233,936 research outputs found

    A Framework for Understanding Customer Relationship Management Systems Benefits

    Get PDF
    This paper presents a structured framework for understanding the benefits of CRM systems. The framework is comprised of a set of benefits grouped into categories with empirical indicators and example metrics. The framework provides researchers with a systematic approach for exploring CRM system benefits and provides a sound base for further empirical research. It also provides practitioners with a means of defining objectives for CRM projects during specification of the business case and for conducting post-implementation reviews

    Customer relationship management: digital transformation and sustainable business model innovation

    Get PDF
    [EN] The point of departure for this study is the understanding of customer relationship management (CRM) as a set of technological solutions key for efficient business management, the benefits of which, highlighted by previous works, are presented and defined here as crucial for entrepreneurial success. Of particular interest for this purpose are the existing studies on sustainability, which provide a viable research model to assess and validate the potential effect of each CRM component (sales, marketing, and services) on the three dimensions of sustainability (economic, environmental, and social). Upon confirmation of our hypotheses, the subsequent validation of such model should bring a better understanding of the way in which CRM-related benefits may increase the positive impact of its components on each dimension of sustainability. CRM can hence be considered a sort of Green IT, oriented toward digital transformation and sustainable business model innovation. Indeed, this research model may be the basis for a more specific methodology to measure the impact and benefits of applying CRM, understood, as we will contend, both in terms of sustainable business models and innovation.Gil GĂłmez, H.; Guerola-Navarro, V.; Oltra Badenes, RF.; Lozano Quilis, JA. (2020). Customer relationship management: digital transformation and sustainable business model innovation. Economic Research-Ekonomska Istra ivanja. 33(1):2733-2750. https://doi.org/10.1080/1331677X.2019.1676283S27332750331Abson, D. J., Fischer, J., Leventon, J., Newig, J., Schomerus, T., Vilsmaier, U., 
 Lang, D. J. (2016). Leverage points for sustainability transformation. Ambio, 46(1), 30-39. doi:10.1007/s13280-016-0800-yAlegre, J., Sengupta, K., & Lapiedra, R. (2011). Knowledge management and innovation performance in a high-tech SMEs industry. International Small Business Journal: Researching Entrepreneurship, 31(4), 454-470. doi:10.1177/0266242611417472Arsić, S., Banjević, K., Nastasić, A., RoĆĄulj, D., & Arsić, M. (2018). Family Business Owner as a Central Figure in Customer Relationship Management. Sustainability, 11(1), 77. doi:10.3390/su11010077Bose, R. (2002). Customer relationship management: key components for IT success. Industrial Management & Data Systems, 102(2), 89-97. doi:10.1108/02635570210419636Bradshaw, D., & Brash, C. (2001). Managing customer relationships in the e‐business world: how to personalise computer relationships for increased profitability. International Journal of Retail & Distribution Management, 29(12), 520-530. doi:10.1108/09590550110696969Cantner, U., Joel, K., & Schmidt, T. (2009). The use of knowledge management by German innovators. Journal of Knowledge Management, 13(4), 187-203. doi:10.1108/13673270910971923Chen, A. J. W., Boudreau, M., & Watson, R. T. (2008). Information systems and ecological sustainability. Journal of Systems and Information Technology, 10(3), 186-201. doi:10.1108/13287260810916907Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM). Business Process Management Journal, 9(5), 672-688. doi:10.1108/14637150310496758Christofi, M., Leonidou, E., & Vrontis, D. (2015). Cause-related marketing, product innovation and extraordinary sustainable leadership: the root towards sustainability. Global Business and Economics Review, 17(1), 93. doi:10.1504/gber.2015.066533Chua, A. Y. ., & Banerjee, S. (2013). Customer knowledge management via social media: the case of Starbucks. Journal of Knowledge Management, 17(2), 237-249. doi:10.1108/13673271311315196Claycomb, C., Dröge, C., & Germain, R. (1999). The Effect of Just‐in‐Time with Customers on Organizational Design and Performance. The International Journal of Logistics Management, 10(1), 37-58. doi:10.1108/09574099910805923Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 128. doi:10.2307/2393553Stefanou, C. J., Sarmaniotis, C., & Stafyla, A. (2003). CRM and customer‐centric knowledge management: an empirical research. Business Process Management Journal, 9(5), 617-634. doi:10.1108/14637150310496721Damanpour, F. (1996). Organizational Complexity and Innovation: Developing and Testing Multiple Contingency Models. Management Science, 42(5), 693-716. doi:10.1287/mnsc.42.5.693Damanpour, F., & Evan, W. M. (1984). Organizational