Critical success factors (CSFS) of the pre-adoption and pre-implementation plan of Customer Relationship Management (CRM) system

The success of Customer Relationship management (CRM) is not an easy thing to be achieved.The understanding of the main factors that could contribute in the success of CRM initiatives will make the difference toward successful CRM systems adoption and implementation.An extensive review of the literature was conducted in order to highlight the main success factors that if the organization be aware of and dealt with properly will achieve success and will gain the intended benefits of their CRM initiative or program.This paper revealed that top management support, managing organizational and cultural change, CRM understanding, organizational readiness, and users’ involvement are among the most important CRM systems success factors.In addition, this paper proposed plan of six success factors to be as a pre-adoption and pre-implementation plan for the successful adoption and implementation of CRM systems

Principles and guidelines for developing implementation methodology of Customer Relationship Management (CRM) systems

The implementation of CRM systems has become very necessary for organizations in order to effectively manage their relationships with the customers.Unfortunately, it has faced various failures in different industries. Besides, the existence of implementation methodologies or frameworks that guide the successful implementation of CRM systems are still lacking. In response to that, this paper aims to critically review the methodologies of the existing implementation of CRM system and to comprehensively suggest a set of principles and guidelines for the successful implementation plan of CRM systems.In accordance, this paper compares three most famous CRM implementation methodologies; CRM-iris methodology, CRM-six sigma methodology, and Jun-Wu methodology. As a result, a set of implementation principles and guidelines are suggested to be taken into consideration in the implementation of CRM systems.These principles and guidelines could be tested empirically in the future for the generalization purposes

Guidelines Penerapan Customer Relationship Management (CRM) Untuk Meningkatkan Keberhasilan Organisasi Dengan Metodologi Iris Dan Six Sigma

The business environment requires organizations to have access to important and up-to-date information about their customers. Customers are one of the most important factors in today's business environment. Completeness, accuracy, up-to-date and customer information across all functions and parts of the organization is mandatory. Customer Relationship Management (CRM) can be an initiative to become a top priority in business, especially in terms of helping organizations identify and adapt to their customer needs, improve customer satisfaction, and retain existing customers.There are several well-known methodologies in implementing CRM, including methodology. Iris and the Six Sigma Methodology. There are several important points on which to base the comparison between the two methodologies including Critical Success Factor, Strength, Weakness and Organization. The Iris methodology emphasizes the integration of strategic aspects and CRM technology as one of the most attractive factors in the use of customer-oriented CRM but has many weaknesses such as limited consideration of Critical Success Factor (CSF), the user is not involved in the design of the CRM system, there is no indication or measures for user acceptance, and limited validation of methodologies for small and medium enterprises. The Six Sigma methodology has strong points in driving CRM implementation but there are many weaknesses such as limited consideration of CSF, limited validation of the methodology, the user is not involved in the design of the CRM system, and no indication or measurement of user acceptance of the methodology. The close link or integration between Iris and Six Sigma methodologies can be an effort to run a CRM system effectively and efficiently. This linkage will enable organizations to implement CRM from both a customer-oriented perspective that focuses on managing customer knowledge to anticipate future customer needs (TO-BE), establishes a clear pathway in CRM implementation that focuses on the successful adoption and implementation of CRM, prepares end users. order to be trained for the implementation of CRM, and determine the readiness of assessment of technology and organization in implementing CRMKeywords : CRM, Iris, Six sigm

The impact of Involvement in CRM Initiative on Inter-functional Integration and Organizational Performance: Evidence from Pakistani Enterprises

Customer Relationship Management (CRM) is IT based system that manage customer long term relationship, and also inter-function relationship within the organization with the ultimate purpose of creating customer value by sharing concise, sufficient, accurate, reliable, and timely valuable information has greatly enhanced inter-functional integration (IFI) and organizational performance (OP). The purpose of this study is to examine the relationship among three constructs: 1) Involvement (IN) of marketing and IT departments in CRM initiative, 2) IFI, and 3) OP, and presents conceptual model based on this relationship in which involvement in CRM initiative can affect OP either directly or indirectly through IFI. Data collected based on online survey from 30 large companies in Pakistan are analyzed in accordance with research objectives by using correlation, descriptive statistics, simple linear regression and other statistical tools of SPSS. Research findings suggest that involvement in planning, implementation, and usage of CRM system has positive but no significant immediate effect on OP and instead that it improves OP via indirect significant and potential positive effect on IFI highlight the importance for management to endorse IFI and consider involvement of stakeholders in CRM initiative as enabler

