Customer Relationship Management Projects Research Articles

INFLUENCE OF THE CHARACTERISTICS OF SMALL AND MEDIUM FAMILY BUSINESSES ON CRM IMPLEMENTATION: A CASE STUDY

Purpose: This paper aims to explore the customer relationship management (CRM) strategies adopted by Family Small and Medium Entreprises (SME), while highlighting the impact of their characteristics and their assets on the choice and the adoption of these CRM strategies. Methodology: Since the unique case study approach allows in-depth, multi-faceted explorations of complex issues, we opted for it as a research strategy in order to develop a detailed understanding of the problem. Therefore, an in-depth case study was carried out within a small and medium family business in Morocco. Findings: Through this study, we have highlighted causal links between the characteristics and specificities of the family SMEs and their impacts on the adoption and implementation of CRM tools and strategies. While some characteristics linked to the nature of family SMEs such as participatory management style, familiness, the desire to transmit the business to future generations and proximity to customers constitute assets for the implementation of CRM, other characteristics, such as the desire to maintain financial independence and recruitment policies that are most often in favor of family members despite their competence, can negatively influence the implementation of successful CRM projects. Implications for Theory and Practice: The results of the present paper allow the authors to draw conclusions that are relevant to both academics and practitioners. As for the theoretical implications, this study highlights the relationship between the characteristics of family SMEs and the choice and implementation of CRM strategies, while relying on their strengths. Furthermore, developing a good understanding of the specificity of CRM adoption and implementation approaches within family SMEs has important managerial implications for family SME decision-makers, as it can help them make better decisions regarding the choice of relevant CRM strategies and to optimize the deployment of available human, financial and technological resources, while relying on their socio-emotional wealth and their motivation to perpetuate the company. Originality: This paper is one of the first to explore CRM strategies adopted by family SMEs. The authors present a conceptual framework that can help researchers and practitioners better understand how the family business nature can influence decisions about CRM tools and strategies implementation.

Key Success Factors For Customer Relationship Management (CRM) Projects Within SMEs

Customer Relationship Management (CRM) has emerged as a must-have capability for the modern firm irrespective of size and sector. The importance of CRM can be attributed to the need for today’s businesses to be customer-centric or customer-focused. As a business strategy, CRM seeks to develop and improve relationships with targeted customers to optimize customer value, competitiveness, and corporate profitability. While CRM has a truly strong business case, approximately 70% of CRM implementation projects do not create the intended business value. With this in mind, this work has reviewed relevant literature and explored 8 CSFs that can guide SMEs wishing to successfully implement CRM projects. The 8 CSFs cover the people, technologies, and processes – the core elements of a CRM strategy. In particular, the 8 CSFs include senior leadership sponsorship, customer-oriented CRM strategy, effective change management, customer data quality and availability, human resource management, the right CRM technology, CRM implementation methodology, and systems integration. Future studies may consider ranking the significance of the 8 CSFs based on the findings of an empirical research.

How to assess organizational and strategic impacts of customer relationship management: A multi-perspective performance evaluation method

Despite the awareness of academics and managers of the impact that Customer Relationship Management (CRM) can have on firm’s performance, contributions on methods to measure CRM performance, other than economic and financial ones, are neither well developed nor well communicated. Academics and practitioners call for new empirical models and performance metrics to testify and measure the overall contribution of a CRM project to firm performance, as traditional methods of evaluating the return on investment do not capture the multifunctional and complex nature of CRM. Thus, this study aims to develop a CRM performance evaluation method that helps companies to evaluate the organizational and strategic impacts of CRM. To this end, first, based on an in-depth review of the literature and experts’ opinions, we develop an original method that overcomes the prevalent shortcomings of previous studies. Second, we validate its accuracy and meaningfulness. Third, we test its feasibility and utility within a sample of companies. The proposed method is based on multiple perspectives and conditional factors and includes objective and perceptual measures, accounting for the opinion of key informants and CRM users. The method monitors the organizational and strategic performance of CRM over time, thus allowing for a clearer decision-making process and an orientation towards the future.

