A successful CRM implementation project in a service company_ case study _ Armand Faganel - Academia

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A successful CRM implementation project in a service company: case study | Armand Faganel - Academia.edu

Organizacija, Volume 42

Research papers








Number 5, September-October 2009

Information systems,
Knowledge management,
E-Technology-CRM software,
Management-supply chain management/TQM,
CRM attributes related to customer intentions,
CRM: culture-environment-ethics.
Many management specialists embraced the still vague
notion of CRM across multiple channels and interaction points as the “next big thing”, and rushed its implementation despite

Three organizations have made CRM central to their business, but their conceivement, prioritizing and management of it, is different. They have in common a successful corporate prioritizing of the marriage of the organization activities and customer needs. All three organizations acquired and retained the valued customers’ revenue stream for as long as possible, which is the ultimate aim, over time but have done so in a

variety of ways.
Zineldin (2006) proposed a research model (5Qs) to

the
lackasofwithout
a clearunderstanding
definition, vision,
set of best
as well
of theand
enormity
and practices,
complexity of organizational restructuring required for a successful CRM implementation (Kotorov, 2003). Harvey (2001) cited
Gartner’s report that 65 per cent of CRM implementations
result in failure. Most CRM systems are used to improve customer-facing operations. Rowley (2002) argues with Harvey that 80 per cent of
CRM implementations fail, she reports the scepticism among
academics about the viability of interpreting customer data
in such a way that it generates useful insights into customer behaviour. Bolton (2004) agrees with these arguments, stating that many of the early CRM implementations seem to have failed. Beasty (2007) reports that while the days of messy CRM experiences like integration flameouts and legacy system

nightmares have receded for the most part, myriad company
systems housing variations of duplicated, incorrect, and/or

measure
satisfaction
and loyalty,
to CRM
examine
develoployalty
a better
understanding
between
quality,
andand
customer
which might lead to companies’ competitiveness. The study
confirms that the impact of CRM on customer loyalty is real
and so are the problems for certain organizations in terms for successful implementation. Satisfied customers are not always loyal customers, they can repeat orders, and also buy from
competitors in the future. The relative value of the product and services in respect of the price must be taken into account when assessing customer satisfaction. Organizations should
move towards the application of customer value management,
methodologies and tools.
The recapitulation of different definitions of CRM shows,
that there is no widely accepted definition of CRM, although it is an important business approach. We can summarize that two main views of CRM (the utilisation of customer-related information or knowledge to deliver relevant products or services to consumers, and CRM as technologically oriented) are very

extreme and that most of authors understand CRM as some
combination of both. The definitions are predominantly built in dependence of the...
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