94,548 research outputs found
Exploring the Critical Success Factors for Customer Relationship Management and Electronic Customer Relationship Management Systems
Both customer relationship management (CRM) and electronic customer relationship management (eCRM) systems have unique characteristics that support customer-business interactions and are linked to internal business processes and systems across different areas for operational and analytical purposes. Such characteristics may imply that different critical success factors are required for both to be successfully implemented. This exploratory study identifies the factors and the interrelationships associated with the success of CRM and eCRM, compares the differences between CRM and eCRM, and discusses the reasons of the differences. Since there are only a few cases of CRM or eCRM systems fully implemented across marketing, technology, people, and business processes, an exploratory multiple-case study is conducted. The current status of CRM research and future research direction are discussed
Critical review of the e-loyalty literature: a purchase-centred framework
Over the last few years, the concept of online loyalty has been examined extensively in the literature, and it remains a topic of constant inquiry for both academics and marketing managers. The tremendous development of the Internet for both marketing and e-commerce settings, in conjunction with the growing desire of consumers to purchase online, has promoted two main outcomes: (a) increasing numbers of Business-to-Customer companies running businesses online and (b) the development of a variety of different e-loyalty research models. However, current research lacks a systematic review of the literature that provides a general conceptual framework on e-loyalty, which would help managers to understand their customers better, to take advantage of industry-related factors, and to improve their service quality. The present study is an attempt to critically synthesize results from multiple empirical studies on e-loyalty. Our findings illustrate that 62 instruments for measuring e-loyalty are currently in use, influenced predominantly by Zeithaml et al. (J Marketing. 1996;60(2):31-46) and Oliver (1997; Satisfaction: a behavioral perspective on the consumer. New York: McGraw Hill). Additionally, we propose a new general conceptual framework, which leads to antecedents dividing e-loyalty on the basis of the action of purchase into pre-purchase, during-purchase and after-purchase factors. To conclude, a number of managerial implementations are suggested in order to help marketing managers increase their customersâ e-loyalty by making crucial changes in each purchase stage
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The effect of organizational culture on CRM success
Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance
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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 consumersâ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customersâ contact with the organizationâs multi-channels can occur at several touch points through out customer lifecycle. Customersâ 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 customersâ 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
COBRA framework to evaluate e-government services: A citizen-centric perspective
E-government services involve many stakeholders who have different objectives that can have an impact on success. Among these stakeholders, citizens are the primary stakeholders of government activities. Accordingly, their satisfaction plays an important role in e-government success. Although several models have been proposed to assess the success of e-government services through measuring users' satisfaction levels, they fail to provide a comprehensive evaluation model. This study provides an insight and critical analysis of the extant literature to identify the most critical factors and their manifested variables for user satisfaction in the provision of e-government services. The various manifested variables are then grouped into a new quantitative analysis framework consisting of four main constructs: cost; benefit; risk and opportunity (COBRA) by analogy to the well-known SWOT qualitative analysis framework. The COBRA measurement scale is developed, tested, refined and validated on a sample group of e-government service users in Turkey. A structured equation model is used to establish relationships among the identified constructs, associated variables and users' satisfaction. The results confirm that COBRA framework is a useful approach for evaluating the success of e-government services from citizens' perspective and it can be generalised to other perspectives and measurement contexts. Crown Copyright © 2014.PIAP-GA-2008-230658) from the European Union Framework Program and another grant (NPRP 09-1023-5-158) from the Qatar National Research Fund (amember of Qatar Foundation
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Cultural aspects of 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 consumersâ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customersâ contact with the organizationâs multi-channels can occur at several touch points through out customer lifecycle. Customersâ 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 customersâ 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
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