The Impact of CRM (Customer Orientation and Technology Based CRM) Implementations on Call Center Employee's Job Performance: Evidence from Malaysia Call Centers

Customer Relationship Management (CRM) is a strategy used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. Good customer relationships are at the heart of business success (Thomas Wailgum 2007). Nowadays, the importance of service industries growing every day through its impact on the product and the consumer From this point, while there has been some research on job performance in call centers, there is a lack of research on this particular topic particularly Malaysia call center context. The aim of the present study is to prove that a correlation exists between job satisfaction and the levels of (customer orientation and technology based CRM). The sample consisted of 105 participants from different call centers in Malaysia. Data were collected using the job performance survey which is a self-administered questionnaire (Cleo R. Jenkins & Don A. Dillman, 1995) to measure the influence of customer orientation and technology based CRM on job performance in Malaysia call center. Furthermore, the study found a relationship between CRM dimension (customer orientation and technology based CRM) and employee job performance in call center. Moreover, the research findings indicated that the two of hypothesized positive relationship between customer orientation and technology based CRM with employee job performance. Key benefits for practitioners and academics were finally discussed under the theoretical and practical implications

An overview of Customer Relationship Management Software in Business Organizations

The aim of the article is to present details of the research on focus on the customer in relation to the utilization of the customer relationship management computerized system in business organization. Customer relationship management (CRM) plays a central role in the growth and success of corporations in an environment of fast technological development and the extensive competition currently in evidence. CRM empowers corporations with better customer awareness and helps to construct sustainable relationships with customers. People, technology, and processes are the three basic components of CRM. In order to ensure the successful implementation and adoption of the CRMinitiative, this paper presents a detailed review of the literature relating to CRM processes and its computerized system. Various types and levels of the CRM process as well as an understanding of the different perspectives of CRM are presented in this review. The paper suggests that it is important for an organization to understand the four major perspectives of CRM processes i.e. customer facing level processes, customer oriented processes, cross functional CRM processes and CRM macro-level processes. A survey is also conducted in this paper and a chi square test is performed to test the hypothesis relatingto the efficiency of customer relationship management and the client relationship it offers. Results show that the hypothesis is statistically significant

Enhancing Customer and Supplier Relationship through the Iterative Customer Relationship Management Process

CRM Process is considered the main critical success factor of CRM systems implementations, so special care should be given for each and every process in the organization supply chain for goal achievements.This paper provides an extensive review of the etiquette regarding the CRM processes. This review aims to increase the understanding of the different perspectives, levels of CRM processes, and CRM process models.The CRM Process either macro process or micro process. On the macro level, we consider merging Knowledge Management (KM) with Customer Relationship Management (CRM) to have Customer knowledge Management (CKM) to reduce the risk of relationship failure and customer intelligence for the profitability of the organization supply chain. The knowledge management process starts with data collection, followed by intelligence generation and eventually, intelligence dissemination as an iterative process. On the other side the Micro-level process (Interaction Management) where its quality determined by Consistency, Relevancy, and Appropriateness. In the same context, other scholars classified the CRM process into three levels: (Customer facing level, The Functional level, and the Companywide level (Customer-oriented CRM process). Then, in the article, we are going to demonstrate the CRM process models and the proposed Iterative CRM process model by the author

Emerging issues in after-sales enterprise information technology support using web-based Self-service systems

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ARCHITECTURE CONCEPTS FOR VALUE NETWORKS IN THE SERVICE INDUSTRY

Value networks are one of the main forms of value creation today. Suppliers, manufacturers and customers form a dynamic collaboration structure. Networks and companies alike are always subject to external and internal influences which require changes in the way things are done. To make sure that the required changes take their intended effect, they have to be implemented on all levels of the enterprise architecture (EA). Research with respect to EA in value networks in the service industry (VNSI) is only in its beginnings. To understand the state of the art, we analyzed 88 papers with respect to the architecture layers in VNSI. Since we base on the fact that a successful introduction of change, e.g. new IT solutions, requires a holistic view on EA, we analyzed the papers according to their covering of the different levels of an EA. Our hypothesis is that most of the papers only cover very specific aspects without positioning their proposed solution in a holistic context. We propose a reference model based on a literature review as well as the results of the paper analysis. This reference model allows for a positioning of solutions in a holistic context and with that adds to a better basis for implementing change in VNSI

