Investigating customer relationship management systems involvement towards customer knowledge creation processes

2015 ◽  
Vol 9 (1) ◽  
pp. 56
Author(s):  
Muhammad Rifki Shihab ◽  
Imanuel Sukrisna ◽  
Achmad Nizar Hidayanto
Keyword(s):  
Customer Relationship Management ◽  
Knowledge Creation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Systems ◽  
Customer Knowledge

scholarly journals Customer-Centric Knowledge Creation For Customer Relationship Management

2014 ◽  
Vol 30 (2) ◽  
pp. 397 ◽  
Author(s):  
Phocharapol Srisamran ◽  
Vichita Vathanophas Ractham
Keyword(s):  
Knowledge Management ◽  
Customer Relationship Management ◽  
Knowledge Creation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Timely Manner ◽  
Business World ◽  
Customer Knowledge ◽  
Knowledge Based

As the pace of todays world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to know your customer and construct good relationships with customers. In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization.

Customer relationship management

2016 ◽  
Vol 34 (3) ◽  
pp. 388-410 ◽  
Author(s):  
Suhail Ahmad Bhat ◽  
Mushtaq Ahmad Darzi
Keyword(s):  
Factor Analysis ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Customer Loyalty ◽  
Relationship Management ◽  
Retail Banking ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Customer Knowledge ◽  
Content Type

Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.

CRM for Innovation in European Companies

2011 ◽  
pp. 73-83
Author(s):  
Carolina López-Nicolás ◽  
Francisco-José Molina-Castillo
Keyword(s):  
Theoretical Model ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Customer Knowledge ◽  
Research Findings

In recent years, customer relationship management (CRM) has been a topic of the utmost importance for scholars and managers. Literature suggests, however, that it is difficult to demonstrate both tangible returns and also intangible attributes of these benefits, such as innovation derived from the use of CRM. The aim of the chapter is to analyze the implementation of CRM and its influence on a firm’s ability for innovation. Literature on CRM and innovation is reviewed and a theoretical model is proposed. Research findings from a sample of European companies prove that CRM is beneficial for innovation in many countries. However, there were no conclusive results from other countries. These findings have important implications in assisting organizations in their CRM initiatives for managing customer knowledge and enhancing innovation.

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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