DEVELOPING SALES FORCE AUTOMATION PROTOTYPE AT INDONESIAN FURNITURE TRADING COMPANY

A holistic view of the customer is a desirable resource in many organizations today. The findings from a recent DMG Consulting study confirm this reality—possessing integrated customer information is a critical success factor in 11 of the 12 business challenges facing organizations (Kharbanda & Dasgupta, 2001). To achieve a single customer view in today’s marketplace often characterized by increasing global competition, shrinking product lifecycles, and decreasing customer loyalty, companies are considering customer analytical technologies to uncover previously unknown and valuable insights. These insights strengthen customer relationships through greater responsiveness and customization, thereby boosting customer loyalty. Many organizations now believe one of the fundamental instruments for creating competitive advantage is deploying information technology that supports and fosters one-to-one relationships with customers (Shoemaker, 2001). This type of customized service can be achieved through customer relationship management (CRM) and electronic CRM (e-CRM) technologies, which enable organizations to maximize their customer relationships and increase profits by leveraging people, processes, and technology for more effective acquisition, retention, and cross-selling/up-selling opportunities. However, a holistic and integrated customer view remains elusive within most companies. Many businesses still struggle with a basic understanding of who their customers are, what they want, and what they contribute to or cost the company. This is due to the myriad of systems typically found in organizations that contain some form of customer data—CRM and database marketing, legacy and ERP (enterprise resource planning), customer service, order management, financial, call center, and sales force automation systems. In addition, integration complexity grows as organizations add external sources such as customer survey, demographic, credit, and lifestyle data. Integrating relevant data to enable a holistic view of the customer requires overcoming many obstacles, which typically encompass duplicate data, incompatible and conflicting definitions, and ownership/political battles.

Purpose– The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective.Design/methodology/approach– A qualitative investigation of two business-to-business companies was conducted. Data collected from ten semi-structured interviews with directors or sales managers were analyzed to understand the main barriers to SFA system adoption.Findings– The study confirms the existence of three barriers (customer knowledge, quality of information and the characteristics of mobile devices) to a mobile SFA system use and identifies two additional barriers: lack of time and optimization issues.Research limitations/implications– The explorative nature of the study and the qualitative method employed limit the generalizability of the results. The propositions could be further validated and tested with a wider population.Practical implications– Organizations wishing to speed the adoption of a mobile SFA system should evaluate the importance and significance of the five identified barriers to adoption, and plan how to overcome them. It is important for the providers of the mobile SFA systems to focus on developing systems that can exploit the different characteristics of each channel and, in parallel, overcome the inherent limitations of any single channel. The content of an SFA system should be customizable for each type of mobile device.Originality/value– Ever increasing mobility has led to a rise in the use of smartphones and tablet PCs (tablets) in business and the consequent growth in the use of SFA systems. Although SFA systems have been studied for roughly 30 years, little is known of the impact of newly developed mobile devices on sales management and sales personnel.

We examined the effect of using a knowledge management–based sales force automation (SFA) system on the sales performance of 1,340 sales representatives. We found that SFA system use was directly related to performance—the more knowledge documents that sales representatives read, the more likely they were to exceed their quota. Expertise moderated this relationship. Sales representatives who exceeded their sales quota in the previous year derived significantly greater benefit from SFA system use than did other sales representatives.

Why is my sales force automation system failing?

PurposeNowadays, businesses globally are scrambling to keep up with the latest trend of adopting Information Technology (IT) tools like electronic customer relationship management (E-CRM). The study aims to examine and describe the impact of information availability, system security and quality on consumer satisfaction and E-CRM efficacy in shopping websites.Design/methodology/approachCommunication in the period of the fourth industrial revolution was performed face to face and via the use of technological communication tools. The growth of information and communication technology (ICT) has compelled businesses to embrace E-CRM to strengthen client relationships and boost profitability, loyalty and satisfaction. E-CRM is implemented to establish communication with customers. So the major goal of the investigation is to look at the function of influencing variables in E-CRM system efficiency in online buying. The present study's statistical population is limitless. The sample size for structural equations is determined to be 384, utilizing the sample measurement technique. A research framework is developed with four hypotheses resulting from previous research to measure the sample. SMART PLS software is used to assess the suggested model and the data received from the questionnaire.FindingsAccording to the findings, availability of information, information quality and security influence user satisfaction. Therefore, considering the dimensions could be a great step in the improvement of the E-CRM effectiveness. The outcomes also showed that online shopping sites should help customers observe the accordance between the received services and their needs' features.Research limitations/implicationsDespite many efforts to complete the article, the low sample size is one of the limitations of this article. Also, the study has only been evaluated in one country, so generalization of results should be made with caution.Practical implicationsThe E-CRM process is a continuous learning process where information about the customer is transformed into a customer relationship. Also, customer satisfaction is the core concern of any system, and such systems must assess customer satisfaction levels by incorporating a procedure. Many research findings show that development managers try to enhance the quality of the relationship with development managers' customers. The study recommends that both designers and managers focus on security, system quality and access to information to boost customer satisfaction.Originality/valueThe research discusses and identifies the key factors that must be considered while providing the solutions of E-CRM. The study helps managers to accelerate E-CRM systems. Also, the paper supports the field of the managers-orientated perspective in E-CRM.

