Implementation Of Customer Relationship Management Systems Research Articles

Service Performance in Banks: The Effects of Customer Relationship Management Systems Extended Usage

With the rapid development of information technology, customer relationship management systems (CRMS) have been widely adopted by banks and play a crucial role in customer development and retention. However, there are also numerous cases of CRMS implementation failures. Further, employees are enabled by CRMS to make service decisions with the support of leaders. The role of leaders in employees’ CRMS usage is understudied. Thus, based on the information systems diffusion model and the theory of leader substitutes, a research model is proposed and empirically tested. The results show that employee CRMS explorative usage has a positive impact on their service performance, while employee CRMS exploitative usage has a significant negative impact on service performance. Besides, significant leadership substitution effects are discussed in CRMS usage.

CRM system implementation and firm performance: the role of consultant facilitation and user involvement

Purpose The current research aims to answer the following question: To what extent and under what conditions does hiring consultants to implement a customer relationship management (CRM) system produce performance gains for companies? To answer this question, this research delves into the critical interdependent roles of CRM consultant resources (CR) and user involvement (UI) in overcoming CRM’s technological and organizational implementation challenges. Design/methodology/approach A quantitative field study methodology was used to empirically test the research hypotheses. Cross-sectional data (N = 126) were collected from large client companies using CRM technology. Partial least squares-structural equation modeling was used to estimate the significance levels of the structural model. Findings The findings indicate that the extent to which CRM consultants improve CRM system quality (SQ) and, ultimately, firm performance, largely depends on UI, which acts as the key facilitating mechanism to cope with application complexity (APP) and requirements uncertainty (REQ). Originality/value This research probes into the largely unexplored interactions between CRM CR, UI, APP and REQ. Using these parameters, this model successfully predicts CRM SQ and firm performance.

The Impact of Customer Relationship Management Systems on Dynamic Capabilities at Firms

The banking industry has been forced to restructure its processes to get adapted to a more technological environment as a consequence of the changes experienced in the market. Academic literature has paid special attention to the most critical relationship at firms, customers. Customer relationship management (CRM) offers good opportunities to increase efficiencies in this relationship. For this reason, this research analyses to what extent the implementation of CRM systems in the banking industry has offered good results in terms of dynamic capabilities. For that, some dynamic capabilities have been identified after CRMs implementation process has taken place. A theoretical model has been built and empirically validated by means of a representative sample of banking firms applying structural equation model analysis (SEM). Results show how firms, by properly implementing CRM systems, can reach dynamic capabilities. As main practical implications for firms, it is interesting to orient CRMs implementation to reach dynamic capabilities.

An integrated framework of change management for social CRM implementation

Social Customer Relationship Management (CRM) is a new paradigm in e-business environment that enables businesses to collaboratively manage customer expectations via social technologies. It combines the capabilities of social media with traditional CRM software in order that businesses better engage their customers. Implementation of social CRM systems continues to drive changes in organizations; however, the implementation attempts often lead to failure, partially due to the lack of readiness to change or resistance toward change. This study aims at developing a framework to determine change management requirements for successful implementation of social CRM in the organizations. To this end, a comprehensive literature review is done and semi-structured interviews are conducted to develop the initial framework. Best–Worst Method is applied to calculate the weights of each change requirement. Finally, the stage of change management process to which each of the identified sub-factors is related are determined. The proposed framework contains requirements such as ‘content of change’, ‘context of change’, ‘individual’, and ‘process’; for each, a set of sub-factors is defined. It suggests the change management requirements of social CRM implementation based on the sequential stages of Lewin’s model. The proposed framework is presented as a guideline for successful implementation of social CRM.

