E-Readiness Assessment of wholesale distribution companies for implementing e-crm

E-Readiness Assessment of wholesale distribution companies for implementing e-crm ALIREZA KAMANGHAD Department of Information Technology Management Shahid Beheshti University Evin sq., Shahid Chamran highway, Tehran IRAN Abstract: The survival of organizations and companies in today's competitive environment of business is dependent upon a number of important factors including deep and constant relationship with customers. Customer relation management (CRM) constitutes an efficient tool in realization of this significant goal. However, the implementation of these projects which have a major and key role in the organization is highly risky. In order to reduce this risk, it is needed to evaluate the electronic readiness of the organization and arrange for the bases of implementation and needed infrastructures. In recent years, different models have been proposed for evaluation of e- Readiness of organizations. In present study the VERDICT model has selected and suggested as a proper choice for e-readiness assessment to implement e-crm in wholesale distributor Companies and has evaluated the e- Readiness of a leading company in nationwide distribution on the basis of this model. To this end, a poll was taken through a questionnaire from the experts in this subject, weights of indices and evaluation factors. Then, the e-readiness of the organization was specified in each of the evaluation areas via a poll taken through another questionnaire from the managers and supervisors of operational departments of the company. Key-words: e-crm, e-readiness assessment, wholesale distributors, Business management, VERDICT model 1. Introduction In recent years, the competitive environment of various kinds of businesses has increased. This environment has included the wholesale distribution industry and has affected most of distributor companies. The diversity of goods and quality of their distribution services has increased significantly the distributer selection power of customers. In this situation, CRM should be considered by distribution companies as one of the most important key success factors for survival in competitive market. The CRM concept has evolved in such a way to maintain a long-term relationship with the customers. The use of CRM systems is becoming increasingly important to improve customer life time value [15] and is more important in such companies that have a wide relationship with customers and deal with a large amount of customers especially in a B2B market such as wholesale distribution companies. On the other hand, Internet has touched almost every sphere of our lives. The impact of the process of managing and interacting customers via the internet has affected CRM too. By leveraging the internet for customer management we get the new structure of CRM known as e-crm [11]. In recent years, many organizations have identified the need to become more customerfacing with increased global competition. Hence, e-crm has become an essential for many organizational strategies [8], but the implementation of these projects which have a major and key role in the organization is highly risky [12]. The potential risk factors in e-crm implementation can cause serious failures either in project phase or in go-live phase. To eliminate, prevent or control this risk, they have to assess their e-readiness and prepare required infrastructure [8]. E-readiness is a relatively new concept that has been given impetus by the rapid rate of internet penetration throughout the world, and the dramatic advance in the use of IT (Information Technology) in business and industry [9]. E-Readiness is a measure of the degree to which a country, nation or economy may be ready, willing or prepared to obtain benefits which arise from information and communication technologies [6].

Despite of efforts that have carried out in the field of industries and organizations e-readiness assessment, we couldn t find a special and proper model for CRM implementation readiness assessment in an organization. This research aims to extract and propose a suitable model for e- Readiness assessment to those wholesale companies willing to implement e-crm system. The case study of this research is one of the largest wholesale distribution companies of Iran which is among the nation's top 100 companies. E-CRM implementation is one of the main strategies of this company which deals with about one hundred thousand B2B customers across the country and has 27 branches nationwide. Obviously, the implementation of such a project in such a large and complex organization is too costly and risky. So before spending, an assessment should be made to ensure that the organization is ready to implement. The main research questions are "which is the suitable e-readiness assessment model for wholesale distribution companies to implementing e-crm?" And "what is the level of case study Company's readiness to implementing e-crm based on the proposed model?" 