Strategic issues in customer relationship management (CRM) implementation

Bull, C. Michael

doi:10.1108/14637150310496703

Cited by 209 publications

(169 citation statements)

References 4 publications

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“…Furthermore, with as many as 55 per cent 17 of IT projects signifi cantly exceeding budgets, the additional funds to complete them have to be found from The absence of business success criteria often results in IT centric measures (for example, costs, hitting milestones and delivery dates and so on) that frequently result in post-project debates where technically the project is a ' success ' , but the business does not see it as such.…”

Section: A Clear and Shared Visionmentioning

confidence: 99%

Social CRM as a business strategy

Woodcock

Green²,

Starkey³

2011

J Database Mark Cust Strategy Manag

147

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Neil Woodcockis chairman of The Customer Framework and is one of the United Kingdom ' s leading experts in customer management. His background is with Mobil, Unilever, Accenture and McKinsey. He has co-authored several books and many reports and articles on customer management and is on the editorial boards of leading journals. He is a regular speaker at conferences, both at home and overseas. Andrew Greenis a director of The Customer Framework. He began his career in the Airline and Travel industries with roles in sales, marketing, product and yield management, culminating in general management. Moving into consulting, he applied his fi rst-hand knowledge of loyalty programmes and customer management to other industry sectors -including telecoms, retail, manufacturing, fi nancial services, CPG and high luxury. Most recently, on secondment to Christie ' s as their Client Management Programme Director, he led a programme of change across marketing, operations and IT that made a signifi cant impact on the bottom line and left a legacy of cross-functional cooperation and team working. Michael Starkeyis a principal lecturer in Customer Relationship Management at De Montfort University. He is the co-author of four major reports and several journal articles on customer management. He is currently engaged in an 18-month Knowledge Transfer Partnership Programme project, www.ktponline.org.uk / helping, an NGO move from relying almost entirely on government funding to becoming self-fi nancing and customer focused.The Customer Framework ™ is a portfolio of Tools, Replicable Methodologies and Unique Intellectual Property deployed by a network of expert practitioners who support large organisations in delivering their customer management activity effectively and effi ciently.ABSTRACT Marketers are working in challenging times. Never before have we been able to get so close to our customers and engage with them in such a timely and relevant manner. Harnessed with customer relationship management, social media can deliver fi nancial benefi ts to companies no matter what sector. The benefi ts are centred around increasing ' customer insight and engagement ' and are not peripheral but fundamental to driving business performance. Financial benefi ts apply across the customer life cycle, in acquisition, retention, value development and managing cost to serve. In addition, social customer relationship management (SCRM) can deliver insight, which will help drive real customer centric innovation. Finally, the knowledge gained on customer behaviour, attitudes and mood will help drive benefi ts throughout the value chain, impacting on suppliers (for example, forecasting demand) and intermediaries (for example, shaping in-store promotions). However, pioneers in large companies face three hurdles: (a) organisational readiness, (b) over-hype and overexpectation and (c) project management failings. At the end of it all, SCRM is about people and relationships and demands a customer focus as never before. Forget that and you have little chan...

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Section: A Clear and Shared Visionmentioning

confidence: 99%

Social CRM as a business strategy

Woodcock

Green²,

Starkey³

2011

J Database Mark Cust Strategy Manag

147

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show abstract

“…Thirty-one per cent of a sample of 202 projects reports that CRM software had improved their ability to sell and service their customers. 33 Starkey and Woodcock 34 claim that returns on CRM investments can be as high as 400 per cent over the full life of a CRM project. Woodcock ' s benchmarking study suggests a strong positive association (r = 0.80) between customer management expertise and business performance.…”

mentioning

confidence: 99%

CRM software applications and business performance

Ang

Buttle²

2006

J Database Mark Cust Strategy Manag

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After a period of decline at the turn of the century, demand for customer relationship management (CRM) software is rebounding. Our investigation of the Australian context, however, shows that a large proportion of companies are still undeveloped in terms of their application of software to support their customer management strategies. Less than 40 per cent of companies use CRM software. When it is used, the software is more commonly deployed for customer retention and customer development purposes. It is less extensively used to support customer acquisition, but when this does happen it results in more cost-effective marketing campaigns. Companies that do employ CRM software are generally satisfi ed with their return on investment (ROI) from the software. Our data suggest that companies ' level of satisfaction with software performance varies directly with its reported impact on business profi tability. The performance of the software in meeting companies ' expectations of customer retention is a statistically signifi cant predictor of profi tability. Larger companies tend to be less satisfi ed with software ROI, while service companies appear to be more likely to adopt CRM software than companies in other sectors. We fi nd that the intelligent application of CRM software can yield improvements in business performance.

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“…It is obvious that by this explanation, only a part of the organizational weaknesses would be identified; therefore, the organization should avoid providing overall solution(s) to the challenges, but merely focus on the identification of the subject unit's task, the staff involved, the related laws and regulations, the applied technology, and the intra-unit interactions. To gain a general overview of the current situation, it is recommended that the required data be collected through the units' managers and directors as to avoid unnecessary details (Tarokh & Sharifi, 2005 • Assessing customers' needs and the organization's IT: customer relations management is the core of the organization and a major effective factor in coordinating the organizational growth, progress, and the managerial and customer-oriented processes (Bull, 2003). The organization's customers and their requirements need to be identified and realized.…”

Section: The Six Stages In Methodsologiesmentioning

confidence: 99%

Towards A Methodology for the Pre-Stage of Implementing a Reengineering Project

Nasiri¹,

Nasiri²,

Azar³

2016

IJIKM

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In order to reduce cost, improve functionality and gain competitive advantages, organizations resort to reengineering projects by developing and making changes to organizational processes. The absence of a unified methodology and appropriate analytic approaches prior to the implementation of reengineering projects has made authorities not to adopt correct decision making approaches in this respect. The objective of this paper is to propose a methodology that has to be adopted prior to the implementation of reengineering projects. The statistical population here consists of 25 expert analysts with MA and PhD degrees who are subject to answering a questionnaire. In this proposed methodology the Multi Criterion Decision Making model is applied to allow the analysts to select appropriate models for better and accurate implementation through the least failure coefficient. The Neyriz White Cement Corporation is selected as the subject and the obtained results are compared with the results obtained from similar implemented projects.

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Strategic issues in customer relationship management (CRM) implementation

Cited by 209 publications

References 4 publications

Social CRM as a business strategy

Social CRM as a business strategy

CRM software applications and business performance

Towards A Methodology for the Pre-Stage of Implementing a Reengineering Project

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