Appraising the Technological Perspective of CRM: A Case Study of Seven-Up Bottling Company PLC Apapa Region Lagos, Nigeria (original) (raw)
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Success factors in a CRM strategy: technology is not all
Journal of Strategic Marketing, 2017
Organisations today need to create, maintain and reinforce relationships with customers. Customer Relationship Management (CRM) seems to have helped firms to better understand their relationships. However, past studies have looked at technology and customer orientations (COs) as key factors. This paper aims to analyse the simultaneous effect of Market Orientation (MO) (rather than CO), Knowledge Management (KM) and other organisational factors in order to explain how to implement a successful CRM. Findings suggest that MO and KM may influence CRM success. Data also suggest that particular organisational factors such as employees, leadership and specific know-how may be key factors in determining the success of CRM. For efficiency resource management, this paper recommends to focus not as much in technology, but on programmes for selection, training and motivation of employees which may enhance CRM objectives. Companies may also pursue a higher customer value by putting in place and reinforcing KM schemes in specific know-hows about CRM.
Procedia Technology, 2012
Today, according to the complexity and extent of the activities of each organization and increasing in the number of organizations and variety of their services, the necessity of using CRM to improve service quality and more deeper relationships with customers in order to satisfy customers and survive in the competitive environment is a purposeful strategy. This targeted approach is divided into three technology branches, which include: Operational CRM which has its sub-categories such as SFA (mechanized sale power) and CSS (types of customer relationship), Analytic CRM: continuing and keeping association through the various way with customer and customer's revisiting the organization Cooperational CRM: Analyzing the data, the result will have direct impact on operational department. CRM also has Processes of implementation, which include: CRM design and strategy development, Redesign activities with respect to CRM strategy, Re-engineering work processes and select appropriate software. CRM also has a main model for implementation that this model includes seven basic elements: 1-creating data base 2-analysis 4-Targeting customers 3-Selecting customer 5-Customer relationship marketing 6-priv ate topics 7-measuring
Relating Technology Based CRM to Service Quality in the Telecommunications Industry in Arusha City
2020
Abstract: Customer Relationship management concept is vital not only to service based organizations but also to manufacturing based industries. CRM enhances the ability of businesses to survive in the context of a changing business environment characterized by high competition. Theoretically, CRM has been advocated due to the role that it can play in creating, nurturing and maintaining mutual relationships between an organization and its customers. This study examined the effect of the technology based CRM on service quality in the Telecommunications industry in Arusha, Tanzania. The study used an integrated theoretical framework that conceptualized the constructs for the technology based CRM using both theories on technology and those on customer service relationship management. Four hypotheses relating the independent and dependent variables were tested. The study used a descriptive survey design that was cross sectional in nature. The population of the study consisted of diverse ...
Science Journal of Business and Management, 2015
Customer Relationship management concept is vital not only to service based organizations but also to manufacturing based industries. CRM enhances the ability of businesses to survive in the context of a changing business environment characterized by high competition. Theoretically, CRM has been advocated due to the role that it can play in creating, nurturing and maintaining mutual relationships between an organization and its customers. This study examined the effect of the technology based CRM on service quality in the Telecommunications industry in Arusha, Tanzania. The study used an integrated theoretical framework that conceptualized the constructs for the technology based CRM using both theories on technology and those on customer service relationship management. Four hypotheses relating the independent and dependent variables were tested. The study used a descriptive survey design that was cross sectional in nature. The population of the study consisted of diverse stakeholders within the telecommunication industry in Tanzania. Those that comprised the population included four telecommunications companies, their respective distributors and subscribers, estimated at a total of 26,514,895. A sample of 323 respondents was drawn and data obtained from each using a predetermined questionnaire that was self administered to each respondent. The data obtained from the field was analyzed by both descriptive and inferential statistics and multiple linear regression was employed to test the hypotheses. The descriptive findings of the study indicated that mobile phone companies have employed the technology based CRM systems to a good extent (Mean=4) so as to align their business activities towards delivering services to customers. The results of the hypotheses tested indicated that there was no statistically significant relationship between system automation and service quality as well as system functionality and service quality (β=-.109, p>0.05; β=-.244, p>0.05 respectively). However, the study found that there is a statistically significant relationship between system user acceptance, service quality, system integration and service quality (β=-.588; p< 0.05; β= .814, p< 0.05 respectively). The study suggested that the mobile service organizations need to invest not only in technology based CRM but also to invest in the aspect of internal marketing since it has potential to enhance the level of service quality offered by mobile phone companies. The findings of the study called on future research on technology based CRM to incorporate the aspects of individual IT users' demographic and psychological characteristics.
