Customer Relationship Management: From Strategy To Implementation. Adrian Payne, Pennie Frow, Cranfield School of Management, UK.

Size: px
Start display at page:

Download "Customer Relationship Management: From Strategy To Implementation. Adrian Payne, Pennie Frow, Cranfield School of Management, UK."

Transcription

1 Customer Relationship Management: From Strategy To Implementation Adrian Payne, Pennie Frow, Cranfield School of Management, UK Abstract This paper examines Customer Relationship Management, or CRM, from the perspective of both strategy formulation and implementation. We commence by briefly reviewing the origins and role of CRM and highlighting the importance of adopting a cross-functional approach to CRM strategy formulation. We review alternative approaches to CRM strategy development and, using an interaction research approach, propose a model that addresses both CRM strategy and implementation. We identify four critical implementation components of a successful CRM programme and examine these in the context of five key crossfunctional CRM processes. Keywords: CRM, customer relationship management, relationship marketing Introduction The purpose of CRM is to efficiently and effectively increase the acquisition, growth and retention of profitable customers by selectively initiating, building and maintaining appropriate relationships with them. Developments in information technology can help improve customer relationships and make it possible to gather vast amounts of customer data and to analyze, interpret and utilize it constructively. However, there is often a gap between an organisation s CRM vision and the results it obtains. The purpose of this paper is to propose an integrated model of CRM strategy and implementation that can help organizations realize their CRM vision more effectively. Specifically, the objectives of this paper are to: (1) briefly review the evolution of CRM and emphasise a cross-functional approach to CRM; (2) review the development of alternative approaches to CRM strategy development;(3) propose a model for both CRM strategy and implementation; (4) discuss initial experience of using the model in companies. The Origins and Evolution of CRM CRM is based on the principles of relationship marketing (RM) which is regarded as one of the key areas of modern marketing and has generated great research interest (Sheth 2000). We view RM as a paradigmatic shift in marketing (e.g. Grönroos, 1997; Gummesson, 1997; Parvatiyar and Sheth, 1997). The increased interest in one to one marketing (Peppers and Rogers, 1993) raised the potential for shifting from a mass to individualized or one-to-one marketing. Relationship-based approaches have been increasingly advocated over the last fifteen years (e.g., Grönroos, 1994; Gummesson, 2002b; Webster, 2002; Vargo and Lusch, 2004). With its roots in RM, CRM is a relatively new management discipline. Parvitiyar and Sheth (2001) point out the two terms are often used interchangeably. Contributors to this literature emphasize the key role of multiple stakeholders (e.g. Christopher, Payne and Ballantyne, 1991; Kotler, 1992; Buttle 1999; Gummesson, 1999). We adopt the perspective of Ryals and Payne (2001) who propose that RM is concerned with relationships with multiple stakeholders, while the focus of customer relationship management should be primarily on the customer. ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 85

2 In 2003, Zablah, Beuenger and Johnston observed that CRM was for the most part neglected in the literature and that further exploration of CRM and its related phenomena was not only warranted, but also desperately needed. Some useful initial work has been done on the conceptualization of CRM (e.g., Meta Group, 2001; Srivastava, Shervani and Fahey, 1999; Sue and Morin, 2001; Winer, 2001; Zablah, Beuenger and Johnston, 2003; Payne and Frow, 2005) and on issues associated with implementation (e.g., Ebner et al., 2002; Henneberg, 2003; Pettit, 2002; Rigby, Reichheld and Schefter, 2002), however much work still remains to be done. A brief analysis of the literature on CRM systems points, historically, to implementation problems. For example Gartner Group (2003) found some 70% of CRM projects resulted in either losses or no bottom-line improvement. As CRM vendors have largely driven the initial emphasis on CRM, they must be seen as at least part of the problem with respect to the failure of many CRM systems. However, more recent work analysis (Rigby and Ledingham, 2004) has shown companies are now reporting improved satisfaction with their CRM investments. In a recent review of CRM, Boulding et al. (2005) argue that the field of CRM has now begun to converge on a common definition: Specifically, CRM relates to strategy, managing the dual-creation or value, the intelligent use of data and technology, the acquisition of customer knowledge and the diffusion of this knowledge to the appropriate stakeholders, the development of appropriate (long-term) relationships with specific customers and/or customer groups, and the integration of processes across the many areas of the firm and across the network of firms that collaborate to generate customer value (p. 6).Recently there has been an increasing acknowledgement of the important of cross-functional processes in CRM a perspective on CRM strongly endorsed by Boulding et al. (2005). This inter-functional coordination and customer orientation is highlighted in an increasing body of work on market orientation (e.g. Kohli and Jaworski, 1990). However, much of the literature on CRM has under-emphasised its cross-functional nature and we posit this is a neglected and critical component of CRM that should form part of any CRM strategy and implementation model. CRM strategy and processes Grabner-Kraeuter and Moedritscher (2002) point to the lack of an adequate CRM strategic framework from which to define success as being a reason for the disappointing results of many CRM initiatives. A number of authors have proposed CRM strategy frameworks. Buttle (2001) provides a CRM value chain that identifies a series of primary stages : customer portfolio analysis; customer intimacy; network development; value proposition development; and manage the relationship. It also identifies a series of supporting conditions including: culture and leadership; procurement processes; human resource management processes; IT/data management processes; and organisation design. This is helpful as it considers implementation issues. Sue and Morin (2001) develop a framework for CRM based on initiatives, expected results and contributions. This framework is not process-based and, as the authors acknowledge, many initiatives are not explicitly identified in the framework. Winer (2001) outlines a model, which contains: a database of customer activity; analyses of the database; decisions about customers to target; tools for customer targeting; how to build relationships with the targeted customers; privacy issues; and metrics for measuring the success of the CRM program. All these frameworks provide some useful insights, however none appear to adopt an explicit cross-functional process-based conceptualization. Payne and Frow (2005) used an expert panel of executives with extensive experience within the CRM and IT sectors to identify specific cross-functional processes. They identify five CRM processes including: strategy development; value creation; multi-channel integration; information management; and performance assessment. This approach, used because of its ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 86

