Implementing Customer Relationship Management in the Hotel Sector: Does \u27IT\u27 Always Matter?

Travellers are becoming more price sensitive, less brand loyal and more sophisticated. To enhance guest loyalty, hotels must focus on developing Customer Relationship Management (CRM) strategies that aim to seek, gather, store and share guest information throughout the entire organisation for creating personalised, unique guests experiences. Although CRM in the hospitality industry has been defined by the myriad of Information and Communication Technologies (ICT) suppliers that highlight and overstate the importance of ICT capabilities and tools, it is now being widely recognized that successful CRM strategies should effectively combine and align ICT functionality with business operations and strategy. As a widely accepted framework to achieve this has not so far been developed, this paper proposed a model for managing and integrating ICT capabilities into CRM strategies. The model argues that successful CRM implementation requires the management and alignment of three managerial areas: ICT, relationship (internal and external) and knowledge management. The model is applicable and useful for all industries, but by gathering data from a dataset of hotels in Greece, its validity is tested while interesting contextual findings regarding CRM implementation are revealed. Suggestions for future research are also provided

Implementation dynamics for CRM system development

This paper considers the implementation of CRM systems based on evidence from longitudinal case studies in medium-sized companies operating in the business-to-business sector. This research addresses systems implementation from two key perspectives. These are 1) the emergence of risks to implementations from an organizational context rather than a technological context and 2) the emergence of unwritten/unconscious strategies that contribute to the achievement of implementation success. An immersive case study approach is employed where video data is used to capture key phases of the implementation process. Analysis suggests that a set of four implicit contracts exist between the main actors, leading to a successful implementation, despite other failures. These ‘contracts’ are believed to make a positive contribution for CRM implementation practitioners by mitigating some of the ongoing organizational risks

Impact of the Introduction of an e-CRM Solution in the Feed Industry: The Case of Progeo-Mangimi

Feed industry is very demanding in terms of logistics. This activity implies supplying, processing and, most of all, distributing perishable products (raw materials and feed), to a very large number of clients, often scattered in wide market areas (animal farms) with different qualitative, quantitative and timing needs. So far the use of ICTs within the feed industry in Italy regarded mostly the production phase in terms of feed composition optimisation, and the internal logistics. External relationships like e-CRM, etc.. have so far been rarely adopted. For many Italian small and medium enterprises, mostly in the agro-food sector, the diffusion of ICTs solutions for the management of their client relationship has been quite slow. The aim of this paper is to examine the factors affecting the success in the implementation of an e-CRM solution in an Italian feed industry; the implementation strategies adopted and their impact on the company logistics performances have been investigated; the methodological framework for the e-solution implementation strategy analysis is the “Building of organizational support for Supply chain Improvement” as defined in the SCOR model (Bolstorff P., Rosenbaum R., 2003). The SCOR model provided a useful analytical framework in order to define the variables affecting the successful implementation of the e-CRM. The results show a dramatic improvement in the Progeo- Mangimi customer relationship performances; the fundamental role of the Progeo management to organise and motivate the personnel involved, and to interact with the customers, emerged.Agribusiness, Agricultural and Food Policy, Farm Management, Food Consumption/Nutrition/Food Safety, Industrial Organization,

The Value of Customer Relationship Management in the Service Industry in Egypt

Researchers have demonstrated that customer centricity strategies, including customer relationship management (CRM), contribute to 33% of the formula for organizational success. Relationship management theory was used to frame this single case study focused on the factors contributing to successful CRM strategies used by business leaders in a multinational organization in the service industry in Egypt. This company was chosen for its successful implementation of CRM strategies, as shown by online reviews, the company website, and market reputation on its effective campaing results. The population consisted of managers working in the marketing department for more than 5 years. Data collection included semistructured interviews, review of company documents, and onsite observation. Transcribed interviews, company documents, and observational notes were coded for emergent themes. Member checking was used to increase the credibility of the findings. Findings suggested 7 themes that contributed to effective the CRM strategies of this single operation: improving the customer experience, customer segmentation and targeting, improving customer satisfaction and loyalty, organization, market differentiation, sophisticated technical capability, and increasing revenue and profitability. The results from this study may influence social change by helping to create a positive work culture for the employees in this company. Research has shown that customer empowering behaviours positively affect employee creativity, satisfaction, and trust, creating a positive work environment. In addition, these positive changes to the work enviornment may in turn strengthen this organization\u27s sustainability and ability to engage directly in community outreach

