A conceptual model for global multi-channel customer management

Previous Global CRM research has recommended that scholars reassess all of CRM systems in global environment (Ward 2005; Ramaseshan et al., 2006). Channel management is one CRM systems component much influenced by the behaviour of customers in relation to the implementation and use of channel management CRM component. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points through out customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis. A conceptual model has been developed to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle

An agent-based architecture for managing the provision of community care - the INCA (Intelligent Community Alarm) experience

Community Care is an area that requires extensive cooperation between independent agencies, each of which needs to meet its own objectives and targets. None are engaged solely in the delivery of community care, and need to integrate the service with their other responsibilities in a coherent and efficient manner. Agent technology provides the means by which effective cooperation can take place without compromising the essential security of both the client and the agencies involved as the appropriate set of responses can be generated through negotiation between the parties without the need for access to the main information repositories that would be necessary with conventional collaboration models. The autonomous nature of agents also means that a variety of agents can cooperate together with various local capabilities, so long as they conform to the relevant messaging requirements. This allows a variety of agents, with capabilities tailored to the carers to which they are attached to be developed so that cost-effective solutions can be provided. </p

An Approach to Agent-Based Service Composition and Its Application to Mobile

This paper describes an architecture model for multiagent systems that was developed in the European project LEAP (Lightweight Extensible Agent Platform). Its main feature is a set of generic services that are implemented independently of the agents and can be installed into the agents by the application developer in a flexible way. Moreover, two applications using this architecture model are described that were also developed within the LEAP project. The application domain is the support of mobile, virtual teams for the German automobile club ADAC and for British Telecommunications

A conceptual framework for interactive virtual storytelling

This paper presents a framework of an interactive storytelling system. It can integrate five components: management centre, evaluation centre, intelligent virtual agent, intelligent virtual environment, and users, making possible interactive solutions where the communication among these components is conducted in a rational and intelligent way. Environment plays an important role in providing heuristic information for agents through communicating with the management centre. The main idea is based on the principle of heuristic guiding of the behaviour of intelligent agents for guaranteeing the unexpectedness and consistent themes

Cultural aspects of multi-channel customer management: A UK case study

Channel management is one CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the authors have conducted a case study in the UK to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The authors have used a Structurational Analysis model (Ali and Brooks, 2008) to identify the cultural factors (Ali, et al. 2008a) that influence multi-channel customer management in the UK

Cultural aspects of multi-channel customer management: A case study in Italy

Channel management is one of CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in a multinational organization in Italy to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a content analysis technique to define the themes of the case study and then used the Structurational Analysis model by Ali and Brooks, (2008) to identify the cultural values dimensions (Ali, et al. 2008a) that influence multi-channel customer management in Italy. The research findings highlight the cultural dimensions, which should be considered while adopting multi-channel customer strategy. Also, the research findings encourage the articulation of situated cultural approach to study cultural impact within IS discipline as alternative approach than predefined culture archetype

Systemic intervention

This paper describes the practice of systemic intervention, emphasizing (1) the need to explore stakeholder values and boundaries for analysis; (2) responses to the challenges of marginalization processes; and (3) a wide, pluralistic range of methods from the systems literature and beyond to create a flexible and responsive systemic action research practice. After presenting an outline of systemic intervention, the author discusses several other well-tested systems approaches with a view to identifying their potential for further supporting systemic intervention practice, and action research more generally. Two practical examples of systemic intervention are provided to illustrate the arguments

A phenomenological study of the impact of knowledge intensity and environmental velocity on in source or hosted contact centres.

Contact centres exist in order to focus the final step of the intra organisational value chain which then delivers optimalcustomer satisfaction. In this paper we analyse a centre with a view to investigating the impact of outsourcing or the inhouselocus of provision. Such centres exhibit agency/principal characteristics, bringing knowledge management into sharp focus, aspects of information intensity which impact on the organisational dynamics, and the learning of the employees. A phenomenological approach to determine the essence of the activities was deployed rather than a methodological initiative based post positivistic strategic analysis. The characteristics of contact centres investigated coalesce into two distinct categories; a framework to depict this is presented

Multi-channel customer management: A case study in Egypt

Channel management is one CRM systems component much influenced by the behaviour of customers in relation to the implementation and use of channel management CRM component. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points through out customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in Egypt to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a Structurational Analysis model (Ali and Brooks, 2008) to identify the cultural factors (Ali, et al. 2008) that influence the multi-channel customer management in Egypt