2. Literature Review 2.1 Customer Relationship Management (CRM) CRM which has introduced in recent years and got attention strongly by companies is a comprehensive approach for creating, maintaining and expanding customer relationships [3]. CRM aims at developing sustainable, long-lasting affiliations between companies and customers [11]. A list of desired CRM benefits is collected and summarized in the table 1. Table1. Summary of CRM benefits [17] Authors Core CRM benefits Chen and Popovich (2003) Buttle (200) Jones, Brown, Zoltners and Weitz (2005) Eggert, Ulaga and Schultz (2006) Increases data sharing across selling organization Improves customer service Improves cross-selling/up-selling Improves customer targeting Enables better personalization of marketing messages Provides better self-service options for customers Improves buyer seller integration Reduces cost to serve Increases revenue Increases customer satisfaction and loyalty Improves customization of services and product offerings Enhances ability to create long-term partnerships Improves salesperson efficiency and effectiveness Improves support for product development Increases supply-chain efficiencies via personal contact Enhances supplier know-how The purpose of CRM is to identify, acquire, serve, and retain profitable customers by interacting with them in an integrated way across a range of communication channels [1]. CRM is touted as an imperative strategy to enhance a firm s competitive advantage [13]. 2.2 E-CRM It seems that the internet is creating tremendous impact on businesses also in interacting, nurturing, maintaining their customer bases. The impact of the process of managing and interacting customers via the internet has affected CRM too. By Leveraging, the internet for customer management we get the new structure of CRM known as e-crm. E-CRM is all about managing customers online using internet as the primary channel of interaction [11]. E-CRM refers to CRM using internet technology plus a database, OLAP, data warehouse, data mining, etc [20]. E-CRM is the latest dominant paradigm in the world of customer relationship management [1]. So more and more businesses begin to attach great importance to electronic customer relationship management (e-crm), which focuses on customers instead of products or services, that is, considering customer s needs

in all aspects of a business, ensuring customers satisfaction [15]. 2.3 E-Readiness concept and models The first efforts in defining e-readiness were undertaken in 1998 by the Computer Systems Policy Project (CSPP) when it developed the first e-readiness assessment tool known as Readiness Guide for Living in the Networked World [16]. There are several definitions for e-readiness. The CSPP model defines an e-ready community as one that has high-speed access in a competitive market; with constant access and application of ICT in schools, government offices, businesses, healthcare facilities and homes; user privacy and online security; and government policies which are favorable to promoting connectedness and use of the network. The Asian Pacific Economic Cooperation (APEC) group defines a country as e-ready that is 'ready' for e-commerce, has free trade, industry self-regulation, ease of exports, and compliance with international standards and trade agreements. McConnell International defines e-readiness as the capacity of nations to participate in the digital economy [10] and finally Readiness, as the Economist Intelligence Unit (EIU) defines it, is the measure of a country s ability to leverage digital channels for communication, commerce and government in order to further economic and social development [7]. Over the last years, a number of models and tools for e-readiness assessment of countries on the macro level have been developed by different organizations [10] including third-party reports, position papers and survey results []. On the surface, each model gauges how ready a society or economy is to benefit from information technology and electronic commerce [10]. There has been a proliferation of e-readiness assessment measures in recent years that each one has a certain objective [9]. Largely, all the e- Readiness tools measure the e-readiness phenomena at national level across key sectors of the economy. Diverted from global perspective, a second wave of e-readiness studies has been introduced to specific ICT-related areas. Thus, in the context of electronic banking, e-readiness is conceived as the function of the ability to pursue value creation opportunities and within electronic trade, e-readiness is presented as a resource to be implemented in any organization. The choice of e-readiness tool largely depends on the purpose and goals for which a particular assessment is meant to achieve. In a general classification, e-readiness assessment tools and models can be divided into two main categories: those that focus on basic infrastructure or a nation's readiness for business or economic growth, and those that focus on the ability of the overall society to benefit from ICT [19]. In another classification, e-readiness assessment tools can be divided into two categories. While some of tools focus on assessing readiness of countries, governments and policies for adopting Internet technologies(such as CSPP APEC McConnell وMosaic WITSA), some others e.g. SCALES (Supply Chain Assessment and Lean Evaluation System) assess the readiness to adopt different concepts or approaches for engineering and was developed for a specific industry sector [18]. In The following, it has mentioned to some of tools and models that was designed to assess a company s readiness. Mutula and Brakel Model: This tool is designed around five major segments, namely; information readiness; enterprise readiness, human resources readiness, ICT readiness and external environment readiness. Around each of these segments there are a set of variables to measure the degree of e-readiness within organizations, communities or countries. This information rich e-readiness tool is premised on the fact that information and digital literacy competencies are needed for an individual to effectively partake in an information society. [16]. Fig. 1 An integrated information rich e-readiness assessment tool STOPE Model: Past studies have considered "technology: T", with "organization: O" and