Customer Relationship Management (CRM) Technology and
Due to the aggressive market competition in hotel sector, it is critical that hotels should adopt new strategy like CRM technology to assist hotel employees, serve customers better and improve organization performance. However, prior studies indicated that the relationship between CRM technology and organization performance is equivocal. These mixed results may be to a lack of understanding of the mechanisms that link CRM technology and organization performance. For this reason, the study used marketing capabilities (planning and implementation) as mediators between CRM technology and organization performance. The study surveyed a sample of 447 hotels firm in Malaysia and used correlation and regression for analyses and testing. The findings suggest that CRM technology is associated with the four dimensions of organization performance (i.e. financial, customer, internal process and learning and growth). In addition the findings reveal that marketing capabilities (planning and implementation) play a mediator role in the relationship between CRM technology and various dimensions of organization performance. Keywords: CRM, marketing planning capability, marketing implementation capability, hotel performance
Understanding customer relationship management (CRM): People, process and technology
Business Process Management Journal, 2003
Customer relationship management (CRM) is a combination of people, processes and technology that seeks to understand a company's customers. It is an integrated approach to managing relationships by focusing on customer retention and relationship development. CRM has evolved from advances in information technology and organizational changes in customer-centric processes. Companies that successfully implement CRM will reap the rewards in customer loyalty and long run profitability. However, successful implementation is elusive to many companies, mostly because they do not understand that CRM requires company-wide, cross-functional, customer-focused business process re-engineering. Although a large portion of CRM is technology, viewing CRM as a technology-only solution is likely to fail. Managing a successful CRM implementation requires an integrated and balanced approach to technology, process, and people. stores, and kiosks. Often, these touch points are controlled by separate information systems. CRM integrates touch points around a common view of the customer . demonstrates the relationship between customer touch points with front and back office operations.
Customer Relationship Management (CRM) has its roots in relationship marketing which is based in turn on the formative work of Berry (1983) and the IMP Group (see e.g. Ford, 1990). Its purpose is to integrate marketing, sales and service functions through business process automation, technological solutions and information resources to maximise each customer contact. In this way CRM systems facilitate relationships among enterprises, their customers, suppliers and employees and so provide the technological means to put relationship marketing philosophy into practice. Organisations that fail to keep up with competitors' CRM capabilities risk being seriously disadvantaged. However, the use of technology on its own is not sufficient and firms must combine developments in IT with a philosophy that calls for the re-organisation of the entire firm around its customers. This shift will not be easily achieved. Our purpose, based on collaborative Cranfield/CSC Computer Sciences Corporat...
International Journal of Business and Risk Management, 2019
Background: The success of CRM initiative in any firm depends greatly on the implementation strategy. Customer relationship management is a key strategy that most firms adopt in their customer management with the intention to enhance their performance and improve loyalty which is by focusing on customers through identification of their needs and strive daily to ensure that those needs are met for their satisfaction in order to achieve a sustainable win-win business-customer relationship. The purpose of this study is to bring to the fall the issues of CRM, the implementation process and success factors of CRM strategy. Methodology: Resource based view was used to considered the success framework of CRM strategy. The study was exploratory with the intention to uncover the themes and variables related to addressing the issues associated with CRM and the possible implementation process. A Qualitative methodology was adopted using an unstructured (semi structured) interview method with open questions to garner information from 2 employees each that are known as CRM/IT experts and having good practical knowledge of CRM usage in five selected FMCG firms that have adopted CRM strategy. Lastly, thematic content analysis was used to determine the themes and their related questions centering on CRM issues, Implementation and success factors. Result: This study concludes that CRM implementation strategy play a vital role in enhancing the growth of an organization economically. It also posit that appropriate implementation strategy of the CRM and e-CRM will help to improve all other component of the CRM, it will also proliferate the technological inclination and adaptability of employees within the organization and as well help in fostering collective mindset and team work within the firm.
A Roadmap For CRM Success: In Light of the Technology CSFs
The primary objective of this paper is to develop a conceptual framework that depicts the impact of technology related critical success factors (CSFs) on customer relationship management (CRM) success, namely, customer satisfaction. This paper uses a qualitative methodology that comprises of a comprehensive literature review of academic researches. Evidences from the extant literatures have suggested that four main technology CSFs; sales force automation, data warehousing & data mining, the internet, and call centres will positively affect customer satisfaction. It is also revealed that trust and privacy play the role as mediating variables between technology CSFs and CRM success. Given that this paper is a conceptual paper, there is need to embark on empirical data gathering to validate the conceptual model presented. The paper suggest that in order to satisfy the customers and make the CRM strategy work effectively, there is a need for the organisations to consider the technology CSFs because it works as an enabler of the whole CRM process. This paper primarily conceptualise a model that would assist in determining the impacts of technology CSFs on CRM success. It generally provides the organisations with CRM focus, by complementing recent works that have been conducted on the role of technology CSFs in achieving CRM success. It concluded by proposing a model for future testing.