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Journal articles on the topic 'CRM'

Author: Grafiati

Published: 4 June 2021

Last updated: 22 June 2024

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1

Arwa M. AlSafi, Lilac AlSafadi, and Abdullah AlMudimig. "CRM Scorecard - CRM Performance Measurement." International Journal of Networked Computing and Advanced Information Management 2, no. 1 (April 30, 2012): 8–21. http://dx.doi.org/10.4156/ijncm.vol2.issue1.2.

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2

Plumpton, J. "CRM." Computer Bulletin 41, no. 4 (July 1, 1999): 32. http://dx.doi.org/10.1093/combul/41.4.32.

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3

Felten, Claudio, and Ulf Loetschert. "CRM ist tot — es lebe CRM!" Sales Excellence 24, no. 1 (February 2015): 8–19. http://dx.doi.org/10.1007/s35141-015-0506-y.

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4

Singh, Jagwinder, and Shivani Saini. "Importance of CEM in CRM-CL framework." Journal of Modelling in Management 11, no. 1 (February 8, 2016): 91–115. http://dx.doi.org/10.1108/jm2-05-2014-0038.

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Purpose – The purpose of this paper is to propose a model to understand the role of customer relationship management efforts in building, sustaining and enhancing customer loyalty (CL). Design/methodology/approach – This paper reviews extant literature in customer relationship management (CRM), customer experience management (CEM) and CL, with a particular emphasis on exploring the relationships between these proposed domains. Findings – The CRM efforts, customer acquisition, retention and experience, are suggested to have positive influence on attitudinal and behavioural loyalty. A model for testing the associations of customer relationship efforts to various forms of CL, including the satisfaction, trust and commitment as mediators in CRM-CL link are proposed. Research limitations/implications – This paper represents a first attempt to build and propose a conceptual framework of CRM–CL. This is an indicative research than a conclusive one. Therefore, research implications are to perform the empirical testing of model in different business environments. Practical implications – This application of proposed model in a business environment will be helpful for the marketing practitioners to well understand the customers’ changing expectations as well as to prioritize the marketing functions. The emphasis and right calculation about the acquisition, retention and experience decisions would be helpful to marketers to know the expected profitability of customers. Originality/value – This is the first paper to provide a comprehensive integrated model of CRM and CL to understand the effects of CRM efforts on various forms of CL.

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Zhang, Weiping, Wei Zhang, Jianbo Yang, and Faris Al-Naemi. "Comparisons between CRM and CCM PFC." Energy and Power Engineering 05, no. 04 (2013): 864–68. http://dx.doi.org/10.4236/epe.2013.54b165.

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6

Kruse, Jan Peter. "Wachstumsmotor CRM." Call Center Profi 3, no. 6 (June 2000): 13–14. http://dx.doi.org/10.1007/bf03254503.

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7

Yawised, Kritcha, and Peter Marshall. "Social CRM." International Journal of Virtual Communities and Social Networking 7, no. 1 (January 2015): 14–20. http://dx.doi.org/10.4018/ijvcsn.2015010102.

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Social customer relationship management (social CRM) is an emerging practice that utilises social media to engage with customers. In its most complete form, social CRM is a concept and a practice that integrates social media and social networking with traditional CRM technologies, processes and practices in order to bring about a superior engagement with customers including improved customer service, leading, hopefully, to improved revenues and profits for adopting businesses. This paper reviews the academic and practitioner literatures on social CRM, makes a broad comparison between the two literatures, and then, based on an assessment of the literature, specifies possible new research directions and opportunities. In terms of the findings, the literature review revealed that academic research in social CRM focused, unsurprisingly, on the theoretical notion of social CRM and on specifying the key processes for it, whereas the practitioner literature focused on how to respond to the challenges of social media and capitalise on the opportunities presented by such media.

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8

Bohling, Timothy, Douglas Bowman, Steve LaValle, Vikas Mittal, Das Narayandas, Girish Ramani, and Rajan Varadarajan. "CRM Implementation." Journal of Service Research 9, no. 2 (November 2006): 184–94. http://dx.doi.org/10.1177/1094670506293573.

