Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Customer relationship management (CRM) is an information system that tracks customers' interactions with the firm and allows employees to instantly pull up information about the customers such as past sales, service records, outstanding records and unresolved problem calls. This paper aims to put forward strategies for successful implementation of CRM and discusses barriers to CRM in e-business and m-business. Design/methodology/approach -The paper combines narrative with argument and analysis.Findings -CRM stores all information about its customers in a database and uses this data to coordinate sales, marketing, and customer service departments so as to work together smoothly to best serve their customers' needs. Originality/value -The paper demonstrates how CRM, if used properly, could enhance a company's ability to achieve the ultimate goal of retaining customers and gain strategic advantage over its competitors.

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Purpose -While many organizations are starting to use business intelligence (BI) in many areas of their businesses and make substantial gains, they have taken little advantage of this in the human resources (HR) management area. The purpose of this paper is to advance BI and data analytics technologies as precursors to the design of HR management protocols and database strategies. Design/methodology/approach -The paper discusses the fact that the increasing prevalence of globalization is driven by a number of factors including growing consumers in developing countries, technological progress, and worldwide workforce diversity. HR departments of global companies must implement BI techniques and assemble global databases that obtain information such as employee's attrition and hiring, compensation and benefits, ethnic, gender, cultural, and nationality distributions. By applying advanced analytical techniques on the global database, human resources professionals will acquire intelligent business insight, predict changes and make informed decisions at operational and strategic levels. Findings -The business environment is constantly evolving into a more complex system and with global competition, decision making in organizations has become increasingly intricate and convoluted. This creates challenges for global organizations' HR departments to manage a workforce diverse in cultures, time zones, expertise, benefits and compensations. Practical implications -Only those multinational enterprises willing to adapt their human resource practices to the changing global labor market conditions will be able to attract and retain high performing employees. BI and data analytics can aid in making informed decisions based on knowledge extracted from the data and options at hand. Organizations that have successfully implemented BI are able to make decisions quickly and with more accuracy. They have better and faster access to the key activities and processes that the organizations and its functional departments must pursue to meet their goals and objectives. Originality/value -The paper tackles one of the most critical problems of educating multinational enterprises to adapt their HR practices to the changing global labor market conditions. By incorporating BI and data analytics in the design of HRM protocols and database strategies they can attract, develop and retain high performing employees and succeed in the global business competition. IntroductionHuman resource intelligence (HRI) consists of processes for making facts based human resource decisions in an enriched environment of business intelligence (BI). BI encompasses people skills, technologies, applications, and business processes to make better strategic and tactical business decisions. It plays a crucial role in achieving competitive edge over competitors in the challenging economy we are in. These processes pertain to collect, transform and manage key human resource related data and documents, to analyze the gathered information using BI and business analytics mod...