Critical factors and benefits in the implementation of customer relationship management

Abstract In competitive consumer markets, building and maintaining a good relationship with customers is essential to long-term business survival. Currently, firms are applying Customer Relationship Management (CRM) to facilitate the maintenance of this relationship. This investigation applies interview survey methods to explore the relationship between Business Process Reengineering (BPR), Organizational Learning, Relationship Quality, and Organizational Performance in the implementation of a CRM system. Among these factors, BPR and Organizational Learning are the first steps in the construction of CRM. BPR involves staff reward and training, organizational structure, and information technology tools. Organizational learning involves commitment to learning, shared visions and open-mindedness. Relationship Quality involves trust, satisfaction and commitment, which are intended to be increased by the implementation. The Balanced Scorecard approach is applied to the measurement of Organizational Performance...

[1]  Hsin Hsin Chang,et al.  The influence of continuous improvement and performance factors in total quality organization , 2005 .

[2]  Richard L. Daft,et al.  Organization Theory and Design , 1983 .

[3]  P. Williams.  Practice management. , 2005, The Alpha omegan.

[4]  J. O N G H Y E O.  A MODEL FOR EVALUATING THE EFFECTIVENESS OF CRM USING THE BALANCED SCORECARD , 2003 .

[5]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[6]  Gopal K. Kanji,et al.  Measurement of business excellence , 1998 .

[7]  Tim R.V. Davis,et al.  Reengineering in action , 1993 .

[8]  Injazz J. Chen,et al.  Understanding customer relationship management (CRM): People, process and technology , 2003, Bus. Process. Manag. J..

[9]  Robert Janson.  How reengineering transforms organizations to satisfy customers , 1992 .

[10]  Rolf Wolff,et al.  Organizing, Learning and Strategizing: From Construction to Discovery , 2000 .

[11]  Peter C. Brewer,et al.  USING THE BALANCED SCORECARD TO MEASURE SUPPLY CHAIN PERFORMANCE. , 2000 .

[12]  J. Ruiz Moreno.  [Organizational learning]. , 2001, Revista de enfermeria.

[13]  Daniel H. Kim.  The Link between individual and organizational learning , 1997 .

[14]  G. Kanji.  Business excellence: make it happen , 2002 .

[15]  Jashen Chen,et al.  An Empirical Study of the Relationship of IT Intensity and Organizational Absorptive Capacity on CRM Performance , 2004, J. Glob. Inf. Manag..

[16]  Hsin Hsin Chang,et al.  Technical and management perceptions of enterprise information system importance, implementation and benefits , 2006, Inf. Syst. J..

[17]  F. F. Reichheld,et al.  Zero defections: quality comes to services. , 1990, Harvard business review.

[18]  James M. Sinkula,et al.  The synergistic effect of market orientation and learning orientation on organizational performance , 1999 .

[19]  R. Winer.  A Framework for Customer Relationship Management , 2001 .

[20]  Marjorie A. Lyles.  Learning among joint venture sophisticated firms , 1987 .

[21]  Sajeev Varki,et al.  Measuring the quality of relationships in consumer services: an empirical study , 2003 .

[22]  Barry J. Babin,et al.  The nature of satisfaction: An updated examination and analysis , 1998 .

[23]  N. Dixon.  The Organizational Learning Cycle: How We Can Learn Collectively , 1994 .

[24]  J. B. Smith.  Buyer–Seller relationships: Similarity, relationship management, and quality , 1998 .

[25]  Amrit Tiwana,et al.  The Essential Guide to Knowledge Management: E-Business and CRM Applications , 2000 .

[26]  Mohsen Attaran,et al.  Exploring the relationship between information technology and business process reengineering , 2004, Inf. Manag..

[27]  Michael E. Whitman,et al.  Factors affecting the use of information technology in business process reengineering , 1997 .

[28]  Ravi Kalakota,et al.  e-Business 2.0: Roadmap for Success , 2000 .

[29]  S. Hunt,et al.  The Commitment-Trust Theory of Relationship Marketing , 1994 .

[30]  Peter Gyngell,et al.  Process Innovation: Reengineering Work through Information Technology , 1994 .

[31]  Jeong Yong Ahn,et al.  On the design concepts for CRM system , 2003, Ind. Manag. Data Syst..

[32]  Young-Gul Kim,et al.  Effect of Partnership Quality on IS Outsourcing Success: Conceptual Framework and Empirical Validation , 1999, J. Manag. Inf. Syst..

[33]  C. H. Kriebel.  Management information systems , 1970, ACM '70.

[34]  G. Day.  The Capabilities of Market-Driven Organizations , 1994 .

[35]  M. Hammer,et al.  Reengineering the Corporation , 1993 .

[36]  Robert M. Morgan,et al.  The Resource-Advantage Theory of Competition: Dynamics, Path Dependencies, and Evolutionary Dimensions , 1996 .

[37]  Robert M. Fulmer.  A model for changing the way organizations learn , 1994 .

[38]  R. Kaplan,et al.  PUTTING THE BALANCED SCORECARD TO WORK , 1993 .

[39]  John Naisbitt,et al.  Reinventing the Corporation , 1988 .

[40]  John A. Czepiel,et al.  A MARKETING APPROACH FOR CUSTOMER RETENTION , 1984 .

[41]  Enid Mumford,et al.  Reengineering the Corporation: A Manifesto for Business Revolution , 1995 .

[42]  Michael J. Earl,et al.  Strategies for Business Process Reengineering: Evidence from Field Studies , 1995, J. Manag. Inf. Syst..

[43]  R. Kaplan,et al.  Using the balanced scorecard as a strategic management system , 1996 .

[44]  Lawrence A. Crosby,et al.  Relationship Quality in Services Selling: An Interpersonal Influence Perspective: , 1990 .

[45]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.