Driving AI-integrated CRM adoption in emerging markets: the role of attitude and perceived usefulness insights from Ecuadorian organizations

Customer satisfaction plays a crucial role in enhancing the quality of healthcare services, particularly for BPJS patients. This study aims to analyze the impact of a Customer Relationship Management (CRM) system on BPJS patient satisfaction at Penjaringan Health Center. The research focuses on the influence of organizational communication, customer trust, and customer commitment on the CRM system, as well as the CRM system’s effect on patient satisfaction. This quantitative study utilized a sample of 200 BPJS patients who have used CRM features, including online queues and feedback services. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling (SEM) with SPSS and AMOS software. The results indicate that organizational communication has a significant positive impact on the CRM system, enhancing its effectiveness in addressing patient needs. Customer trust and commitment also positively influence the CRM system, with committed patients showing higher engagement levels. Furthermore, both customer trust and commitment directly enhance patient satisfaction, which is further strengthened by effective CRM system implementation. The CRM system itself shows a substantial positive effect on patient satisfaction, demonstrating its role in improving service efficiency, responsiveness, and personalization. In conclusion, the study highlights the importance of CRM systems, supported by effective communication and strong patient trust and commitment, in improving healthcare service satisfaction among BPJS patients. These findings suggest that health centers should prioritize CRM system enhancements and foster robust communication and trust-building strategies to improve patient experiences.

This paper aims to examine how Customer Relationship Management (CRM) systems are in place in firms in practice with a focus on the customer needs and requirements, i.e., how analytical CRM (aCRM) systems are used to support existing CRM systems and how such a system can be integrated with CRM systems. Customer Relationship Management (CRM) has always been widely regarded for developing and retaining customers through their increased satisfaction and loyalty. This paper also discusses how customer information is used by powerful analytical CRM where CRM systems are already in place in organisations. To support the arguments made, the paper presents the analytical CRM framework. Analytical Customer touch points and interesting patterns of analytical customer related data are presented. A clear difference between CRM and aCRM is presented. The application of analytical CRM has been very recent and its visibility is substantially low, and the provision of these systems is limited to a few leading firms in the world. The paper explains the value of analytical CRM systems inform of customer touch points.

Purpose – The purpose of this paper is to define objectives for Customer Relationship Management (CRM) system adoption. The objectives provide a theoretical basis for strategizing about CRM system adoption. The objectives also provide managers to clearly direct CRM system adoption, thus ensuring a highly successful outcome. Design/methodology/approach – The authors conducted a sequential multi-method research in Europe. The initial qualitative phase constituted 62 in-depth interviews. Using Keeney’s (1992) value-focused thinking approach, the authors defined 102 CRM system adoption objectives. Quantitative purification techniques, using a sample of 210 organisations, a more parsimonious set of objectives were developed. The complete set of objectives were classified into fundamental and means objectives. Findings – Results present three fundamental and three means objectives. These objectives allow for successful CRM system adoption. The three fundamental objectives are: maximise CRM organisational culture; ensure an effective relationship with CRM providers; and minimise CRM project risks. The three means objectives are: maximise CRM usage, maximise relational marketing capabilities, maximise CRM orientation. Practical implications – This study provides strategic objectives that can be used by companies to plan adoption of a CRM system. Hence the fundamental and means objectives take the form a strategic planning template. Originality/value – Although technology adoption has been well researched and has also been extended to address CRM systems, the focus has largely been behavioural. The strategic objectives for CRM system adoption, presented in this paper, are novel. Objectives enable decision making and resource planning. The combination of fundamental and means objectives provide a theoretical basis for ensuring successful CRM system adoption.

This scholarly article explores the transformative evolution of customer relationship management (CRM) systems by integrating predictive analysis, artificial intelligence (AI), and machine learning. Traditional CRM systems exhibit weaknesses in areas such as customer privacy exploitation and differential treatment, necessitating a reevaluation of their foundational principles. Integrating advanced analytics and machine learning algorithms emerges as a strategic avenue for modernizing CRM, allowing organizations to anticipate customer needs, address issues proactively, and foster meaningful relationships. The paper details the re-architecting of CRM systems, emphasizing considerations for organizations transitioning from traditional to modern approaches. Scalability, flexibility, and adaptability are essential principles for ensuring CRM systems evolve with dynamic customer needs. The article also addresses the challenges and ethical considerations of integrating predictive analysis and AI into CRM, emphasizing responsible data practices and transparent decision-making processes. Furthermore, the paper projects future trends in CRM evolution, outlining the significance of automation, personalization, reliance on AI, and social media integration. The convergence of these trends is poised to redefine customer experiences, creating a landscape where hyper personalization and seamless omnichannel interactions are the norm. In conclusion, the transformative evolution of CRM systems extends beyond technological upgrades to encompass a strategic shift in organizational culture and customer-centricity. By embracing the potential of predictive analysis, AI, and machine learning, organizations can navigate challenges, ensuring CRM remains committed to genuine customer satisfaction, trust, and enduring partnerships.