3 specific cross-functional process focus, formed the basis of the process elements used in the CRM strategy and implementation model developed in this paper. Research Approach This paper is part of a research programme into CRM that utilises learning from field-based interactions with executives together with synthesis of relevant literature. This research approach used Gummesson s (2002a) interaction research methodology which is based on his view that interaction and communication play a crucial role in the stages of research; and that testing concepts, ideas and results through interaction with different target groups of managers form an integral part of the research process. It also draws on approaches used in the work on contemporary marketing practices (Coviello, et al., 2002). This interaction research programme utilised the following: a group of 34 experienced executives independently selected by the director of a leading European research and development institute specializing in the CRM and IT sectors; interviews with 20 executives working in CRM, marketing and IT roles in companies in the financial services sector; interviews with six executives from large CRM vendors and with five executives from three CRM and strategy consultancies; 35 workshops with 18 CRM vendors, analysts and their clients; piloting the framework as a planning tool in two global organisations in the financial services and automotive sectors; and using the framework as a planning tool in two companies in global telecommunications and global logistics - six workshops were held in each of the latter companies. A CRM Strategy and Implementation Model In this section space permits only a brief overview of the model and its development. The CRM strategy and implementation model used interaction research and combined fieldbased interactions, involving the executives groups outlined above, with insights from the literature to identify four key implementation areas. These components were then incorporated into a first preliminary model. This initial model, and the development of further versions of it, was informed and further refined by interactions with the executive groups. The framework went through several iterations and a number of minor revisions. The model has two main components: four key CRM implementation elements and five cross-functional CRM processes. The final version is shown in Figure 1. It represents an organizing model for developing and implementing CRM which is recursive, rather than linear, in that its many activities need to be managed concurrently and some elements will need to be revisited as a consequence of later activities. Its components are now summarised. ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 87

4 Figure 1: CRM Strategy and Implementation Model CRM Readiness Assessment CRM Project Management Process 1: Strategy Development ENABLING PROCESSES Process 2: Value Creation Process 3: Multi-Channel Integration Process 4: Information Management Employee Engagement CRM Change Management Process 5: Performance Assessment Core cross-functional processes Figure 1 outlines the five cross-functional processes, which include: The strategy development process: The strategy development process has a dual focus on the organisation s business strategy and its customer strategy. This process not only shapes the nature of the other four key CRM processes but, more importantly, it defines the overall objectives and parameters for the organization s CRM activities. The value creation process: The value creation process is concerned with transforming the outputs of the strategy development process into programmes that both extract and deliver and co-produce (or co-create) value. The multi-channel integration process: The multi-channel integration process starts with the identification of the most appropriate channel options for specific segments; and is then concerned with creating an outstanding customer experience within and across all channels. The information management process: The information management process is concerned with the collection and collation of customer information from all customer contact points; and gaining customer insight that can be used to enhance the quality of the customer experience. The performance assessment process: The performance assessment process ensures that the organisation s strategic CRM objectives are being delivered to an appropriate and standard. Key implementation elements Figure 1 shows the four critical implementation elements of a successful CRM programme identified during the interaction research. We now review these four elements - CRM readiness assessment, CRM change management, CRM project management, and employee engagement - that need to come together to support the organisation and implementation of a CRM strategy. CRM readiness assessment: A CRM readiness assessment helps the CRM sponsors and leaders assess the overall position in terms of readiness to progress with CRM initiatives and to identify how well developed their organisation is relative to other companies. Research has shown that there are identifiable stages of maturity in CRM development (e.g. Ryals and Payne, 2001); with each stage representing a level of CRM maturity characterised by the extent to which customer information is used to enhance the customer experience and customer-generated cash flows. If an organisation is in the early stages of CRM development, ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 88

5 it may be useful to start with an overview audit to help get senior management understanding and buy-in at an early stage. The overview form of readiness audit can be used to quickly form an initial view on the key CRM priorities, to define the relative importance of these priorities and to determine where effort needs to be applied. Firms that are more advanced can consider a more comprehensive CRM audit such as one that we are currently testing as part of our broader CRM research programme. CRM change management: To implement a large-scale and complex CRM initiative, companies will typically have to undergo substantial organisational and cultural change. A critical dimension of any large CRM programme, therefore, is an effective change management programme. (We make a distinction here between change management which is concerned with strategic organisational change and employee engagement which we view as a more operationally-oriented set of activities. These activities are, however, closely entwined.) There are a number of potential obstacles to this transition, not least the entrenched interest in preserving the status quo. Understanding and acting on change management requirements is therefore a prerequisite to successful CRM implementation. A change management framework such as the Seven S framework (Peters, 1984) can be a useful tool to help the organisation identify those issues relevant to their particular context. We found lack of attention to this area a common theme in companies. CRM project management: Whilst change management is needed for virtually all CRM initiatives regardless of the scale of the CRM initiative, project management has increasing relevance as the size and complexity of CRM initiatives increase. Effective CRM project management is essential and our interviewees emphasised that CRM projects which overrun budgets and timescales create considerable damage to CRM credibility. In our research we identified several companies using the Benefits Dependency Network framework (e.g. Wilson, et al. 2000); this works backwards from the project s objectives to ensure that all necessary business changes are made, as well as CRM technology solutions implemented. Some organisations we interviewed were adopting a large-scale and very comprehensive approach to CRM implementation. However, others we interviewed had found that an incremental and modular approach to CRM development or enhancement was more appropriate. These latter companies typically engaged in a series of smaller individual CRM projects, undertaken in an appropriate sequence, each with clearly defined objectives and ROI outcomes. These projects varied in the emphasis placed on analytical CRM, operational CRM and collaborative CRM. Employee engagement: The last of the four implementation elements is the engagement of employees to support the various initiatives that comprise the overall CRM programme. Employees have a crucial role to play within each of the CRM processes and implementation activities outlined in this paper. Change management and project management are particularly dependent on engagement of employees for their success. Ensuring the delivery of a superior customer experience during times of unexpectedly high demand requires the active engagement and commitment of all customer-facing staff and is a hallmark of a well-planned CRM implementation. Interviewees stated that employee engagement is now receiving greater attention as their companies place more focus on creating outstanding customer experiences. Discussion This paper is a response to the call by Zablah, Beuenger and Johnston (2003) that further exploration of CRM is desperately needed, and also our experience, during fieldwork, of the confusion and problems that many companies experience in their efforts to implement CRM. We now briefly discuss some managerial applications of our work. Future research ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 89

6 opportunities in CRM have recently been examined in some detail in a paper by Boulding et al. (2005) so we do not repeat these here. However, first we identify some limitations to this work. First, our research was based on large industrial companies as it is in such companies, because of their complexity, that CRM is likely to have the greatest positive impact. Second, we did not explore the application of CRM strategy in non-business areas such as the government and not-for-profit sectors. Third, we have not attempted to identify highly specific components of CRM that may assume strategic importance in particular industry settings. Finally, our attention was on enterprises seeking to develop strong relationships with their customers. There may be different aspects to be considered in companies adopting more transactionally-oriented approaches. Different companies, according to their specific circumstances, will have different CRM issues they need to address. This CRM strategy and implementation model has been used in companies in a number of ways. For example, it has been used to plan the key components of a CRM strategy and highlight which implementation issues and processes need greatest attention in a large UK service company. It has also been used to undertake CRM benchmarking - a large financial services company used this model to benchmark six US companies considered to be world-class CRM leaders within the financial services sector. It can also be used to help create a platform for change. In one large logistics company, this model was used with over 100 of its senior staff in a series of workshops. Working in small groups, managers provided a team score in terms of their perception of the company s existing and desired capabilities. The findings from the eighteen groups were very consistent regarding problems; key areas for action were identified and a critical mass of executives, who shared a common perspective, undertook responsibility for implementing a major change management programme. Finally, the model has proved useful in helping identify very specific problems. For example, in planning a CRM program in a large auto company, use of the model surfaced particular integration problems between business and customer strategy and made them highly visible within the company; this led to actions being taken to address them. ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 90

