Successful Customer Relationship Management Implementation Research Articles

Guidelines Penerapan Customer Relationship Management (CRM) Untuk Meningkatkan Keberhasilan Organisasi Dengan Metodologi Iris Dan Six Sigma

The business environment requires organizations to have access to important and up-to-date information about their customers. Customers are one of the most important factors in today's business environment. Completeness, accuracy, up-to-date and customer information across all functions and parts of the organization is mandatory. Customer Relationship Management (CRM) can be an initiative to become a top priority in business, especially in terms of helping organizations identify and adapt to their customer needs, improve customer satisfaction, and retain existing customers.There are several well-known methodologies in implementing CRM, including methodology. Iris and the Six Sigma Methodology. There are several important points on which to base the comparison between the two methodologies including Critical Success Factor, Strength, Weakness and Organization. The Iris methodology emphasizes the integration of strategic aspects and CRM technology as one of the most attractive factors in the use of customer-oriented CRM but has many weaknesses such as limited consideration of Critical Success Factor (CSF), the user is not involved in the design of the CRM system, there is no indication or measures for user acceptance, and limited validation of methodologies for small and medium enterprises. The Six Sigma methodology has strong points in driving CRM implementation but there are many weaknesses such as limited consideration of CSF, limited validation of the methodology, the user is not involved in the design of the CRM system, and no indication or measurement of user acceptance of the methodology. The close link or integration between Iris and Six Sigma methodologies can be an effort to run a CRM system effectively and efficiently. This linkage will enable organizations to implement CRM from both a customer-oriented perspective that focuses on managing customer knowledge to anticipate future customer needs (TO-BE), establishes a clear pathway in CRM implementation that focuses on the successful adoption and implementation of CRM, prepares end users. order to be trained for the implementation of CRM, and determine the readiness of assessment of technology and organization in implementing CRMKeywords : CRM, Iris, Six sigma

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.

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.

Factors affecting Buying Behavior & CRM in Real Estate Sector: A Literature Survey

This research paper focus to discover the major key factors affecting the buying decision of customers to buy residential apartments. In this technology era, Customer Relationship Management (CRM) tools play a potential role in real estate sector. CRM is based on plenty of data and one has to identify key data points related to real estate market. For the successful implementation of CRM, It is necessary to understand the buying behavior of consumer or vice-versa. This paper presents a survey, related to factors affecting the buying behavior and integrated it with CRM in real estate market.

Impact of Customer Relationship Management Practices on Customer’s Satisfaction in Jordan Ahli Bank and Bank Al-Etihad

Customer relationship management (CRM) is a combination of people, processes and technology that seeks to understand a company’s customers. It has been found that successful implementation of CRM results in customer loyalty and long run profitability and therefore companies are focused on maintaining harmonious relationships with customers. The present research has been undertaken to study the impact of Customer Relationship Management (CRM) practices on customer’s satisfaction in two Jordanian Banks namely Jordan Ahli Bank India and Bank Al Etihad. A sample of 119 customers has been selected for the study. Data have been collected through questionnaire designed on a five point Likert scale. Independent sample t-test has been used as the statistical tool to measure the variation in CRM on the variables namely reliability, responsiveness, assurance, empathy and customer relations. The analysis of the data revealed that significant variation exists in the perception of customers in Jordan Ahli Bank India and Bank Al Etihad.

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.

Customer Relationship Management in the Exhibition Industry in China: An Exploration into the Critical Success Factors and Inhibitors

China’s exhibition industry has experienced considerable growth over the past decade; however, recent studies have identified a number of issues affecting its future growth, including an inability to retain customers. Customer relationship management (CRM) offers a potential solution to this problem. Although anecdotal evidence suggests that CRM has been widely adopted in China’s exhibition industry, there is a lack of empirical research focused on factors critical to its successful implementation. Consequently, the aim of this article is to explore the drivers and inhibitors of CRM implementation in China’s exhibition industry. Reporting on the findings from a series of semi-structured interviews with 18 senior managers from exhibition organizing companies in China, this article identifies a series of underlying drivers to successful CRM implementation, including top management commitment and support, user awareness and training programs, and providing necessary resources and funds. This research also uncovered a number of factors that inhibit CRM implementation, including path dependency, organizational structure, and institutional factors, as well as poor data quality and quantity. Future research on CRM in the exhibition industry should focus on developing a conceptual model of the facilitators and inhibitors for testing in different geographic and organizational contexts.

