Justifying CRM projects in a business-to-business context: The potential of the Benefits Dependency Network

Taking stock of project value creation: A structured literature review with future directions for research and practice

“…Ahuja et al (2009), Andersen (2014), Loader (2005, Peppard et al (2007), Wilson et al (2007) Benefits management models General models of methods for benefits management and the realization of project benefits. Ashurst et al (2008), Gooch (1997), Remenyi and Sherwood-Smith (1998), Sapountzis et al (2009) …”

When planned IS/IT project benefits are not realized: a study of inhibitors and facilitators to benefits realization

“…The Benefits Management Process Model and its core tool, the Benefits Dependency Network has received the most empirical attention in the literature (e.g. Wilson et al, 2007;Rogers et al, 2008;King, 2011) but despite this interest the organizational uptake of this model still appears to be low (Ashurst et al, 2008).…”

“…Cranfield BDN has been advocated as an additional tool to improve the business case design for CRM projects (Wilson et al, 2007), engage sales force during new systems implementation (Rogers et al, 2008) and examine the contributions of organizational design and artifact engineering upon various stakeholders (King, 2011). The BDN highlights a number of broad constructs that are likely to influence the delivery of business benefits from an IS/IT investment (e.g.…”

A strategy-based process for effectively determining system requirements in eCRM development

“…Companies can employ this model to identify which customers to acquire, retain, and which to discourage as well as to further develop marketing, service and IT policies to create the right relationships with different types of customers. While CRM is conceived as a strategy for an organization deciding to build long-term relationship with customers [12,54,64], there is a need to provide some guidance for defining relationship strategies in order to carry out CRM practice. Furthermore, these defined strategies will facilitate an understanding of CRM domain and in turn, eCRM development.…”

“…However, the results were less than what were expected. Estimates of eCRM projects failing to achieve their objectives range from 60% to 80% [26,54,64]. One of the reasons for unsatisfactory outcomes is focusing solely on technological aspect rather than on marketing aspect for the use of marketing personnel [44,65].…”