Innovation and Performance: The Problem of «Organizational Lag». Administrative Science Quarterly, 29(3), 392. doi:10.2307/2393031Dervitsiotis, K. N. (2010). Developing full-spectrum innovation capability for survival and success in the global economy. Total Quality Management & Business Excellence, 21(2), 159-170. doi:10.1080/14783360903549865Dewhurst, F., MartĂ­nez Lorente, A. R., & Dale, B. G. (1999). Total quality management and information technologies: an exploration of the issues. International Journal of Quality & Reliability Management, 16(4), 392-406. doi:10.1108/02656719910249333Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10-11), 1105-1121. doi:10.1002/1097-0266(200010/11)21:10/113.0.co;2-eEpiphany.com. (2001). CRM benefits. Retrieved from http://www.ephany.com/market/crm_benefits.html2001European Commission. (2013). One trillion euro to invest in Europe’s future—The EU’s budget framework 2014–2020. Retrieved from https://ec.europa.eu/regional_policy/en/newsroom/news/2013/11/one-trillion-euro-to-invest-in-europe-s-future-the-eu-s-budget-framework-2014-2020Fidel, P., Schlesinger, W., & Cervera, A. (2015). Collaborating to innovate: Effects on customer knowledge management and performance. Journal of Business Research, 68(7), 1426-1428. doi:10.1016/j.jbusres.2015.01.026FIDEL, P., SCHLESINGER, W., & EMILO, E. (2018). EFFECTS OF CUSTOMER KNOWLEDGE MANAGEMENT AND CUSTOMER ORIENTATION ON INNOVATION CAPACITY AND MARKETING RESULTS IN SMEs: THE MEDIATING ROLE OF INNOVATION ORIENTATION. International Journal of Innovation Management, 22(07), 1850055. doi:10.1142/s136391961850055xGallego, J., Rubalcaba, L., & Hipp, C. (2012). Organizational innovation in small European firms: A multidimensional approach. International Small Business Journal: Researching Entrepreneurship, 31(5), 563-579. doi:10.1177/0266242611430100Garbarino, E., & Johnson, M. S. (1999). The Different Roles of Satisfaction, Trust, and Commitment in Customer Relationships. Journal of Marketing, 63(2), 70-87. doi:10.1177/002224299906300205Gholami, H., Zameri Mat Saman, M., Mardani, A., Streimikiene, D., Sharif, S., & Zakuan, N. (2018). Proposed Analytic Framework for Student Relationship Management based on a Systematic Review of CRM Systems Literature. Sustainability, 10(4), 1237. doi:10.3390/su10041237Gibbert, M., Leibold, M., & Probst, G. (2002). Five Styles of Customer Knowledge Management, and How Smart Companies Use Them To Create Value. European Management Journal, 20(5), 459-469. doi:10.1016/s0263-2373(02)00101-9Gopalakrishnan, S., & Damanpour, F. (1997). A review of innovation research in economics, sociology and technology management. Omega, 25(1), 15-28. doi:10.1016/s0305-0483(96)00043-6Grawe, S. J., Chen, H., & Daugherty, P. J. (2009). The relationship between strategic orientation, service innovation, and performance. International Journal of Physical Distribution & Logistics Management, 39(4), 282-300. doi:10.1108/09600030910962249Huang, E. Y., & Lin, C. (2005). Customer‐oriented financial service personalization. Industrial Management & Data Systems, 105(1), 26-44. doi:10.1108/02635570510575171Huang, P.-S., & Shih, L.-H. (2008). Effective environmental management through environmental knowledge management. International Journal of Environmental Science & Technology, 6(1), 35-50. doi:10.1007/bf03326058Hult, G. T. M., & Ketchen, D. J. (2001). Does market orientation matter?: a test of the relationship between positional advantage and performance. Strategic Management Journal, 22(9), 899-906. doi:10.1002/smj.197Hult, G. T. M., Hurley, R. F., & Knight, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, 33(5), 429-438. doi:10.1016/j.indmarman.2003.08.015Karimi, J., Somers, T. M., & Gupta, Y. P. (2001). Impact of Information Technology Management Practices on Customer Service. Journal of Management Information Systems, 17(4), 125-158. doi:10.1080/07421222.2001.11045661King, S. F., & Burgess, T. F. (2008). Understanding success and failure in customer relationship management. Industrial Marketing Management, 37(4), 421-431. doi:10.1016/j.indmarman.2007.02.005Krizanova, A., Gajanova, L., & Nadanyiova, M. (2018). Design of a CRM Level and Performance Measurement Model. Sustainability, 10(7), 2567. doi:10.3390/su10072567Liao, S., Fei, W.-C., & Chen, C.-C. (2007). Knowledge sharing, absorptive capacity, and innovation capability: an empirical study of Taiwan’s knowledge-intensive industries. Journal of Information Science, 33(3), 340-359. doi:10.1177/0165551506070739Lin, R., Che, R., & Ting, C. (2012). Turning knowledge management into innovation in the high‐tech industry. Industrial Management & Data Systems, 112(1), 42-63. doi:10.1108/02635571211193635Lopez-Nicolas, C., & Molina-Castillo, F. J. (2008). Customer Knowledge Management and E-commerce: The role of customer perceived risk. International Journal of Information Management, 28(2), 102-113. doi:10.1016/j.ijinfomgt.2007.09.001March, J. G. (1991). Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71-87. doi:10.1287/orsc.2.1.71Massey, A. P., Montoya-Weiss, M. M., & Holcom, K. (2001). Re-engineering the customer relationship: leveraging knowledge assets at IBM. Decision Support Systems, 32(2), 155-170. doi:10.1016/s0167-9236(01)00108-7Mckenzie, C. R. M., & Liersch, M. J. (2011). Misunderstanding Savings Growth: Implications for Retirement Savings Behavior. Journal of Marketing Research, 48(SPL), S1-S13. doi:10.1509/jmkr.48.spl.s1Menguc, B. (2006). Creating a Firm-Level Dynamic Capability through Capitalizing on Market Orientation and Innovativeness. Journal of the Academy of Marketing Science, 34(1), 63-73. doi:10.1177/0092070305281090Mishra, D., Akman, I., & Mishra, A. (2014). Theory of Reasoned Action application for Green Information Technology acceptance. Computers in Human Behavior, 36, 29-40. doi:10.1016/j.chb.2014.03.030Molla, A. & Abareshi, A. (2011). Green IT adoption: A motivational perspective. In Proceedings of the 15th Pacific Asia Conference on Information Systems, Brisbane, QLD, Australia, 7–11 July; p. 137.Introductory Chapter: Framework for Energy and Environmental Management in Industry. (s. f.). Applied Industrial Energy and Environmental Management, 1-22. doi:10.1002/9780470714379.chNgo, L. V., & O’Cass, A. (2012). In Search of Innovation and Customer-related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions. Journal of Product Innovation Management, 29(5), 861-877. doi:10.1111/j.1540-5885.2012.00939.xPanayides, P. (2006). Enhancing innovation capability through relationship management and implications for performance. European Journal of Innovation Management, 9(4), 466-483. doi:10.1108/14601060610707876Pohludka, M., Stverkova, H., & ƚlusarczyk, B. (2018). Implementation and Unification of the ERP System in a Global Company as a Strategic Decision for Sustainable Entrepreneurship. Sustainability, 10(8), 2916. doi:10.3390/su10082916Prahalad, C. K., & Ramaswamy, V. (2004). Co‐creating unique value with customers. Strategy & Leadership, 32(3), 4-9. doi:10.1108/10878570410699249Rao, H., & Drazin, R. (2002). OVERCOMING RESOURCE CONSTRAINTS ON PRODUCT INNOVATION BY RECRUITING TALENT FROM RIVALS: A STUDY OF THE MUTUAL FUND INDUSTRY, 1986-94. Academy of Management Journal, 45(3), 491-507. doi:10.2307/3069377Robson, P. J. A., & Bennett, R. J. (2000). Small Business Economics, 15(3), 193-208. doi:10.1023/a:1008129012953Rollins, M. & Halinen, A. (2005). Customer knowledge management competence: Towards a theoretical framework. In Proceedings of the 38th Annual Hawaii International Conference on System Sciences, Hawaii (pp. 1–10). IEEE.Romano, A. C. Jr (2000). Customer relations management in information systems research. In H. M. Chung (Ed.), Proceedings of the Americas Conference in Information Systems (AMCIS), Long Beach, California, 10–13 August, pp. 811–819.Romano Jr, N. C., & Fjermestad, J. (2001). Electronic Commerce Customer Relationship Management: An Assessment of Research. International Journal of Electronic Commerce, 6(2), 61-113. doi:10.1080/10864415.2001.11044232Sahay, B. S., & Ranjan, J. (2008). Real time business intelligence in supply chain analytics. Information Management & Computer Security, 16(1), 28-48. doi:10.1108/09685220810862733Scullin, S., Allora, J., Lloyd, G. O. & Fjermestad, J. (2002). Electronic customer relationship management: Benefits, considerations, pitfalls and trends. In Proceedings of the IS One World Conference, Las Vegas, Nevada, April, pp. 3–5.Shane, S. A., & Ulrich, K. T. (2004). 50th Anniversary Article: Technological Innovation, Product Development, and Entrepreneurship inManagement Science. Management Science, 50(2), 133-144. doi:10.1287/mnsc.1040.0204Sims, D. (2000). A new ROI for new economy CRM and just why doesn’t high-tech get it? crmguru.com, April 2000.Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264-1290. doi:10.1108/03090560510623253Tushman, M. L. (1997). Winning through innovation. Strategy & Leadership, 25(4), 14-19. doi:10.1108/eb054591Verhoef, P. C., & Donkers, B. (2001). Predicting customer potential value an application in the insurance industry. Decision Support Systems, 32(2), 189-199. doi:10.1016/s0167-9236(01)00110-5Vorhies, D. W., & Harker, M. (2000). The Capabilities and Perfor Mance Advantages of Market‐Driven Firms: An Empirical Investigation. Australian Journal of Management, 25(2), 145-171. doi:10.1177/031289620002500203Waltner, C. (2001). CRM makes on-line shopping personal. InformationWeek, January 29, 2001.Weerawardena, J. (2003). Exploring the role of market learning capability in competitive strategy. European Journal of Marketing, 37(3/4), 407-429. doi:10.1108/03090560310459023Whatis.com. (2001). DIY BI: A guide to self-service business intelligence implementation. Retrieved from http://whatis.techtarget.com/whatis_definition_page/0,4152,211901,00.htmlZhu, Z., & Nakata, C. (2007). Reexamining the Link Between Customer Orientation and Business Performance: The Role of Information Systems. Journal of Marketing Theory and Practice, 15(3), 187-203. doi:10.2753/mtp1069-667915030