CRM Tools as Instruments for Shaping Competitiveness and Innovation in SMEs in the West Pomeranian Region The monograph titled CRM Tools as Instruments for Shaping Competitiveness and Innovation in SMEs in the West Pomeranian Region examines the crucial role of Customer Relationship Management (CRM) systems in enhancing innovation and competitiveness among micro, small, and medium-sized enterprises (SMEs). The study begins with an in-depth analysis of the concepts of innovation and competitiveness, providing clear definitions and exploring the interrelationships between these two constructs within the SME sector. It emphasizes how technological, organizational, and marketing innovations can contribute to securing competitive advantages in a dynamic market environment. The second part of the monograph focuses on both the theoretical and practical dimensions of CRM systems. It discusses the philosophy behind CRM, their architecture, the implementation process, and associated costs. The analysis demonstrates that well-designed and effectively implemented CRM systems enable businesses to build lasting relationships with stakeholders, enhance customer satisfaction, and achieve sustainable competitive advantages. The core of the research consists of empirical studies conducted among SMEs in the West Pomeranian region. The research investigates the impact of CRM tool implementation on the levels of innovation and competitiveness within enterprises. The study involves audits and surveys aimed at assessing how the adoption of CRM systems influences firm performance. The findings clearly indicate that CRM significantly improves the market position of enterprises and fosters their development by enhancing customer understanding and engagement. The final chapter presents a conceptual framework for implementing CRM systems in SMEs, based on the research findings. Practical solutions are proposed regarding cost management, expected benefits, potential barriers, and the long-term strategic advantages associated with CRM adoption. In conclusion, the monograph confirms that CRM systems play a vital role in fostering innovation and enhancing competitiveness within the SME sector. The proposed implementation framework provides a valuable tool for enterprises seeking to strengthen their market position and achieve sustainable growth.

Customer Relationship Management (CRM) system improves companies' profitability by helping companies focus on the relationships with customers, colleagues or suppliers. By having strong initiative to move applications to cloud, enterprises are hindered by cloud security and reliability issues [1], especially when it comes to financial industries. To provide a practical and secure solution to these enterprises, this project aims to build a cloud CRM system that enables fully homomorphic encryption. In order to explore the potential of this, the project integrates three key components: Open source CRM system Sugar CRM, partial homomorphic database system Crypt DB and fully homomorphic encryption library HElib. By leveraging the structure based on our previous work [2], Stealthy CRM successfully integrates fully homomorphic encryption support on top of Crypt DB database encryption environment. Besides that, Stealthy CRM enables a transparent and seamless integration to any CRM system by using a modified My SQL proxy to listen to, encrypt the queries and interact with Crypt DB and HElib subsystems. An evaluation of TPC-C and TPC-H queries is conducted on Stealthy CRM system. The result shows Stealthy CRM has 14%-28% throughput overhead for most of the CRM queries, compared with unmodified My SQL server. For complex TPC-H queries involving multiplication and composition of computation, Stealthy CRM is able to execute the query between 1.75 min to 11.7 min. Although the time takes to complete a fully homomorphic query in CRM system is still long, Stealthy CRM provided a prototype for researchers and other business application developers to explore the potential.

This chapter focuses on the changes in CRM (Customer Relationship Management) systems and challenges that are related to their daily use. The fundamental problem causes the adoption of the optimal method of solving the given tasks. These tasks are focused on working with a 360-degree view of the customer. The question of this chapter concerns CRM systems and their influence by artificial intelligence. The solution is based on literature research and analysis of the variability of the selected CRM systems in order to determine challenges for IT users. There are also mentioned reports from industry analysts and study cases. Recommendations for resolving CRM controversies are discussed. CRM systems in these relationships must support of multifaceted approach with a multidisciplinary framework that combines information technology, marketing, and organizational behavior. User-centered CRM design and ethical considerations in artificial intelligence and CRM are particularly important.

