Re-engineering the customer relationship: leveraging knowledge assets at IBM

Maio, Dario; Sartori, Claudio; Scalas, Maria Rita

doi:10.1016/s0167-9236(01)00108-7

Cited by 167 publications

(101 citation statements)

References 24 publications

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“…It is also the most difficult of content types to manage, because it originates and is applied in the minds of human beings'' (Grover and Davenport, 2001) ''Knowledge management uses complex networks of information technology to leverage human capital. The integration of user-friendly electronic formats facilitates inter-employee and customer communication; a central requirement for successful KM programs'' (eMarketer, 2001) ''In companies that sell relatively standardized products that fill common needs, knowledge is carefully codified and stored in databases, where it can be accessed and used -over and over again -by anyone in the organization'' (Hansen and Nohria, 1999) Processing-driven paradigm of KM ''KM entails helping people share and put knowledge into action by creating access, context, infrastructure, and simultaneously reducing learning cycles'' (Massey et al, 2001) ''Knowledge management is a function of the generation and dissemination of information, developing a shared understanding of the information, filtering shared understandings into degrees of potential value, and storing valuable knowledge within the confines of an accessible organizational mechanism'' (CFP for Decision Sciences special issue on Knowledge Management, 2002) ''In companies that provide highly customized solutions to unique problems, knowledge is shared mainly through person-to-person contacts; the chief purpose of computers is to help people communicate'' (Hansen and Nohria, 1999) Strategy-pull model of KM (Depicted in Figure 2)…”

Section: Strategymentioning

confidence: 99%

Integrating knowledge management technologies in organizational business processes: getting real time enterprises to deliver real business performance

Malhotra

2005

Journal of Knowledge Management

266

134

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Purpose -To provide executives and scholars with pragmatic understanding about integrating knowledge management strategy and technologies in business processes for successful performance. Design/methodology/approach -A comprehensive review of theory, research, and practices on knowledge management develops a framework that contrasts existing technology-push models with proposed strategy-pull models. The framework explains how the ''critical gaps'' between technology inputs, related knowledge processes, and business performance outcomes can be bridged for the two types of models. Illustrative case studies of real-time enterprise (RTE) business model designs for both successful and unsuccessful companies are used to provide real world understanding of the proposed framework.Findings -Suggests superiority of strategy-pull models made feasible by new ''plug-and-play'' information and communication technologies over the traditional technology-push models. Critical importance of strategic execution in guiding the design of enterprise knowledge processes as well as selection and implementation of related technologies is explained.Research limitations/implications -Given the limited number of cases, the framework is based on real world evidence about companies most popularized for real time technologies by some technology analysts. This limited sample helps understand the caveats in analysts' advice by highlighting the critical importance of strategic execution over selection of specific technologies. However, the framework needs to be tested with multiple enterprises to determine the contingencies that may be relevant to its application.Originality/value -The first comprehensive analysis relating knowledge management and its integration into enterprise business processes for achieving agility and adaptability often associated with the ''real time enterprise'' business models. It constitutes critical knowledge for organizations that must depend on information and communication technologies for increasing strategic agility and adaptability.

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Section: Strategymentioning

confidence: 99%

Integrating knowledge management technologies in organizational business processes: getting real time enterprises to deliver real business performance

Malhotra

2005

Journal of Knowledge Management

266

134

View full text Add to dashboard Cite

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“…A integração de processos aparece assim como fator crítico para o sucesso de CRM (Ekber et al, 2014). Além disso, é claro que a tecnologia desempenha um papel substancial nos esforços de CRM (Massey et al, 2001;Sin et al, 2005).…”

Section: D4 Fatores De Sucesso Tecnológicosunclassified

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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“…Oracle Corporation on the other hand refers to CRM as about knowing your customers better and effectively using that knowledge to own their total experience with your business and to drive revenue growth and profitability. Others defines CRM as a management approach that involves identifying, attracting, developing and maintaining successful customer relationships over time in order to increase retention of profitable customers (Bradshaw and Brash, 2001;Massey et al, 2001 (Rigby et al, 2002).Similarly, Swift (2001) defines it as a process designed to collect data related to customers, to grasp features of customers and to apply those features in particular marketing activities.…”

Section: Crm From Business Perspectivementioning

confidence: 99%

The Perception of Customer Relationship Management Adoption: Case of Mobile Companies in Saudi Arabia

Talet¹,

Shawosh²,

Al-Saeed³

2011

JMTKS

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The purpose of this study is to ascertain customer satisfaction perception of Customer Relationship Management (CRM) adoption by mobile telecom companies in Saudi Arabia. This study surveys more than 440 mobile telecom customers to investigate their opinion about the quality of offered customer services by mobile telecom companies and its impact on customer satisfaction and hence customer. The study concentrates on the main three channels used by mobile companies to provide customer services (customer service offices, phone operator and web site services). Empirical findings present evidence that the quality of customer service significantly affect customer satisfaction and thus customer loyalty. It is found that the majority of customers preferred to use phone operator than office customer services.

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Re-engineering the customer relationship: leveraging knowledge assets at IBM

Cited by 167 publications

References 24 publications

Integrating knowledge management technologies in organizational business processes: getting real time enterprises to deliver real business performance

Integrating knowledge management technologies in organizational business processes: getting real time enterprises to deliver real business performance

Success factors of CRM project management – A Literature Review

The Perception of Customer Relationship Management Adoption: Case of Mobile Companies in Saudi Arabia

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