Optimal CRM Implementation Strategies Seung Hyun Kim Department of Information Systems‚ National University of Singapore‚ Singapore 117417‚ kimsh@comp.nus.edu.sg Tridas Mukhopadhyay Tepper School of Business‚ Carnegie Mellon University‚ Pittsburgh‚ Pennsylvania 15213‚ tridas@cmu.edu A lthough companies have spent a great deal of money to adopt CRM (customer relationship management) technologies‚ many have not seen satisfactory returns on their CRM implementations. We study optimal CRM implementation
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References: * H Peeru Mohamed A. Sagadevan‚ 2010‚ “Customer Relationship Management – a step by step approach”‚ New Delhi‚ Vikas Publications. * IDC‚ 2004‚ “The Financial Impact of CRM”‚ a report
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Summary Customer relationship management (CRM)‚ is a date and information management system that integrates planning‚ scheduling and the control of pre-sale and post-sale activities within businesses. It helps combine technology and business strategy to support business and customer relationships‚ and to help businesses develop and implement go-to-market strategies The review is about obtaining mutual understanding the success and failure of CRM. Although CRM has been one of the fastest growing businesses
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Crew Resource Management in the Military ASCI 604 Embry-Riddle Aeronautical University Professor: Peter Hermes Abstract Crew Resource Management (CRM) has been defined as‚ “using all available resources-information‚ equipment‚ people-to achieve safe and efficient flight operations” (Helmreich & Fouhsee‚ pg 5). CRM has been in the military since the mid to late 1980s and has evolved just like in the civilian sector from only the cockpit to the whole crew concept (O ’Conner‚ Hahn
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academicians and practitioners‚ customer relationship management (CRM) remains a huge investment with little measured payback. Intuition suggests that increased management of customer relationships should improve business performance‚ but this intuition has only inconsistent empirical or real world support. To remedy this situation‚ this study identifies a core group of expected CRM benefits and examines their ability to increase a firm ’s value equity‚ brand equity and relationship equity which are
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3(5) :3-8 (in Chinese) [2]. Yu HengXin‚ Li RuiQin. (2004)Study on EC Model of a Commercial Enterprise‚ Information Science‚ 2004‚ (11) :1400-1403 (in Chinese) [3]. Li Feng‚ Gu Yong Kang. (2001)The Development And Strategies Of E-Commerce In China ’s‚ Journal of Hohai University(Social Sciences)‚ (3):43-47 (in Chinese) [4]. Luolin. (2002)cost-efficiency analysis of information system‚ Wuhan University journal‚ (6):30-35(in Chinese) [5]. Huangshengren‚ Maxiaochun‚ Luoyun(2001). Economic Performance
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Operational CRM simply defined are systems and processes that support the “front office” daily operations that focus solely on the customer base of an organization or entity (Baltzan & Philips‚ 2010). Increasing competition and decreasing customer loyalty have led to the emergence of concepts that focus on the nurturing of customer relationships (Henning‚ et al. 2003). With Operational CRM systems one can improve the efficiency of CRM business processes and comprise solutions for sales force
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.6 Research Methodology:..............................................................................................7 Limitations of the Study:.............................................................................................8 CRM and E-CRM implementation:...............................................................................9 Major Findings:.........................................................................................................13 Conclusion:...........
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Customer Relationship Management or CRM is a strategy and processes used to learn more about customers’ needs and behaviors in order to develop stronger relationships with them. Today marketers consider retaining of customers as much more challenging job than acquiring customers in context of growing competitive forces. The traditional transactional approach of marketing became insufficient to achieve the marketing goals. The focus of transactional marketing is on individual transaction and doesnât
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Marketing Mix The primary marketing concerns today have most of the apprehensions about building the 4ps rather four pillars of marketing. A successful mix of the right product sold at the right place in the right time using the most suitable promotion is vital for marketing. It serves as a link between the firm and its customers. “Deriving benefit out of the various elements of the mix‚ linking them all together in a balanced format is the marketing focus today.” (Ferrel‚ 2008) The 4ps
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