    Intention to use mobile customer relationship management systems

    Get PDF
    © Emerald Group Publishing Limited. Purpose - The purpose of this paper is to investigate the behavioral intentions of business-to-business (B2B) sales managers to use mobile customer relationship management (CRM) systems in the course of their day-to-day activities. Design/methodology/approach - An extended Technology Acceptance Model (TAM) of mobile CRM system adoption is developed and tested with data from 105 international sales managers representing five B2B companies. Findings - The study extends the TAM framework with three additional constructs derived from mobile technology and sales force automation literature, namely personal innovativeness in the domain of IT, perceived risk, and perceived reachability. The model demonstrates that personal innovativeness and perceived reachability have significant effects on the TAM framework. Research limitations/implications - The relatively small sample size limits the generalization of the results. Practical implications - Sales managers' intention to adopt mobile CRM can be explained by the extended TAM framework. Understanding the key factors that influence intention to adopt a mobile CRM system will aid companies in implementing it among their sales force. Companies willing to foster adoption of a mobile CRM system among the sales force could focus on communicating the usefulness of using the system and benefits gained from enhanced reachability. Recruiting sales people with strong personal innovativeness is beneficial. Originality/value - This study responds the calls for studies on mobile platforms and on the use of mobile B2B applications in sales force management. It is among the first attempts to incorporate variables derived from mobile technology acceptance literature among the sales force into the TAM framework, to better explain acceptance of mobile CRM systems

