Customer relationship management: Are software applications aligned with business objectives?

Customer relationship management (CRM) can be thought of as IT-enabled relationship marketing. It has numerous definitions and perspectives, and success of implementation has been limited to date. This paper examines recent literature on the subject, drawing attention to the importance of a balance between strategy formulation, IT and organisational alignment when adopting and implementing CRM. It then discusses results of an exploratory study carried out amongst 34 South African organisations on their business objectives for CRM, the CRM applications that they have invested in or are considering, and the extent of integration of their customer data. The most important objectives and most widely used CRM applications are determined, and associations between applications and objectives are analysed. It is not apparent that CRM applications are selected in line with business objectives, and expected associations with objectives often do not exist for the objectives rated most important. Only certain aspects of customer data integration are significantly linked to objectives or CRM applications. The study suggests the need for fuller determination of strategy and objectives when involved with CRM investigation and adoption, and co-ordination at all levels of implementation between Marketing and IT

The application of performance measures in the UK retail sector: an exploratory analysis

Abstract: An empirical investigation of the use of performance measurement by small and medium sized online retailers in the UK. The purpose of the study is to investigate type and range of performance measures applied and extent to which measures are likely to affect business performance and strategy development. The key findings are that whilst a good range of measures are applied, the measures are more likely to be used for checking strategy implementation rather than strategy formulation or for informing corrective action to ensure longer term strategic success. Further work is required to explore relationships between strategy and business performance

Internet-driven customer centric : an exploratory analysis

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

Supply Chain Information Systems and Organisational Performance in Economic Turbulent Times

Supply Chain Information Systems and their impact on organisational performance has been studied by a number of studies. This study seeks to extend this body of knowledge by adopting a fresh lens to explore empirically the relationship between organizational performance and SCIS in circumstances of economic downturn and financial turbulence. The statistical relationship between Supply Chain Information Systems (SCIS) ˜Effectiveness and ˜Organisational Performance is tested and measured by multidimensional financial and non-financial variables. So even though complexities associated with measuring SCIS efficiency and Organisational Performance continue to dominate research discussions these are somewhat limited to just explaining the phenomenon without addressing the misalignment of the information provided by SCIS, business expectations and Organisational Performance. In consequence this papers reports findings from a large survey of 168 SCIS managers in Greek SMEs where even through economic downturn a strong correlation between SCIS and non-financial Organisational Performance is evidenced. In considering the findings this study proposes guidance to enhance SCIS Effectiveness and Organisational Performance

Outsourcing the logistics function: the supply chain role of third-party logistics service providers in UK convenience retailing

Logistics, defined as the process of strategically managing the procurement, movement and storage of materials; parts; finished inventory and related information flow through the organisation and its marketing channels, is increasingly being recognised as a vital part of an organisation’s marketing strategy. In many organisations, the logistics function is currently facing significant challenges. Pressures from increasing competition and high customer service-level expectations have created a need for more professional and better-equipped logistics services. Confronted with such competitive pressures, these organisations are faced with decisions of the make OR buy kind with regard to the logistics processes of supply and distribution. In addition, the emergence of a need to focus on core capabilities has led many organisations to contract out all, or part of, the logistics function to third-party providers. This paper explores the challenges of outsourcing logistics in the UK convenience-retailing sector

Integrating Organisational Change Management and Customer Relationship Management in a Casino

This research aims to solve the problem: how can casinos manage organizational change programs, and internal and external customer relationship management (CRM) programs? To find a solution, it uses two stages of qualitative methods: convergent interviewing and case research about four departments of a casino in Australia. After a thorough data analysis of documents and interview data, 12 themes were identified and they led to the development of a model of how organizational change management and CRM can be integrated to improve initiatives in organisations such as casinos. The model has seven core elements: vision, key challenge, objective, measure, strategy, initiative and outcome. A contribution is the development of this evidence-based model of links between the both types of CRM and organisational change management, with an action checklist for managers. Analytic generalisation beyond the research setting was done in this research, but more external validation could be done in future research. Managers could use the checklist of actions about this research\u27s integrated model, to reduce the high failure rate of change initiatives

Performance measurement procedures that support innovativeness rather than hamper it

This paper addresses the contemporary challenges in increasing firm-level innovativeness and developing appropriate performance metrics. The authors discuss these challenges and provide a literature review on the innovation enhancing factors in service industries. They subsequently study the case of a multinational telecom company that tries to renew its innovative capabilities after a restructuring. An interpretative approach, based on employee focus group interviews and an extensive management workshop, is taken to co-develop context specific factors that enhance innovativeness. These factors include, amongst others, personal recognition and acknowledgement for an innovative achievement, available time, customer intimacy, and a clear innovation strategy. The identified factors will be used in a follow-up research aimed to develop performance measurement procedures that support the company to develop and exploit its innovative capabilities

Strategic adoption of logistics and supply chain management

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to develop a thorough understanding of the adoption of logistics and supply chain management (SCM) in practice, particularly at a strategic level, through an investigation of the four perspectives taxonomy of the relationship between logistics and SCM. Design/methodology/approach: Based on a comprehensive literature review, three specific research questions are proposed. The empirical work addresses these questions and comprised three phases: focussed interviews, a questionnaire survey and focus groups. Findings: The findings provide a usage profile of the four perspectives and indicate a divergence between the understanding and adoption of logistics and SCM principles and concepts at a strategic level in firms. The findings also identify the critical success factors (CSFs) and inhibitors to success in addressing this divergence. Research limitations/implications: The insights generated using the authors’ methodologically pluralist research design could be built upon to include case studies, grounded theory and action research. Replicating the research in other geographical areas could facilitate international comparisons. Practical implications: The findings allow practitioners to compare their perspectives on the relationship between logistics and SCM with those of their peers. The CSFs and inhibitors to success provide a rational basis for realising the strategic potential of logistics and SCM in practice. Originality/value: New insights are generated into practitioner perspectives vis-à-vis logistics vs SCM. A fresh understanding of those factors which drive and hinder the adoption of strategic SCM is also developed and presented

The innovation of cotton fiber from recycled cloth as coloring agent for polypropylene via injection moulding

Plastics can be coloured in many different ways. In the present application, the colouring agent that is used in the plastic industries are the dyes and pigments. Both methods are sustantially different and produce specific results. Dyes are defined as colourants that are (completely) soluble in a polymer at the processing temperature. Pigments are organic or inorganic solid particles that are insoluble in polymers..

Understanding collaborative supply chain relationships through the application of the Williamson organisational failure framework

Many researchers have studied supply chain relationships however, the preponderance of open markets situations and ‘industry-style’ surveys have reduced the empirical focus on the dynamics of long-term, collaborative dyadic relationships. Within the supply chain the need for much closer, long-term relationships is increasing due to supplier rationalisation and globalisation (Spekman et al, 1998) and more information about these interactions is required. The research specifically tested the well-accepted Williamson’s (1975) Economic Organisations Failure Framework as a theoretical model through which long term collaborative relationships can be