourse as the glue that links all the non-IT supported operational processes from break down to invoices. It helps in removing the uncertainty from the view point of customers and highlights the importance of the care that companies need to give to the human side of the process more than objectifying things. Moreover, the finding provides an important implication for practitioners involved spare-parts purchasing process and the warranty claiming process should continuously assess whether they operate in support of a breakdown or not and subsequently use this insight to prioritize their tasks. Originality/value – This research tried to answer how the Pareto-principle applies to traditional non-IT supported operational CRM process-aspects by concluding that the first social intercourse, as well as problem ownership, belongs – from a customers' viewpoint – to the “vital few” leading to “trivial many” results of rational and emotional nature. This is especially true in the breakdown process, and processes that operate in support of breakdowns.

Integration between Cloud Computing Benefits and Customer Relationship Management (CRM) Processes to Improve Organization's Performance

Due to the rapid growth in the electronic business, information technology has become necessary for building efficiency and effective transactions among organizations. Consequently, Cloud Computing (CC) becomes a very important area to achieve the organization's performance. The process of integration between Cloud Computing (CC) and the Customer Relationship Management (CRM) is a new research area. Therefore, scientific research and literature review related to Cloud Computing and CRM processes are limited. This paper takes a holistic approach that examines the combined effects of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) on organization's performance. It also presents a conceptual framework for Cloud Computing and CRM processes, based on the analysis of various models presented in Cloud Computing and CRM processes. The main emphasis is focused on the concept of Cloud Computing Benefits and CRM processes by examining some reasons that make the organization interested in using this modern technology from one hand and how Cloud Computing can encourage organizations to implement CRM to improve their performance on the other. This paper contributes to develop three models: Cloud Computing Benefits, CRM process, and integration between the Cloud Computing and CRM process to improve organization performance model. Also, it describes more valid factors to identify how an organization deals with its performance in the future by providing an advice for the Information Technology (IT) industry as how an analytical integration between Cloud Computing Benefits and CRM process improves organization's performance – something that should be taken into account in developing countries to attain a competitive advantage. This study is divided in three sections: Literature Review, Research Model, and Conclusion.