RETRACTED ARTICLE: Design and implementation of bank CRM system based on decision tree algorithm

With the rapid development of the national economy, the level of informationization and office automation of banks has gradually increased. At the same time, with the development of bank management concepts, the traditional bank customer relationship management (CRM) method has been unable to meet the basic needs of bank development. The purpose of this paper is to design and implement a bank CRM system based on decision tree algorithm. This paper uses decision tree technology, data preprocessing, and other technologies for data mining. Based on the mining results, a customer relationship management system is designed based on the scalability and maintainability of the system. Finally, the system is designed, implemented, and performed functional tests. The experimental results show that the system can fully exploit the consumer demand and consumption habits of existing customers and improve customer satisfaction. In addition, it can adapt to the complex banking information system environment, with sufficient computing power and high accuracy can provide valuable information for bank decision makers. The data mining performance of the system was tested, and the time for running 1 million data volumes was 650 s. It can be seen that the system has excellent running performance.

The Best Practice of CRM Implementation for Small- and Medium-Sized Enterprises

The biggest key aspect to the success of a business is a satisfied customer. For this reason, it is possible to state that the growing trend of focusing on the customer and his/her needs has prevailed in recent years. The aim of this article is to analyze the use of CRM (Customer Relationship Management) systems in small- and medium-sized enterprises (SMEs) in the Czech Republic and to find the determinants for CRM system implementation. The best practice for CRM implementation suitable for SMEs is clarified using a specific case of a global enterprise. A fully functional CRM system can be considered a competitive advantage, and this is not only the case for global companies, but also for small and medium enterprises. Using a functional CRM interconnected with an ERP system, enterprises are able to manage business and direct marketing activities, as well as the company’s overall profits. These functional systems lead to an integrated system called funnel management, which improves customer relationship management and leads to a sustainable business.

A systematic review for the determination and classification of the CRM critical success factors supporting with their metrics

The successful implementation of customer relationship management (CRM) is not easy and seems to be a complex task. Almost about 70% of all CRM implementation projects fail to achieve their expected objectives. Therefore, most researchers and information systems developers concentrate on the critical success factors approach which can enhance the success of CRM implementation and turn the failure and drawbacks faced CRM into successful CRM systems adoption and implementation. In this paper, the number of the previous studies is reviewed to demonstrate the barriers behind this high failure rate. In addition, an extensive review is conducted in order to identify and prioritize the critical success factors (CSFs) that if the organizations are aware of and have knowledge of them properly; they will achieve success and will obtain the expected benefits of their CRM initiative. And then, an extensive CSFs classification is proposed. Finally, the work proposes an extensive list of metrics as the means to help in measuring these critical success factors.

A Critical Review On Perception & Benefits Of Customer Relationship Management (CRM) System In Indian Private Hospitals

The implementation of Customer relationship Management (CRM) Systems has been increased within organizations for the purposes of increasing customer loyalty accompany with decreasing expenses and increasing revenues. The perception of the benefits associated with the implementation of CRM systems is an essential step for the adoption and implementation of CRM systems. Therefore, this paper presents the study conducted to investigate the perception of the CRM systems in the private hospitals in the northern part of India as there is a lack of adoption of CRM systems in hospitals. Qualitative research approach that is interview based was adapted in the study. The management of 10 private hospitals in the northern part of India was interviewed. The results reveal that no hospital has adopted CRM system. In addition, there is a substantial lack of understanding of the benefits of CRM systems in hospitals. Some hospitals claim that the implementation of CRM system is not of their priorities and there are much important projects as the implementation of Electronic Medical Records (EMD). However, other hospitals indicate for an existence of future plan for the adoption and implementation of CRM system. Another issue that needs to be taken into consideration by the vendors of CRM systems is the high costs associated with the implementation of CRM systems in hospitals. Indeed, both the vendors of CRM systems and the managers of hospitals hold the responsibility of the lack of CRM systems implementation in hospitals.