Usability of CRM Systems as Collaboration Infrastructures in Business Networks

Collaboration among companies is a major development in business and electronic business concepts. While groupware, teleconferencing or e-mail-systems are widespread and crossfunctional in nature, support for collaboration in business processes has mainly been studied in the engineering and supply chain area. Virtual organizations and networked business also require collaboration in customer-oriented processes such as the management of offer generation, campaigns, customer data or complaints. While the concept of collaborative customer relationship management (CRM) has been discussed by several authors already, the technological scenarios available to implement these processes are still open for research. This paper investigates the role of CRM systems as application architectures for collaborative CRM. The findings show that CRM systems provide only basic functionalities for inter-organizational collaboration and seem currently not able to support collaborative CRM without help of additional supporting tools or extensive customizing of system functionalities

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Framework for Adoption of Customer Relationship Management System in Hospital

Customer Relationship Management (CRM) systems enable hospitals to provide better quality of services, to improve customers' satisfaction, and to increase their profitability and competitiveness. However, there is little attention and lack of adoption of the CRM systems in private hospitals in Malaysia. Moreover, few studies have investigated the factors influencing the adoption of the CRM systems in private hospitals in Malaysia. The main objective of this study is therefore to develop an adoption framework of the CRM system for hospitals.Self-administered questionnaires were used to collect the data from the top management employees in private hospitals in Malaysia. A total of 148 questionnaires distributed in which 79 questionnaires (53%) were returned. The data of 72 valid questionnaires were analysed using Correlation and Multiple Regression techniques to validate the framework. The framework, adapted from the Diffusion of Innovation (DOI) theory and the Model of Information System (IS) Innovation, was built to relate innovation, organizational, and environmental factors to the perception of the CRM system's benefits and implementation plans. Findings indicate that innovation, organizational, and environmental factors have positive significant relationships (p > 0.05). The results of the study such as the constructed framework, provide a set of adoption guidelines that contributes to a successful adoption and implementation of the CRM systems. The framework also contributes to the body of knowledge in the DOI theory, the Model of IS Innovation, and the CRM domain. In practical, the results have many implications such as emphasizing on the roles of the CRM systems on solving major problems in hospitals and encouraging the vendors of the CRM systems to improve their marketing strategies and to provide the CRM systems at reasonable prices

CRITICAL SUCCESS FACTORS (CSFS) OF THE PRE- ADOPTION AND PRE-IMPLEMENTATION PLAN OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) SYSTEM

ABSTRACT. The success of Customer Relationship management (CRM) is not an easy thing to be achieved. The understanding of the main factors that could contribute in the success of CRM initiatives will make the difference toward successful CRM systems adoption and implementation. An extensive review of the literature was conducted in order to highlight the main success factors that if the organization be aware of and dealt with properly will achieve success and will gain the intended benefits of their CRM initiative or program. This paper revealed that top management support, managing organizational and cultural change, CRM understanding, organizational readiness, and users' involvement are among the most important CRM systems success factors. In addition, this paper proposed plan of six success factors to be as a pre-adoption and pre-implementation plan for the successful adoption and implementation of CRM systems

Teaching Archaeological Heritage Management : Towards a Change in Paradigms

The concept of archaeological heritage management (AHM) has been key to wider archaeological research and preservation agendas for some decades. Many universities and other education providers now offer what is best termed heritage management education (HME) in various forms. The emphasis is commonly on archaeological aspects of heritage in a broad sense and different terms are often interchangeable in practice. In an innovative working-conference held in Tampere, Finland, we initiated a debate on what the components of AHM as a course or curriculum should include. We brought together international specialists and discussed connected questions around policy, practice, research and teaching/training, at local, national, transnational and World Heritage levels. In this article we take the Tampere discussions further, focusing especially on the meaning, necessity, implications and prerequisites of interdisciplinary HME. We offer our thoughts on developing HME that reflects the contemporary aspects and needs of heritage and its management.Peer reviewe

Dynamics of Brokerage Positions in Clusters: Evidence from the Spanish Foodstuffs Industry

[EN] Shifting away from traditional approaches orientated towards the analysis of the benefits associated with brokerage, this paper provides valuable insights into the dynamics of this network position and the opportunities to innovate that it provides. Using fine grain micro data collected in a foodstuff Spanish cluster, the evolution of different brokerage profiles is analyzed in depth. It was particularly evident how firm-level characteristics (status, former mediating experience and external openness) and their interactions may generate changes in the different brokerage roles over a period of time. The findings of this work partially validate expectations based on the network dynamics approaches. Status and previous mediating experience facilitate the creation of partnerships, fostering brokerage. Conversely, interaction effects demote brokerage activity at the intra-cluster level, suggesting the selective nature of brokers¿ relational behavior.Financial support from the Spanish Ministry of Economy and Competitiveness (ECO2015-67122-R) is gratefully acknowledged.Belso-Martínez, JA.; Expósito-Langa, M.; Mas-Verdú, F.; Molina-Morales, F. (2017). Dynamics of Brokerage Positions in Clusters: Evidence from the Spanish Foodstuffs Industry. Sustainability. 9(2):1-18. https://doi.org/10.3390/su9020290S1189