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Bibliografías temáticas / Relationship management / Artículos de revistas

Artículos de revistas sobre el tema "Relationship management"

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Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 6 de septiembre de 2023

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1

KWIECIEŃ, Anna. "Relationship management in polish enterprises". Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, n.º 118 (2018): 317–32. http://dx.doi.org/10.29119/1641-3466.2018.118.23.

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2

Nazari-Shirkouhi, Salman. "Investigating the effects of customer relationship management and supplier relationship management on new product development". Tehnicki vjesnik - Technical Gazette 22, n.º 1 (2015): 191–200. http://dx.doi.org/10.17559/tv-20140623130536.

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3

Piercy, Nigel F. "Strategic relationships between boundary-spanning functions: Aligning customer relationship management with supplier relationship management". Industrial Marketing Management 38, n.º 8 (noviembre de 2009): 857–64. http://dx.doi.org/10.1016/j.indmarman.2009.03.015.

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4

G.V. Kori, G. V. Kori y Basavaraj Huggi. "Customer Relationship Management” - In Banking Industry". Indian Journal of Applied Research 1, n.º 7 (1 de octubre de 2011): 34–36. http://dx.doi.org/10.15373/2249555x/apr2012/11.

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5

Garg, Dr Ajay Kumar. "Banking Industry and Customer Relationship Management". Indian Journal of Applied Research 3, n.º 8 (1 de octubre de 2011): 432–34. http://dx.doi.org/10.15373/2249555x/aug2013/139.

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6

P.B REDDY, P. B. REDDY, SHALINI CHENNAMARAJU SHALINI. CHENNAMARAJU y Dr MORUSU SIVA SANKAR. "Customer Relationship Management in Banking Sector". International Journal of Scientific Research 2, n.º 12 (1 de junio de 2012): 80–82. http://dx.doi.org/10.15373/22778179/dec2013/25.

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7

DR.K.VANITHA, DR K. VANITHA. "Customer Relationship Management on Customer Satisfaction". International Journal of Scientific Research 3, n.º 4 (1 de junio de 2012): 1–3. http://dx.doi.org/10.15373/22778179/apr2014/240.

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8

Dawson, David. "Relationship Management". Psychiatric Annals 34, n.º 6 (1 de junio de 2004): 482–90. http://dx.doi.org/10.3928/0048-5713-20040601-16.

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9

Breiter, Deborah y John Bowen. "Relationship Management". Journal of Convention & Exhibition Management 1, n.º 2-3 (junio de 1999): 39–56. http://dx.doi.org/10.1300/j143v01n02_03.

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10

Bleyer, Magdalena y Iris Saliterer. "Vom Customer Relationship Management zum Citizen Relationship Management". Verwaltung & Management 10, n.º 6 (2004): 324–28. http://dx.doi.org/10.5771/0947-9856-2004-6-324.

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11

Dr.M. Kumaraswamy, Dr M. Kumaraswamy y Jayaprasad D. Jayaprasad. D. "Customer Relationship Management in Kaveri Grameena Bank". Global Journal For Research Analysis 3, n.º 2 (15 de junio de 2012): 29–34. http://dx.doi.org/10.15373/22778160/february2014/11.

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12

Garg, Ati y Sudhindher Singh Chowhan. "Customer Relationship Management in Organise Retail Sector". International Journal of Scientific Research 2, n.º 4 (1 de junio de 2012): 229–32. http://dx.doi.org/10.15373/22778179/apr2013/82.

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13

Smith, J. Brock. "Buyer-Seller relationships: Similarity, relationship management, and quality". Psychology and Marketing 15, n.º 1 (enero de 1998): 3–21. http://dx.doi.org/10.1002/(sici)1520-6793(199801)15:1<3::aid-mar2>3.0.co;2-i.

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14

Erlygina, E. y V. Filimonova. "Customer Relationship Management". Bulletin of Science and Practice 6, n.º 2 (15 de febrero de 2020): 212–18. http://dx.doi.org/10.33619/2414-2948/51/21.

