Measuring the effect of customer relationship management (CRM) components on the non financial performance of commercial banks: Egypt case

This paper presents customer relationship management (CRM) components as applied on the Egyptian Commercial Banks, examined from the bankers' point of view. Then, it intends to measure their effect on the level of customer satisfaction and loyalty from the customers’ point of view as examples of the non financial performance measures. The paper is quantitative in nature and consists of two different structured questionnaires using convenience/quota sampling. The first involved 180 employees in order to measure CRM applicability, and the second involved 270 customers to measure the level of customer satisfaction and loyalty and their effect on the Egyptian Commercial Banks' financial performance The findings show that the selected banks apply CRM components but the level of application differs from one bank to another. The results showed a significant positive relationship between CRM and customer satisfaction in the Egyptian Commercial Banks, when applying them together and not separately. In addition, there is a strong positive effect between customer satisfaction and loyalty which was reflected on the Commercial Banks' financial performance. The findings confirm the importance of studying and implementing CRM to achieve customer loyalty and improve the Egyptian Commercial Banks financial performance. Banks wishing to improve their relationships with customers need to focus on the CRM components to develop relevant and effective marketing strategies and tactics. The paper measures the CRM as a multidimensional construct as applied on the Egyptian Commercial Banks and relate it to the achievement of the ultimate goal of retaining customers to gaining a sustainable competitive advantage and achieve more profits

Feasibility of Warehouse Drone Adoption and Implementation

While aerial delivery drones capture headlines, the pace of adoption of drones in warehouses has shown the greatest acceleration. Warehousing constitutes 30% of the cost of logistics in the US. The rise of e-commerce, greater customer service demands of retail stores, and a shortage of skilled labor have intensified competition for efficient warehouse operations. This takes place during an era of shortening technology life cycles. This paper integrates several theoretical perspectives on technology diffusion and adoption to propose a framework to inform supply chain decision-makers on when to invest in new robotics technology

It-Offshoring – A Comparison of Expectations and Experiences

The BITKOM (German Association for Information Technology, Telecommunications and New Media) forecasts a serious lack of IT experts on the German labour market in the upcoming years. Despite of the recession because of the financial crisis they predict around 11,000 vacancies, especially in the field of software development. One instrument to overcome the expected shortage is the deployment of experts from abroad through IT-offshoring. Based on an empirical study conducted in 2004/05 at Pforzheim University this article analyses the expectations and experiences of German companies with offshore software development. The comparison shows that companies without direct experience with offshore software development underestimate the opportunities and overestimate the risks of this internationalization instrument.Offshoring, Internationalization, Transaction cost theory, Principal-Agent-Theory, International Software Development

What influences the speed of prototyping? An empirical investigation of twenty software startups

It is essential for startups to quickly experiment business ideas by building tangible prototypes and collecting user feedback on them. As prototyping is an inevitable part of learning for early stage software startups, how fast startups can learn depends on how fast they can prototype. Despite of the importance, there is a lack of research about prototyping in software startups. In this study, we aimed at understanding what are factors influencing different types of prototyping activities. We conducted a multiple case study on twenty European software startups. The results are two folds, firstly we propose a prototype-centric learning model in early stage software startups. Secondly, we identify factors occur as barriers but also facilitators for prototyping in early stage software startups. The factors are grouped into (1) artifacts, (2) team competence, (3) collaboration, (4) customer and (5) process dimensions. To speed up a startups progress at the early stage, it is important to incorporate the learning objective into a well-defined collaborative approach of prototypingComment: This is the author's version of the work. Copyright owner's version can be accessed at doi.org/10.1007/978-3-319-57633-6_2, XP2017, Cologne, German

The Critical Success Factors for Implementation of CRM and Knowledge Management in a Work Setting

Customer Relationship Management is the most vigorous tools in our era and is the integration of trust, business and technology to gratify the requirements of the clients. CRM is a strategy of dealing with people, technology and process and need to be implemented precisely. CRM is the most outstanding business strategy that consolidates internal procedures and externals to generate and convey value to the spotted customers and CRM can easily neutralize competitive perils, provide a good source of roadmap for the company and customers. Moreover it may clarify the potential pitfalls in creating success for the company.CRM involves validating and evaluating critical success factors, which cover the three perspectives of CRM as the theoretical base, and which constitute a guide for companies in the implementation of the applications. Due to this, the desired benefits have intensified customer satisfaction and maintenance, by generating personalized products and value-added services. In this paper, the author investigates the factors that can positively leverage the implementation and use of CRM and creates differentiation among these factors and knowledge management factors. What is more, the paper aims at determining technical feature between CRM and knowledge management and managed to compare KM with CRM successfully

Intention to use mobile customer relationship management systems

© Emerald Group Publishing Limited. Purpose - The purpose of this paper is to investigate the behavioral intentions of business-to-business (B2B) sales managers to use mobile customer relationship management (CRM) systems in the course of their day-to-day activities. Design/methodology/approach - An extended Technology Acceptance Model (TAM) of mobile CRM system adoption is developed and tested with data from 105 international sales managers representing five B2B companies. Findings - The study extends the TAM framework with three additional constructs derived from mobile technology and sales force automation literature, namely personal innovativeness in the domain of IT, perceived risk, and perceived reachability. The model demonstrates that personal innovativeness and perceived reachability have significant effects on the TAM framework. Research limitations/implications - The relatively small sample size limits the generalization of the results. Practical implications - Sales managers' intention to adopt mobile CRM can be explained by the extended TAM framework. Understanding the key factors that influence intention to adopt a mobile CRM system will aid companies in implementing it among their sales force. Companies willing to foster adoption of a mobile CRM system among the sales force could focus on communicating the usefulness of using the system and benefits gained from enhanced reachability. Recruiting sales people with strong personal innovativeness is beneficial. Originality/value - This study responds the calls for studies on mobile platforms and on the use of mobile B2B applications in sales force management. It is among the first attempts to incorporate variables derived from mobile technology acceptance literature among the sales force into the TAM framework, to better explain acceptance of mobile CRM systems

Selling packaged software: an ethical analysis

Within the IS literature there is little discussion on selling software products in general and especially from the ethical point of view. Similarly, within computer ethics, although there is much interest in professionalism and professional codes, in terms of accountability and responsibility, the spotlight tends to play on safety-critical or life-critical systems, rather than on software oriented towards the more mundane aspects of work organisation and society. With this research gap in mind, we offer a preliminary ethical investigation of packaged software selling. Through an analysis of the features of competition in the market, the global nature of the packaged software market and the nature of product development we conclude that professionalism, as usually conceived in computer ethics, does not apply particularly well to software vendors. Thus, we call for a broader definition of professionalism to include software vendors, not just software developers. Moreover, we acknowledge that with intermediaries, such as implementation consultants, involved in software selling, and the packaged software industry more generally, there are even more “hands” involved. Therefore, we contend that this is an area worthy of further study, which is likely to yield more on the question of accountability

International venturing emerging paradigms - a study of the Indian IT industry

Cross border mergers and acquisitions is the fastest means of making an international presence for a business firm. It is a mode of outward FDI which has so far been explained best in terms of Dunning’s OLI framework. The emergence of outbound FDI from the developing world however, has looked at alternate frameworks emphasizing outward orientation, leverage through building linkages and achieving organizational efficiency through integration. The study seeks to explain outbound M&A in the Indian IT industry during 2000-2006, in the changing global competitive scenario .Cross-border mergers and acquisitions; Indian IT, motives; strategy