Electronic customer relationship management (eCRM) is seen to arise from the consolidation of traditional CRM with the e-business applications marketplace and has created a flurry of activity among companies. eCRM is the proverbial double-edged sword, presenting both opportunities and challenges for companies considering its adoption and implementation. This paper explores the marketing opportunities eCRM creates for companies such as enhanced customer interactions and relationships as well as personalisation options, all of which are potential sources of competitive advantage. It also explores the challenges confronting companies implementing eCRM such as managing an on-line channel, data integration issues and information technology (IT) architecture challenges. Directions for future research are also suggested.

Educational institutions worldwide are undergoing funda- mental shifts in how they operate and interact with their “customers”: students, alumni, donors, faculty members, and staff members. Kotler and Fox [32] state that “the best organization in the world will be ineffective if the focus on ‘customers’ is lost. First and foremost is the treatment of individual students, alumni, parents, friends, and each other internal customers). Every contact counts!”. Many organizations are fa- miliar with using CRM (Customer relationship management) to manage and enhance the customer relationship. Good customer relationship can bring great benefits and a competitive advantage to organization. And in this era of technology, CRM that consists of e-CRM (Electronic customer relationship management) is acknowledged as another potential solution for business. The focus is currently shifting from improving internal operations to concentrating more on customers. Technical education customers are demanding more attention and immediate service-that is, “Internet time”. Proactive institutions are now adjusting their practices by refocusing their efforts externally. Because of the need to concentrate more on customers, many institutions are once again turning to technology-this time to customer relationship management (CRM) software. CRM goes several steps further than ERP by helping institutions maximize their customer-centric resources. The purpose of this study is how Electronic Customer Relationship (e-CRM) will help the technical institutions to integrate the data from customer touch points.

This study investigates the role of Electronic Customer Relationship Management (E-CRM) technology in shaping customer loyalty within the Indonesian e-commerce context by examining customer experience, satisfaction, and trust as critical mediators, and exploring customer anxiety as a moderating psychological factor. Utilizing a quantitative approach, data were collected from 500 customers engaged with major Indonesian e-commerce platforms and analyzed via Partial Least Squares Structural Equation Modeling (PLS-SEM). The empirical findings indicate that E-CRM significantly enhances customer experience, satisfaction, trust, and loyalty. Importantly, customer experience, satisfaction, and trust effectively mediated the relationship between E-CRM and customer loyalty, with customer experience additionally mediating the E-CRM–satisfaction link. Furthermore, anxiety notably moderated the relationship between E-CRM and both customer experience and trust, highlighting anxiety's role in diminishing digital relationship management effectiveness; however, anxiety did not significantly moderate the relationship between E-CRM and customer satisfaction. The study substantially extends the Stimulus-Organism-Response (SOR) theoretical framework by integrating anxiety explicitly as a moderating factor. Practically, this research provides strategic insights for e-commerce practitioners, emphasizing the necessity of managing consumer anxiety to optimize E-CRM outcomes, enhance customer relationships, and foster sustainable customer loyalty.

PT XYZ, a company engaged in port services, has implemented E-CRM since 2016. The goal of E-CRM is to upgrade, update, and standardize customer relationship systems and some legacy systems. To achieve this goal, PT XYZ developed and used many E-CRM features. There are no tools for an organization to help gain use of the details and impact of an E-CRM implementation after several years of implementation. Companies find it difficult to detail the use and impact of E-CRM documentation. The company needs to complete this task because companies need to make post-implementation documentation of E-CRM to comply with Good Corporate Governance (GCG), namely transparency and accountability to stakeholders and the public. If transparency and accountability are not implemented, this will impact management rights in the port area, especially in the sub-directorate that implements E-CRM. Companies need to know the detailed impact and list of E-CRM usage. This impact and usage list will help the company create post-implementation documentation to help the company fulfill this project with GCG. The research question is what E-CRM is used for and the impact of E-CRM for the company. Researchers used mixed methods to analyze using quantitative and qualitative methods using questionnaires, document analysis, observation, and interviews. For the implementation of E-CRM, the features that have been developed, used, and support business processes are customer data management features, customer profiles, customer service, customer visit management, customer surveys, and marketing features. E-CRM impacts companies in several areas that are strategic, managerial, and operational. The most significant impact on the organization is product quality (operational), decision making (managerial), productivity (operational), partner synergy (strategic), business innovation (strategic), performance control (managerial), competitive advantage (strategic), resource management (managerial). With a post-implementation review, companies can get details of E-CRM's use and impact and help make detailed documentation of E-CRM's post-implementation use and impact to comply with GCG. If an audit is carried out for this project, the company is ready.