Adoption of artificial intelligence-integrated CRM systems in agile organizations in India

Customer Relationship Management (CRM) systems are very common in large companies. However, CRM systems are not very common in Small and Medium Enterprises (SMEs). Most SMEs do not implement CRM systems due to several reasons, such as lack of knowledge about CRM or lack of financial resources to implement CRM systems. SMEs have to start implementing Information Systems (IS) technology into their business operations in order to improve business values and gain more competitive advantage over rivals. CRM system has the potential to help improve the business value and competitive capabilities of SMEs. Given the high fixed costs of normal activity of companies, we intend to promote free and viable solutions for small and medium businesses. In this paper, we explain the reasons why SMEs do not implement CRM system and the benefits of using open source CRM system in SMEs. We also describe the functionalities of top open source CRM systems, examining the applicability of these tools in fitting the needs of SMEs.

Purpose The paper aims to examine the impact of user (customer) and system (technology) characteristics on customers’ willingness to adopt customer relationship management (CRM) systems. It proposes that CRM system adoption be studied from the customers’ perspective rather than through the company’s lens. Furthermore, it investigates whether national environmental factors account for a significant difference in users’ adoption of CRM in two countries (Saudi Arabia and Australia). Design/methodology/approach The paper utilized a quantitative approach using a structured questionnaire. Data was collected from an online panel in both countries via a leading provider of Internet survey services. The analysis employed variance-based structural equation modelling (SEM) with the partial least squares (PLS) method. Findings This paper provides empirical insights into the factors that influence customers’ intentions to adopt CRM systems. In both countries, attitude and trust are important drivers of customers’ willingness to use CRM systems. Privacy concerns had no significant effect on intention in either country. Self-efficacy was found to be a significant predictor of intention in Australia but not in Saudi Arabia. Social proof was found to be a significant predictor of intention in Saudi Arabia but not in Australia. Research limitations/implications The generalizability of the results to non-Saudi and non-Australian customers is a major limitation. As a result, researchers can replicate the study across multiple countries, cultures and industries. A larger sample size is required to conduct additional analysis. Originality/value This paper presents an alternative approach to identifying success factors for CRM system implementation, focusing on the customer’s perspective.

Exploring the role of customer relationship management (CRM) systems in customer knowledge creation

PurposeThis paper aims to examine how customer relationship management (CRM) systems are implemented in practice with a focus on the strategic application, i.e. how analytical CRM systems are used to support customer knowledge acquisition and how such a system can be developed.Design/methodology/approachThe current practice of CRM application is based on examining data reported from a four‐year survey of CRM applications in the UK and an evaluation of CRM analytical functions provided by 20 leading software vendors. A conceptual model of an analytical CRM system for customer knowledge acquisition is developed based on the findings and literature review.FindingsCurrent CRM systems are dominated by operational applications such as call centres. The application of analytical CRM has been low, and the provision of these systems is limited to a few leading software vendors.Practical implicationsThe findings shed light on the potential area in which organisations can strategically use CRM systems. It also provides guidance for the IT industry as to how an analytical CRM system should be developed to support customer knowledge acquisition.Originality/valueThe latest findings on CRM systems application are reported, and an innovative analytical CRM system is proposed for customer knowledge acquisition.

PurposeThe purpose of this paper is to develop and test a theoretical model to measure the impact of enterprise resource planning (ERP) and customer relationship management (CRM) systems and moderating relationships of system and process integration on business value.Design/methodology/approachERP and CRM systems are analysed with the resource-based view theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organisation.FindingsERP system is found to be an important asset to business value, but CRM systems’ impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable.Research limitations/implicationsThe model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM.Practical implicationsAdopting an ERP system and ensuring system integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, process integration with ERP system must be ensured.Originality/valueThis study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.