7 References Boulding, W., Staelin, R., Ehret, M. and Johnston, W. J., A CRM roadmap: what we know, potential pitfalls, and where to go. Journal of Marketing, 69 (4), forthcoming. Buttle, F.A., The S.C.O.P.E. of customer relationship management. Customer Relationship Management, 1 (4), Buttle, F. A., The CRM value chain. Marketing Business, February, Christopher, M. G., Payne, A. F.T and Ballantyne, D., Relationship Marketing: Bringing Quality, Customer Service and Marketing Together, Oxford, Butterworth Heinemann. Coviello, N. E., Brodie R.J., Danaher P.J. and. Johnston W. J., How firms relate to their markets: an empirical examination of contemporary marketing practice. Journal of Marketing, 66 (July), Ebner, M., Hu, A., Levitt, D. and McCory J., How to rescue CRM. McKinsey Quarterly, (Special Edition: Technology), Gartner Group, 2003, CRM Success Is in Strategy and Implementation, Not Software, [available at Grabner-Kraeuter, S. and Moedritscher, G., Alternative approaches toward measuring CRM performance. 6 th Research Conference on Relationship Marketing and Customer Relationship Management, Atlanta, June 9-12, Grönroos, C., Quo vadis, marketing? - toward a relationship marketing paradigm, Journal of Marketing Management, 10 (June), Grönroos, C., Value-driven relational marketing: from products to resources and competencies. Journal of Marketing Management, 13 (July), Gummesson, E., Relationship marketing as a paradigm shift: some conclusions from the 30R approach. Management Decision, 35 (4), Gummesson, E., Total Relationship Marketing, Oxford, UK, Butterworth-Heinemann. Gummesson, E., 2002a. Practical value of adequate marketing management theory. European Journal of Marketing, 36 (March), Gummesson, E. 2002b. Relationship marketing in the new economy. Journal of Relationship Marketing, 1 (1), Henneberg, S.C.M., An exploratory analysis of CRM implementation models, 11th International Colloquium in Relationship Marketing, University of Gloucestershire, (September), ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 91

8 Kohli, A.K. and Jaworski, B.J., Market orientation: the construct, research propositions and managerial implications, Journal of Marketing, 54 (April), Kotler, P., Its time for total marketing. Business Week Advance, Executive Brief, 2. Meta Group, Integration: Critical Issues for Implementation of CRM Solutions, Report by Meta Group Inc., February 15. Parvatiyar, A. and Sheth, J. N., Paradigm shift in interfirm marketing relationships. In Sheth, J. N. and Parvatiyar, A., (Eds.), Research in Marketing Vol. 13, Greenwich, CT, JAI, Press, pp Parvatiyar, A. and Sheth, J. N., Conceptual framework of customer relationship management. In Sheth, J.N. Parvatiyar, A. and Shainesh, G., Customer Relationship Management Emerging Concepts, Tools and Applications, New Delhi, Tata McGraw-Hill, pp Payne, A.F.T. and Frow, P., A strategic framework for customer relationship management. Journal of Marketing, Volume 69 (4), forthcoming. Peppers, D. and Rogers, M., The One to One Future, London, Piatkus. Peters, T., Strategy follows structure: developing distinctive skills. California Management Review, 26 (3), Pettit, R., The state of CRM: addressing efficiencies and the achilles heel of CRM. Business Intelligence Advisory Service, Executive Report, 2 (3). Rigby, D. K., Reichheld F. F. and Schefter, P., Avoid the four perils of CRM. Harvard Business Review, 80 (February), Rigby, D.K. and Ledingham, D., CRM done right, Harvard Business Review, 82 (November), reprint, 2-13 Ryals, L. and Payne, A.F.T., Customer relationship management in financial services: towards information-enabled relationship marketing. Journal of Strategic Marketing, 9 (March), Sheth, J.N., Relationship marketing: paradigm shift or shaft?, Paper presented at the Annual Meeting of the Academy of Marketing Science, Miami. Srivastava, R. K., Shervani, T.A. and Fahey, L., Marketing, business processes and shareholder value: an organizationally embedded view of marketing activities and the discipline of marketing. Journal of Marketing, 63 (Special Issue), Sue, P. and Paul M., A Strategic Framework for CRM, (accessed April 13, 2002) [available at crm-forum.com] ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 92

9 Vargo S. L. and Lusch R.R., Evolving to a new dominant logic for marketing. Journal of Marketing, 68 (January), Wilson, H, Daniel, E., McDonald, M., Ward, J. and Sutherland, F., Profiting from ecrm. London, Financial Times Prentice Hall. Winer, R. S., A framework for customer relationship management. California Management Review, 43 (Summer), Zablah, A.R., Beuenger, D.N. and Johnston, W. J., Customer relationship management: an explication of its domain and avenues for further inquiry International Conference on Relationship Marketing, Relationship Marketing, Customer Relationship Management and Marketing Management: Co-Operation Competition Co-Evolution, 2003 Freie Universitat Berlin, ANZMAC 2005 Conference: Business Interaction, Relationships and Networks 93

CROSS-FUNCTIONAL PROCESSES IN CUSTOMER RELATIONSHIP MANAGEMENT

CROSS-FUNCTIONAL PROCESSES IN CUSTOMER RELATIONSHIP MANAGEMENT Key Words: customer relationship management, processes, cross-functional, strategic framework. JEL Classification: M31. Customer Relationship Management (CRM) is a strategic approach which involves creating

More information

Keywords: CRM, customer relationship management, CRM implementation. CRM strategy,relationship. marketing

Keywords: CRM, customer relationship management, CRM implementation. CRM strategy,relationship. marketing Journal of Marketing Management, 2006, 22,135-168 Adrian Payne^ and Pennie Cranfield School of Management, Cranfield University Customer Relationship Management: from Strategy to Implementation This article

More information

Elective course in Aalto Executive DBA. 6 credits, 160 hours: Reading articles (110 h) Writing reaction papers on each article (48 h) Oral exam (2 h)

Elective course in Aalto Executive DBA. 6 credits, 160 hours: Reading articles (110 h) Writing reaction papers on each article (48 h) Oral exam (2 h) Aalto Executive DBA STRATEGIC MARKETING AND MANAGEMENT Prof. Henrikki Tikkanen Course overview Credits Status of the Course Workload Learning Outcomes 6 cr Elective course in Aalto Executive DBA 6 credits,

More information

The Government of the Russian Federation

The Government of the Russian Federation The Government of the Russian Federation The Federal State Autonomous Institution of Higher Education "National Research University Higher School of Economics" Faculty of management Department of strategic

