Towards a CRM and SCM Benefits Measurement Model

Organizations invest heavily in Customer Relationship Management (CRM) and Supply Chain Management (SCM) systems, and their related infrastructure, presumably expecting positive benefits to the organization. Assessing the benefits of such systems is an important aspect of managing such systems. Given the substantial differences between CRM and SCM systems with traditional intra-organizational applications, existing Information Systems benefits measurement models and frameworks are ill-suited to gauge CRM and SCM benefits. This paper reports the preliminary findings of a research that seeks to develop a measurement model to assess benefits of CRM and SCM applications. The a-priori benefits measurement model is developed reviewing the 55 academic studies and 40 practitioner papers. The review of related literature yielded 606 benefits, which were later synthesized into 74 mutually exclusive benefit measures of CRM and SCM applications arranged under five dimensions

Performance Measures for Social CRM: A Literature Review

Social CRM deals with the integration of Web 2.0 and Social Media into Customer Relationship Management (CRM). Social CRM is a business strategy supported by technology platforms to provide mutually beneficial value for companies and their target groups. In practice, one factor impeding Social CRM implementation is the lack of performance measures, which assess Social CRM activities and monitor their success. Little research has been conducted investigating performance measures in order to develop a Social CRM performance measurement model. To address this gap, this article presents the qualitative part of a two-stage multi-method approach. It comprises a systematic and rigorous literature review as well as a sorting procedure. In this effort, 16 Social CRM performance measures and four categories of a performance measurement system are identified. The sorting procedure validates the corresponding classification and ensures a high degree of external validity. In a subsequent study, formative survey instruments are developed from the respective findings and are tested by applying a confirmatory factor analysis

Social CRM Performance Model: An Empirical Evaluation

This paper presents an empirical investigation of a Social CRM performance model within an organizational perspective. A constraining factor regarding the implementation of Social CRM and the achievement of its objectives is the lack of an appropriate performance model. Little research has been conducted on a corresponding holistic approach and on the development of formative performance constructs. To address this gap, the article develops and empirically evaluates a Social CRM performance model, including an infrastructure-, process-, customer- and organizational performance construct. The data is analyzed using a structural equation model with a surveying sample of 126 marketing, communication and IT decision makers. The results show that infrastructure performance has an indirect, process performance a direct and customer performance no association with organizational performance. The Social CRM performance model generates deeper insights into a company’s performance interrelationship and provides a control system, in order to assess Social CRM activities and enhance organizational performance

Alignment of Global Business Operations with ERP Systems Capabilities for Improved Business Performance

The number of organizations operating on a global scale is continuously increasing in recent years to exploit business opportunities in the global arena. At the same time, enterprise resource planning (ERP) systems are being increasingly adopted to support global businesses. However, how well these systems are aligned with business operations of global businesses is not very well established. Thus, research on the alignment of global business operations with ERP systems capabilities is imminent. This paper presents an alignment model to address this research gap. The model predicts that if ERP systems capabilities are effectively aligned with global business operations, improved business performance outcomes will be achieved. Control variables such as organization size and globalization history will have some influence on performance as well. This paper makes an original contribution to information system (IS) research, extending the information technology (IT) alignment concepts to a specific IS application (ERP system) in the global business arena

Evaluating Social CRM Performance: An Organizational Perspective

This paper presents a formative measurement model for Social CRM performance in order to achieve and assess company objectives. The current literature for measuring Social CRM performance does not provide a holistic approach and is operationalized with reflective indicators. To address this gap, the article follows the procedure of Moore and Benbasat (1991), including the creation and assessment of new constructs with new developed and evaluated formative indicators. To evaluate the impact of single indicators on their corresponding constructs, the data is analyzed through confirmatory factor analysis using SmartPLS with a surveying sample of 126 marketing, communication and IT decision makers. The results show that the constructs of infrastructure performance, process performance, customer performance and organizational performance measure Social CRM performance. Especially the first-order constructs of indirect customer performance and department-specific processes are important aspects in this context. Generally, the developed formative indicators and new evaluated first- and second-order constructs generate deeper insights through a control system for Social CRM activities, in order to achieve organizational objectives and track them over time

The Next Wave of CRM Innovation: Implications for Research, Teaching, and Practice

Globalization and customers’ ever-changing needs have created a hyper-competitive market. As a result, customer relationship management (CRM) has become a core topic of interest among both practitioners and academics. Further, over the years, with the advancements in the technology landscape, such as digital technologies, CRM has improved in myriad ways. This paper summarizes a panel discussion on CRM innovations held at the 2016 Pacific Asia Conference on Information Systems (PACIS 2016) in Chiyai, Taiwan. The panel discussed CRM fundamentals and how traditional CRM systems work in organizations. Then, the panel focused on the advancement in technology landscape such as big data, analytics, Internet of things, and artificial intelligence and how such technologies have transformed innovations in the CRM landscape. Finally, the panel highlighted the limitations in the current CRM curricula in the universities and how the curriculum today needs to reflect such advancements to enhance the union between the CRM curricula and the industry needs. Further, this paper provides future research ideas for academia and contributes to research interests on CRM in general

An Empirical Investigation into the Effects of Customer Relationship Management on Bank Performance in Nigeria

The information age has created a new segment of knowledgeable customers. It has become very imperative for Banks to pay close attention to the roles of more active groups of customers. This study therefore aims to provide the results of an in-depth investigation of the link between Customer Relationship Management (CRM) and Bank Performances in the financial services industry. Customer Relationship Management literature acknowledges the proactive nature of the firm's strategy by building on relationships with customers. Relationships help create unique, difficult to imitate knowledge for firms, which seek to understand how advances in relationship marketing enhance our understanding of knowledge required for competitive success, and how advances in relationship knowledge and marketing actually assist the process of advancing Bank Performance. For the purpose of this research, the historical and survey research methods were adopted. Data were collected from both primary sources, using some three Nigerian Commercial Banks (Access Banks, Skye Bank and Wema Banks) and secondary sources. Hypothesis formulate were tested using the chi-square analysis. The study found out that Customer Relationship Management has a positive impact on Banks performances. Customer relationship management is the process of managing detailed information about individual customer and carefully managing all customers touch points to maximize customer loyalty. A customer’s touch is any occasion in which a customer encounters the brand and product from actual experience to personal or mass communications to causal observation. Customer relationship management is used by banks and other organization as a business strategy to increase performance through customer satisfaction. The study therefore recommends amongst others that Banks Staffs should be adequately and continuously trained and equipped on practices in Customer Relationship Management and should be given frequent seminars reminding them on the importance of CRM and to also update their knowledge. And this would ensure inter-personal relationships between the staff and their customers to ensure free flow of information and complaints from the customers