Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

Steel, Marion; Dubelaar, Chris; Ewing, Michael Thomas

doi:10.1016/j.indmarman.2012.08.009

Cited by 39 publications

(34 citation statements)

References 65 publications

(107 reference statements)

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“…Ao compreender-se a importância do contexto, podem ser desenvolvidos projetos de CRM personalizados (Steel et al, 2013). A justificação para projetos de CRM necessita de ter em conta o contexto organizacional, de modo a que haja uma melhor compreensão na justificação do projeto por parte da organização e mais informação dos benefícios de que daí podem ser obtidos .…”

Section: Ferreira Varajão and Cunha / Fatores De Sucesso Da Gestão De unclassified

“…Gerir as mudanças organizacionais (Bull, 2003); (Rigby et al, 2002); (Payne & Frow, 2005 Ter em consideração o contexto organizacional existente (Steel et al, 2013); ; (Mesiura et al, 2011); (Liu, 2007); (Bull, 2003) Fazer a reengenharia de processos de negócio (Beldi et al, 2010); (Sin et al, 2005); (Kale, 2004); 3…”

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“…Incluir elementos dos vários departamentos no projeto (Ryals & Knox, 2001); (Steel et al, 2013); (Campbell, 2003); (Thompson & Ryals, 2000); (Conduit & Mavondo, 2001); (Verhoef & Langerak, 2002); (Starkey & Woodcock, 2002); (Raman et al, 2006); (Siriprasoetsin et al, 2011); ; (Chikweche et al, 2013);…”

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confidence: 99%

“…Procurar a flexibilidade nas técnicas de gestão de projetos CRM (Zikmund et al, 2003); (Steel et al, 2013) (Maleki & Anand, 2008); ; 5…”

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Success factors of CRM project management – A Literature Review

Pereira

Varajão

2016

Atas Da 16ª Conferência Da Associação Portuguesa De Sistemas De Informação

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ResumoHá vários fatores que influenciam o sucesso da gestão de projetos de sistemas de Gestão do Relacionamento com o Cliente (CRM). Este artigo apresenta uma revisão sistemática da literatura dos últimos quinze anos, identificando e discutindo os principais fatores de sucesso da gestão de projetos CRM. Os fatores de sucesso identificados foram estruturados em quatro dimensões: fatores estratégicos; fatores operacionais; fatores organizacionais; fatores tecnológicos. Os resultados obtidos permitem uma melhor compreensão dos fatores de sucesso relativos à implementação de projetos CRM e constituem uma base teórica para trabalhos futuros focados na avaliação deste tipo de projetos.Palavras-chave: Customer Relationship Management; CRM; fatores de sucesso; gestão de projetos; revisão de literatura. Abstract There are many factors that influence the success of the management of Customer Relationship Management systems projects (CRM INTRODUÇÃOO Customer Relationship Management (CRM), ou gestão do relacionamento com o cliente, é entendido como um conjunto de atividades de negócio suportadas por tecnologias e processos, movido por uma estratégia e projetado para melhorar os resultados do negócio através do foco na gestão de clientes.Uma previsão do grupo Gartner (Columbus, 2013) indica que o investimento em CRM, em todo o mundo, chegará a $36.5B em 2017, o que revela bem a sua importância e popularidade. Contudo, apesar dessa importância, os projetos de CRM apresentam uma taxa de insucesso de implementação elevada (Greenberg, 2010;Insight, 2014;Kale, 2004;Microsoft, 2007;Prezant, 2013;Sen & Sinha, 2011), sendo necessários esforços de investigação que contribuam para combater este problema.

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confidence: 99%

“…Procurar a flexibilidade nas técnicas de gestão de projetos CRM (Zikmund et al, 2003); (Steel et al, 2013) (Maleki & Anand, 2008); ; 5…”

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Success factors of CRM project management – A Literature Review

Pereira

Varajão

2016

Atas Da 16ª Conferência Da Associação Portuguesa De Sistemas De Informação

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“…The study served not only to clarify the mechanism between CRM technology use and organizational performance, but also to generalize the CRM results in the Korean context. Steel et al (2013) studied the effect of industry, organizational, and customer context on CRM projects. Organizations go through four phases in their CRM projects but there are few studies on the effect of industry norms, organizational contexts, and customer expectations on each phase.…”

Section: Introductionmentioning

confidence: 99%

Investigating the effect of organizational capacity on CRM performance

Vadadi¹,

Magham²

2014

10.5267/j.msl

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Many organizations try to provide products with lower prices and better quality to meet their customers' needs by identifying and learning about customers and their needs, and to achieve this important, they need a powerful knowledge tool that relies on customers' knowledge details. This paper presents an empirical investigation to study the effects of organizational capacity on the performance of customer relationship management. The study designs a questionnaire in Likert scale, distributes it among some experts and using structural equation modeling verifies that managers' commitment influences the most on getting knowledge from customer (β = 0.389, Sig. = 0.000). In addition, Managers' commitment influences positively on knowledge about customer (β = 0.355, Sig. = 0.000). Moreover, Staffs' commitment influences on knowledge about customer (β = 0.36, Sig. = 0.000).

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Customer knowledge management antecedent factors: A systematic literature review

Khosravi

Hussin

2018

Knowl Process Manag

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Customer knowledge (CK) is recognized as a critical organizational resource that provides competitive advantage. Capability of absorbing, sharing, and applying CK can be a challenge for organizations. Human, Organizational, and Technological conditions that facilitate CK management (CKM) are vital capabilities for organizations. This article intends to delve into the world of CKM by appraising and scrutinizing the present state of research and extracting organizational, individual, and technological CKM precursor factors. On the basis of a systematic literature review, this study gathers, integrates, and scrutinizes 66 papers pertaining to CKM precursor factors published during the period 2003–2016 on seven databases by adhering to a predefined review convention. The chosen articles have been appraised so as to mine pertinent information on a series of research questions. We noted a general rise in the number of related papers in the last 8‐year period. Selected articles have investigated CKM in 14 different contexts and 19 different countries. The result of extracting CKM antecedent factors shows that “Customer‐Centric Culture,” “Collaboration System,” and “CRM Technology Infrastructure” have the most frequency in the literature. However, “Intellectual Property,” “Program Champion,” and “Trust” are less iterative factors. Therefore, companies and researchers can use the result of this research for developing Human, Organization, and Technological capabilities in order to implement CKM successfully.

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Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

Cited by 39 publications

References 65 publications

Success factors of CRM project management – A Literature Review

Success factors of CRM project management – A Literature Review

Investigating the effect of organizational capacity on CRM performance

Customer knowledge management antecedent factors: A systematic literature review

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