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9

Fairhurst, P. "e-CRM." Journal of Database Marketing & Customer Strategy Management 8, no. 2 (January 2001): 137–42. http://dx.doi.org/10.1057/palgrave.jdm.3240028.

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10

Gneiser, Martin S. "Wertorientiertes CRM." WIRTSCHAFTSINFORMATIK 52, no. 2 (March 3, 2010): 95–104. http://dx.doi.org/10.1007/s11576-010-0214-6.

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11

Kim, Gui-Jung, and Jung-Soo Han. "Development of Ontology based Medical Mobile CRM(m-CRM)." Journal of the Korea Academia-Industrial cooperation Society 10, no. 10 (October 31, 2009): 2721–27. http://dx.doi.org/10.5762/kais.2009.10.10.2721.

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12

Harrigan, Paul, and Morgan Miles. "From e-CRM to s-CRM. Critical factors underpinning the social CRM activities of SMEs." Small Enterprise Research 21, no. 1 (January 2014): 99–116. http://dx.doi.org/10.1080/13215906.2014.11082079.

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13

Almohaimmeed, Bader. "The impact of analytical CRM on strategic CRM, operational CRM and customer satisfaction: Empirical study on commercial banks." Uncertain Supply Chain Management 9, no. 3 (2021): 711–18. http://dx.doi.org/10.5267/j.uscm.2021.4.007.

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The aim of this study is to identify the effect of the analytical customer relationship management (CRM) on strategic CRM, operational CRM and customer satisfaction. Data collected from a sample consisted of 150 managers of managers in commercial banks using a questionnaire. The results accepted the hypotheses that analytical CRM is positively related to both strategic CRM and operational CRM, which in turn show significant effects on customer satisfaction. Analytical CRM had no significant direct effect on customer satisfaction, but through strategic CRM and operational CRM. Such results indicated that strategic CRM and operational CRM had a full mediation role between the analytical CRM and customer satisfaction. It was concluded based on these results that CRM components, i.e., analytical, strategic and operational CRM are all critical in ensuring customer satisfaction. Therefore, banks should consider all these components in designing their CRM programs.

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14

Pries, Christina, and Merlin Stone †. "Managing CRM implementation with consultants—CRM or change management?" Journal of Change Management 4, no. 4 (December 2004): 351–70. http://dx.doi.org/10.1080/1469701042000328445.

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15

Faase, Robbert, Remko Helms, and Marco Spruit. "Web 2.0 in the CRM domain: defining social CRM." International Journal of Electronic Customer Relationship Management 5, no. 1 (2011): 1. http://dx.doi.org/10.1504/ijecrm.2011.039797.

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16

Nemati, Hamid R., Christopher D. Barko, and Ashfaaq Moosa. "E-CRM Analytics." Journal of Electronic Commerce in Organizations 1, no. 3 (July 2003): 73–89. http://dx.doi.org/10.4018/jeco.2003070104.

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17

Jünger, Alexander. "CRM in Deutschland." Call Center Profi 7, no. 3 (June 2004): 42–45. http://dx.doi.org/10.1007/bf03243350.

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18

Williams, James C. "Reviewing CRM Studies." Public Historian 7, no. 1 (January 1, 1985): 5. http://dx.doi.org/10.2307/3377296.

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19

a, Neeraja, B. Suchitra, and Ms N. Kavipriya. "CRM FOR INDIA." International Journal of Advanced Research 5, no. 4 (April 30, 2017): 33–42. http://dx.doi.org/10.21474/ijar01/3779.

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20

Ritz, Thomas. "Mobile CRM-Systeme." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 98, no. 12 (December 18, 2003): 699–702. http://dx.doi.org/10.3139/104.100728.

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21

Winkelmann, Peter. "Erfolgreiche CRM-Projekte –." Marketing Review St. Gallen 25, no. 3 (June 2008): 52–57. http://dx.doi.org/10.1365/s11621-008-0166-z.

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22

Wickremasinghe, Suriya. "What is CRM?" Index on Censorship 20, no. 2 (February 1991): 31. http://dx.doi.org/10.1080/03064229108535041.