Key Success Factors for Customer Relationship Management (CRM) Projects within SMEs

Customer Relationship Management (CRM) has emerged as a must-have capability for the modern firm irrespective of size and sector. The importance of CRM can be attributed to the need for today’s businesses to be customer-centric or customer-focused. As a business strategy, CRM seeks to develop and improve relationships with targeted customers to optimize customer value, competitiveness, and corporate profitability. While CRM has a truly strong business case, approximately 70% of CRM implementation projects do not create the intended business value. With this in mind, this work has reviewed relevant literature and explored 8 CSFs that can guide SMEs wishing to successfully implement CRM projects. The 8 CSFs cover the people, technologies, and processes – the core elements of a CRM strategy. In particular, the 8 CSFs include senior leadership sponsorship, customer-oriented CRM strategy, effective change management, customer data quality and availability, human resource management, the right CRM technology, CRM implementation methodology, and systems integration. Future studies may consider ranking the significance of the 8 CSFs based on the findings of an empirical research.

Validating A Proposed CRM Implementation Framework For The Mauritian Hotel Industry

This article validates a proposed Customer Relationship Management conceptual framework for the Mauritian Hotel Industry based on identified critical success factors. The research provided insights on how different factors need to be considered to ensure a smooth implementation of a Customer Relationship Management strategy and to address the causes of Customer Relationship Management project failures. Extant reviews of the literature on Customer Relationship Management theoretical frameworks, Customer Relationship Management causes of failure, and critical success factors for Customer Relationship Management success were conducted and subsequently 33 items were identified. An exploratory factor analysis was done to validate the results of the survey followed by which a confirmatory factor analysis was conducted to confirm the appropriateness of the proposed theoretical model, followed by a Structural Equation Model analysis conducted to validate the adequacy of the proposed model. The Structural Equation Model analysis confirmed the appropriateness of the proposed framework and confirmed the exactitude of each Customer Relationship Management success factor included in the framework. The design of the new proposed conceptual framework intends to provide a novel approach of in-depth knowledge on how to implement Customer Relationship Management in the Mauritian Hotel Industry and acts as a guideline for hotel managers to implement CRM successfully and to increase profitability.

CRM adoption factors in the gaming industry

The aim of this paper is to evaluate critical success factors and investigate the benefits that might be gained by adopting Customer Relationship Management (CRM) in the gaming industry from the perspective of individuals involved in the process of adopting the CRM. A total number of 109 casinos’ managers from all over the world have been surveyed about the factors’ importance for the CRM adoption. Based on the multiple regression and ANOVA analysis, an estimated function of the influence of the most important umbrella factors – human, project and technological, for the success of CRM project in a company has been formulated. The highest rated elements in successful cases of CRM adoption are almost entirely bound to human factor. CRM systems are estimated to evolve further into a direction of individual customer experience management and become more and more intelligent, integrated and data-driven.

Causes of Failure in the Implementation and Functioning of Information Systems in Organizations

When implementing or starting up an information system, there are usually a number of causes that can lead to its failure. Today, there are few companies that do not rely on technology to carry out their business processes. Wanting to have a competitive advantage over its competitors and the changing global business, puts pressure on the implementation of information systems implementation projects, be it an ERP (Enterprise Resource Planning), a CRM (Customer Relationship Management) or Big Data projects to manage a central repository of all internal and external data that a company can manage. Although it is an illusion for the company to start a project to implement an information system, its failure can lead to its key business processes not being carried out correctly. This article has the purpose of exposing the most common causes when implementing an information system, but also during the operation of the system, which can lead to organizational chaos and to take measures that no company wishes to take. A real case of failure is exposed during the implementation of an information system in an important Mexican company. The research team was allowed to interview general and systems area managers as well as employees. In addition, a survey was carried out among 30 people between managers and heads of department who followed closely on the implementation process of the global operations and technology system within of the company. The most influential factors were a deficient administration, a bad definition of the project and inappropriate consultancy.

