The relationship between ecrm implementation and eloyalty at different adoption stages of transaction cycle: A conceptual framework and hypothesis

The purpose of this paper is to propose a model for the relationship between eCRM and E-loyalty by conceptualizing that e-loyalty is influenced by e-satisfaction, e-trust, and multi-dimensional aspects of eCRM. In order to capture the full picture for this relationship, we attempt to cover the complete purchase experience by focusing on transaction cycle (Pre-Purchase, A-Purchase, and Post- Purchase).different Components of eCRM have differing effects on e-loyalty. This study strengthens the literature by adding different components of eCRM as a possible critical antecedent in the model of e-loyalty development and attempts to build a stronger holistic model by including eCRM features

The Landscape of Salesforce for Nonprofits: A Report on the Current Marketplace for Apps

Do you use Salesforce as a Constituent Relationship Management database at your organization, or are you considering it? Since it launched in 1999, more than 20,000 nonprofits have employed the cloud-based system, which is made available to them for free through the philanthropic Salesforce Foundation. What's the catch? Making such a powerful system work for the particular needs of a nonprofit isn't always straightforward. This report can tell you everything you need to know.What's in it? To learn more about the benefits and drawbacks of Salesforce, we interviewed nine prominent consultants specializing in implementing Salesforce for nonprofits along with several members of the Salesforce.com Foundation about what the platform does well, and what you'll want to add to it to suit your needs. We evaluated some of the constituent management packages built on top of Salesforce, including the Salesforce Foundation's Nonprofit Starter Pack, which is aimed at turning the sales automation platform into a tool for nonprofits. We also took a look at the universe of add-ons to the base Salesforce platform -- called "apps" because of Salesforce's online marketplace, the App Exchange -- to find out which might be useful to support a nonprofit's processes.The goal for this report was to break down misconceptions about the tool and to collect disparate information in one place to help you make informed decisions. Whether you're already using Salesforce, are thinking about adopting it, or have yet to even consider it, there's information here for you.What's more, we've included a directory of consultants or firms with experience working with nonprofits to implement Salesforce and the additional App Exchange modules that we cover in this report to make it easier for you to find the help you'll need

10. Interuniversitäres Doktorandenseminar Wirtschaftsinformatik Juli 2009

Begonnen im Jahr 2000, ist das Interuniversitäre Wirtschaftsinformatik-Doktorandenseminar mittlerweile zu einer schönen Tradition geworden. Zunächst unter Beteiligung der Universitäten Leipzig und Halle-Wittenberg gestartet. Seit 2003 wird das Seminar zusammen mit der Jenaer Universität durchgeführt, in diesem Jahr sind erstmals auch die Technische Universität Dresden und die TU Bergakademie Freiberg dabei. Ziel der Interuniversitären Doktorandenseminare ist der über die eigenen Institutsgrenzen hinausgehende Gedankenaustausch zu aktuellen, in Promotionsprojekten behandelten Forschungsthemen. Indem der Schwerpunkt der Vorträge auch auf das Forschungsdesign gelegt wird, bietet sich allen Doktoranden die Möglichkeit, bereits in einer frühen Phase ihrer Arbeit wichtige Hinweise und Anregungen aus einem breiten Hörerspektrum zu bekommen. In den vorliegenden Research Papers sind elf Beiträge zum diesjährigen Doktorandenseminar in Jena enthalten. Sie stecken ein weites Feld ab - vom Data Mining und Wissensmanagement über die Unterstützung von Prozessen in Unternehmen bis hin zur RFID-Technologie. Die Wirtschaftsinformatik als typische Bindestrich-Informatik hat den Ruf einer thematischen Breite. Die Dissertationsprojekte aus fünf Universitäten belegen dies eindrucksvoll.