This thesis studies the development of lightweight J2EE-based CRM(Customer Relationship Management) system. With reference to the function modules of the mainstream CRM system, through the analysis of customer needs, this thesis studies the implementation methods of CRM system of an enterprise on the J2EE platform, and completes the detailed design and programming of the CRM system. It focuses on the application project and values of the J2EE technologies (Three frames of Struts, Hibernate and Spring) in the CRM system. Keywords-Customer relationship management, J2EE, threetier structure I. RESEARCH BACKGROUND OF CRM As a part of the Internet strategy of the enterprise, CRM(Customer Relationship Management), ERP(Enterprise Resource Planning)and SCM (Supply Chain Management), etc. together constitute the core competitiveness of the enterprise in the network era. The emergence of CRM is closely related to the evolution process of marketing approaches, with the integration of information technologies and decision support techniques, emphasizing internal and external interaction between the business and customers. Each step of revolutionary evolution is a result of combined effects of contemporary information technology development and new marketing strategies. CRM is the result of the evolution of marketing methods. The emergence of this new business model brings the transition from traditional 4P (Product、Price、Place、 Promotion)to 4C(Customer 、 Cost 、 Convenience 、 Communication) in marketing modes. II. THE THREE-TIER STRUCTURE OF J2EE TECHNOLOGY J2EE is a system which makes use of Java2 platform to simplify the development, deployment and management of enterprise information system. The J2EE technology is based on the core Java platform, for developers, they only need to focus on the business logic and architectural design of various application systems, as for the cumbersome programming at the bottom, they can be collocated with different development platforms to make the development and deployment efficiency of application system significantly increase. The involved assemblies and API in the CRM system are Servlet, JSP, JDBC API and XML. The system is designed in strict accordance with MVC mode, and is layered according to J2EE, so the interlayer is strictly divided into business logic layer, DAO layer and data persistence layer, etc., as shown in Figure 1. The persistence layer is absolutely prohibited from getting access to the controller in MVC tier, even from participating in the realization of business logic. The presentation layer use the traditional JSP technology, but JSP script is prohibited in the pages in order to avoid making the JSP page get messy. JSP technology combines with the tag library of Struts, so that the presentation layer of the application is distinct with an excellent readability. III. CRM SYSTEM'S TECHNICAL ARCHITECTURE This system involves three frameworks: Struts, Spring and Hibernate, using JSP as the technology for presentation layer. The four techniques band organically together to build a robust J2EE application. Figure1 shows the framework of each layer and the cooperative work of JSP components. IV. OVERALL PROJECT DESIGN A. system function module The system has five major functions of customer resource management, marketing management, service management, knowledge management and system management. The system has 19 modules of potential customers, clients, contacts, customer feedback, products and services, client review, my product, my quotations, sales opportunities, business activities, my contract, my documents, user management, role management, departmental management, system management, my schedule, my projects and personal information. The division of the system background modules and the functions of each module are in Table 1. CRUD represents the database operation of creat data, retrieve data, update data and delete data. EXCEL derivation means to derive the list to the local computer in the form of Excel.

Customer Relationship Management (CRM) systems are a growing topic among small- and medium-sized enterprises, entrepreneurs, and solopreneurs, and it is completely clear that CRM is a tool that businesses should have in place to manage sales processes. Teams of salespeople must have a system to run their daily activities, and small businesses and solopreneurs must track their marketing effort, a functioning structure for maintaining their contacts with prospects and clients to improve the effectiveness of their sales effort. CRM, once only available to large corporations, is now powerful technology for small and medium businesses. Small and medium businesses are now able to implement CRM solutions under a more cost-effective balance as an alternative to traditional tools like Salesforce, Dynamics, or Oracle. The reason for the success is mainly the simplicity of the new tools and solutions that have been developed for the management of sales processes. This book discusses how to implement a CRM from the perspective of the businessperson—not the more typical IT consultant or the technical staff. It benefits business development, sales management, and sales process control. Small business owners must understand why and how implementing a CRM will create value for their business—how it will focus on business development, sales management, and how sales leads develop into happy customers. Small business owners must first understand what a CRM system is, how it works, what its main functions are, and how it serves to manage workflows in the company’s sales department. Generally, entrepreneurs struggle to find the time to read and study complex and fully comprehensive books. This book provides direct operational guidelines to those who need easy-to-read information about how to use CRM effectively. Business professionals must be able to set up CRM systems and avoid mistakes and wasting time. This book provides an overview of what can be done with CRM and how it happens to empower businesspeople to find new customers and win business opportunities. This book discusses the logic of CRM in sales, giving tips and explanations on why and what happens when CRM is implemented in a specific way. Essentially, this book gives the entrepreneur the know-how behind CRM in sales in general terms, supporting enhanced customer relationships.