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23

Langerak, Fred, and Peter C. Verhoef. "Strategically embedding CRM." Business Strategy Review 14, no. 4 (December 2003): 73–80. http://dx.doi.org/10.1111/j..2003.00289.x.

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24

Norris, Michelle. "CRM meets Helpdesk." Sales Business 18, no. 3 (March 2009): 30–33. http://dx.doi.org/10.1007/bf03226169.

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25

Østergaard, Doris, Peter Dieckmann, and Anne Lippert. "Simulation and CRM." Best Practice & Research Clinical Anaesthesiology 25, no. 2 (June 2011): 239–49. http://dx.doi.org/10.1016/j.bpa.2011.02.003.

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26

Stone, Merlin, and Matthew Nowell. "Recruiting CRM specialists." Journal of Database Marketing & Customer Strategy Management 13, no. 4 (July 2006): 271–81. http://dx.doi.org/10.1057/palgrave.dbm.3240305.

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27

Jackson, Tyrone W. "Personalisation and CRM." Journal of Database Marketing & Customer Strategy Management 15, no. 1 (October 2007): 24–36. http://dx.doi.org/10.1057/palgrave.dbm.3250065.

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28

Zink, Markus. "CRM goes xRM." Sales Excellence 23, no. 7 (September 2014): 10–11. http://dx.doi.org/10.1365/s35141-014-0880-x.

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29

Zündorf, Ilse. "CRM-Handbuch Reisemedizin." Pharmazie in unserer Zeit 40, no. 5 (August 24, 2011): 440. http://dx.doi.org/10.1002/pauz.201190065.

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30

Zündorf, Ilse. "CRM-Handbuch Reisemedizin." Pharmazie in unserer Zeit 41, no. 3 (May 2012): 260. http://dx.doi.org/10.1002/pauz.201290058.

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31

Gneiser, Martin S. "Value-Based CRM." Business & Information Systems Engineering 2, no. 2 (March 3, 2010): 95–103. http://dx.doi.org/10.1007/s12599-010-0095-7.

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32

Krah, Eva-Susanne. "CRM wird Verkaufsmotor." Versicherungsmagazin 55, no. 2 (February 2007): 60–63. http://dx.doi.org/10.1007/bf03252057.

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33

Goldberg, Stephen R., and Joseph H. Godwin. "Benchmarking and CRM." Journal of Corporate Accounting & Finance 16, no. 1 (2004): 71–72. http://dx.doi.org/10.1002/jcaf.20075.

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34

Adamson, Garry, Warwick Jones, and Alan Tapp. "From CRM to FRM: Applying CRM in the football industry." Journal of Database Marketing & Customer Strategy Management 13, no. 2 (January 2006): 156–72. http://dx.doi.org/10.1057/palgrave.dbm.3240292.

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35

Wang, Yifan. "A Model Predicting CRM Resource Effect on Business Performance through CRM Capabilities." Wireless Communications and Mobile Computing 2023 (May 13, 2023): 1–24. http://dx.doi.org/10.1155/2023/9792999.

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This study employs the CRM measurement model to the context of customer relationship management (CRM). It is aimed at indirectly examining the relationships between various resources of CRM and business performance. Additionally, this study is aimed at contributing to marketing research by placing an emphasis on CRM technology and their impact on performance. Through collecting secondary data, the direct and indirect effects of CRM resources and capabilities on business performance are examined within a sample of 6 case companies in the UK grocery market during 2015~2017. Additional measure of CRM capability is aggregated into the firm level to examine its relationship with their corporate performance. Furthermore, capability is categorized through defining the intention of initiating CRM programme. The results find a positive relationship between both CRM resources and their capabilities and performance. Besides, interactive capability is most essential for companies to enhance their CRM. Lastly, the interaction between technology and other resource is significantly associated with business performance. Managers may improve their CRM programs and eliminate side effects more effectively by concentrating on one type of resource to strengthen their most common CRM capability. This paper bridges significant gaps in the current literature through combining RBV and DC perspective, meanwhile, taking a capability view of CRM. Under a contemporary CRM measurement model, it examines how the possession of important CRM resource influences business performance in UK supermarket.

