The Critical Success Factors for Implementation of CRM and Knowledge Management in a Work Setting

Abstract

Customer Relationship Management is the most vigorous tools in our era and is the integration of trust, business and technology to gratify the requirements of the clients. CRM is a strategy of dealing with people, technology and process and need to be implemented precisely. CRM is the most outstanding business strategy that consolidates internal procedures and externals to generate and convey value to the spotted customers and CRM can easily neutralize competitive perils; provide a good source of roadmap for the company and customers. Moreover it may clarify the potential pitfalls in creating success for the company. CRM involves validating and evaluating critical success factors, which cover the three perspectives of CRM as the theoretical base, and which constitute a guide for companies in the implementation of the applications. Due to this, the desired benefits have intensified customer satisfaction and maintenance, by generating personalized products and value-added services. In this paper, the author investigates the factors that can positively leverage the implementation and use of CRM and creates differentiation among these factors and knowledge management factors. What is more, the paper aims at determining technical feature between CRM and knowledge management and managed to compare KM with CRM successfully.

The Effect of Customer Relationship Management (CRM) on Bank Customer Loyalty through Satisfaction as Mediating Variable: Evidence in Batam, Indonesia

“…The conceptual framework developed by researchers explained that CRM strengthens the relationship of consumers and competitors in a company to increase market share by applying integration of technology, procedures, and people. The purpose of CRM itself is to increase satisfaction and loyalty, and company profits [12].…”

Proposing a customer knowledge management model for customer value augmentation: A home appliances case study

“…Businesses recognized the signifi cance of close customer relationships, and thus CRM became so desired. 17,20 On the other hand, although companies have supported their back-offi ce functions by means of utilization of Enterprise Resource Planning (ERP) systems, it is the time to concentrate on enhancement of front-offi ce functions to augment the value they offer to their customers. 40 CRM is the core competency and in fact the competitive advantage of an enterprise that has placed a high value on management of its customers as its central business.…”

“…Therefore, successfully implementing KM can set the stage for a successful CRM implementation in the organization. 17,18 Therefore, the remainder of this study proceeds as follows. The following section describes the previous authors ' contributions.…”

“…However, the primary aim of CRM is to maximize the lifetime values of the whole customer base. 17,36,44 …”

“…12,19,20 Only those businesses that can precisely identify what, when and how much their customers demand are capable of satisfying their customers through delivering the appropriate product at the appropriate time and to the right customer. 17,19 At present, organizations strive to enhance customer value by means of customer lifecycle analysis. 20,36 Benefi ting from technologies such as data warehousing, data mining and other CRM tools, businesses can seize opportunities of working on relationship marketing concepts.…”