Data Mining in Electronic Commerce

Modern business is rushing toward e-commerce. If the transition is done properly, it enables better management, new services, lower transaction costs and better customer relations. Success depends on skilled information technologists, among whom are statisticians. This paper focuses on some of the contributions that statisticians are making to help change the business world, especially through the development and application of data mining methods. This is a very large area, and the topics we cover are chosen to avoid overlap with other papers in this special issue, as well as to respect the limitations of our expertise. Inevitably, electronic commerce has raised and is raising fresh research problems in a very wide range of statistical areas, and we try to emphasize those challenges.Comment: Published at http://dx.doi.org/10.1214/088342306000000204 in the Statistical Science (http://www.imstat.org/sts/) by the Institute of Mathematical Statistics (http://www.imstat.org

Major Indian ICT firms and their approaches towards achieving quality

Of the three basic theories of innovation: the entrepreneur theory, the technology-economics theory and the strategic theory, the third one seems to be highly appropriate for the analysis of recent growth of the information and communication technology (ICT) industry in many developing countries including India. The central measure for achieving quality by the various major Indian ICT firms is widely agreed to have been the adoption of Six Sigma Methodology and various other approaches like Total Quality Management (TQM), Supply Chain Management (SCM), Customer Relationship Management (CRM), etc. It is apparent that the main objective of the firms chosen has been to increase the pace of innovation activities, irrespective of their different areas of product specialisation. Its success also depends largely on the overall improvement in infrastructure, besides active market interaction. To enable both the above, a brief highlight on the establishment of interaction and learning sites (ILSs) in every regional State in India comes to the foreground. The chapter concludes with a mention of the elements observed to be missing among the firms under consideration, and, thereby, delineating the scope for their further improvement.

DSS (Decision Support Systems) in Indian Organised Retail Sector

Indian organised retail industry is poised for growth. Rapid state of change due to speedy technological developments, changing competitive positions, varying consumer behaviour as well as their expectations and liberalized regulatory environment is being observed in organized retailing. Information is crucial to plan and control profitable retail businesses and it can be an important source of competitive advantage so long as it is affordable and readily available. DSS (Decision Support Systems) which provide timely and accurate information can be viewed as an integrated entity providing management with the tools and information to assist their decision making. The study, exploratory in nature plans to adopt a case study approach to understand practices of organized retailers in grocery sector regarding applications of various DSS tools. Conceptual overview of DSS is undertaken by reviewing the literature. The study attempts to describe practices and usage of DSS in operational decisions in grocery sector and managerial issues in design and implementation of DSS. Comparision across national chain and local organized retailer in grocery sector reveals that national chain having implemented ERP partially are mostly using the same for majority of operational decisions like inventory management, CRM, campaign management. Two local players use spread sheets and in house software to make the above operational decisions. The benefits realized remain the same across the retailers. Prioritization as well as quantification of benefits was not communicated. The issues of coordination, integration with other systems in case of ERP usage, training were highlighted. Future outlook of DSS by the respondents portrayed a promising picture.

Emerging Perspectives on Self Service Technologies in Retail Banking

This paper attempts to critically examine the available literature on the subject, discuss a model that provides a managerial framework for analyzing the variables associated with customer value, and to identify potential research areas. The discussion draws conceptual impetus from new technologies in banking services through self service technologies in banking as a tool for optimizing profit. The discussion in the paper also analyzes the main criteria for successful internet-banking strategy and brings out benefits of e-banking from the point of view of banks, their technology and customer values and tentatively concludes that there is increasing returns to scale in the bank services in relation to the banking products, new technology and customer value.Self service technology, retail banking, customer value, profit optimization

E-Fulfillment and Multi-Channel Distribution – A Review

This review addresses the specific supply chain management issues of Internet fulfillment in a multi-channel environment. It provides a systematic overview of managerial planning tasks and reviews corresponding quantitative models. In this way, we aim to enhance the understanding of multi-channel e-fulfillment and to identify gaps between relevant managerial issues and academic literature, thereby indicating directions for future research. One of the recurrent patterns in today’s e-commerce operations is the combination of ‘bricks-and-clicks’, the integration of e-fulfillment into a portfolio of multiple alternative distribution channels. From a supply chain management perspective, multi-channel distribution provides opportunities for serving different customer segments, creating synergies, and exploiting economies of scale. However, in order to successfully exploit these opportunities companies need to master novel challenges. In particular, the design of a multi-channel distribution system requires a constant trade-off between process integration and separation across multiple channels. In addition, sales and operations decisions are ever more tightly intertwined as delivery and after-sales services are becoming key components of the product offering.Distribution;E-fulfillment;Literature Review;Online Retailing