More information

ANTECEDENTS OF CUSTOMER RELATIONSHIP MANAGEMENT CAPABILITIES

ANTECEDENTS OF CUSTOMER RELATIONSHIP MANAGEMENT CAPABILITIES ANTECEDENTS OF CUSTOMER RELATIONSHIP MANAGEMENT CAPABILITIES Daniela Tuleu Marketing and International Business Relations Department, Faculty of Economics and Business Administration, West University,

More information

Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals

Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Customer Relationship Management: Perspectives from the Market Place Simon Knox, Stan Maklan, Adrian Payne, Joe Peppard, Lynette Ryals Butterworth Heinemann 2003 ISBN:0750656778, 290 pages Theme of the

More information

SURVEYING THE RELATIONSHIP BETWEEN CUSTOMER RELATIONSHIP MANAGEMENT WITH DEVELOPING COMPETITIVE STRENGTH

SURVEYING THE RELATIONSHIP BETWEEN CUSTOMER RELATIONSHIP MANAGEMENT WITH DEVELOPING COMPETITIVE STRENGTH ALBERTIANA ISSN 0169-434 015; VOL. 8; SPECIAL ISSUE; PP. 96-301 SURVEYING THE RELATIONSHIP BETWEEN CUSTOMER RELATIONSHIP MANAGEMENT WITH DEVELOPING COMPETITIVE STRENGTH MORTEZA FARAJI* *Corresponding Author

More information

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM.

Much case study material adds further weight to an experience-packed text, showing major benefits that can be gained by effective CRM. Handbook of CRM: Achieving Excellence in Customer Management Adrian Payne Elsevier 2006 ISBN: 0750664371, 438 pages Theme of the Book This highly usable book: gives the reader a strong understanding of

More information

Running head: THE VALUE-BASED CUSTOMER RELATIONSHIP MANAGEMENT. The Value-Based Customer Relationship Management. Arman Kanooni. Capella University

Running head: THE VALUE-BASED CUSTOMER RELATIONSHIP MANAGEMENT. The Value-Based Customer Relationship Management. Arman Kanooni. Capella University The Value-Based CRM 1 Running head: THE VALUE-BASED CUSTOMER RELATIONSHIP MANAGEMENT The Value-Based Customer Relationship Management Arman Kanooni Capella University OM7020 Marketing Strategy and Practice

More information

THE IMPLEMENTATION OF CUSTOMER RELATIONSHIP MANAGEMENT WITHIN TAIWANESE BANKS

THE IMPLEMENTATION OF CUSTOMER RELATIONSHIP MANAGEMENT WITHIN TAIWANESE BANKS THE IMPLEMENTATION OF CUSTOMER RELATIONSHIP MANAGEMENT WITHIN TAIWANESE BANKS Dr. Ying-Yueh Su, Chinese Culture University, Taiwan R.O.C. yysu@sce.pccu.edu.tw Dr. Yen-Ku Kuo*, Chinese Culture University,

More information

Towards a Definition of a CRM System Life-cycle

Towards a Definition of a CRM System Life-cycle Towards a Definition of a CRM System Life-cycle Luis H. Bibiano, Information Systems and Software Engineering Research Group, UPC - Technical University of Catalonia. Barcelona, Spain. lbibiano@lsi.upc.edu

More information

Over the past decade, there has been an explosion of

Over the past decade, there has been an explosion of Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden

More information

Customer Relationship Management

Customer Relationship Management Customer Relationship Management by Professor Adrian Payne Director Centre for Relationship Marketing, Cranfield University Introduction Customer Relationship Management (CRM) is developing into a major

More information

in this web service Cambridge University Press

in this web service Cambridge University Press Part I Introduction 1 Strategic customer management The strategic management of customer relationships is a critical activity for all enterprises. The means of effectively managing relationships with

More information

Amon Mutyasira. CRM Implementation: Not for profit organisations and profitmaking CRM compared (Case Study)

Amon Mutyasira. CRM Implementation: Not for profit organisations and profitmaking CRM compared (Case Study) Amon Mutyasira CRM Implementation: Not for profit organisations and profitmaking CRM compared (Case Study) 0 Title CRM Implementation: Not for profit organisations and profit-making CRM compared (Case

More information

CRM Processes and the Impact on Business Performance

CRM Processes and the Impact on Business Performance CRM Processes and the Impact on Business Performance CRISTIAN DUłU Faculty of Economics and Business Administration West University of Timişoara, Str. J.H. Pestalozzi nr. 16A, 300115 Timişoara ROMANIA

More information

A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner

A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner Feb., 2012 Marketing management A study of application of information technology using e-crm in bank in rural area with special reference to SBI Bank, Sangamner Dr. Kirti Gulati (Ass Prof) Institute of

More information

Integrating Firm Strategy and Brand Management through Brand Orientation. Simon M zungu, Bill Merrilees, Dale Miller, Griffith University

Integrating Firm Strategy and Brand Management through Brand Orientation. Simon M zungu, Bill Merrilees, Dale Miller, Griffith University Page 1 of 8 ANZMAC 2009 Integrating Firm Strategy and Brand Management through Brand Orientation Simon M zungu, Bill Merrilees, Dale Miller, Griffith University email: d.miller@griffith.edu.au Abstract

More information

A Case Study Examination into How Charities Enhance Fundraising Effectiveness through Managing Relationship with Donors and Beneficiaries

A Case Study Examination into How Charities Enhance Fundraising Effectiveness through Managing Relationship with Donors and Beneficiaries A Case Study Examination into How Charities Enhance Fundraising Effectiveness through Managing Relationship with Donors and Beneficiaries Submitted by Yanjun Zheng to the University of Exeter as a thesis

More information

CONCEPTUAL FRAMEWORK OF CRM PROCESS IN BANKING SYSTEM

CONCEPTUAL FRAMEWORK OF CRM PROCESS IN BANKING SYSTEM CONCEPTUAL FRAMEWORK OF CRM PROCESS IN BANKING SYSTEM Syede soraya alehojat 1, Ebrahim Chirani 2, Narges Delafrooz 3 1 M.sc of Business Management, Rasht Branch, Islamic Azad University, Iran 2, 3 Department

More information

CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES

CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES Chapter 1: Introduction to CRM Selected definitions of CRM 1 CRM is an information industry term for methodologies, software, and usually Internet

More information

The use of Customer Relationship Management to create and share knowledge within a professional services company.