The role of people in the Customer Relationship Management (CRM) eco-system within South African private banks : an internal stakeholder perspective

A research report submitted to the Faculty of Commerce, Law and Management, Wits Business School, University of Witwatersrand, Johannesburg South Africa. In fulfilment of the requirements for the degree Master of Management in Strategic MarketingPurpose: Private Banks are constantly seeking ways to build strong relationships with their most profitable customers. Despite this, there is limited research on CRM in the private banking industry of South Africa. The study assesses the role of internal stakeholders in the Customer Relationship Management (CRM) eco-system within South African in private banks. Design/Methodology/Approach: Drawing on the stakeholder and the resource based theories, the researcher conducted semi-structured in-depth interviews with a purposive sample of 20 research participants across the four leading private banks in South Africa. Findings: The research findings from the sample of 20 participants suggest that a highly skilled and experienced workforce is a primary driver of effective CRM implementation. Objectives and goals of the CRM eco-system have to be clear and employees need to be incentivised and motivated. Recommendations: Private banks need to continuously up-skill and retain experience employees in order to achieve high CRM objectives. Private banks need to have clear objectives and goals of implementing the CRM eco-system and employees need to be motivated and rewarded fairly for their contribution in successfully implementing the CRM eco-system. Implications: The internal stakeholders need to possess exceptional relationship management skills; have the ability to realise the importance of share of wallet; employ a customer-centric marketing approach; most importantly have a minimum experience of five years within the personal relationship banking industry. Key words and phrases: Customer Relationship Management (CRM), internal stakeholder, stakeholder theory, private banks, resource based view (RBV)GR201

User Influence in E-Service Evolution: A Case Study of E-Banking

In this interpretive case study we examine the processes and the related information systems (IS) fostering user influence in a large scale e-banking case. Our focus is user involvement in the IS evolution by enhancing and utilizing unsolicited feedback and initiatives. As a result, we develop a new conceptualization of feedback and initiative management. Organizations may utilize this model and the related patterns of action and interaction for organizing their congruent processes. Our case is an international financial organization which has one of the first e-banks and largest user bases of these systems in the world. E-banking is one of the advanced strategic web application areas where there is already a long history of use by a high number of external, heterogeneous users. Hence, we believe that these results may be applicable to other web-based information systems as well

UTILISING THE RESOURCE-BASED VIEW (RBV) TO ENHANCE CRM PRACTICES IN IRISH HOTELS

Irish hotels face many challenges: a rapidly increased bed capacity, poor ‘value for money’, and the global economic decline (IHF, 2009). In addition, hotel guests have heightened expectations of the quality of their experiences, and are expressing their opinions through travel sites like tripadvisor.com. This reinforces the need articulated in national strategy to enhance the business capability of Irish tourism firms (Fáilte Ireland, 2004; Irish Tourism Policy Review Group, 2003) and, in particular, the impetus for Irish hoteliers to establish and maintain meaningful and durable guest relationships. Customer Relationship Management (henceforth CRM) represents the organisation’s ability to create and maintain profit maximising relationships with its customers (Zablah et al., 2004). Indeed, CRM is crucial for increasing visitor loyalty (Sigala, 2005). However, not all CRM programmes have succeeded (Bolton, 2004), which may be due to an over-reliance on technology (Campbell, 2003; Reinartz et al., 2004). This paper proposes the Resource-Based View (henceforth RBV) viewpoint (Barney, 1991; Wernefelt, 1984), as a theoretical perspective to address the failures of CRM. The RBV links company actions directly to performance (Harmsen and Jensen, 2004) and can support Irish hotels in implementing CRM more effectively. The RBV sees the firm as a collection of unique resource and capability pools that, if utilised in a distinctive way, can be employed to create and preserve competitive advantage (Osarenkhoe, 2008). However, whilst recognising RBV’s potential as a strategic management theory, firms must understand it before implementation efforts are considered (Fahy and Smithee, 1999). This paper will synthesise literature, including industry exemplars of practice, pertaining to both RBV and CRM, to demonstrate how RBV can serve as the foundation for effective CRM strategy and implementation. More specifically, it will elucidate the importance of human capital within the hotel context to achieve this