Effective CRM Implementation through Critical Success Factors: Evidence from Pakistan

Innovative organizations continuously adapt in response to environmental changes and competitiveness. Increasingly transforming communication technology allows businesses to come up with customized offerings to acquire, retain and grow customers. Customer Relationship Management (CRM) system plays the role of liaison between organization and customers and justifies customer-orientated culture. However, researchers have identified that almost about 70 percent of all CRM projects failed to achieve expected desired outcomes by the companies around the globe. Therefore, this study is undertaken to empirically test the critical success factors of CRM solutions to measure the viability of a substantial investment by entities in a technological-driven business strategy in the context of Pakistan. Primary data is collected through an internet-based survey from employees associated with Sales, Marketing and IT functions of any sort of CRM solution deploying companies operating in Pakistan. Empirical results are verified through a Consistent PLS algorithm and Bootstrapping calculation under SmartPLS 3. The results of this research suggest that top management support, information technology, skillful and trained staff, organization culture and customer information are highly significant in contributing to effective implementation of CRM solutions in Pakistan.

Analysis of performance measures in cloud-based ubiquitous SaaS CRM project systems

Customer relationship management (CRM) traditionally uses software as a service (SaaS) technology in ubiquitous cloud computing SaaS CRM solutions. In this study, the opinions of experts and of three case companies in Internet application fields were studied. In cloud CRM projects, DEMATEL-based analytical network processes and the VIKOR technique are multi-criteria decision-making analysis tools that do not require prior assumptions to explore the weights and performances among project risk, project management, and organizational performance, based on the research framework of the Stimulus–Organism–Response model. The empirical results showed that the greatest criterion of relative weight is primarily associated with the risk dimension, representing experts’ evaluations of project risk. Furthermore, cloud CRM experts and companies revealed that financial performance should be improved during the course of a project. The findings of this study provide a valuable reference for cloud CRM Internet service solutions.

Organizational Culture and Customer Relationship Management: A Simple Linear Regression Analysis

This study investigates the combine effect of organizational culture factors on implementing customer relationship management (CRM) in hotels. A questionnaire was administered among managers of a chain hotel in the UK and collected data was subjected to correlation and simple liner regression analysis. The results showed that creating cross-functional teams, having culture of teamwork, committed and involved employees, adaptive and responsive attitudes towards change, information sharing, learning orientation and knowledge management, defined set of mission and visions and high degree of innovation are the main predictors for a successful CRM projects.

Managing customer relationships: a comprehensive literature review and future directions

Customer relationship management (CRM) can be seen as a scientific decision-making system, incorporating methodologies, software and internet capabilities that enable organisations to focus on customer needs and further manage customer relationships in a systematic and holistic way. However, the understanding of the CRM concept is still incomplete and growing. As an emergent field, CRM requires more time and study to clarify all its facets. The purpose of this paper is to enlighten some practical aspects of CRM implementation, by critically reviewing the related literature. Consideration is given to the key phases of CRM implementation process, the three options for a CRM solution, the CRM project evaluation, the critical success factors for CRM implementation and the CRM perceived benefits. Some future directions are also highlighted as regards CRM implementation.

Constructing Relationship between Software Metrics and Code Reusability in Object Oriented Design

The role of design pattern in the form of software metric and internal code architecture for object-oriented design plays a critical role in software en-gineering in terms of production cost efficiency. This paper discusses about code reusability that is a frequently exercised cost saving methodology in IT produc-tion. After reviewing existing literatures towards study on software metrics, we found that very few studies are witnessed to incline towards code reusability. Hence, we developed a simple analytical model that establishes relationship between the design components of standard software metric and code reusability using case studies of three software projects (Customer Relationship Management project, Supply Chain Management project, and Enterprise Relationship Management project). We also testify our proposal using stochastic based Markov model to find that proposed system can extract significant information of maximized values of code reusability with increasing level of uncertainties of software project methodologies.

