Adopting customer relationship management technology

Abstract

Now customer relationship marketing (CRM) solutions might be the hottest topic in business world. CRM impelled the growth of both B2B and B2C markets. But the issue is how to apply the cutting‐edge CRM solutions. Do people really understand what CRM is and why they should install CRM? The mistaken concept of CRM may have disastrous effects on the company. This paper begins with the basic concepts of CRM, elaborates the characteristics, reviews its brief history and addresses the current status of CRM. Then it develops the extended concepts of CRM from micro‐ and macro‐ perspectives. In the “Implementation and tips” section, it concludes the proper steps to approach CRM and how to bear a right attitude towards CRM solutions. Related Government rules are also covered.

Mobile Customer Relationship Management: a communication perspective

“…Liljander et al 2007, Valsecchi et al 2007. However, according to the current study mobile CRM communication involves each functional area, namely marketing, sales and service, of CRM (Xu et al 2002, Jayachandran et al 2005 although it is, in many cases, quite hard to make a distinction between the different functional areas when it comes to messaging based communication through the mobile medium. Furthermore, mobile CRM, as a part of CRM, has a long-term focus on customers and, thus, communication is predominantly continuous and interactive with the customers.…”

“…It is sometimes forgotten that communication in CRM is not only about sales, but about marketing and service activities as well (Jayachandran et al 2005, Xu et al 2002. Bearing this in mind, one channel may function mostly as an information source for customers, while another channel may serve as the sales channel (Berman & Thelen 2004).…”

CRM: A Conceptual Framework of Enablers and Perspectives

“…(Srivastava, Shervani et al 1999;Kohli, Piontek et al 2001;Day and Van den Bulte 2002;Öztaysi, Sezgin et al 2011). This approach covers managerial, human resource, technical, and economical aspects (Xu, Yen et al 2002).Managerial aspect that should understand is CRM works when supported via corporate culture which cuddles customer-focused objectives. Without the comprehensive perception of customer-centered aims, the company will find it more difficult to actual leverage of the technology of cutting-edge.…”

“…In order to topmost the return on these interactions, the company should deploy data warehousing and gain analytical applications of domain-specific, to create a sweeping customer perspective so that to successfully promote marketing activities. Two main feasible solutions in this part are SAS and JAVA because these tools helps companies obtain full view to identify, monitor, and response to the most profitable customer, as well as allow the users in the company working in various locations (Xu, Yen et al 2002).…”

“…The competitive pressures will drive companies to automate the intra-company customer-facing process along back-office functions as supply chain functions. To reach competitive advantage, the company should map existing CRM efforts in marketing sales and service to support back-front functions, therefore, CRM is a long term investment approach, not a short-term one (Xu, Yen et al 2002).…”