Literatura académica sobre el tema "Customer Relationship Management (CRM)"
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Artículos de revistas sobre el tema "Customer Relationship Management (CRM)"
et al., Eltahir. "Comparative study of customer relationship management (CRM) and electronic customer relationship management (E-CRM)". International Journal of ADVANCED AND APPLIED SCIENCES 8, n.º 7 (julio de 2021): 1–6. http://dx.doi.org/10.21833/ijaas.2021.07.001.
Texto completoKumar, M. P. Shiva. "Customer Relationship Management (CRM) - Retaining Customers". SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 33, n.º 3 (septiembre de 2006): 63–72. http://dx.doi.org/10.1177/0970846420060306.
Texto completoBhat, Suhail Ahmad y Mushtaq Ahmad Darzi. "Customer relationship management". International Journal of Bank Marketing 34, n.º 3 (16 de mayo de 2016): 388–410. http://dx.doi.org/10.1108/ijbm-11-2014-0160.
Texto completoN, Ms Kalpitha. "Customer Relationship Management (CRM)". International Journal for Research in Applied Science and Engineering Technology 6, n.º 5 (31 de mayo de 2018): 1583–87. http://dx.doi.org/10.22214/ijraset.2018.5256.
Texto completoHaas, Alexander. "Customer Relationship Management (CRM)". Controlling 14, n.º 3 (2002): 189–90. http://dx.doi.org/10.15358/0935-0381-2002-3-189.
Texto completoKumar, Pushpender y Anupreet Kaur Mokha. "Electronic Customer Relationship Management (E-CRM) and Customer Loyalty". International Journal of E-Business Research 18, n.º 1 (enero de 2022): 1–22. http://dx.doi.org/10.4018/ijebr.293292.
Texto completoDARA ANDRIANA, ANNA. "DEVELOPMENT OF CUSTOMER RELATIONSHIP MANAGEMENT APPLICATION USING DYNAMIC CRM FRAMEWORK". JSK (Jurnal Sistem Informasi dan Komputerisasi Akuntansi) 6, n.º 2 (15 de julio de 2022): 1–5. http://dx.doi.org/10.56291/jsk.v6i2.82.
Texto completoSigala, Marianna. "Implementing social customer relationship management". International Journal of Contemporary Hospitality Management 30, n.º 7 (9 de julio de 2018): 2698–726. http://dx.doi.org/10.1108/ijchm-10-2015-0536.
Texto completoAsiyah, Siti. "CUSTOMER INTIMACY VALUE STRATEGY BY IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT". Journal of Applied Management and Business (JAMB) 1, n.º 1 (30 de julio de 2020): 1–9. http://dx.doi.org/10.37802/jamb.v1i1.58.
Texto completoRyals, Lynette. "Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships". Journal of Marketing 69, n.º 4 (octubre de 2005): 252–61. http://dx.doi.org/10.1509/jmkg.2005.69.4.252.
Texto completoTesis sobre el tema "Customer Relationship Management (CRM)"
Suárez, Néstor Mauricio. "Estrategia CRM (Customer Relationship Management)". Master's thesis, Universidad Nacional de Cuyo. Facultad de Ciencias Económicas, 2011. http://bdigital.uncu.edu.ar/4481.
Texto completoFil: Suárez, Néstor Mauricio. Universidad Nacional de Cuyo. Facultad de Ciencias Económicas.
Дядечко, Алла Миколаївна, Алла Николаевна Дядечко, Alla Mykolaivna Diadechko y G. Shaban. "Customer relationship management (crm) strategy". Thesis, Вид-во СумДУ, 2009. http://essuir.sumdu.edu.ua/handle/123456789/16796.
Texto completoSimmons, Robert Lee. "The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1451.
Texto completoZablah, Alex Ricardo. "A Communication Based Perspective on Customer Relationship Management (CRM) Success". Digital Archive @ GSU, 2006. http://digitalarchive.gsu.edu/marketing_diss/11.
Texto completoLönnevik, Helena y Fiorella Piedra. "Luxury Customer Relationship Management : Customer loyalty through a luxury perspective". Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-72857.
Texto completoBackground and problem discussion: Luxury brands have begun to explore the benefits of an approach to create lifelong customer value. They have also shown interest in implementing CRM policies but are unsure how suitable it is for their market. The article “Is CRM for luxury brands?” Cailleux, Mignot & Kapferer (2009) has been used as an inspiration in this study as the article has found that the existing traditional CRM does not understand "luxury management" and the precise implications, i.e., how luxury brands want to expand while maintaining their prestige. Since the concept of CRM is considered to be insufficient and inadequate for the purposes of luxury brands, we believe that CRM is not an optimal business strategy for the type of business. Purpose: The purpose with this study is to enhance and supplement the strategy CRM to meet the luxury industry needs. The ambition is to develop existing theory and create a model that is suitable for luxury brands. Further, the purpose is to clarify the differences between CRM and LCRM. Method: The paper is theoretically based with a qualitative approach with respondents in leader positions and extensive experience within the luxury industry. Conclusion: CRM is an insufficient strategy to apply for businesses within the luxury industry because it does not understand the platform of a luxury brand. The developed theory LCRM has been tested through an empiric study and has been verified as a suitable strategy to apply for luxury brands. Through an implementation of LCRM luxury brands can achieve a higher customer loyalty in the long run.