Constructing Relationship between Software Metrics and Code Reusability in Object Oriented Design

The role of design pattern in the form of software metric and internal code architecture for object-oriented design plays a critical role in software en-gineering in terms of production cost efficiency. This paper discusses about code reusability that is a frequently exercised cost saving methodology in IT produc-tion. After reviewing existing literatures towards study on software metrics, we found that very few studies are witnessed to incline towards code reusability. Hence, we developed a simple analytical model that establishes relationship between the design components of standard software metric and code reusability using case studies of three software projects (Customer Relationship Management project, Supply Chain Management project, and Enterprise Relationship Management project). We also testify our proposal using stochastic based Markov model to find that proposed system can extract significant information of maximized values of code reusability with increasing level of uncertainties of software project methodologies.

Value-focused objectives for CRM system adoption

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.

Constructing Relationship Between Software Metrics and Code Reusability in Object Oriented Design

The role of the design pattern in the form of software metric and internal code architecture for object-oriented design plays a critical role in software engineering regarding production cost efficiency. This paper discusses code reusability that is a frequently exercised cost saving methodology in IT production. After reviewing existing literature towards a study on software metrics, we found that very few studies are witnessed to incline towards code reusability. Hence, we developed a simple analytical model that establishes a relationship between the design components of standard software metric and code reusability using case studies of three software projects (Customer Relationship Management project, Supply Chain Management project, and Enterprise Relationship Management project). We also testify our proposal using stochastic based Markov model to find that proposed system can extract significant information of maximized values of code reusability with increasing level of uncertainties of software project methodologies.

Organisational Culture Perspective and Implementing Customer Relationship Management (CRM) in Hotel Industry: Case of a Chain Hotel in the UK

Goal and objectives of the dissertationGoalOrganisational culture is identified by most of researchers as one of the most important factors that enables or disables the achievement of desirable Customer Relationship Management (CRM) outcomes (Curry and Kkolou, 2004; Iriana and Buttle, 2006; Kale, 2004; Siriprasoetsin et al., 2011). Though the impact of organisational culture on CRM implementation has been the centre of attention for different researchers no study has been investigated this impact in the context of hotel industry from an empirical point of view. Hence the position taken in this research was based on the need of enhancing the knowledge of CRM implementation in the hotel industry from an organisational culture perspective. The research is designed based on the three main aims. The first aim is empirically investigating the impact of organisational culture on CRM implementation. Considering the importance of organisational culture in CRM implementations, the research's second aim moved toward investigating the approach and strategies that could help hotel businesses to improve their organisational culture and consequently their CRM outcomes. As the third and final aim, the research investigated the potential overlap between guests' satisfaction criteria and intended satisfaction criteria by implementing CRM.Objectives1. To review the literature and identify the organisational culture factors with potential impact on CRM outcomes.2. To review the literature and identify an organisational culture model with the ability to measure these factors.3. To empirically investigate the impact of identified factors on CRM implementation.4. To rank the organisational cultural factors based on their importance for CRM outcomes.5. To find the best approach and strategies to improve the affective organisational culture factor.6. Based on the finding, to suggest managerial implications for overcoming cultural barriers in order to leverage the full potential of CRM projects.7. To find the potential overlaps between intended CRM outcomes and customer satisfaction criteria.8. Based on the finding, to suggest managerial implications about specific guest satisfaction criteria in budget hotels to excel in them towards outperforming competitors and retaining the interest of existing and potential customers.MethodologyThe research is conducted base on case study approach and a chain hotel from the UK was selected as the case of the research. The study is designed based on mixed methods via sequential triangulation technique (Creswell et al., 2003; Johnson, 2007). Accordingly, the research is designed base on three sequential phases; starting with phase one (first aim) with quantitative approach to empirically investigate the impact of organisational culture on the CRM implementation. Research's instrument for this phase is a questionnaire adapted from two standard questionnaires of Denison Organisational Culture Survey (DOCS) (Denison and Neale, 1996) and Mendoza CRM Model (Mendoza et al., 2006). The total population considered as managers of all branches and initially 346 questionnaires were distributed and 214 (58%) completed questionnaires were used for the statistical analysis. Collected data were subjected to correlation and multiple regression tests by using Statistical Package for the Social Sciences (SPSS) version 21.This is then followed by the second phase (second aim) through qualitative approach to find how important organisational culture factors from phase one can be improved. In this phase 12 interviews were conducted with mangers of four branches. Mangers were asked about approaches and strategies that could improve organisational culture. Deductive theory via template analyses (King et al., 2004) was used for analysing the interviews' transcripts.Phase three (third aim), with qualitative approach is investigated on the potential overlap between intended CRM outcomes of the case study and real guests' satisfaction criteria. …