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The modern market is characterized by changes in the relationship between companies and customers. Today, customer relationships are an orderly system process that needs to be monitored and managed. In the context of complex sales in highly competitive markets, the use of automated systems will provide organizations with increased competitiveness. Automated CRM software can become a solution for implementing a personalized marketing strategy, which will allow you to more effectively manage business processes that occur within the framework of interaction between employees and customers.

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15

Jeswal, Ruchika. "Customer Relationship Management". FIIB Business Review 6, n.º 3 (1 de diciembre de 2017): 21. http://dx.doi.org/10.29368/fiib.6.3.2017.21-22.

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16

Hippner, Hajo, Stephan Martin y Klaus D. Wilde. "Customer Relationship Management". WiSt - Wirtschaftswissenschaftliches Studium 30, n.º 8 (2001): 417–22. http://dx.doi.org/10.15358/0340-1650-2001-8-417.

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17

Reiss, Michael. "Complementor Relationship Management". WiSt - Wirtschaftswissenschaftliches Studium 37, n.º 10 (2008): 560–62. http://dx.doi.org/10.15358/0340-1650-2008-10-560.

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18

Abdin, Md Shahnawaz. "Customer Relationship Management". Review of Professional Management- A Journal of New Delhi Institute of Management 17, n.º 1 (30 de junio de 2019): 101. http://dx.doi.org/10.20968/rpm/2019/v17/i1/145655.

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19

Bhat, 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.

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Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.

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20

Welch, Mary. "Rethinking relationship management". Journal of Communication Management 10, n.º 2 (abril de 2006): 138–55. http://dx.doi.org/10.1108/13632540610664706.

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21

Phillips, David. "Towards relationship management". Journal of Communication Management 10, n.º 2 (abril de 2006): 211–26. http://dx.doi.org/10.1108/13632540610664751.

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22

Martin, Nick. "Supplier relationship management". Interactive Marketing 6, n.º 1 (1 de julio de 2004): 34–43. http://dx.doi.org/10.1057/palgrave.im.4340266.

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23

Hartline, Michael D. y David Bejou. "Internal Relationship Management". Journal of Relationship Marketing 3, n.º 2-3 (7 de octubre de 2004): 1–4. http://dx.doi.org/10.1300/j366v03n02_01.

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24

El-Ansary, Adel I. "Relationship Marketing Management". Journal of Relationship Marketing 4, n.º 1-2 (16 de agosto de 2005): 43–56. http://dx.doi.org/10.1300/j366v04n01_04.

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25

Salimi, Negin y Jafar Rezaei. "University Relationship Management". IEEE Engineering Management Review 46, n.º 2 (1 de junio de 2018): 121–32. http://dx.doi.org/10.1109/emr.2018.2838565.

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26

Gerecke, Ulf. "Customer Relationship Management". Controlling 13, n.º 4-5 (2001): 235–42. http://dx.doi.org/10.15358/0935-0381-2001-4-5-235.

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27

Fayerman, Michael. "Customer Relationship Management". New Directions for Institutional Research 2002, n.º 113 (2002): 57–68. http://dx.doi.org/10.1002/ir.37.

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28

Britsch, Johannes, Silvia Schacht y Alexander Mädche. "Anything Relationship Management". WIRTSCHAFTSINFORMATIK 54, n.º 2 (24 de febrero de 2012): 83–85. http://dx.doi.org/10.1007/s11576-012-0315-5.

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29

Britsch, Johannes, Silvia Schacht y Alexander Mädche. "Anything Relationship Management". Business & Information Systems Engineering 4, n.º 2 (24 de febrero de 2012): 85–87. http://dx.doi.org/10.1007/s12599-012-0208-6.

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30

Alryalat, Haroun y Samer Al Hawari. "Towards Customer Knowledge Relationship Management: Integrating Knowledge Management and Customer Relationship Management Process". Journal of Information & Knowledge Management 07, n.º 03 (septiembre de 2008): 145–57. http://dx.doi.org/10.1142/s0219649208002020.