EXPLORING CUSTOMER RELATIONSHIP MANAGEMENT IN TWO PRIVATE HOSPITALS IN KUWAIT

The private hospital industry in Kuwait is an important contributor in the economy of the country. There has been a major increase in the number of private hospitals and clinics in the past four years, and more hospitals are launching new services in the private healthcare sector. In order to succeed in this sector, it is important for an organization to focus on Customer Relationship Management (CRM) for thriving in the competitive market. A customer relationship management strategy is believed to give a competitive edge to hospitals, as customers nowadays make their decisions based on the type and strength of the relationships that they have with their service providers. Due to the nature of hospital environment, the products and services offered are merely the same in most of the private hospitals. Therefore, in order to differentiate the services offered, CRM should be implemented in hospitals seeking the delivery of high service quality for both its internal and external customers. The quality of the delivered services is reliant on one of the most crucial elements in any service organization structure hence, the employees. Other elements such as processes and technology are also vital for a successful the implementation of CRM. The objective of this research is to explore the Customer Relationship Management strategy development and implementation by examining the components that lead to successful implementation in two private hospitals in Kuwait. The researcher used the qualitative method through conducting in-depth interviews with management staff and other respective middle and lower management in AlSeef and Royale Hayat private hospitals. The study analyzes the primary data collected using a computer software called NVIVO, v.10. The dimensions of CRM strategy and implementation, which were proven in previous research, were assessed in this study. The researcher concluded that the two private hospitals researched developed a CRM strategy to encapsulate CRM among their business strategies; however, they have weaknesses in implementation in some of the dimensions. This research helped in defining a new dimension to fill this weakness observed, which is CRM strategic aligning

INTEGRATING THE CRITICAL SUCCESS FACTORS (CSF) OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM), CUSTOMER SATISFACTION AND CUSTOMER RETENTION IN THE OIL AND GAS SECTOR: THE CASE OF UAE-ADNOC

Customer Relationship Management (CRM) is a complex and revolutionary strategic management concept that aims at integrating organisational functions to present consumers with a single face of the organization. To this end, the presentation of this face of the company must be agreed upon by the multi-functional teams in the organization, especially regarding what the face of the organization is and/or how it should be presented. A number of critical success factors must apply if the implementation of CRM is to succeed. This study investigated the possibility of integrating the critical success factors (CSF) of customer relationship management (CRM), customer satisfaction and customer retention in the oil and gas sector in the United Arab Emirates. It was proposed to culminate in a framework/model for successfully implementing CRM and/or to provide an integrative perspective on the critical success factors of doing so in an international customer context in the UAE oil and gas industry. The present empirical study of this industry would help fill the current gap in explorations of the role of CRM and its applicability to both the UAE and other fuel exporting countries and could be used by CSF/enablers for successful CRM Implementation. CRM has proved useful in several industries, including banking, hospitality, healthcare and retailing. The research hypothesized that CRM, by virtue of aiming to develop and consolidate the vendor-to-customer relationship, could also be successfully implemented in the oil and gas sector to ensure sustainability, competitive advantage and higher levels of customer retention and satisfaction. The research and its hypotheses used data from on UAE’s leading oil and gas entity – Abu Dhabi National Oil Company (ADNOC), which often deals in local and international business-to-business transactions. Critical path analysis and confirmatory factor analysis were used to conduct the study. The critical path analysis revealed that, of all the dependent variables, human factors were essential to the successful implementation of CRM and critical for determining the quality of transactions and relations. This justifies the contention of previous scholars that CRM promotes the usefulness of technology and human resources in the study of consumer behaviour in delivering more value to consumers if their preferences can be identified. Overall, the research found that, although CRM allows consumer behaviour to be studied, its success depends on building relationships with consumers viii based on identified preferences and unique behaviours. The study is implicatively useful for marketing and management practitioners in the oil and gas industry from fuel exporting countries which deal specifically with B2B international customers and seek to leverage CRM tools and strategies to attain competitive advantage

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

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

Strategies for Improving the Effectiveness of Customer Relationship Management Systems

Many banks invest heavily in customer relationship management (CRM) system implementation and expect to increase their profitability. However, the failure rates of CRM projects are significant. The purpose of this multiple case study was to explore the strategies implemented by CRM managers in the banking industry to achieve CRM system effectiveness. CRM implementers from 1 medium and 2 large banks in Minnesota who successfully implemented CRM systems were selected. Data were collected primarily from participant interviews, websites, and social media pages. Bertalanffy\u27s general systems theory was the underlying conceptual framework for this study. Data triangulation and member checking were used to ensure the quality of the data collected. The data were analyzed with Yin\u27s 5-step data analysis technique. Five themes were identified: organizational focus, autocratic top management, technical capability, user-driven development, and the implementation team. Current and future CRM managers can apply these findings in establishing strategies to improve the effectiveness of their CRM. Successful CRM systems in banks may lead to increased profitability which enables both the banks and their customers to support social innovations such as fair trade, hospice care, and improved financial services to local small businesses

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