CRM Implementation: Critical Success Factors

Conceptually, customer relationship management (CRM) has been deployed by many business houses worldwide, but in practice its successful implementation has yet to bring about the desired customer intimacy for a greater accountability and customer satisfaction. CRM has to be engrained more as a business philosophy and an applied business common sense to a process of ultimate customer value, both for the organization and the customer.The current research is an attempt to identify the reasons for failure of CRM projects. The parameters and indicators taken to identify the basic reasons of breakdown of this important and now unavoidable concept have been issues like: a) understanding goals; b) retaining executive support; c) motivating employees to make CRM work on front lines; d) importing and migrating data; e) actual user interface and related training; f) understanding customer confusion, frustration and dissatisfaction; g) employee resistance within the company towards adoption of new technology; h) initial fall in market share and increased operating cost; i) failure to achieve business return or high implementation and running cost, etc. CRM remains a vital yet risky enterprise, with success riding on organizations correctly approaching its planning and implementation. The cost of CRM failure can be dramatic and can take its toll in many areas of the business such as financial performance, customer service quality, sales effectiveness and cultural impacts.This paper intends to critically evaluate the cases of CRM failure and identify the Critical Success Factors for the successful implementation of CRM as a tool to enhance business performance and customer satisfaction. It is further intended to propose a model through this research that would provide the best fit from the perspective of the company, customer and the competition.

Knowledge Management on the implementation of a CRM Project: A Case Study

Companies face high market demand and to remain competitive they need to invest in the relationship with their customers. Customer Relationship Management (CRM) implies not only a new use of a tool but also a changing of its strategical approach to the market. As seen in previous studies, CRM projects are very likely to fail, however, actions can be taken to help overcome these problems, such as proper knowledge management integration. With this study we are able to answer the following research question: how the company can use knowledge management in a CRM project adoption? In order to answer this question, after a literature review, a case study was conducted. Data collection was carried out through direct observation in the company, with the analysis of documents, and interviews. We can observe that there are a set of knowledge management activities that can help the adoption of CRM projects, even if there is no formal policy for knowledge management in the group or for this specific project. Knowledge sharing is seen as an enabler of better results for CRM projects.

Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.

Customer Relationship Management ( CRM ) and Its Impact on Performance Improvement of Companies in Iran Telecommunications

Today, climate of international business environment has changed and businesses are going to electronics. Role of customer relationship management is dramatic in e-commerce. Despite the significant growth of electronic commerce, internet sales is low and people tend to buy some online retailers so should done an attempt to identify factors that have an impact on online shopping and online sales. Implementation of customer relationship management projects is associated with high risk and uncertainty. It is therefore important to do proper planning before implementation; reduced risk intended to achieve the best way the benefits. Customer relationship management is vision that emphasize on collaboration between the exchanges in order to create the value. This view is effect of recent advances in information technology, by collect and organizes the data of customer in databases is and responding faster and better to their needs and demands and as result is stability of customer relationship and survival of the organization and the ultimate goal is to become these interactions to more profitable by increasing repeat purchases and decreasing customer acquisition costs. Therefore, Customer Relationship Management (CRM) and cooperation between businesses