    Internet-driven customer centric : an exploratory analysis

    Get PDF
    Firm’s are becoming everyday more focus on customer orientation, leading to the need use of new techniques or combine use of existent ones. Both Customer Relationship Management and Knowledge Management are increasingly relevant in the corporate agendas as well as been broadly studied by academic researchers and with the development of the digital economy it’s necessary to have a larger understanding of their role in e-business performance. Thus, our aims are to determine whether the implementation of virtual CRM and KM is linked to e-business performance and to identify the nature of the relationship existing in the combine use of these tools. Thus, this paper establishes a new model of the practices and results of the both tools which has been tested in European companies. For that purpose, we used a structural equation modelling analysis. The results show that both virtual CRM and KM have a positive impact on the maximization of e-business performance and that their combine use has also a positive impact on e-business performance. As limitations of the study we consider the need for more research into this field and the inclusion of news elements such as technological readiness and management support. This paper contributes to the research on this topic with new evidence in a broad sample.info:eu-repo/semantics/publishedVersio

    Framework of Social Customer Relationship Management in E-Health Services

    Full text link
    Healthcare organization is implementing Customer Relationship Management (CRM) as a strategy for managing interactions with patients involving technology to organize, automate, and coordinate business processes. Web-based CRM provides healthcare organization with the ability to broaden service beyond its usual practices in achieving a complex patient care goal, and this paper discusses and demonstrates how a new approach in CRM based on Web 2.0 or Social CRM helps healthcare organizations to improve their customer support, and at the same time avoiding possible conflicts, and promoting better healthcare to patients. A conceptual framework of the new approach will be proposed and highlighted. The framework includes some important features of Social CRM such as customer's empowerment, social interactivity between healthcare organization-patients, and patients-patients. The framework offers new perspective in building relationships between healthcare organizations and customers and among customers in e-health scenario. It is developed based on the latest development of CRM literatures and case studies analysis. In addition, customer service paradigm in social network's era, the important of online health education, and empowerment in healthcare organization will be taken into consideration.Comment: 15 pages. arXiv admin note: substantial text overlap with arXiv:1204.3689, arXiv:1203.3919, arXiv:1204.3685, arXiv:1203.4309, arXiv:1204.3691, arXiv:1203.392

    Seeing the big PICTURE: A framework for improving the communication of requirements within the Business-IT relationship

    Get PDF
    The relationship between the business and IT departments in the context of the organisation has been characterised as highly divisive. Contributing problems appear to revolve around the failure to adequately communicate and understand the required information for the alignment of business and IT strategies and infrastructures. This study takes a communication-based view on the concept of alignment, in terms of the relationship between the retail business and IT within a major high street UK bank. A research framework (PICTURE) is used to provide insight into this relationship and guide the analysis of interviews with 29 individuals on mid-high management level for their thematic content. The paper highlights the lessons that can be derived from the study of the BIT relationship and how possible improvements could be made

    Visualising product-service system business models

    Get PDF
    Copyright © 2014. Copyright in each paper in this conference’s proceedings is the property of the author(s). Permission is granted to reproduce copies of these works for purposes relevant to the above conference, provided that the author(s), source and copyright notice are included on each copy. For other uses, including extended quotation, please contact the author(s).The paper addresses the issue of how to visualise innovative business models at various stages of the design and development process. The focus is on a particular type of business model, defined Product-Service Systems (PSSs), characterised by an integrated product-service offering, but can be generalised to other business model innovations. The paper presents a visualisation system based on a formalised business model ontology and a set of visualisation tools, and discusses how it can be used to enhance internal and external communication and improve dialogue and co-design activities inside the company and with external stakeholders
    • 

    corecore