"people: P" as main domains to investigate technology in society. Bakry considered the "TOP" domains, and added two complementary domains that is "strategy: S", and "environment: E". The result was the STOPE framework that was used by Bakry and his colleagues for various studies including: e-business (2002), e- government (200), ERP (2005), applications of information services (2000), and security management standards (2005) [2]. Fig. 2 STOPE e-readiness assessment framework SCALES: Supply Chain Assessment and Lean Evaluation System assess the readiness to adopt different concepts or approaches for engineering (e.g. readiness assessment tools for concurrent engineering). SCALES was developed for a specific industry sector the manufacturing industry. It was designed to assess a company s (especially SMEs) readiness for adopting Lean Manufacturing techniques. RACE: This is a Readiness Assessment tool for Concurrent Engineering (CE) and is widely used in the software engineering, automotive and electronic industries. BEACON model: Benchmarking and Readiness Assessment for Concurrent Engineering in Construction, assesses the readiness of construction companies to improve their project delivery processes through the implementation of concurrent engineering. It consists of four elements, which are Process, People, Project and Technology. A commercial software tool has been developed to automate the process of CE readiness assessment for construction organizations. IQ Net Readiness card: This was developed by CISCO and is a Web-based application that assesses an organization's ability to migrate to an Internet Business model. It is based on the book Net Ready, which gauges the readiness of IT service providers. Similar to the BEACON model, companies are required to respond to the statements and on completion; they are presented with an IQ Net Readiness Profile. VERDICT MODEL: VERDICT is an Internet-based prototype application that assesses the overall e-readiness of end-user companies and profiles the companies in this regard, based on their responses. VERDICT was developed to aid construction sector end-users to gauge their e- readiness for using e-commerce technologies such as Web-based collaboration tools. It can be used to assess the e-readiness of construction companies, department(s) within a company, or even individual work groups within a department. Several research publications and articles indicate that people, processes and technology are the three key aspects that need to be considered for successful implementation of technologies. It has mentioned in this model that the people, processes, and technology need a leader - just as Fan orchestra needs a conductor. The Conductor in this case is the management. To successfully implement and use any new technology it requires management in order to plan and drive policies and strategies. Thus a fourth category, management is necessary. The VERDICT Model has been so structured that for an organization to be e-ready it must have: Management that believes in the technology and takes strategic measures to drive its adoption, implementation and usage in order to derive business benefits from the technology; Processes that enable and support the successful adoption of the technology; People who have adequate skills, understanding of, and belief in the technology; and finally technology tools and infrastructure necessary to support the business functions [18]. To selecting the most proper model for performing this study, two points should be considered. First, the goal of this research is to assess the e- readiness of a company rather than a country or society. Second, paying attention to key success factors of CRM implementation is very important in selecting proper model process. After deep studding on various e-readiness assessment tools, the VERDICT model selected

as a compatible model with research goals and confirmed by a group of university and industry experts. There are some reasons for this selection. The VERDICT is one of tools that has designed to assess e-readiness in organizational level which harmonize with the research subject. Furthermore, based on many studies, managing a successful CRM implementation requires an integrated and balanced approach to key dimensions of technology, process, and people [5]. These three key dimensions are completely harmonized with VERDICT's main dimensions. Based on VERDICT model we evaluate the level of a company in these three dimensions plus another dimension-management which holds a coordination role and supplement the other three dimensions 3. Research Methodology For collecting primary data, the questionnaire method was used in this research. To answer the main research questions, two questionnaires were designed based on VERDICT model. In this way, 6 questions were included in the first questionnaire to elicit the expert's opinions on the importance of each of indicators and categories of selected model for e-readiness assessment of the case company and the second questionnaire based on a five-point Likert scale (1- "strongly disagree" and 5-"strongly agree") was designed to measure the level of every indicator of categories in that company. The research population relating to indicators importance subject were all decision makers, sales and distribution senior managers, ICT mangers and ICT senior specialists of the case company. Similarly, the research population relating to indicators evaluation was head-office managers, branch managers and all operational department supervisors of the company. Since the number of respondents was limited and accessible, the census method