The use of Customer Relationship Management to create and share knowledge within a professional services company. The use of Customer Relationship Management to create and share knowledge within a professional services company. Philip Roth, PhD Student Umeå School of Business and Economics, Umeå University, Sweden

More information

Towards developing a customer relationship management (CRM) strategy for supporting pre-implementation activities in business

Towards developing a customer relationship management (CRM) strategy for supporting pre-implementation activities in business Towards developing a customer relationship management (CRM) strategy for supporting pre-implementation activities in business Conference or Workshop Item Accepted Version Khashab, B., Gulliver, S. and

More information

CUSTOMER RELATIONSHIP MANAGEMENT: STRATEGIES AND PRACTICES IN SELECTED BANKS OF PAKISTAN

CUSTOMER RELATIONSHIP MANAGEMENT: STRATEGIES AND PRACTICES IN SELECTED BANKS OF PAKISTAN CUSTOMER RELATIONSHIP MANAGEMENT: STRATEGIES AND PRACTICES IN SELECTED BANKS OF PAKISTAN Mazhar Hussain, Iftikhar Hussain and Dr. Mushtaq A. Sajid ABSTRACT An understanding of how to mange a customer relationship

More information

BROKER-CLIENT RELATIONSHIP: A CONCEPTUAL FRAMEWORK

BROKER-CLIENT RELATIONSHIP: A CONCEPTUAL FRAMEWORK BROKER-CLIENT RELATIONSHIP: A CONCEPTUAL FRAMEWORK Ahmed Beloucif Aberdeen Business School, The Robert Gordon University Garthdee Road, Aberdeen AB10 7QE. Tel.: (01224) 263800 E-mail: a.beloucif@rgu.ac.uk

More information

IMPLEMENTING A CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME IN AN EMERGING MARKET

IMPLEMENTING A CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME IN AN EMERGING MARKET IMPLEMENTING A CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME IN AN EMERGING MARKET Adele Berndt, Frikkie Herbst, and Lindie Roux 1 ABSTRACT Retail financial services in all markets, including emerging markets,

More information

International Journal of Information Technology & Computer Science ( IJITCS ) (ISSN No : 2091-1610 ) Volume 6 : Issue on November / December, 2012

International Journal of Information Technology & Computer Science ( IJITCS ) (ISSN No : 2091-1610 ) Volume 6 : Issue on November / December, 2012 IDENTIFYING THE RELATIONSHIPS BETWEEN KEY DEVELOPMENT STAGES AND CRITICAL SUCCESS FACTORS FOR CUSTOMER RELATIONSHIP MANAGEMENT Ahmed Sanad Department of informatics, Faculty of Technology, De Montfort

More information

The authors provide the frameworks, analysis tools and route-maps to understand and action creating a marketdriven

The authors provide the frameworks, analysis tools and route-maps to understand and action creating a marketdriven : How to build and lead a market-driven organisation Malcolm McDonald, Martin Christopher, Simon Knox & Adrian Payne FT/Prentice Hall, 2001 ISBN: 0273642499, 206 pages Theme of the Book Marketing is too

More information

Module description Customer Relationship Management

Module description Customer Relationship Management Module description Customer Relationship Management 17/11/2014 page 1/6 Module code Central theme W.MSCBA_CRM01.08 This module discusses CRM as a strategic approach that is concerned with creating improved

More information

The Government of the Russian Federation

The Government of the Russian Federation The Government of the Russian Federation The Federal State Autonomous Institution of Higher Education "National Research University - Higher School of Economics" Faculty of management Department of strategic

More information

CRM Adoption Framework and Its Success Measurement

CRM Adoption Framework and Its Success Measurement CRM Adoption Framework and Its Success Measurement Leo Willyanto Santoso Faculty of Industrial Technology, Petra Christian University Jl. Siwalankerto 121-131, Surabaya 60236 Tel. 031-2983455, Fax. 031-8417658,

More information

Customer Management. Summer Term 2014. Prof. Dr. Manfred Krafft Dr. Sebastian Tillmanns

Customer Management. Summer Term 2014. Prof. Dr. Manfred Krafft Dr. Sebastian Tillmanns Customer Management Summer Term 2014 Prof. Dr. Manfred Krafft Dr. Sebastian Tillmanns Coordination: Dipl.-Kffr. Christine Arden c.arden@uni-muenster.de 1 Lecture Customer Management Dates: Tuesday 08.04.2014

More information

The Government of the Russian Federation

The Government of the Russian Federation The Government of the Russian Federation The Federal State Autonomous Institution of Higher Education "National Research University - Higher School of Economics" Faculty of management Department of strategic

More information

An Analytical Study of CRM Practices in Public and Private Sector Banks in the State of Uttar Pradesh

An Analytical Study of CRM Practices in Public and Private Sector Banks in the State of Uttar Pradesh Volume 6, Issue 7, January 2014 An Analytical Study of CRM Practices in Public and Private Sector Banks in the State of Uttar Pradesh Love Kumar Patwa* Kush Kr. Patwa** *Research Scholar Faculty of Art

More information

The Effect of Organizational Readiness on CRM and Business Performance

The Effect of Organizational Readiness on CRM and Business Performance The Effect of Organizational Readiness on CRM and Business Performance Cristian DuŃu, HoraŃiu Hălmăjan Abstract CRM is a business strategy which aims to create value for both organization and customers

More information

Customer Relationship Management (CRM) Implementation in China: A Case Study of Legend Group

Customer Relationship Management (CRM) Implementation in China: A Case Study of Legend Group Customer Relationship Management (CRM) Implementation in China: A Case Study of Legend Group Jun Wu School of Economics and Management, Beijing University of Posts and Telecommunications, Beijing 100876,

More information

MASTER'S THESIS. The impact of CRM on customer retention in electronic banking. Case of Iranian banks. Alireza Nili

MASTER'S THESIS. The impact of CRM on customer retention in electronic banking. Case of Iranian banks. Alireza Nili MASTER'S THESIS The impact of CRM on customer retention in electronic banking Case of Iranian banks Alireza Nili Master of Arts, Master programme Electronic Commerce Luleå University of Technology Department

More information

STUDYING THE RELATIONSHIP BETWEEN CUSTOMER RELATIONSHIP MANAGEMENT AND RELATIONSHIP MARKETING AT IRAN MELLI BANK OF METROPOLITAN TABRIZ: SPRING 2013

STUDYING THE RELATIONSHIP BETWEEN CUSTOMER RELATIONSHIP MANAGEMENT AND RELATIONSHIP MARKETING AT IRAN MELLI BANK OF METROPOLITAN TABRIZ: SPRING 2013 Indian J.Sci.Res.3 (1): 400-407, 2014 ISSN: 0976-2876 (Print) ISSN: 2250-0138(Online) STUDYING THE RELATIONSHIP BETWEEN CUSTOMER RELATIONSHIP MANAGEMENT AND RELATIONSHIP MARKETING AT IRAN MELLI BANK OF

More information

Market validation in the context of new high-tech ventures

Market validation in the context of new high-tech ventures Market validation in the context of new high-tech ventures Morgan P. Miles, Georgia Southern University, mmiles@georgiasouthern.edu Victoria Little, University of Auckland, v.little@auckland.ac.nz Richard

More information

Status of Customer Relationship Management in India

Status of Customer Relationship Management in India Status of Customer Relationship Management in India by Dr. G. Shainesh & Ramneesh Mohan Management Development Institute Gurgaon, India Introduction Relationship marketing is emerging as the core marketing

More information

E-Customer Relationship Management in the Clothing Retail Shops in Zimbabwe

E-Customer Relationship Management in the Clothing Retail Shops in Zimbabwe IJMBS Vo l. 3, Is s u e 1, Ja n - Ma r c h 2013 ISSN : 2230-9519 (Online) ISSN : 2230-2463 (Print) E-Customer Relationship Management in the Clothing Retail Shops in Zimbabwe 1 Muchaneta Enipha Muruko,

More information

10 Steps for Setting up a Customer Loyalty Program By Kim Skaaning Jørgensen

10 Steps for Setting up a Customer Loyalty Program By Kim Skaaning Jørgensen 10 Steps for Setting up a Customer Loyalty Program By Kim Skaaning Jørgensen Step 1: Evaluate the Product The first step is always to answer the following questions honestly: Is my product good enough?