Analysis Of Crm Perspectives Toward Successful Implementation Model

Abstract: Regarding extensive competitive environment in any business, organizations must change their view to customers as the main assets in their businesses. So, they have to develop new strategies to retain profitable and loyal customers. In the recent years, Customer Relationship Management (CRM) has been emerged from Marketing and Information Technology as the most efficient tool to make customers loyal by improving relationship between organizations and their customers. For organizations, it is vital that they realize CRM nature, definition, real objectives and different perspectives to implement CRM successfully, and the organizations which do not pay attention to CRM concepts will not be success to make strong and long-term relations with their customers. In thi

TOWARDS A RESOURCE-BASED VIEW OF THE FIRM PERSPECTIVE ON ENHANCING CUSTOMER RELATIONSHIPS IN THE HOTEL INDUSTRY

The Irish hotel industry is facing major challenges, with a rapidly increased bed capacity in the sector accompanied by an international economic slump. In addition, hotel guests have increasingly high levels of expectation about the quality of their hotel experience, and are sharing these views through travel sites such as Tripadvisor.com. This reinforces the need articulated in national strategy to enhance the business capability of Irish tourism firms (Fáilte Ireland 2004; Tourism Policy Review, 2003) and in particular, there is an imperative for Irish hotels to establish and maintain more effective relationships with their guests. Customer Relationship Management (CRM) represents the organisation’s ability to create and maintain profit maximising relationships with its customers (Zablah et al., 2004). However, CRM programmes frequently fail (Sigala, 2005). The objective of this paper is to examine how a Resource-Based View of the Firm (RBV) perspective (Wernefelt, 1984), which links company actions directly to performance (Harmsen and Jensen, 2004) can assist Irish hotels in implementing more effective CRM programmes. The rapid evolution of CRM technologies grants organisations the motivation and the instruments to create strong relationships and enhance customer value (Day and Van den Bulte, 2002). However, this is not the case for all organisations: many companies have failed to forge customer relationships through utilising CRM (Sigala, 2005), which may be due to an over-reliance on the technology aspect (Campbell, 2003; Reinartz et al., 2004). The RBV is proposed as a theoretical perspective to address the failures of CRM. The RBV is a strategic management framework that aims to elucidate the link between idiosyncratic firm resources and differentials in firm performance (Gibbert, 2006; Hatch and Dyer, 2004). It focuses on how specific resource and capability pools are employed to create and sustain competitive advantage. Firms possessing sustained competitive advantage (SCA) will enjoy profit earnings exceeding that of their competition. However, while the RBV shows potential as a theory for examining strategic issues, firms must understand it before implementation efforts are considered (Fahy and Smithee, 1999). Significant work by Day and Van den Bulte (2002) and Day (2003) on CRM within the RBV framework has identified that the Customer Relating Capability (CRC) provides a more satisfactory model of CRM, they argue that the acknowledgement of the cultural context to developing more effective customer relationships in this capability explains its positive relationship with performance. However, this capability has had limited empirical exploration. Therefore, a research agenda is presented in this paper which proposes examination of the nature of customer-relating capability within the Irish hotel industry. Research should encompass both senior managers and front-line staff, important for gaining the optimum view of an organisational capability (see Ulrich and Smallwood, 2004). This will make a significant contribution to the academic literature in further understanding of this key capability, and address a pressing need for insight into more effective customer relationship management in the Irish hotel sector