Applying decision tree models to SMEs: A statistics-based model for customer relationship management

Article history: Received February 5, 2016 Received in revised format April 15, 2016 Accepted May 7, 2016 Available online May 9, 2016 Customer Relationship Management (CRM) has been an important part of enterprise decisionmaking and management. In this regard, Decision Tree (DT) models are the most common tools for investigating CRM and providing an appropriate support for the implementation of CRM systems. Yet, this method does not yield any estimate of the degree of separation of different subgroups involved in analysis. In this research, we compute three decision-making models in SMEs, analyzing different decision tree methods (C&RT, C4.5 and ID3). The methods are then used to compute ME and VoE for the models and they were then used to calculate the Mean Errors (ME) and Variance of Errors (VoE) estimates to investigate the predictive power of these methods. These decision tree methods were used to analyze smalland medium-sized enterprises (SME’s) datasets. The paper proposes a powerful technical support for better directing market tends and mining in CRM. According to the findings, C&RT shows a better degree of separation. As a result, we recommend using decision tree methods together with ME and VoE to determine CRM factors. © 2016 Growing Science Ltd. All rights reserved.

Social Influence and Contextual Utilization of Customer Relationship Management Technology in an International Field Sales Organization

Building from related interdisciplinary theories, this research identifies social influence–related variables that are linked to customer relationship management (CRM) technology utilization within an international business-to-business field sales force. Field sales employees (n = 147) in a multinational organization from Australia, Canada, New Zealand, the United Kingdom, and the United States were surveyed to test the research model. Four of 7 primary hypotheses were supported, predicting more than 65% of the variance in the research model. Effort expectancy, uncertainty avoidance, collective performance expectancy, and internal/organizational social influence all showed antecedent significance to contextual utilization of CRM technology. The results of this study suggest that group-oriented individual decision making and the related concept of institutional collectivism are equally as important as individual-oriented decision making in the international utilization of organizational technology. Based on the strong significance shown in the results of this study, it would also be wise to consider cultural value–derived uncertainty avoidance in practical development of training and implementation of multinational CRM systems.

La Stratégie CRM (Customer Relationship Management) dans les Banques de Détail : Les Facteurs-Clés de Succès

The article presents the best practices for the implementation of CRM ("Customer Relationship Management") systems in retail banking sector and discusses the theoretical and managerial implications. We conducted three case studies in three Canadian banks and identified twenty one best practices. These practices have been further enhanced using a Delphi survey that has been conducted with the participation of eighteen experts in various fields such as information technology, finance, project management, and strategic management. Moreover, some key factors have been given a priority rating. DOI: 10.5901/mjss.2013.v4n9p674

Information System Success Model for Customer Relationship Management System in Health Promotion Centers

ObjectivesIntensified competitiveness in the healthcare industry has increased the number of healthcare centers and propelled the introduction of customer relationship management (CRM) systems to meet diverse customer demands. This study aimed to develop the information system success model of the CRM system by investigating previously proposed indicators within the model.MethodsThe evaluation areas of the CRM system includes three areas: the system characteristics area (system quality, information quality, and service quality), the user area (perceived usefulness and user satisfaction), and the performance area (personal performance and organizational performance). Detailed evaluation criteria of the three areas were developed, and its validity was verified by a survey administered to CRM system users in 13 nationwide health promotion centers. The survey data were analyzed by the structural equation modeling method, and the results confirmed that the model is feasible.ResultsInformation quality and service quality showed a statistically significant relationship with perceived usefulness and user satisfaction. Consequently, the perceived usefulness and user satisfaction had significant influence on individual performance as well as an indirect influence on organizational performance.ConclusionsThis study extends the research area on information success from general information systems to CRM systems in health promotion centers applying a previous information success model. This lays a foundation for evaluating health promotion center systems and provides a useful guide for successful implementation of hospital CRM systems.