More information

Investigating the effective factors on Customer Relationship Management capability in central department of Refah Chain Stores

Investigating the effective factors on Customer Relationship Management capability in central department of Refah Chain Stores Investigating the effective factors on Customer Relationship Management capability in central department of Refah Chain Stores Salar Fathi, M.A. Student, Department of Management, Business Branch, Islamic

More information

CRM SYSTEM IMPLEMENTATION SUPPORTING THE MANAGEMENT OF CUSTOMER RELATIONSHIPS

CRM SYSTEM IMPLEMENTATION SUPPORTING THE MANAGEMENT OF CUSTOMER RELATIONSHIPS School of Business Bachelor s Thesis Department of Management and International Business CRM SYSTEM IMPLEMENTATION SUPPORTING THE MANAGEMENT OF CUSTOMER RELATIONSHIPS CRM järjestelmän käyttöönotto asiakassuhteiden

More information

Service-Dominant Logic: A Framework for Managing Co-Creation of Value

Service-Dominant Logic: A Framework for Managing Co-Creation of Value Service-Dominant Logic: A Framework for Managing Co-Creation of Value Adrian Payne, and Pennie Frow, Cranfield School of Management, UK Kaj Storbacka, Nyenrode Business Universiteit, Netherlands Abstract

More information

Relationship Marketing: Is It a Paradigm Shift?

Relationship Marketing: Is It a Paradigm Shift? Introduction Relationship marketing emerged as a contestant to traditional marketing theories since the early 1990s. Proponents of relationship marketing as a paradigm shift to traditional marketing theories

More information

ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research

ASIAN JOURNAL OF MANAGEMENT RESEARCH Online Open Access publishing platform for Management Research Online Open Access publishing platform for Management Research Copyright 2010 All rights reserved Integrated Publishing association Research Article ISSN 2229 3795 Study of CRM performance measurement

More information

Indian Institute of Management Bangalore. Customer Relationship Management

Indian Institute of Management Bangalore. Customer Relationship Management Faculty: Prof. G. Shainesh Indian Institute of Management Bangalore Customer Relationship Management Term VI PGP (2011-12) 3 Credit Course Background The primary purpose of any business is to win and keep

More information

The Impact of Market Orientation and IT Management Orientation on Customer Relationship Management (CRM) Technology Adoption

The Impact of Market Orientation and IT Management Orientation on Customer Relationship Management (CRM) Technology Adoption The Impact of Market Orientation and IT Management Orientation on Customer Relationship Management (CRM) Technology Adoption James E. Richard, Peter C. Thirkell and Sid L. Huff, Victoria University of

More information

Investigation into Big Data Impact on Digital Marketing

Investigation into Big Data Impact on Digital Marketing Investigation into Big Data Impact on Digital Marketing K. Grishikashvili, S. Dibb, M. Meadows Business School Department of Strategy and Marketing Open University, UK Ketty.Grishikashvili@Open.ac.uk ABSTRACT

More information

73. Human Processes in Customer Relationship Management

73. Human Processes in Customer Relationship Management 73. Human Processes in Customer Relationship Management Shari S. C. Shang National Chengchi University, Taiwan shari_shang@yahoo.com Chih-Hsiang Chen National Chengchi University, Taiwan 94356032@nccu.edu.tw

More information

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep

More information

Developing a typology of customer experience management practice from preservers to vanguards

Developing a typology of customer experience management practice from preservers to vanguards Developing a typology of customer experience management practice from preservers to vanguards Abstract: The phenomenon of customer experience (CE) is of increasing interest to both academics and business

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

BEYOND THE 4P S OF MARKETING: A PARADIGM SHIFT OR MERE REPACKAGING?

BEYOND THE 4P S OF MARKETING: A PARADIGM SHIFT OR MERE REPACKAGING? BEYOND THE 4P S OF MARKETING: A PARADIGM SHIFT OR MERE REPACKAGING? Parimal Bhagat, Philadelphia University A discipline evolves over time as the paradigms shift and models are redefined. Like any other

More information

Benefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams.

Benefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams. : Delivering Value from IS & IT Investments John Ward and Elizabeth Daniel John Wiley & Son Ltd ISBN: 9780470094631, 399 pages Theme of the Book This book explores a process and practical tools and frameworks

More information

Service quality: beyond cognitive assessment Bo Edvardsson Service Research Center, Karlstad University, Karlstad, Sweden

Service quality: beyond cognitive assessment Bo Edvardsson Service Research Center, Karlstad University, Karlstad, Sweden The Emerald Research Register for this journal is available at wwwemeraldinsightcom/researchregister The current issue and full text archive of this journal is available at wwwemeraldinsightcom/0960-4529htm

More information

HUMAN DIMENSION OF CRM. 1. Introduction VILIAM LENDEL MILAN KUBINA. Classification JEL: M12 Personnel Management, M15 IT Management

HUMAN DIMENSION OF CRM. 1. Introduction VILIAM LENDEL MILAN KUBINA. Classification JEL: M12 Personnel Management, M15 IT Management HUMAN DIMENSION OF CRM VILIAM LENDEL MILAN KUBINA Abstract Customer relationship management is a comprehensive business and marketing strategy that integrates technology, process, and people. The human

More information

Data Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com

Data Governance. Unlocking Value and Controlling Risk. Data Governance. www.mindyourprivacy.com Data Governance Unlocking Value and Controlling Risk 1 White Paper Data Governance Table of contents Introduction... 3 Data Governance Program Goals in light of Privacy... 4 Data Governance Program Pillars...