Technology failing CRM: current issues in the Indian banking industry

Successful Customer Relationship Management (CRM) has emerged as a vital tool for the Indian banking sector as it helps in building a customer-centric organisation. The goal of CRM in the banking sector is to provide high touch in this high-tech environment. Technology changes, deregulation, increasing competition, mobile revolution and the internet have all increased the customer expectations. Customers are expecting more from the banks in terms of customerised offerings, attractive returns, ease of access and transparency in different transactions. CRM helps to manage different aspects of customer interactions in a manner that facilitates banks in creating a connection with its customers and in maximising profitability from every customer. There are many factors hampering the successful implementation of CRM in different banks. This paper is based on literature review and explores the issues related to the CRM implementation in the banking industry in India.

Customer Relationship Management in the Insurance Industry

This paper addresses the implementation of Customer Relationship Management (CRM) in insurance companies. Thus, we reviewed several specialized papers addressing regional and international solutions for customer relationship management. We focus on strategies used in sales management with reference to the standards of customer service and the models used in customer relationship management. The aim of the authors is to present the benefits resulting from the application of new technologies, thus estimating the pace of change, the new opportunities and the need for flexibility in the relationship with customers. Along with the technological component the human component is also present in order to ensure the successful implementation of CRM.

Effective Factors on CRM Development

The Customer Relationship Management (CRM) literature is the value of potential and current customers. In this research we investigate effective factors on CRM development which have direct or indirect relation with it. CRM is defined as an important key in business among companies to maintain and increase their customers. In this study we look for key factors like Organizing, Technology, Information technologies, Communication channels of interaction, Formation of CRM system and CRM strategies and some other general factors which indirectly affected the processes. The study analyses variants of CRM management system creation by reviewing different models of CRM creation, the analysis of which allowed envisaging typical elements of CRM model formation or stages of implementation process. Organizational excellence model of framework identify factors affecting productivity and the role of CRM systems. Successful CRM implementation is a complex, expensive and rarely technical projects. At the end of the study we introduce a model to the light of relationship between CRM and effective factors on it.

Managing customer relationship management projects: The case of a large French telecommunications company

Customer relationship management (CRM) implementation projects reflect a growing conceptual shift from the traditional engineering view of projects. Such projects are complex and risky because they call for both organisational and technological changes. This requires effective project management across various phases of the implementation process. However, few empirical researches have dealt with these project management issues. The aim of this research is to investigate how a “project team” manages CRM implementation projects successfully, across the different phases of the implementation process. We conducted an in-depth case study of the “Firm-Clients Branch” of a large telecommunications company in France. The findings show that, to manage CRM implementation projects successfully, an integrated and balanced approach is required. This involves appropriate system selection, effective process re-engineering and further development of organizational structures. We highlight the need for a “technochange approach” to achieve successful organisational transition and effective CRM implementation. The study reveals that the project team plays a central role throughout the implementation phases. Furthermore the effectiveness of technochange depends on project team performance, technology efficiency and close coordination with stakeholders.

Employees' affective commitment to change

PurposeAlthough organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature.Design/methodology/approachUsing an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework.FindingsThe three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.Research limitations/implicationsThis paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented.Practical implicationsThe importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted.Originality/valueInitial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.

Towards a Successful CRM Implementation in Banks: An Integrated Model

In recent years, customer relationship management (CRM) has been the favoured theme for numerous studies and reports. Yet, there is a lack of systematic empirical evidence regarding the critical success factors (CSFs) for the CRM implementation, the activities that are affected by the use of the CRM programmes, and their consequent performance outcomes. In this article, we document the role of the CRM programmes in the banking sector and identify marketing activities that are affected by CRM usage. Taking a sample of 159 banks that utilise a CRM system, we found a substantial positive effect of the CRM usage on relationships effectiveness and marketing objectives. The results of this study have major implications for marketing people, as they suggest the notion that the CRM critical success factors should be implemented holistically rather than piecemeal to achieve the full potential of the CRM. The findings also stress the central role of customer services in the successful implementation of CRM programmes within banks.