HOSPITAL PERCEPTION OF A CRM SYSTEM: A STUDY OF CRITICAL FACTORS IN PRIVATE HOSPITALS IN MALAYSIA

The aim of this study was to identify the factors that might influence perception about the benefits of a Customer Relationship Management (CRM) system, and the direction of this influence in private hospitals in Malaysia. Three factors (innovation, organizational, and environmental factors) were identified as influencing perception about the benefits of a CRM system. The study deployed a quantitative research approach, using a questionnaire to collect data. Private hospitals in the northern part of Malaysia were selected using the area sampling method and convenience sampling, and the management of the hospitals became the target respondents. For the survey, the research questionnaire was distributed to the sample of the study and each respondent was given a month to complete the questionnaire. The collected data was analyzed using Backward Multiple Regression Analysis. The results revealed that innovation and environmental factors had a positive significant relationship on perception, while the organizational factor had a significant negative relationship. The results are expected to help the decision makers of hospitals to better plan for the adoption and implementation of CRM systems. In addition, it will benefit the vendors of CRM systems toward a better understanding of the needs of hospitals to be able to expand their market in the healthcare industry.

An integrative framework for customer relationship management: towards a systems view

Customer relationship management (CRM) is predicated on the notion that understanding and responding to customers is key to customer satisfaction, retention, and ultimately revenue growth and profitability. With the increasing power, reach, and role of information and communications technologies (ICT), business organisations are increasingly finding new grounds and opportunities for exploiting these technologies. However, many issues surrounding CRM remain largely unresolved. In particular, overemphasis on the marketing and business strategy perspectives has overshadowed the nature of CRM as information system. This paper proposes an integrative framework with particular emphasis on the systems perspective of CRM, and presents a client/server architecture for the CRM system. The framework and the architecture are intended to better assist in the understanding, development, and implementation of CRM systems.

Application of knowledge-enabled customer relationship management model

Application of collaborative marketing through knowledge-enabled customer relationship management (KCRM) systems offers a great opportunity to increase customer value and provides a way to systematically attract, acquire and retain customers. A strategic KCRM framework is introduced to classify the subjects by customer-oriented perspective. This study takes a leading beauty enterprise in Asia as an example and focuses on its franchise stores to perform a case study. The KCRM model was adopted to know what, how and why customer knowledge is so important to service industry. From the responses of the surveyed beauty enterprise, it is deduced how the companies can develop their customer-connection strategies based on their current and future positions in four dimensions of the value compass model. Moreover, this study presents a conceptual model of KCRM including strategy and process to see how knowledge management systems can help customer relationship management systems implementation and increase profits through collaborative marketing.

Challenges of Electronic Customer Relationship Management (e-CRM) in Rent-A-Car Sector in Bosnia and Herzegovina

Customer relationship management (CRM) in both B2C and B2B relationships is of crucial importance for success of modem companies. It is one of the main tools for improvement of relationship with customers, especially in the demanding world of services. Therefore, the electronic customer relationship management system (e-CRM) as upgraded version of CRM represents today not an option but an obligation for efficient and profitable customer relationship management. The use of e-CRM leads to increased profitability through attraction of new and retention of old customers. Thus, understanding the impact CRM and e-CRM have on efficiency of service industry; in particular tourism industry is of crucial importance for companies and managers.The aim of this paper is to provide the theoretical background and present discussions on implementation of CRM and e-CRM system particularly in tourism industry relating it to rent-a-car sector as part of the tourism industry. Furthermore, the paper explores the implementation and impact of e-CRM system in rent-a-car agencies in Bosnia and Herzegovina. This paper provides insight into the level of incorporation of e-CRM in rent-a-car agencies and their everyday business activities. Additionally, it proves that e-CRM leads to increase of profitability through the higher level of customer retention and attraction particularly in those rent-a-car agencies that have recognized the significance of e-CRM and have incorporated it into their business strategies. The paper is backed up with field research through structured personal interviews conducted with major rent-a-car agencies in Bosnia and herzegovina. the research findings indicate that those rent-a-car agencies the have implemented (e)CRM in their everyday business have benefited from it through increased level of customer retention and attraction.