More information

AUGMENTING RELATIONSHIP MARKETING WITH A STAKEHOLDER AND TRIPLE BOTTOM LINE ORIENTATION TO ENHANCE BUSINESS PROFITABILITY

AUGMENTING RELATIONSHIP MARKETING WITH A STAKEHOLDER AND TRIPLE BOTTOM LINE ORIENTATION TO ENHANCE BUSINESS PROFITABILITY AUGMENTING RELATIONSHIP MARKETING WITH A STAKEHOLDER AND TRIPLE BOTTOM LINE ORIENTATION TO ENHANCE BUSINESS PROFITABILITY Brian Murphy, Paul Maguiness, Chris Pescott and Soren Wislang Massey University

More information

Surveying the Influence of Customer Relationship Management on Gaining Competitive Advantage

Surveying the Influence of Customer Relationship Management on Gaining Competitive Advantage Surveying the Influence of Customer Relationship Management on Gaining Competitive Advantage Hassan Mehrmanesh Faculty of, Islamic Azad University, Central Tehran Branch, Tehran, Iran Ahmad Hedayati zafarghandi

More information

Customer relationship management MB-104. By Mayank Kumar Pandey Assistant Professor at Noida Institute of Engineering and Technology

Customer relationship management MB-104. By Mayank Kumar Pandey Assistant Professor at Noida Institute of Engineering and Technology Customer relationship management MB-104 By Mayank Kumar Pandey Assistant Professor at Noida Institute of Engineering and Technology University Syllabus UNIT-1 Customer Relationship Management- Introduction

More information

CUSTOMER RELATIONSHIP MANAGEMENT IMPLEMENTATION: A CASE STUDY IN THE CONSTRUCTION SECTOR

CUSTOMER RELATIONSHIP MANAGEMENT IMPLEMENTATION: A CASE STUDY IN THE CONSTRUCTION SECTOR CUSTOMER RELATIONSHIP MANAGEMENT IMPLEMENTATION: A CASE STUDY IN THE CONSTRUCTION SECTOR Elizabeth A. Sear 1, Trevor G. Hartland 2, Mohamed S. Abdel-Wahab 1 and Christopher G. Miller 2 1 ConstructionSkills,

More information

Integrated Marketing Communications and Performance. Mike Reid and Nathan Wakeford, Monash University. Abstract

Integrated Marketing Communications and Performance. Mike Reid and Nathan Wakeford, Monash University. Abstract Integrated Marketing Communications and Performance Mike Reid and Nathan Wakeford, Monash University Abstract As markets become increasingly hostile and competitive, and the associated brand related marketing

More information

SYLLABUS. B.B.A. V SEM Subject Customer Relationship Management

SYLLABUS. B.B.A. V SEM Subject Customer Relationship Management SYLLABUS B.B.A. V SEM Subject Customer Relationship Management UNIT I Introduction to CRM: Definition and concepts of CRM, Components of CRM, Understanding the goal of CRM and Customer Touch Points. UNIT

More information

Mapping marketing information systems -the need for an holistic view of information systems (IS) in marketing

Mapping marketing information systems -the need for an holistic view of information systems (IS) in marketing Mapping marketing systems -the need for an holistic view of systems (IS) in marketing Malcolm McDonald Emeritus Professor at Cranfield School of Management It is easy to forget that the use of systems

More information

Investigation into Big Data Impact on Digital Marketing

Investigation into Big Data Impact on Digital Marketing Investigation into Big Data Impact on Digital Marketing Ketty Grishikashvili, Open University, UK S. Dibb, Open University, UK M. Meadows, Open University, UK Abstract The increased accessibility of digitally

More information

Today Science Journal of Humanity

Today Science Journal of Humanity 1 Today Science Journal of Humanity www.tsjournals.com Volume:1 Issue:1 Pages:1-10 Customer Relationship Management Model in Higher Education: A Case of Malaysia Hossein Ahmadi* 1, Mehrbakhsh Nilashi 2,

More information

CUSTOMER RELATIONSHIP MANAGEMENT IN B2B MARKET

CUSTOMER RELATIONSHIP MANAGEMENT IN B2B MARKET CUSTOMER RELATIONSHIP MANAGEMENT IN B2B MARKET Dr. Amit Kumar Assistant Professor, Department Of Commerce, Sunbeam College For Women, Varanasi (U.P.) dramitsunbeam@gmail.com Abstract The modern environment

More information

MOVING TOWARD E-BUSINESS: CUSTOMER RELATIONSHIP MANAGEMENT ALIGNMENT IN MALAYSIAN SMALL BUSINESS

MOVING TOWARD E-BUSINESS: CUSTOMER RELATIONSHIP MANAGEMENT ALIGNMENT IN MALAYSIAN SMALL BUSINESS MOVING TOWARD E-BUSINESS: CUSTOMER RELATIONSHIP MANAGEMENT ALIGNMENT IN MALAYSIAN SMALL BUSINESS Norshidah Mohamed, PhD International Business School, Universiti Teknologi Malaysia Associate Professor

More information

Customer Relationship MANAGING BUSINESS RELATIONSHIPS WEEK 7, LECTURE 1.

Customer Relationship MANAGING BUSINESS RELATIONSHIPS WEEK 7, LECTURE 1. Customer Relationship Management MANAGING BUSINESS RELATIONSHIPS WEEK 7, LECTURE 1. Lecture Overview CRM and relationship marketing Definition of CRM Benefits of CRM Role of CRM Direct marketing CRM and

More information

Developing a Measurement Model for Evaluating CRM Effectiveness (In service-based industries) gharibpoor@yahoo.com

Developing a Measurement Model for Evaluating CRM Effectiveness (In service-based industries) gharibpoor@yahoo.com Developing a Measurement Model for Evaluating CRM Effectiveness (In service-based industries) Mahshid Gharibpoor 1, Milad Kouchekian 2, Sahar Jamshidi 3 1 Master of Business Administration, Department

More information

London School of Commerce. Programme Specification for the. Cardiff Metropolitan University. Bachelor of Arts (Hons) in Business Studies

London School of Commerce. Programme Specification for the. Cardiff Metropolitan University. Bachelor of Arts (Hons) in Business Studies London School of Commerce Programme Specification for the Cardiff Metropolitan University Bachelor of Arts (Hons) in Business Studies 1 Contents Page 1. Aims and Objectives 3 2. Programme Learning Outcomes

More information

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4

More information

Information Technology and Relationship Marketing in an inter-firm context: implications for research

Information Technology and Relationship Marketing in an inter-firm context: implications for research Page 1 of 9 ANZMAC 2009 Information Technology and Relationship Marketing in an inter-firm context: implications for research Raechel Johns, University of Canberra David Low, University of Western Sydney

More information

Free/Libre and Open Source Software: Survey and Study FLOSS

Free/Libre and Open Source Software: Survey and Study FLOSS Free/Libre and Open Source Software: Survey and Study FLOSS Deliverable D18: FINAL REPORT Part 0: Table of Contents and Executive Summary International Institute of Infonomics University of Maastricht,

More information

CHAPTER 2: OVERVIEW OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) As mentioned in chapter 1, CRM is an important business approach because

CHAPTER 2: OVERVIEW OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) As mentioned in chapter 1, CRM is an important business approach because CHAPTER 2: OVERVIEW OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 2.1 Introduction As mentioned in chapter 1, CRM is an important business approach because it can enhance a company s ability to achieve the

More information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

CAPABILITY MATURITY MODEL & ASSESSMENT

CAPABILITY MATURITY MODEL & ASSESSMENT ENTERPRISE DATA GOVERNANCE CAPABILITY MATURITY MODEL & ASSESSMENT www.datalynx.com.au Data Governance Data governance is a key mechanism for establishing control of corporate data assets and enhancing

More information

Process-Based Business Transformation. Todd Lohr, Practice Director

Process-Based Business Transformation. Todd Lohr, Practice Director Process-Based Business Transformation Todd Lohr, Practice Director Process-Based Business Transformation Business Process Management Process-Based Business Transformation Service Oriented Architecture

More information

The Digital Performance Benchmark. What distinguishes world class digital from the rest of the pack?