Salman, Kanbar Ahmad. "Handelsbankens användande av CRM -Är det lönsamt?" Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-14998.
Texto completoResearch question: In which way does Handelsbanken use CRM and how does it affect their profitability? Purpose: The purpose of this study is to increase the knowledge of how Handelsbanken implements CRM and to examine if the implementation of CRM is profitable or not. Method: An interview with Handelsbanken was performed in order to answer the purpose of the study. Another reason why an interview was performed was because it was necessary to obtain primary data and to understand how the bank uses CRM. Information was also obtained by searching through different sources such as literature, internet, and databases. Conclusion: The conclusion of this study is that the use of CRM has been in favor for Handelsbanken. The bank has obtained more advantages than disadvantages using CRM because the bank has not experienced any disadvantages at all. The conclusion is therefore that CRM creates profitability and it is something that Handelsbanken should continue to use because it affects the company in a positive way.
Nguyen, Bang Xuan. "Customer relationship management (CRM) and perceptions of unfairness". Thesis, Oxford Brookes University, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.532052.
Texto completoMartins, Diana Tavares Grazina. "Factors that influence the success of customer relationship management adoption". Master's thesis, Instituto Superior de Economia e Gestão, 2013. http://hdl.handle.net/10400.5/5898.
Texto completoThe global market is constantly evolving which means companies need to continuously innovate their businesses and understand new ways to keep in touch with their customers. One way to do it is by resorting to Information Technologies (IT) such as Customer Relationship Management (CRM). This kind of information system allows companies to gather data from their customers and transform it into information they can use to better achieve any expectations their clients may have while engaging in closer relationships with them. However, not all companies can successfully adopt or implement a CRM system, and because of that, they may lose their investments or worse, their customers. The purpose of this research is to find an answer to the question – What factors can help companies adopt a successful CRM system? To answer it, it is necessary to understand what aspects marketing and information systems (IS) professionals think as essential to successfully adopt the system. To accomplish this, we build two instruments based on a previous work (Pedron, 2009) in which a set of fundamental objectives (23) and a set of means objectives (49) were identified as influencing factors of a successful CRM system adoption. Using a sample of about 200 professionals we applied Churchill’s (1979) recommendations regarding the item’s purification. All data gathered was analysed through exploratory factor analysis and, consequently, an output resulted with all the factors perceived as important by the professionals that can indeed help with the adoption of a CRM system. Although there are several studies about CRM adoption they are mainly exploratory. Indeed, no measures of CRM adoption success have been previously proposed. This study tries to fulfil this gap in the literature by proposing and validating two instruments for assessing the CRM adoption success.
O mercado mundial está em constante evolução, o que significa que as empresas necessitam de continuamente inovar os seus negócios e passar a entender novas formas para se manter em contato com os seus clientes. Uma forma de o fazer é através do recurso às Tecnologias de Informação (TI), como é o caso do Customer Relationship Management (CRM). Este tipo de sistema de informação permite que as empresas recolham dados dos seus clientes e transformem-nos em informação que poderão usar para conseguir atingir da melhor forma as suas expectativas, ao mesmo tempo que se tentam relacionar de forma mais estreita com estes. No entanto, nem todas as empresas conseguem adotar ou implementar um sistema de CRM com sucesso, e por isso, arriscam-se a perder investimentos ou pior, clientes. O objetivo deste trabalho é o de encontrar uma resposta para a pergunta - Quais os fatores que podem ajudar as empresas a adotar um sistema de CRM de sucesso? Para responder a essa questão, é necessário entender quais os aspetos que tanto profissionais de marketing como de sistemas de informação (SI) têm como essencial para adotar com sucesso o sistema. Para tal, vamos construir dois instrumentos com base num trabalho anterior (Pedron, 2009), no qual um conjunto de fundamental objectives (23) e um conjunto de mean objectives (49) foram identificados como fatores influenciadores para uma correta adoção do sistema CRM. Através de uma amostra de cerca de 200 profissionais utilizámos as recomendações de Churchill (1979) sobre a purificação de itens. Todos os dados recolhidos foram analisados por meio da análise fatorial exploratória, do qual resultou um output composto por todos os fatores percebidos como importantes pelos profissionais que podem realmente ajudar na adoção de um sistema de CRM. Embora haja vários estudos sobre a adoção de CRM estes são principalmente exploratórios. Ainda nenhuma forma de medição de sucesso da adoção do CRM foi até então proposta. Este estudo tenta preencher essa lacuna na literatura, propondo e validando dois instrumentos para avaliar o sucesso da adoção do CRM.