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36

Ramamoorthy, S. "Customer Relationship Management (CRM) - An Overview." Shanlax International Journal of Economics 8, no. 2 (March 1, 2020): 82–88. http://dx.doi.org/10.34293/economics.v8i2.2099.

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CRM is a business technology that aids in the understanding, improvement, and management of an organization’s customer relationship and engagement. It’s a marketing strategy that focuses on customer retention and acquisition. CRM is critical in all major businesses, including education, finance, automobiles, and healthcare. CRM delivers important business solutions such as sales management, inventory management, channel network management, and service, among others. The aim and importance of CRM, information technology and CRM, face-to-face CRM, the benefits and drawbacks of CRM, adopting CRM, main CRM platforms, CRM’s present market scenario, future, and cloud-based CRM are all covered in this article.

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37

Рымарчук, Д. С. "INTRODUCTION OF CRM SYSTEMS AT SERVICE COMPANIES." ЖУРНАЛ ПРАВОВЫХ И ЭКОНОМИЧЕСКИХ ИССЛЕДОВАНИЙ, no. 4 (December 26, 2023): 232–37. http://dx.doi.org/10.26163/gief.2023.46.14.034.

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В статье рассмотрено понятие CRM-системы. Выполнен обзор наиболее популярных российских и зарубежных CRM-систем. Раскрыты преимущества работы компаний сферы сервиса с их применением. Описаны положительные практики использованияCRM-систем. Сделано заключение о перспективности внедрения CRM-систем в работы организаций сферы сервиса. We look at the concept of CRM systems. A survey of the most popular Russian and international CRM systems is made. We reveal the advantages for service companies to use the systems in question. Good practices of applying CRM systems are described. We make a conclusion about the prospects of the introduction of CRM systems in service companies.

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38

I Wayan Widiana, Putu Wira Buana, and I Putu Agung Bayupati. "CRM Implementation Using the VTiger CRM Application in Bottled Water Companies." Jurnal RESTI (Rekayasa Sistem dan Teknologi Informasi) 4, no. 3 (June 20, 2020): 418–28. http://dx.doi.org/10.29207/resti.v4i3.1826.

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Good relationship between company and customers needs to be managed to maintain continuity of the company’s business considering that business competition is very competitive. CV. Tirta Tamanbali is industrial company that manufactures bottled water products located in Bali. Seeing existence of various competitor makes the company’s business processes gradually decline. Examples of decreased business processes experienced by companies that must be closed distributors outside the region. After conducting research, it was found several business processes related to customers that were still not optimally. Some of these business processes are marketing processes that are not carried out by companies, sales processes that have not been integrated where transactions that occur between companies and customers still utilize phones and supporting processes like complaints and questionnaire services that are still done manually and unscheduled. Based on these problems, the development of business processes starting from modeling stage to implementation is carried out by utilizing the E-CRM application VTiger CRM. Results of this research are in the form of new business process modeling, implementation using VTiger CRM, and recapitulation of technology acceptance questionnaires from company employees. Speciafically for the questionnaire, an additional module was developed because the module was not available in VTiger CRM.

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39

McGinniss, Matthew J., Haig H. Kazazian, Leon W. Hoyer, Lei Bi, Hiroshi Inaba, and Stylianos E. Antonarakis. "Spectrum of Mutations in CRM-Positive and CRM-Reduced Hemophilia A." Genomics 15, no. 2 (February 1993): 392–98. http://dx.doi.org/10.1006/geno.1993.1073.

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40

Gandecha, Divya T. "Benefits and Challenges of SAAS CRM Over On-Premise CRM: A Review." International Journal for Research in Applied Science and Engineering Technology 9, no. 12 (December 31, 2021): 2191–95. http://dx.doi.org/10.22214/ijraset.2021.39704.

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Abstract: No matter whatever that you may sell, managing your customers is important for the success of your business. This is where exactly choosing a CRM (Customer Relationship Management) comes into play. Choosing the best CRM system for your organization requires identifying your objectives and determining the main customer management problems that you need to resolve by adopting a CRM for your businesses. When looking for CRM (Customer Relationship Management) or ERP (Enterprise Resource Planning) software, you will find that there are different ways of implementation, including onpremise and SaaS aka software as a service. Both types can help take your business to new heights, but it is up to you to decide which type works best for you. So in this paper we are going to compare on-premise and SaaS CRM and will also look at the challenges faced by SaaS CRM. Keywords: CRM, On-Premise, SaaS, Cloud Computing, Cloud Services.