The Digital Performance Benchmark. What distinguishes world class digital from the rest of the pack? The Digital Performance Benchmark What distinguishes world class digital from the rest of the pack? Digital Performance The future is digital The digital landscape is rapidly evolving. With customers across

More information

Executive Summary. ARTS Australia. Research into the New Zealand arts industry s access to, and use of, customer data for audience development

Executive Summary. ARTS Australia. Research into the New Zealand arts industry s access to, and use of, customer data for audience development Research into the New Zealand arts industry s access to, and use of, customer data for audience development Executive Summary September 2011 ARTS Australia www.artsoz.com.au CREATIVE NEW ZEALAND - Reclaiming

More information

Interview: Professor Adrian Payne. Handbook of CRM: Achieving Excellence in Customer Management.

Interview: Professor Adrian Payne. Handbook of CRM: Achieving Excellence in Customer Management. Interview: Handbook of CRM: Achieving Excellence in Customer Management. Hello, this is Steve Macaulay from Cranfield School of Management. I am here today to discuss with his book Handbook of CRM: Achieving

More information

Mastering working capital to build financially sustainable supply chains: A research perspective

Mastering working capital to build financially sustainable supply chains: A research perspective Mastering working capital to build financially sustainable supply chains: A research perspective Simon Templar I would like to acknowledge the assistance of the International Supply Chain Finance Community

More information

A Review of Customer Relationship Management System Benefits and Implementation in Small and Medium Enterprises

A Review of Customer Relationship Management System Benefits and Implementation in Small and Medium Enterprises A Review of Customer Relationship Management System Benefits and Implementation in Small and Medium Enterprises Boon Kiat Loh, Khai Lun Koo, Kee Fai Ho, Rosnah Idrus School of Computer Sciences, NAv6 Centre,

More information

IMPLEMENTATION METHODOLOGY OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEMS: TOWARDS DEVELOPING SUCCESSFUL PRINCIPLES AND GUIDELINES

IMPLEMENTATION METHODOLOGY OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEMS: TOWARDS DEVELOPING SUCCESSFUL PRINCIPLES AND GUIDELINES IMPLEMENTATION METHODOLOGY OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEMS: TOWARDS DEVELOPING SUCCESSFUL PRINCIPLES AND GUIDELINES Khalid Rababah Management Information System (MIS) Department, College

More information

Customer Relationship Management

Customer Relationship Management Customer Relationship Management Eleni K. Kevork, Phd candidate ELTRUN Research Group Department of Management Science and Technology Athens, April 2008 Athens University of Economics and Business ELTRUN

More information

Professional Diploma in Marketing Syllabus

Professional Diploma in Marketing Syllabus Professional Diploma in Marketing Syllabus 05/06 www.cim.co.uk/learningzone 1: Marketing Research & Information Aim The Marketing Research and Information subject covers the management of customer information

More information

California Enterprise Architecture Framework

California Enterprise Architecture Framework Version 2.0 August 01, 2013 This Page is Intentionally Left Blank Version 2.0 ii August 01, 2013 TABLE OF CONTENTS 1 Executive Summary... 1 1.1 What is Enterprise Architecture?... 1 1.2 Why do we need

More information

Customer Relationship Management Practices In Banking Sector

Customer Relationship Management Practices In Banking Sector Customer Relationship Management Practices In Banking Sector L.Sampath 1 & S.Narender 2 1 Assistant Professor, St. John PG College, Yellapur, Hasanparthy, Warangal,Telangana State,INDIA-506379 2 Assistant

More information

Implementing the Balanced Scorecard Checklist 154

Implementing the Balanced Scorecard Checklist 154 Implementing the Balanced Scorecard Checklist 154 Introduction Traditionally, managers have used a series of indicators to measure how well their organisations are performing. These measures relate essentially

More information

White Paper Seven Key Components To Improved Customer Experience

White Paper Seven Key Components To Improved Customer Experience Consumer Products Sector We make it happen. Better. White Paper Seven Key Components To Improved Customer Experience A Practical Guide to Creating Holistic Customer Experiences that Drive Long-term Loyalty

More information

Effectiveness of Customer Relationship Management Programs

Effectiveness of Customer Relationship Management Programs Evgeni Stanimirov * Summary: Customer relationship management (CRM) has been among the most widely debated topics in the field of marketing during the last decade. Regardless of the significant interest

More information

INNOVATION AND VALUE-CO- CREATION THROUGH STRUCTURED INCUBATION NETWORK MODELING

INNOVATION AND VALUE-CO- CREATION THROUGH STRUCTURED INCUBATION NETWORK MODELING INNOVATION AND VALUE-CO- CREATION THROUGH STRUCTURED INCUBATION NETWORK MODELING Sharad Kumar 1, Bhaskar Bhowmick 2 and Dhrubes Biswas 3 1, 2, 3 Rajendra Mishra School of Engineering Entrepreneurship,

More information

What you need to know about PMOs

What you need to know about PMOs What you need to know about PMOs By Bahar Banyahmad 2009 Overview With PMOs becoming more pervasive in large and medium enterprises, this whitepaper explores different PMO models and functions. It explores

More information

FROM THE C ALL CENTER TO THE EXECUTIVE SUITE:

FROM THE C ALL CENTER TO THE EXECUTIVE SUITE: FROM THE C ALL CENTER TO THE EXECUTIVE SUITE: THE VALUE OF CUSTOMER OPERATIONS PERFORMANCE MANAGEMENT Winter, 2008 Enterprise Applications Consulting Joshua Greenbaum, Principal EAC 2303 Spaulding Avenue

More information

Mobile supply chain management: Challenges for implementation

Mobile supply chain management: Challenges for implementation Technovation 26 (2006) 682 686 www.elsevier.com/locate/technovation Mobile supply chain management: Challenges for implementation Teck-Yong Eng* King s College London, University of London, School of Social

More information

The role of multichannel integration in customer relationship management

The role of multichannel integration in customer relationship management Industrial Marketing Management 33 (2004) 527 538 The role of multichannel integration in customer relationship management Adrian Payne*, Pennie Frow Cranfield School of Management, Cranfield University,

More information