Simões, Ana Elizabeth. "Gestão de relacionamento com base no CRM - Customer Relationship Management". Florianópolis, SC, 2002. http://repositorio.ufsc.br/xmlui/handle/123456789/82564.
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Este estudo visa conhecer as possíveis utilizações do CRM-Customer Relation ship Management - na empresa Datasul - em Joinville (SC). Esta empresa domina hoje o mercado denominado "middle market", com as mais diversas ferramentas de apoio a operações tanto no back office quanto no front office. Propõe também analisar o modo como a Datasul efetivamente se orienta ao cliente, gerenciando seu ciclo de vida, e até onde está comprometida com este gerenciamento na tecnologia e no processo com clientes potenciais. Além disso, visa verificar o comprometimento desta empresa com clientes e parceiros de negócios por meio do Marketing de Relacionamento e em que nível de estágio encontra-se atualmente este gerenciamento de acordo com a capacidade de organização da Datasul.
Esteves, Paulo Sérgio Filipe Mena. "Social CRM adoption in a higher education institution". Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/10395.
Texto completoNeste estudo foi adoptada a definição proposta por Choy, et al. (2003) e Shaw (1999) onde o Customer Relationship Management é definido como o processo pelo qual uma empresa envereda por uma estratégia de procura de maximização da informação sobre os seus clientes num esforço para aumentar a sua lealdade e pronlogar a relação comercial. A Web 2.0 é o termo geralmente usado para descrever a chamada segunda geração da World Wide Web e está intimamente relacionado com o fenómeno da interacção e partilha de informação online (Barsky & Purdon, 2006). Com a evolução das tecnologias e da Web 2.0 começaram a haver mudanças no comportamento dos consumidores e na sua adopção a estas novas tecnologias tais como redes sociais, foruns, wikis, blogs, entre outros, tendo a Internet como base. Isto é importante, pois permite ás empresas juntar os seus dados sociais, ás informações já existentes nos seus sistemas de CRM, a isto chama-se CRM Social. Define-se como uma filosofia e uma estratégia de negócio, suportada por uma plataforma tecnológica, regras de negócio e caracteristicas sociais, desenhada de forma a empreender conversas colaborativas com os seus clientes (Greenberg, 2010). Neste estudo discute-se a adopção de uma instituição de ensino superior ao CRM Social. Para desenvolver este estudo foi efectuado um método de case study para perceber quais os grandes objectivos inerentes à sua adopção, e se estão de acordo com o estudado por (Greenberg, 2010).
In this study, we adopted the definition proposed by Choy, et al (2003) and Shaw (1999) where Customer Relationship Management is defined has the process which a company decides to invest in a strategy to maximize the information search about their customers in order to increase customer loyalty and to prolong their commercial relationship. Web 2.0 is the term generally used to describe the second generation from the World Wide Web and it is related to the phenomenon of interacting and sharing information online (Barsky & Purdon, 2006). With the evolution of technologies and the Web 2.0, there were changes in customer behavior and people?s adoption to these new technologies, such as social networks, forums, wikis, blogs and others having the internet as its base. This is important for companies to understand in order to add their social information to their CRM information, this is called Social CRM. It is defined as a philosophy and a business strategy, supported by technology platform, business rules, processes and social characteristics, designed to engage customers in collaborative conversations (Greenberg, 2010). This study discusses the adoption of a higher education institution to Social CRM. To develop this study, a case study method was adopted to investigate what were the main objectives behind this adoption and if they are aligned with the definitions studied by (Greenberg, 2010).
Libros sobre el tema "Customer Relationship Management (CRM)"
Schneider, Willy. Profitable Kundenorientierung durch Customer Relationship Management (CRM). München: Oldenbourg Wissenschaftsverlag GmbH, 2008. http://dx.doi.org/10.1524/9783486592832.
Texto completoEssentials of CRM: A guide to customer relationship management. New York: Wiley, 2002.
Buscar texto completoThe CRM handbook: A business guide to customer relationship management. Boston: Addison Wesley, 2002.
Buscar texto completoHandbook of CRM: Achieving excellence in customer management. Oxford: Elsevier Butterworth-Heinemann, 2006.
Buscar texto completoButtle, Francis A. Mid market CRM: Customer relationship excellence for mid sized enterprises. Kettering: InsightExec Press, 2004.
Buscar texto completoAaron, Yetter y Hostetler Hoss, eds. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.
Buscar texto completoMathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.
Buscar texto completoMathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.
