An Approach to Deriving Business Value of Customer Relationship Management Model in an Enterprise System

2011 ◽  
Author(s):  
P. Shubha ◽  
Pushpa Bhatt
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Business Value ◽  
Customer Relationship ◽  
Management Model ◽  
Enterprise System

Customer Relationship Management and Interface Redesign

2015 ◽  
pp. 558-574
Author(s):  
Kevin K.W. Ho ◽  
Eric W.K. See-To
Keyword(s):  
Qualitative Study ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Enterprise System ◽  
Electronic Marketplace ◽  
Cultural Issues ◽  
Cultural Backgrounds ◽  
Language Differences ◽  
Global Context

This study is focused on the cross-cultural issues in the post-adoption phases of customer relationship management (CRM) for an international electronic marketplace, which operates in more than 30 countries. In particular, the authors focus on how the electronic marketplace modifies its interface redesign for addressing the different tastes of users from different cultural backgrounds. The authors hope this study can address to how cultural and language differences affect the interface redesign of CRM, which is part of the enterprise system, in the multinational and global context through a qualitative study.

scholarly journals Co-Creation & Retensi Pelanggan dalam Bangunan Strategi Kemitraan Virtual

2020 ◽  
Vol 19 (2) ◽  
pp. 120-129
Author(s):  
Muhammad Baehaqi
Keyword(s):  
Customer Relationship Management ◽  
Customer Value ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Model ◽  
Collaborative Network ◽  
Marketing Environment ◽  
Customer Involvement ◽  
Customer Commitment ◽  
Dominant Paradigm

In the turbulence of the marketing environment, customer-company relationships are faced with increasingly transparent collaborative mechanisms. A collaborative network of customer-company interfaces was formed as a result of the development of access, media, and developing technology. In the customer relationship management model, customer involvement through co-creation becomes the dominant paradigm that shapes customer value. The more customers are involved in determining the expected value, the more customers feel the satisfaction that has implications for company loyalty and ability. Customer retention is a part of it, which can be a trigger and mediation for the creation of customer commitment and loyalty.  

Customer Relationship Management and Interface Redesign

2013 ◽  
Vol 4 (3) ◽  
pp. 68-88 ◽  
Author(s):  
Kevin K.W. Ho ◽  
Eric W.K. See-To
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Cross Cultural ◽  
Customer Relationship ◽  
Enterprise System ◽  
Electronic Marketplace ◽  
Cultural Issues ◽  
Cultural Backgrounds ◽  
Language Differences ◽  
Global Context

This study is focused on the cross-cultural issues in the post-adoption phases of customer relationship management (CRM) for an international electronic marketplace, which operates in more than 30 countries. In particular, the authors focus on how the electronic marketplace modifies its interface redesign for addressing the different tastes of users from different cultural backgrounds. The authors hope this study can address to how cultural and language differences affect the interface redesign of CRM, which is part of the enterprise system, in the multinational and global context through a qualitative study.

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.

scholarly journals Minimising Risk—The Application of Kotter’s Change Management Model on Customer Relationship Management Systems: A Case Study

2021 ◽  
Vol 14 (10) ◽  
pp. 496
Author(s):  
Danny Sittrop ◽  
Cheryl Crosthwaite
Keyword(s):  
Change Management ◽  
Customer Relationship Management ◽  
Change Process ◽  
Research Question ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Model ◽  
Change Model ◽  
Crm System

Implementing a Customer Relationship Management (CRM) system requires significant consideration with respect to change management and the associated business risks. This paper describes how to best achieve the change goal and minimize these risks. The research question under investigation is: “How can Kotter’s change management model be used effectively to enhance the value and utilisation of a CRM system”. Kotter’s eight-stage change model is the adopted change model used by the organisation under study. As business intelligence (BI) is a growing field within industry and academia alike, limited substantive research has been done regarding how to manage the change process itself within a BI project. Often research either focuses on the technical development (e.g., agile methodology) or the change process from a holistic perspective. However, both are needed to effectively manage the risk of failure. The research design for this study was that of a single organisation case study. The research questions were addressed by using a deductive research style. To allow for multiple perspectives and triangulation of the data, a mixed-methods approach (Quant + QUAL) was used. Outcomes of the research showed that whilst there was some success in the implementation of Kotter’s change model, it could have been significantly improved if the competencies identified in this research were considered and incorporated prior and during the change journey. Building on Kotter’s classic work with change management, this research fills the gap by describing the pertinent competencies required in managing the change process, identifying common pitfalls and investigating the common threads between the ‘data to outcome’ process and the change management process to better mitigate the risk This paper adds value to current change literature/models by defining and describing the importance of these competencies when embarking on a change program related to BI tools and systems and how these competencies are incorporated into Kotter’s model.

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