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Due to the strong competition that exists among organisations and the rapid change in the business environment, knowledge has turned out to become a key source for organisations to enhance the competitive advantage. Integrating Knowledge Management (KM) and Customer Relationship Management (CRM) process is a new research area, therefore, scientific research and literature around it remain limited. In addition, the impact of KM process on customer acquisition, retention, and expansion to improve customer satisfaction remains under study and report. The aim of this paper is to present a conceptual framework of KM integrated with CRM called Customer Knowledge Relationship Management (CKRM) Process depending on analysis of various models presented in KM and CRM. The main highlighting is laid upon the concepts of the concept of customer knowledge (knowledge about customer, knowledge for customer, knowledge from customer). Therefore, this paper contributes to the development of KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer). The paper investigated how the companies in Jordan developed KM process to improvement the CRM process. Based on data collected from the company, results from analysis indicated that the KM process had a positive effect on CRM process.

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31

Goulap, Dr Jagadish Brahma. "Understanding the Relationship Between Entrepreneurship and Project Management". International Journal of Innovative Research in Engineering & Management 5, n.º 6 (noviembre de 2018): 222–35. http://dx.doi.org/10.21276/ijirem.2018.5.6.8.

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32

Goulap, Dr Jagadish Brahma. "Understanding the Relationship Between Entrepreneurship and Project Management". International Journal of Innovative Research in Engineering & Management 5, n.º 6 (noviembre de 2018): 222–35. http://dx.doi.org/10.21276/ijirem.2019.5.6.8.

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33

Holtzhausen, Lida y Lynnette Fourie. "The relationship between corporate identity-management constructs and relationship-management constructs". Communicare: Journal for Communication Studies in Africa 32, n.º 1 (17 de octubre de 2022): 58–83. http://dx.doi.org/10.36615/jcsa.v32i1.1613.

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This article investigates the relationship between corporate identity-management constructs andthe quality of employer-employee relationships at the North-West University. Internal stakeholderssuch as employees are not so much concerned about how the organisation is visually representedas about the behavioural aspects of the organisation.Companies are continually finding themselves in positions where they are encouraged to managetheir corporate identities with a view to managing their reputations so as ultimately to strengthenand maintain good relationships with their stakeholders. The realisation that employees formpart of the external corporate identity of a company has shifted the focus of corporate identitymanagement inwards towards employees as an internal stakeholder group. Although it isassumed that good corporate identity management leads to good relationships, little researchhas been done on the direct link between the two concepts. Research in this regard has found arelationship between employees’ perceptions of how effectively the company upholds its values(as part of the non-visual corporate identity) and the quality of its employee relationships.

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34

Ranjan, Jayanthi. "Integrating analytical Customer Relationship Management with Customer Relationship Management in organisations". International Journal of Innovation and Learning 8, n.º 4 (2010): 408. http://dx.doi.org/10.1504/ijil.2010.035750.

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35

Park, Geun-wan, Kwangtae Park y Bowon Kim. "Relationship Management in Supply Chain Management - Focused on the Characteristics of Relationship Management Variables". korean management review 44, n.º 4 (31 de agosto de 2015): 985. http://dx.doi.org/10.17287/kmr.2015.44.4.985.

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36

Gebert, Henning, Malte Geib, Lutz Kolbe y Walter Brenner. "Knowledge‐enabled customer relationship management: integrating customer relationship management and knowledge management concepts[1]". Journal of Knowledge Management 7, n.º 5 (diciembre de 2003): 107–23. http://dx.doi.org/10.1108/13673270310505421.

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37

Wang, Xuan Lorna. "Relationship or revenue: Potential management conflicts between customer relationship management and hotel revenue management". International Journal of Hospitality Management 31, n.º 3 (septiembre de 2012): 864–74. http://dx.doi.org/10.1016/j.ijhm.2011.10.005.

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38

Smith, Brock. "Buyer-Seller Relationships: Bonds, Relationship Management, and Sex-Type". Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 15, n.º 1 (8 de abril de 2009): 76–92. http://dx.doi.org/10.1111/j.1936-4490.1998.tb00153.x.