was used. The survey questionnaire was sent to 9 senior managers, supervisors and ICT experts.. Data Analysis After selection VERDICT as a proper model for doing this research, the questionnaires were designed, distributed, coded and analyzed by statistical software. In the first step, the weighted average of each indicator (relative importance of each indicator) and the weighted average of related category of the model were determined. The results are displayed in the tables below. Table -Importance of each indicator of management category No. Rep. Indicators of Management Weighted 1 MN1 The recognition of the benefits of using e- commerce tools 2 MN2 The senior management awareness of the potential rewards and risks of using e- CRM tools.2727 3 MN3 Having a well defined strategy for adopting e-crm tools MN Developing strategies to migrate users of existing services to web-based applications.0909 5 MN5 Generalizing our e-crm strategy at all levels within the organization 3.8182 6 MN6 Existence of e-business mind approach in all levels of management in organization 7 MN7 Active participation of senior management in developing and implementing the company's e-crm strategy.7273 8 MN8 The culture of being at the forefront of technology adoption 3.8182 9 MN9 Adoption of e-crm tools to improve overall business development 10 Comparison of the firm's use of e-crm MN10 tools with competitors 3.8182 11 Existence of a flexible approach to MN11 accommodate new and emerging technologies 12 Commitment to allocating adequate resources in terms of time, staff and budget MN12 required to implement and use e-crm.2727 tools 13 Allocating a suitable and independent MN13 budget for using e-crm tools 3.636 1 Staff training to efficient use of e-crm MN1 tools.0909 15 Defining key indicators for evaluation the MN15 effectiveness of using e-crm tools 3.555 16 Learning from successfulness or failure MN16 experience of other e-commerce projects 17 Preparing a platform in organization for MN17 sharing people experiences in e-commerce 2.7273 tools 3.898 Table four shows that in management category, the most important indicator is "Active participation of senior management in developing and implementing the company's e-crm strategy".

Table 5- Importance of each indicator of IT category Weighted No. Rep. Indicators of Information Technology 18 19 20 21 22 23 2 25 26 IT1 IT2 IT3 IT IT5 IT6 IT7 IT8 IT9 Well definition of IT Policy Having adequate IT support(in house or external) Having adequate ICT infrastructure for supporting staff and current business process Flexibility of current ICT systems to accommodate rapid change and scalability Regularly upgrading the ICT systems to meet changing business/market needs Existence of a network and communication platform for file and data transferring across the company Easy access to required hardware and software resources by IT department experts Widespread use of electronic communication tools such as email in organization Widespread use of internet for search and information gathering in organization.2727.0909 3.636.1111 Table five shows that in information technology category, the most important indicators are two item. No. 27 28 29 30 31 32 33 3 35 36 Table 6- Importance of each indicator of people category Rep. Indicators of People Weighted Having people with the ability to HR1 implement change and move quickly to adopt and use any new technologies Identification and clearly definition the HR2 roles and responsibilities of staff who use (or will use) the e-crm tools Having an organizational structure and HR3 culture that provides a well suited.0909 environment for e-crm adoption and use Having staff with the necessary levels of IT HR literacy, functional expertise and skills to 3.555 use e-crm tools HR5 Recognition the importance and benefits of using e-crm tools by staff.0909 Having business management staff (or HR6 decision makers) with adequate IT.0909 knowledge HR7 Having IT staff with adequate knowledge of business processes HR8 Existence of an incentive plan for motivating people to use e-commerce tools 3.8182 HR9 Complete support of e-commerce projects team by organization.1818 Identifying barriers to the use of e-crm HR10 tools by employees.2727.036 Table six shows that in people category, the most important indicator is "Having IT staff with adequate knowledge of business processes". Table 7- Importance of each indicator of Process category Weighted No. Rep. Indicators of Process 37 38 39 0 1 2 3 5 6 BP1 BP2 BP3 BP BP5 BP6 BP7 BP8 BP9 BP10 Analyzing current business processes Identifying the bottlenecks and inefficiencies in current business processes Having flexible processes to accommodate e-crm tools Previous attempts to design new webenabled processes Dealing with the same customers within the supply chain widespread use of email or other communication software for exchanging all documents within the organization Previous attempts to adopt e-commerce tools to automate existing processes Readiness for changing current processes to adopt e-crm tools Believing That e-commerce tools can cut processes costs Attempts to use of web-based tools for covering main processes of organization.55 3.555 3.636.0909 3.8909 Table seven shows that in process category, the most important indicator is "Analyzing current business processes". Additionally, By calculating the average of each category's importance, the "information technology" is the most important category in e-readiness assessment of the company for CRM implementation. In the second step, we multiple each indicator's weight to its average score to obtain final scores. The final results of indicators are summarized in table 9.