The successful implementation of customer relationship management (CRM) system projects

We draw on information systems (IS) implementation, business process reengineering, and relationship management research to identify specific interventions that contribute to successful implementation of Customer Relationship Management (CRM) system projects. These interventions are examined across multiple cases, which depict varying levels of performance outcomes. The analysis not only confirms the important role of top management found in early studies on IS implementation and information integration, but provides a more granular assessment of these executive level interventions. The study also shines light on the role of CRM system characteristics and cooperative cross-functional and inter-organizational relationships in facilitating successful implementation of CRM systems. Researchers and managers need to consider these interventions in the context of information systems that not only impact multiple functional units but also external business partners. The results of the study provide managers with insights into areas where they can successfully intervene to manage the behavioral aspects of CRM system projects, make effective resource allocation decisions, and better plan for system functionality and structural issues. The propositions derived from the data will provide scholars with impetus for further research in clarifying the formula for successful CRM system implementation.

An Exploration of the Relationship between CRM Effectiveness and the Customer Information Orientation of the Firm in Iran Markets

The firm's customer relationship management (CRM) system is frequently a central element of the knowledge management function of the firm. It integrates information from internal and external sources to guide managers and field personnel in the development and presentation of the firm's value proposition. But despite the widespread adoption of CRM systems by firms operating in business-to-business markets, there is continued management skepticism concerning the effectiveness of these systems and their association with the firm's overall “customer information orientation.” The present study seeks to shed light on these topics by evaluating the relationship between the customer relationship orientation of the firm and its use of CRM, as well as the association of CRM use with overall firm performance in B-to-B settings across a range of traditional business performance measures. The authors employ a multi-method approach to determine the key variables, including: database currency, internal database utilization, database accuracy and performance based reward systems utilized to operationalize the construct “the firm's customer information orientation” in order to develop statistical measures of the relationships of selected variables. The results of the study provide support for the finding that customer information orientation is indeed associated with CRM system implementation and that CRM use is associated with firm performance in B-to-B markets.

Improving customer outcomes through the implementation of customer relationship management

Purpose – Owing to the sharp refocus among Taiwanese companies away from a product‐centric approach towards a customer‐centric approach, many companies have invested heavily in customer relationship management (CRM) systems. The purpose of this paper is to investigate whether such an investment generates the anticipated benefits.Design/methodology/approach – The paper uses survey methods among public companies in Taiwan to examine the degree to which CRM implementation impacts upon customer satisfaction and customer loyalty.Findings – Firms which pay more attention to a customer‐centric approach can benefit significantly from the implementation of CRM systems. There were no differences in the degree or focus of implementation attributable to industry differences.Research limitations/implications – The results are subject to the normal limitations associated with survey research, and may not be generalisable outside Taiwan.Practical implications – The paper has significant implications for management decis...

CRM systems and organizational learning: An exploration of the relationship between CRM effectiveness and the customer information orientation of the firm in industrial markets

The firm's customer relationship management (CRM) system is frequently a central element of the knowledge management function of the firm. It integrates information from internal and external sources to guide managers and field personnel in the development and presentation of the firm's value proposition. But despite the widespread adoption of CRM systems by firms operating in business-to-business markets, there is continued management skepticism concerning the effectiveness of these systems and their association with the firm's overall “customer information orientation.” The present study seeks to shed light on these topics by evaluating the relationship between the customer relationship orientation of the firm and its use of CRM, as well as the association of CRM use with overall firm performance in B-to-B settings across a range of traditional business performance measures. The authors employ a multi-method approach to determine the key variables, including: database currency, internal database utilization, database accuracy and performance based reward systems utilized to operationalize the construct “the firm's customer information orientation” in order to develop statistical measures of the relationships of selected variables. The results of the study provide support for the finding that customer information orientation is indeed associated with CRM system implementation and that CRM use is associated with firm performance in B-to-B markets.