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39

Kang, Bohyeon, Sejo Oh y Eugene Sivadas. "Beyond Relationship Quality: Examining Relationship Management Effectiveness". Journal of Marketing Theory and Practice 21, n.º 3 (julio de 2013): 273–88. http://dx.doi.org/10.2753/mtp1069-6679210303.

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40

Payne, Adrian, Martin Christopher, Moira Clark y Helen Peck. "Relationship Marketing and the Relationship Management Chain". Asia-Australia Marketing Journal 2, n.º 1 (agosto de 1994): 81–91. http://dx.doi.org/10.1016/s1320-1646(94)70280-x.

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41

Ryals, 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.

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Customer relationship management (CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. Using calculations of the lifetime value of customers in two longitudinal case studies, the research finds that customer management strategies change as more is discovered about the value of the customer. These changes lead to better firm performance. The contribution of this article is to show that CRM works and that a relatively straightforward analysis of the value of the customer can make a real difference.

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42

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.

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Customer Relationship Management can have great help to different companies of different sizes as it offers direct relation with the efficient in organizing, disseminating, and establishing values. The current study is the investigation into and comparison of Customer Relationship Management (CRM) and Electronic Customer Relationship Management (E-CRM). The study also aims to compare CRM and ECRM. The study also aims at showing to what extent building good relationships with the customer is of great role to companies. The study reviewed the recent articles published in the international databases. No exclusion criteria were made according to the country or location of the study. It views profit from another perspective as it focuses on establishing good relationships with the customers and clients as it is a better window to create customer retention and loyalty and thus lead to profits is seen and treated from the customers and client's retention and loyalty point of view to assure customers and clients loyalty and retention, the study follows customer orientation approach.

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43

Rohner, Peter y Tobias Mettler. "Hospital Supplier Relationship Management". International Journal of Applied Logistics 1, n.º 3 (julio de 2010): 44–61. http://dx.doi.org/10.4018/jal.2010070103.

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The structural transformation of modern societies (e.g., aging of population, mobility) as well as continuously increasing market dynamics (e.g., mergers, technological advancement) induces health care organizations to reduce their costs while enhancing service delivery. In other industrial sectors this was achieved by optimizing cooperation, coordination, and communication particularly with regard to the supplier base. However, as the pressure to innovate will increase extensively in the next years, similar developments are becoming relevant for the health care supply chain. In this paper, the authors adapt the current findings on supplier relationship management (SRM) to the health care context. The authors analyze theoretical foundations of SRM and explore a particular area of application in health care, namely the ordering of pharmaceuticals by hospitals. Finally, on the basis of a case study, applications of different SRM services are discussed.

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44

N, 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.

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45

Fjermestad, Jerry y Nicholas C. Romano. "Electronic customer relationship management". Business Process Management Journal 9, n.º 5 (octubre de 2003): 572–91. http://dx.doi.org/10.1108/14637150310496695.

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46

Schierholz, Ragnar, Lutz M. Kolbe y Walter Brenner. "Mobilizing customer relationship management". Business Process Management Journal 13, n.º 6 (13 de noviembre de 2007): 830–52. http://dx.doi.org/10.1108/14637150710834587.

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47

Bruning, Stephen D. "Axioms of Relationship Management". Journal of Promotion Management 7, n.º 1-2 (5 de marzo de 2001): 3–16. http://dx.doi.org/10.1300/j057v07n01_02.

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48

Crié, Dominique. "BIBLIOGRAPHIE: Relationship marketing management". Recherche et Applications en Marketing (French Edition) 19, n.º 1 (marzo de 2004): 105–8. http://dx.doi.org/10.1177/076737010401900107.

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49

Garman, Andrew N., Kristine D. Fitz y Maria M. Fraser. "Communication and Relationship Management". Journal of Healthcare Management 51, n.º 5 (septiembre de 2006): 291–94. http://dx.doi.org/10.1097/00115514-200609000-00004.

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50

Töpfer, Armin. "Gezieltes Customer Relationship Management". Controlling 13, n.º 4-5 (2001): 185–96. http://dx.doi.org/10.15358/0935-0381-2001-4-5-185.

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