Buscar texto completoGoldenberg, Barton J. CRM in real time: Empowering customer relationships. Medford: CyberAge Books, 2008.
Buscar texto completoJ, Galka Robert, ed. CRM: The foundation of contemporary marketing strategy. New York, NY: Routledge, 2013.
Buscar texto completoCapítulos de libros sobre el tema "Customer Relationship Management (CRM)"
Buttle, Francis y Stan Maklan. "Implementing CRM". En Customer Relationship Management, 397–421. Fourth Edition. | New York : Routledge, 2019. | Revised edition of the authors’ Customer relationship management, 2015.: Routledge, 2019. http://dx.doi.org/10.4324/9781351016551-19.
Texto completoSchulze, Jens. "Customer Relationship Management". En CRM erfolgreich einführen, 7–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56138-2_2.
Texto completoButtle, Francis y Stan Maklan. "Introduction to CRM". En Customer Relationship Management, 3–26. Fourth Edition. | New York : Routledge, 2019. | Revised edition of the authors’ Customer relationship management, 2015.: Routledge, 2019. http://dx.doi.org/10.4324/9781351016551-2.
Texto completoKehl, Roger E. y Bernd J. Rudolph. "Warum CRM-Projekte scheitern". En Customer Relationship Management, 253–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56552-6_11.
Texto completoZipser, Andreas. "Business Intelligence im CRM". En Customer Relationship Management, 35–57. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56552-6_2.
Texto completoSchwetz, Wolfgang. "CRM — Aufbau und Funktionen". En Customer Relationship Management, 109–39. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89528-8_7.
Texto completoSchwetz, Wolfgang. "CRM — Aufbau und Funktionen". En Customer Relationship Management, 107–35. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-92002-7_7.
Texto completoMöhring, Michael, Barbara Keller y Rainer Schmidt. "Customer-Relationship-Management". En CRM in der Public Cloud, 3–10. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19724-7_2.
Texto completoRajola, Federico. "The Theoretical Framework of CRM". En Customer Relationship Management, 9–15. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24718-0_2.
Texto completoMuther, Andreas. "Summary and Overview CRM Market". En Customer Relationship Management, 89–98. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56222-8_6.
Texto completoActas de conferencias sobre el tema "Customer Relationship Management (CRM)"
Cui Wenjing y Cui Wenyi. "Customer Relationship Management (CRM) in insurance companies". En 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339985.
Texto completoHadadi, Kiandokht y Mahmoud Khalid Almsafir. "The Relationship between Mobile Marketing and Customer Relationship Management (CRM)". En 2014 3rd International Conference on Advanced Computer Science Applications and Technologies (ACSAT). IEEE, 2014. http://dx.doi.org/10.1109/acsat.2014.18.
Texto completoTanay, Habibe. "FLIGHT TEAM PERCEPTIONS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM)". En 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.038.
Texto completoUtarsih, Henny. "Influence Of Customer Relationship Management (CRM) On Bank Image". En International Conference on Economics and Banking. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/iceb-15.2015.4.
Texto completoBhanu, Farida y D. Magiswary. "Electronic Customer Relationship Management Systems (E-CRM): A knowledge management perspective". En 2010 International Conference on Education and Management Technology (ICEMT). IEEE, 2010. http://dx.doi.org/10.1109/icemt.2010.5657629.
Texto completoMa, Baolong, Fei Li y Yi Wang. "A Risk Evaluation Method for Customer Relationship Management (CRM) Technological Initiatives". En 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.539.
Texto completoParker, Kevin, Philip Nitse y Albert Tay. "The Impact of Inaccurate Color on Customer Retention and CRM". En InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3333.
Texto completoAriffin, Nor Hapiza Mohd, Abd Razak Hamdan, Khairuddin Omar y Norjansalika Janom. "Customer Relationship Management (CRM) implementation: A soft issue in knowledge management scenario". En 2012 IEEE Colloquium on Humanities, Science and Engineering (CHUSER). IEEE, 2012. http://dx.doi.org/10.1109/chuser.2012.6504363.
Texto completoAlyamani, Alaa y Mohammed Alsalem. "Customer Relationship Management Based on Business Intelligence : Proposed Framework". En 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.216.
Texto completoSYAFITRI, Hidayah y Ali IBRAHIM. "Performance Measuring Analysis of Customer Relationship Management MyXL Using CRM-Scorecard". En Sriwijaya International Conference on Information Technology and Its Applications (SICONIAN 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aisr.k.200424.023.
Texto completoInformes sobre el tema "Customer Relationship Management (CRM)"
Gillenson, Mark L. Sailor Relationship Management: The Use of Customer Relationship Management in Sailor Morale and Retention. Fort Belvoir, VA: Defense Technical Information Center, agosto de 2002. http://dx.doi.org/10.21236/ada405493.
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