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41

Ruskov, Plamen. "CRM ON RELATION TO INTERNATIONALIZATION STRATEGIES." Economic Thought journal 69, no. 1 (May 14, 2024): 85–101. http://dx.doi.org/10.56497/etj2469105.

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This study examines the pivotal role of Customer Relationship Management (CRM) in the realm of international business strategy. By analysing various definitions and models of CRM, it identifies how CRM strategies align with organisational goals across different market conditions and cultural landscapes. The paper synthesizes these findings to propose a comprehensive CRM approach that enhances customer satisfaction and organisational profitability while addressing the challenges of international business operations.

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42

Al-Refaie, Abbas, Mohammad D. AL Tahat, and Nour Bata. "CRM/e-CRM Effects on Banks Performance and Customer-Bank Relationship Quality." International Journal of Enterprise Information Systems 10, no. 2 (April 2014): 62–80. http://dx.doi.org/10.4018/ijeis.2014040104.

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This research aims at examining the effects of customer relationship management (CRM) and electronic CRM (e-CRM) on banks performance in Jordan using structural equation modelling. Two structural models, I, and II are developed. Fourteen reputable Jordanian banks are selected. Results of Model I show that: (1) internet service function and customer support have significant influence on relationship management (RM), (2) marketing support function has insignificant influence on RM, which indicates, and (3) RM has positive influence on business performance; learning and growth, customer satisfaction, internal process, and financial perspective. Results of Model II reveal that: (1) the e-CRM significantly influences customer based-service attributes, (2) the e-CRM directly related with relationship quality (RQ), and indirectly affects RQ through customer based-service attributes, (3) RQ significantly influences customer lifetime value (CLV). In conclusions, although Jordanian banks should direct more marketing support to enable customer communicate with banks using e-CRM in a fast, easy and efficient way.

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43

Kuchumov, A. V., and Ya S. Testina. "CRM SYSTEMS: HISTORY, DEFINITIONS, CLASSIFICATION." ECONOMIC VECTOR 1, no. 28 (March 2022): 41–46. http://dx.doi.org/10.36807/2411-7269-2022-1-28-41-46.

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The transformation in marketing research, the emergence of various sales methods leads to a change in relations with consum-ers. CRM systems are a relevant tool for managing customer relationships. More and more enterprises are using it in practice, however many Russian businessmen, as research shows, still do not use CRM in their business activities. The article discusses the genesis of CRM systems. Various ap-proaches to the definition of the system of relationships with customers in domestic and foreign sources are investigated. The classi-fications of CRM systems are presented ac-cording to: installation method, purpose, lev-el of information processing and architec-ture/availability. The current state of the CRM systems market in Russia has been studied using Google Trend and WordStat.

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44

Alomar, Khalid, and Hamed AL-Rubaiee. "Using Sentiment Analysis of Arabic Tweets to Fine-Tune CRM Structure." Journal of King Abdulaziz University: Computing and Information Technology Sciences 12, no. 1 (October 22, 2023): 37–50. http://dx.doi.org/10.4197/comp.12-1.4.

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Understanding how customers perceive the services they receive has always been crucial to a business’s success. It is widely accepted that Customer Relationship Management (CRM) and Customer Experience Management (CEM) have both been shown to aid businesses in making better decisions by providing them with better information. Unfortunately, in real-world business applications, there are distinctions between customer opinions collected through customer relationship management (CRM) and the real customer opinions gathered via social media for customer experience management (CEM). It is critical to close this gap between the two to match customer expectations. Both CRM and CEM have been recognised as tools that can help firms make better decisions. However, until recently, the problem of integrating unstructured data from CEM directly into CRM was largely ignored, and, particularly in the Arabic language, it has remained unsolved. Thus, the goal of this study is to offer a framework for CRM modification via CEM that integrates a semantic orientation method and supervised machine learning. Sentiment analysis was utilised to enhance the CRM structure to add important aspects that were missing. The results of this study show that businesses could undoubtedly make more informed decisions by expanding their CRM structure to incorporate more of the issues discussed by customers on social media. Surprisingly, the negative class had the most label matching between CRM and CEM.

