Examining business value of customer relationship management systems: IT usage and two-stage model perspectives

2019 ◽  
Vol 56 (3) ◽  
pp. 392-402 ◽  
Author(s):  
Yangfan Li ◽  
Jinghua Huang ◽  
Tingting Song
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Business Value ◽  
Customer Relationship ◽  
Management Systems ◽  
Stage Model ◽  
Two Stage ◽  
It Usage

Reconceptualizing synergy to explain the value of business analytics systems

2019 ◽  
Vol 34 (4) ◽  
pp. 371-391 ◽  
Author(s):  
Ida Someh ◽  
Graeme Shanks ◽  
Michael Davern
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
The United States ◽  
Business Value ◽  
Customer Relationship ◽  
Management Systems ◽  
Emergent Properties ◽  
Business Analytics ◽  
System Perspective ◽  
Synergistic Relationship

How can we use synergy to explain the value created by business analytics systems? In this article, we conceptualize and operationalize two important aspects of synergy: namely, the synergistic relationship and the synergistic outcome. We explore the enablers and mechanisms that are involved in a synergistic relationship between business analytics systems and customer relationship management systems and define it as the ability of systems to work together, span their boundaries and complement each other. Synergistic outcomes are the new business analytics–enabled customer relationship management systems that emerge from the synergistic relationship between business analytics systems and customer relationship management systems. Taking a whole system perspective, business analytics–enabled customer relationship management systems comprise the components and the emergent properties that arise from their interaction (e.g. the ability to cross-sell and up-sell based on advanced computational methods), in which the emergent properties are new because they do not exist in the individual components. We develop a research model that uses Synergistic Relationship and Synergistic Outcomes to explain the business value created by business analytics systems and customer relationship management systems, and we test this model using a survey of 201 managers in Australia and the United States. We find that the synergistic relationship plays a significant role in the creation of business analytics–enabled customer relationship management systems and subsequently business value. Business analytics–enabled customer relationship management systems—comprising business analytics systems, customer relationship management systems and their emergent properties—contribute to transactional, informational and strategic value. This goes beyond the value created by the business analytics and customer relationship management systems individually, as measured through statistical interaction.

Suitability of Customer Relationship Management Systems for the Management of Study Participants in Biomedical Research

2013 ◽  
Vol 52 (04) ◽  
pp. 340-350 ◽  
Author(s):  
O. Rienhoff ◽  
T. G. Schulze ◽  
S. Y. Nussbeck ◽  
J. Schwanke
Keyword(s):  
Customer Relationship Management ◽  
Biomedical Research ◽  
Relationship Management ◽  
Study Participant ◽  
Requirements Analysis ◽  
Customer Relationship ◽  
Management Systems ◽  
Quality Of Data ◽  
Suitability Evaluation ◽  
Study Participants

SummaryBackground: Longitudinal biomedical research projects study patients or participants over a course of time. No IT solution is known that can manage study participants, enhance quality of data, support re-contacting of participants, plan study visits, and keep track of informed consent procedures and recruitments that may be subject to change over time.. In business settings management of personal is one of the major aspects of customer relationship management systems (CRMS).Objectives: To evaluate whether CRMS are suitable IT solutions for study participant management in biomedical research.Methods: Three boards of experts in the field of biomedical research were consulted to get an insight into recent IT developments regarding study participant management systems (SPMS). Subsequently, a requirements analysis was performed with stake-holders of a major biomedical research project. The successive suitability evaluation was based on the comparison of the identified requirements with the features of six CRMS.Results: Independently of each other, the interviewed expert boards confirmed that there is no generic IT solution for the management of participants. Sixty-four requirements were identified and prioritized in a requirements analysis. The best CRMS was able to fulfill forty-two of these requirements. The non-fulfilled requirements demand an adaption of the CRMS, consuming time and resources, reducing the update compatibility, the system’s suitability, and the security of the CRMS.Conclusions: A specific solution for the SPMS is favored instead of a generic and commercially-oriented CRMS. Therefore, the development of a small and specific SPMS solution was commenced and is currently on the way to completion.

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