A Critical Success Factor model for CRM implementation

Customer Relationship Management (CRM) implementation has been a daunting and exhaustive experience for many organisations. Managers and decision makers find that there is no one 'fixed formula' to guarantee its success. This paper draws from CSF models in ERP implementation and project management, determining their applicability to successful CRM implementation in a B2B context. Eight companies who implemented CRM were scrutinised, in which overlapping issues with ERP Implementation and project management were analysed. This analysis was the foundation of a CSF model for CRM implementation, providing a list of strategic and tactical CSFs that are present when undergoing such a process.

Leveraging CRM for Sales: The Role of Organizational Capabilities in Successful CRM Implementation

Customer relationship management (CRM) is one of the fastest growing business practices in today’s environment. CRM has been credited with substantial improvements in improving the effectiveness of sales forces. This paper offers an investigation of CRM implementation and proposes a model that explains the roles of organizational learning, business process orientation, customer-centric orientation, and task–technology fit in enabling the transformation of CRM from a technological tool to an advantage-producing resource. The development of the framework is based on extant theory and an analysis of responses to open-ended questions assessing (dis)satisfaction with CRM implementation. Implications for sales management are discussed.

CRM Implementation

Conceptually, customer relationship management (CRM) has been widely embraced by businesses. In practice, however, examples of success contrast with anecdotes where the diffusion of CRM into organizations continues to be a slow process and/or where CRM implementation outcomes have fallen short of expectations. Successful implementation depends on a number of factors such as fit between of a firm’s CRM strategy and programs and its broader marketing strategy, and intraorganizational and interorganizational cooperation and coordination among entities involved in implementation. Building on the results of a survey of the CRM-implementation-related experiences of 101 U.S.-based firms, in this article the authors identify factors associated with successful CRM implementation and advance directions for future research.

Strategy, technology and organisational alignment: Key components of CRM success

The role of technology in successful customer relationship management (CRM) implementation is a perennial subject of concern to marketers. This paper reviews CRM studies, especially those with empirical data about the role of technology. The studies consistently indicate that technology is a necessary but not sufficient factor in the ultimate success of a CRM system. The paper then presents a model of CRM implementation that positions technology as an enabler of CRM success, but identifies other marketing and organisational issues as key drivers. It includes a case history of successful CRM implementation that features a staged approach to both technology integration and organisational readiness.

Integrating customer relationship management in hotel operations: managerial and operational implications

As travelers are becoming more price sensitive, less brand loyal and more sophisticated, Customer Relationship Management (CRM) becomes a strategic necessity for attracting and increasing guests’ patronage. Although CRM in hospitality has overstated the importance of ICT, it is now widely recognised that successful CRM implementation should effectively combine and align ICT functionality with business operations. Given the lack of a widely accepted framework for CRM implementation, this paper proposed a model for managing and integrating ICT capabilities into CRM strategies and business processes. The model argues that successful CRM implementation requires the management and alignment of three managerial processes: ICT, relationship (internal and external) and knowledge management. The model is tested by gathering data from Greek hotels, while findings provide useful practical implications and suggestions for future research.

Customer Relationship Management: Its Dimensions and Effect on Customer Outcomes

Despite the rapidly growing customer relationship management (CRM) literature, the dimensions of CRM and their effects on customer outcomes remain equivocal. In this research, we first identify the requisite activities for effective CRM implementation. We then investigate their effect on customer satisfaction, customer retention, and sales growth. Results indicate that managers need to think beyond the technological components of CRM and focus on four key CRM dimensions to significantly enhance customer loyalty and sales growth. In our analysis and discussion, we examine the expanding role of salespeople in successful CRM implementation and outcomes.

Does the level of experience have an effect on CRM programs? Exploratory research findings

A growing body of academic and practitioner literature has highlighted the differences in definitions and approaches to customer relationship management (CRM), suggested frameworks for successful CRM implementation, and provided evidences of CRM success and failure. Such accumulating wisdom might be expected to imbue practice with knowledge of what works better in CRM and to entail, therefore, an improving experience of CRM over time. To date, however, the effect of experience on CRM implementation has not been discussed in literature. This paper studies CRM from the organisational learning perspective. It provides evidence from empirical research conducted among users (firms), consultants, and suppliers (software vendors) about the effect of experience on CRM. The exploratory research findings of this study draw attention to the extent to which firms deploying CRM are sensitive and responsive to what they might learn from their implementation efforts and establish a platform for future research. The paper suggests the need for the two processes of CRM and organisational learning to move in tandem to be mutually beneficial.