Part I. The Role of CRM and eCRM

By | February 9, 2018

Chapter 2: Success Factors in Online Supply Chain Management and e-Customer Relation- ship Management, Michael R. Bartolacci and Mary Meixell

Bartolacci and Meixell discuss the interrelationships between eCRM and SCM. One comple- ments the other, yet many firms have had difficulty implementing eCRM and SCM applications. These authors evaluate select critical success factors for eCRM and SCM implementation. They suggest that both online SCM and eCRM require a commitment from top management to be successful. In these ways, success for both eCRM and SCM is interrelated. Furthermore, they highlight a most important point for practitioners of both eCRM and online SCM: the need for integration between the respective systems. They discuss this and other factors related to technol- ogy and implementation success.

Chapter 3: Using Electronic Customer Relationship Management to Maximize/Minimize Cus- tomer Satisfaction/Dissatisfaction, Yoon Cho and Jerry Fjermestad

Cho and Fjermestad discuss the importance of customer loyalty in relation to eCRM. They high- light the major concerns of eCRM—increasing customer satisfaction and customer loyalty, mini- mizing customer dissatisfaction, resolving customer complaints, and increasing product/service quality. Theories applied to eCRM have been rooted in satisfaction/dissatisfaction, and theories for customer complaining behavior have been proposed by traditional marketers. The present study also investigates models for customer satisfaction and complaining behavior that examine factors affecting customer relationship management.

Part II. Organizational Success Factors of CRM

Chapter 4: Customer Relationship Management Success and Organizational Change: A Case Study, Carl-Erik Wikström

Wikstrom presents a case study of a company implementing a CRM system from inception to implementation. The findings suggest that firms have had mixed results in implementing CRM systems. The challenge of managing organizational change has been raised as a potential factor affecting the successful outcome of eCRM efforts.

Chapter 5: Success Factors in CRM Implementation: Results from a Consortial Benchmarking Study, Rainer Alt and Thomas Puschmann

Alt and Puschmann describe the results of a cross-industry benchmarking project, which combines a questionnaire sample with more detailed case studies. The results show that there is no ‘unique’ CRM project and that successful implementations are rarely based on techni- cal excellence. This research proposes six critical success factors for CRM projects: stepwise evolution,  straightforward implementation and  long-term project scope, organizational rede-

sign, integrated system architecture of standard components, change management, and top management support. The six successful practice companies illustrate how these critical suc- cess factors are applied.

Chapter 6: Collaborative Customer Relationship Management in Financial Services Alliances, Malte Geib, Lutz M. Kolbe, and Walter Brenner

Geib, Kolbe, and Brenner describe the challenges derived from an analysis of five financial services companies that formed different financial services alliances. The  main inhibitors of a consistent approach toward customers are found in business processes and information systems that are not sufficiently integrated. The results suggest that partial standardization of eCRM systems in financial services alliances inhibits the exploitation of economies of scale as well as the integration of systems. Consequently, obtaining a comprehensive view of a customer relationship becomes complicated if the integration of systems containing knowl- edge of customers, such as operational and analytical eCRM systems as well as transaction systems, is limited. To illustrate how a state-of-the-art IT infrastructure for eCRM can be designed in financial services alliances, the authors present a case study of a leading finan- cial services alliance in  Germany.

 

Part III. Enhancing Performance of CRM

 

Chapter 7: Improving Customer Interaction with Customer Knowledge Management, Adrian Bueren, Ragnar Schierholz , Lutz M. Kolbe, and Walter Brenner

 

Bueren, Schierholz, Kolbe, and Brenner develop, integrate, and validate a customer knowl- edge management process model. Their approach enables companies to improve knowledge support of their customer-oriented business processes, aiming to improve the overall perfor- mance of the enterprise. The authors use very interesting process-oriented knowledge man- agement models which focus on the characteristics of knowledge during its life cycle. They analyze the relationships and environmental variables that influence the processes of knowl- edge development, dissemination, modification, and use. The model  is  validated  through four case studies.

 

Chapter 8: An Examination of the Effects of Information and Communication Technology on Cus- tomer Relationship Management and Customer Lock-In, Ja-Shen Chen and Russell K.H. Ching

In seeking new opportunities, many businesses have turned to eCRM to strategically compete in global electronic marketplaces. With greater emphasis being placed on the application of technol- ogy, Chen and Ching address the question: Does the infusion of ICT influence a business’s ability to retain its customers? They surveyed the 1,000 largest Taiwanese companies benefiting from ICT to examine the impacts of three CRM elements (market orientation, IT investment, and mass customization) upon CRM performance, partnership quality, and customer lock-in, as measured by customer network effect and information sharing.

Their results suggest that the three elements have positive relationships with eCRM performance and partnership quality. The authors further discuss these findings in the light of eCRM.

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