No. 1 2 3 5 6 7 8 9 10 11 12 13 1 15 16 17 Rep. MN1 MN2 MN3 MN MN5 MN6 MN7 MN8 MN9 MN10 MN11 MN12 MN13 MN1 MN15 MN16 MN17 Table 9- Final results of indicators of case company e-readiness assessment Ave. 2.5 2.0 2.56 3.20 1.70 2.62 3.38 3.11 3.71 1.82 3.0 2.56 1.80 3.32 1.50 1.90 1.92 Weight 0.059 0.06 0.066 0.062 0.058 0.060 0.071 0.058 0.056 0.058 0.056 0.06 0.055 0.062 0.053 0.056 0.01 Management Final 0.15 0.13 0.17 0.20 0.10 0.16 0.2 0.18 0.21 0.11 0.17 0.17 0.10 0.21 0.08 0.11 0.08 2.5 No. Rep. Ave. Weight 18 IT1 2.89 0.118 19 IT2 3.26 0.115 20 IT3 2.2 0.106 21 IT 2.20 0.108 22 IT5 2.07 0.108 23 IT6 3.52 0.118 2 IT7 2.86 0.118 25 IT8 2.71 0.111 26 IT9 2.73 0.098 Information Technology 27 HR1 3.82 0.099 28 HR2 1.7 0.097 29 HR3 2.9 0.088 30 HR 2.16 0.088 31 HR5 2.73 0.101 32 HR6 2.5 0.101 Final 0.3 0.38 0.26 0.2 0.22 0.1 0.3 0.30 0.27 2.76 0.38 0.1 0.25 0.19 0.28 0.25 No. 33 3 35 36 37 38 39 0 1 2 3 5 6 Rep. Ave. HR7 2.83 HR8 1.57 HR9 1.37 HR10 2.53 People BP1 2.26 BP2 2.87 BP3 2.7 BP.09 BP5 3.70 BP6.02 BP7 2.78 BP8 3.62 BP9 3.88 BP10 2.62 Process Weight 0.108 0.095 0.10 0.106 0.11 0.100 0.103 0.91 0.100 0.100 0.093 0.096 0.011 0.096 Final 0.31 0.15 0.1 0.27 2.35 0.26 0.29 0.28 0.37 0.37 0.0 0.26 0.35 0.1 0.25 3.2 Based on each category's score, the overall level of e-readiness assessment of the company for e-crm implementation extracted. This has illustrated in Radar diagram format in fig 3. It can be found from analyzed data that the case company is in moderate level of e-readiness in three categories of the VERDICT model including management, IT and process because the score of these categories are between 2.5 and 3.5 but it's in low readiness level in people category which is under 2.5 score. Fig. 3 Final e-readiness level of the company in Radar diagram format 6- Conclusion The author hereby briefly summarized the findings of this research as follows: a. along the various tools and models of e-readiness assessment, the VERDICT model is recommended to those wholesale distribution companies that are planning to implement e- CRM. b. The e-readiness of the case study organization for implementing e-crm is not in desired condition based on all four categories: management, information technology people, and process. In addition, people factor has got the lowest score in comparison with other factors which means that this category should be considered more important for this organization to be e-ready. c. Based on e-readiness assessment of this company, the processes factors has got the highest score but the desired level is far and there should be some critical actions for improvement. d. There is more than 0.7 score between the two factors that have the highest and lowest which means a relative gap between various aspects of e-readiness in this company. Research findings indicate that e- Readiness of the company for implementing e- CRM is not in good condition. Therefore it is suggested that prior to e-crm implementation project in this company, the decision makers prepare some plans and perform some basic actions for increasing of e-readiness level of the company. Firstly by the fact that the lowest score belongs to human resource factor, they should prepare a comprehensive plan for their

employees to information technology adoption such as continuing education, incentive plans, culture development of using electronic tools, motivators, etc. Secondly, from management perspective the company should carry out several organizational improvement projects to raise its e-readiness level. Then a full review of company's information systems and IT infrastructure is needed to achieve a suitable compatibility with e-commerce tools. Finally, from processes perspective, business process reengineering should happen in e-crm implementation. Additionally, we suggest the VERDICT model for e-readiness assessment of the firm to those distribution companies that