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45

Al-Homery, Hussein A., Hasbullah Asharai, and Azizah Ahmad. "The Core Components and Types of CRM." Pakistan Journal of Humanities and Social Sciences 7, no. 1 (March 31, 2019): 121–45. http://dx.doi.org/10.52131/pjhss.2019.0701.0076.

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This paper highlights the influence of knowledge on the customer relationship as the fourth core component of the CRM components which are technology, people and business processes. The fourth component emerges as a result of the advancement in technology, telecommunications, and the excess in customer information in the era of information. Moreover, this paper highlights the new fifth type of CRM namely “Showroom CRM”. Besides, the other CRM types are strategic CRM, Operational CRM, Analytical CRM and Collaborative CRM. The fifth type is a comprehensive business framework which includes the structure of the other types of CRM. Moreover, the researcher surveyed the web and listed a 250 CRM system packages and programs available in the software market. The summary and classification of the 250 CRM system is given in table (1) of appendix A of the study.

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46

Волхонский, Андрей. "CRM системы в туризме." Украинский туризм, no. 5 (2006): 74–76.

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47

Waechter, Dario. "„Mit CRM Energiekunden begeistern“." BWK ENERGIE. 71, no. 12 (2019): 14–15. http://dx.doi.org/10.37544/1618-193x-2019-12-14.

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Damit Energiedienstleister ihren Kunden eine einzigartige Customer-Experience bieten und sie langfristig an sich binden können, braucht es umfangreiches Wissen über das Kundenverhalten. Dario Waechter, Head of Data & Analytics von atlantis media, verrät, warum die Analyse von Kundendaten gerade für Energieversorger großes Potenzial bietet und ein CRM-System die maßgebliche Basis bildet, um Energiekunden begeistern zu können.

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48

Rao, U. Kanaka, and P. Vijaya Laxmi. "CRM Practices at BSNL." Asian Journal of Research in Business Economics and Management 6, no. 3 (2016): 37. http://dx.doi.org/10.5958/2249-7307.2016.00019.0.

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49

Bailey, Ainsworth Anthony. "Factors Promoting Social CRM." International Journal of Customer Relationship Marketing and Management 6, no. 3 (July 2015): 48–69. http://dx.doi.org/10.4018/ijcrmm.2015070104.

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The principal focus of this paper is the development of a conceptual model that incorporates personality variables and service provider-related social media characteristics to propose their impact on consumers' perceptions of the usefulness of social CRM and user satisfaction with a service provider's social CRM efforts, as well as the impact of these perceptions on subsequent intentions and behaviors such as intention to continue social engagement, social engagement with the brand, and electronic word-of-mouth generation. The model proposes positive and significant relationships among the personality variables and perceptions of usefulness and user satisfaction with a service provider's social CRM efforts. In addition, social media platform characteristics also have positive and significant on these variables, which in turn positively and significantly impact consumer social engagement and e-WOM generation. The conceptual model needs validation. Survey data can be obtained and SEM can be used to assess the proposed links in the model.

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50

Ашимов, А. П. "АКТУАЛЬНОСТЬ ВНЕДРЕНИЯ CRM-СИСТЕМ." Science and Innovative Technologies, no. 16 (August 1, 2020): 13–17. http://dx.doi.org/10.33942/sit1602.

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В данной статье раскрывается значение CRM-системы как клиентоориентированной концепции ведения бизнеса, актуальность ее внедрения с целью стандартизации работы сотрудников с клиентами и автоматизации требуемых для этого операций. Представлены функциональные возможности CRM-систем как в целом для компании, так и для отдельных ее бизнес-процессов, эффективность которых напрямую зависит от успешной коммуникации с клиентами. На основе положительного влияния CRM на жизнедеятельность организации в условиях современного рынка также был представлен перечень возможностей тотального контроля проведения сделки с клиентом, от лояльности которого зависит успех любой компании

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