Customer Relationship Management can be widely defined as company activities related to developing and retaining customers through increased satisfaction and loyalty In this white paper Web Associates refers to online CRM activities—all customer-facing processes integrated via the Internet—as e-CRM: Electronic Customer Relationship Management

PT.Delta Jaya Motor is a company engaged in the sale of spare parts yamaha motor that serves the needs of consumers in large enough quantities. PT.Delta Jaya Motor to retain customers and gain new customers with a wide range of strategies used. The strategy is meant here is the strategy of CRM (Customer Relationship Management ) which is one of the tools of collaboration with customers who use a variety of companies to maintain the relationship and create a situation of win-win by improving the value of customers' lives every day through a variety of ways , so that the customer remain loyal to the services provided by these companies. So customer satisfaction will be measured by the success of product marketing. Design and analysis methods used in the development Electronic Customer Relationship Management (E-CRM) is the system Linear Sequential atau Waterfall Model. This method is a classical model which is systematic and easy to understand because the successive stages of building a software ranging from process communication, planning, modeling, construction hingga proses deployment.

E-commerce has revolutionized the global shopping landscape, especially among younger generations, by providing unprecedented convenience and accessibility. This shift has transformed traditional retail, enabling consumers to easily find, compare, and purchase products online. The internet has created a centralized platform that brings together competitors and consumers, opening new avenues for product and service promotion. Customer relationships are crucial in customer focused marketing, with Customer Relationship Management (CRM) leveraging customer data to enhance promotions. The evolution from e-CRM to CRM highlights the growing emphasis on customer relationships to establish competitive power. This study investigates the impact of trust, privacy, reliability, responsiveness, and customer satisfaction on the success of electronic customer relationship management (E-CRM) systems in the Nepalese insurance sector. Based on primary data from 393 respondents in the Nepalese insurance sector, the study employs descriptive statistics, correlations, and regression analysis. Data are collected using Google Forms The results show that privacy, reliability, responsiveness, trust, and customer satisfaction are positively correlated with the success of E-CRM systems. Higher levels of these factors lead to greater success in E-CRM systems within the Nepalese insurance sector.

Research on large firms suggests that dedicated customer relationship management (CRM) software applications play a critical role in creating and sustaining customer relationships. CRM is also of strategic importance to small and medium-sized enterprises (SMEs), but most of them do not employ dedicated CRM software. Instead they use generic Internet-based technologies to manage customer relationships with electronic CRM (eCRM). There has been little research on the extent to which the use of generic Internet technologies contributes to SME performance. The present study fills the gap, building upon the literature on organizational capabilities, marketing, and SMEs to develop a research model with which to explore the relationships between generic Internet technologies, eCRM capabilities, and the resulting performance benefits in the SME context. A survey across 286 SMEs in Ireland finds strong empirical evidence in support of the hypotheses regarding these benefits. The study contributes to managerial decision making by showing how SMEs can use generic Internet technologies to advance their customer relationships and contributes to theory development by conceptualizing eCRM capabilities in an SME context.

This work offers a state-of-the art survey of information systems research on electronic customer relationship management (eCRM). It provides important new frameworks derived from current cases and applications in this emerging field.Each chapter takes a collaborative approach to eCRM that goes beyond the analytical and operational perspectives most often taken by researchers in the field. Chapters also stress integration with other enterprise information systems.The book is organized in four parts: Part I presents an overview of the role of CRM and eCRM in marketing and supply chain management; Part II focuses on the organizational success factors behind eCRM implementation; Part III presents cases of eCRM performance enhancement; and Part IV addresses eCRM issues in business-to-consumer commerce.

The current study aims at providing understanding and practical insights of how to maintain customer loyalty using E-CRM from perspectives of small food businesses in Jordan. The qualitative design of research is adopted. Semi-structured and face-to-face interviews have been conducted with eight executives to generate data from target interviewees in different Jordanian food companies. Using thematic analysis for interviews and based on executives perspectives, this study provides customer loyalty concepts, benefits, tools, and measurements. Moreover, this study also investigates the benefits of E- CRM, E-CRM tools, and how customer loyalty could be enhanced by E-CRM. The results of the thematic analysis found that social media and telemarketing are the most common tools of E-CRM that are adopted by food companies. Sales frequency and sales records are the most common criteria for customer loyalty measurement. Furthermore, complaints handling, post sales services, customer following up, and maintaining customer relationship are the most critical tactics of E-CRM that are adopted by food companies to enhance customer loyalty. The study recommends that customer loyalty practices are not well established by food companies; however, adopting E-CRM practices are critical issues for maintaining customer loyalty.