are willing to implement e-crm project. E-readiness is a new concept and most of e-readiness assessment models that have been introduced so far, are suitable for national level assessment. Corporate level assessment models are few and their abilities are limited to cover many domains. There are many opportunities for further studies to design proper models to assess e-readiness of companies in different kinds of businesses different fields such as e-readiness assessment for ERP, e-commerce, e-scm, m- commerce projects, etc. 7. References [1] Albadvi, A. and Enayat tabar, M. (2006). Customer Relationship Management in electronic environment. th international conference of management, Tehran, Iran. [2] AL-Osami, K.S. (2007). Mathematical Models for E- Readiness Assessment of Organizations with Intranets. (Mater Thesis). King Saud University, Saudi Arabia. [3] Anderson, K. and Kerr, C. (2002). Customer Relationship Management. McGraw Hill Companies, Inc. [] Bridges. org. (2005). E-Ready for What E-Readiness in Developing Countries: Current Status and Prospects toward the Millennium Development Goals. Retrieved from www. bridges.org/en/publication.3.html [5] Chen, Injazz J. and Popovich, K. (2003). Understanding customer relationship management (CRM) people, process and technology. Business Process Management Journal, 9, 672-688. [6] Dada, D. (2006). E-Readiness for developing countries: Moving the focus from the environment to the users. EJISDC, 27(6), 1-1. [7] Economist Intelligence Unit. (2008). E-readiness rankings 2008 Retrieved http://graphics.eiu.com/upload/ibm_ereadiness_2008.pdf [8] Forrouhiyehpour, P. (2008). Assessing the Readiness for implementing CRM in B2B Markets Using AHP Method.(Master Thesis). Lulea University of Technology, Sweden. [9] Hanafizadeh, P., Hanafizadeh, M. and Khodabakhshi, M. (2009). Taxonomy of e-readiness assessment measures. International Journal of Information Management, 29, 189-195. [10] Hourali, M., Fathian, M., Montazeri, A. and Hourali, M. (2008). A model for e-readiness assessment of Iranian small and medium enterprises. Journal of Faculty of Engineering, 1(7), 969-985 [11] Jafarnejad A., Loox C. and Monshi, A. (2007). Towards Electronic Customer Relationship Management: An CRM Solutions Development Mythology. Iranian Journal of Management Studies (IJMS), 1(1), 73-89. [12] Jafarnejad, A., Safavi S.R. and Ajali, M. (2009). E- readiness assessment of Gas National company of Iran based on AHP and fuzzy logic. 2 th international conference of OR. Babolsar, Iran. [13] Lin, R., Chen, R. and Shun Chiu, K. (2010). Customer relationship management and innovation capability: an empirical study. Industrial Management & Data Systems, 110(1), 111-133. [1] Mahdavi I., Cho, N., Shirazi, B. and Sahebjamnia, N. (2008). Designing evolving user profile in e-crm with dynamic clustering of web documents. Data & Knowledge Engineering, 65, 355-372 [15] Mishra, A., Mishra, D. (2009). Customer Relationship Management: Implementation Process Perspective, Acta Polytechnica Hungaric, 6 (), 83-99. [16] Mutula, S. M. & Brakel, P.. (2006). An evaluation of e- readiness assessment tools with respect to information access: Towards an integrated information rich tool. International Journal of Information Management, 26, 212 223. [17] Richards, K. A. and Jones, E. (2008). Customer relationship management: Finding value drivers. Industrial Marketing Management, 37,120 130. [18] Ruikar, K., Anumba C. J. and Carrillo, P. M. (2006).VERDICT-An e-readiness assessment application for construction companies. Automation in Construction, 15, 98 110. [19] Toufani, S. (2009). E-Readiness assessment in Iranian B2C Enterprises (case: Iranian Book Publishing Companies). (Master Thesis). Lulea University of Technology, Sweden. [20] Wang, M. (2007). Measuring CRM service quality in the library context: a preliminary study. The Electronic Library, 26(6), 896-911.