Bibliografie tematiche / Customer Relationship Management (CRM)

Letteratura scientifica selezionata sul tema "Customer Relationship Management (CRM)"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 gennaio 2023

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Articoli di riviste sul 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. 7 (luglio 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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Kumar, M. P. Shiva. "Customer Relationship Management (CRM) - Retaining Customers". SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 33, n. 3 (settembre 2006): 63–72. http://dx.doi.org/10.1177/0970846420060306.

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Bhat, Suhail Ahmad, e Mushtaq Ahmad Darzi. "Customer relationship management". International Journal of Bank Marketing 34, n. 3 (16 maggio 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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N, Ms Kalpitha. "Customer Relationship Management (CRM)". International Journal for Research in Applied Science and Engineering Technology 6, n. 5 (31 maggio 2018): 1583–87. http://dx.doi.org/10.22214/ijraset.2018.5256.

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Haas, Alexander. "Customer Relationship Management (CRM)". Controlling 14, n. 3 (2002): 189–90. http://dx.doi.org/10.15358/0935-0381-2002-3-189.

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Kumar, Pushpender, e Anupreet Kaur Mokha. "Electronic Customer Relationship Management (E-CRM) and Customer Loyalty". International Journal of E-Business Research 18, n. 1 (gennaio 2022): 1–22. http://dx.doi.org/10.4018/ijebr.293292.

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This study examined the impact of E-CRM on customer loyalty with the mediating effect of customer satisfaction in the banking industry. Customer satisfaction is important for loyalty because when the customers are satisfied with the services offered by their service providers, the relationship gets stronger which further leads to positive word-of-mouth. The data was collected using purposive sampling from 836 banks’ customers who were using E-CRM services and the data was analyzed using structural equation model (SEM) through AMOS. The results revealed that E-CRM and customer satisfaction had a significant positive impact on customer loyalty and also customer satisfaction partially mediated the relationship between E-CRM and customer loyalty. This study would offer useful acumen to both academicians and marketers and would help the bank managers to improve the quality of the services provided to their customers.

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DARA ANDRIANA, ANNA. "DEVELOPMENT OF CUSTOMER RELATIONSHIP MANAGEMENT APPLICATION USING DYNAMIC CRM FRAMEWORK". JSK (Jurnal Sistem Informasi dan Komputerisasi Akuntansi) 6, n. 2 (15 luglio 2022): 1–5. http://dx.doi.org/10.56291/jsk.v6i2.82.

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In the development of technology, currently it has covered all fields, including in the business field. Customer Relationship Management (CRM) is approach used by companies in fostering good relationships with customers. Managing relationships with customers has been proven to increase the company's income and can meet customer satisfaction, so that customers become loyal customers. The purpose of this CRM application is to attract as many new customers as possible, as well as retain old customers and increase customer loyalty. In CRM, companies and customers will benefit. The company will get profits as well as increasing income, and customers will get satisfaction for the services provided by the company. To create a CRM, the Dynamic CRM Framework is used which can simplify the development and analysis and design of CRM applications. Currently, CRM is a very important segment in customer management. So, companies can easily build good relationships with each of their customers by recognizing every customer in the company. This application is very helpful in managing good relations between companies and customers

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Sigala, Marianna. "Implementing social customer relationship management". International Journal of Contemporary Hospitality Management 30, n. 7 (9 luglio 2018): 2698–726. http://dx.doi.org/10.1108/ijchm-10-2015-0536.

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PurposeThis paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and automational solution to a customer experience management philosophy, reflecting high levels of customer empowerment.Design/methodology/approachA literature review provides a critical analysis of the concept, tenets, aims and implementation approaches of social CRM. Arguments are summarised by developing a process-based framework for implementing social CRM.FindingsBy adopting a value co-creation approach that recognises the technology-fostered customer empowerment, the social CRM highlights the need to immigrate from relationship management to relationship stewardship. In this vein, social CRM implementation should support and foster dialogue facilitation and customer engagement in co-creating customer experiences. To achieve these, five approaches for implementing social CRM are proposed: collecting, analysing and interpreting customer insight; monitoring and improving the performance of CRM; developing holistic and seamless personalised customer experiences; gamifying CRM and loyalty programmes; and nurturing community relationship management.Research limitations/implicationsThe five approaches to social CRM implementation are identified and validated based on current industry practices, theoretical arguments and anecdotal evidence of professionals’ perceptions about their outcomes. Future research is required to collect hard evidence showing the business and customer impacts of these approaches.Practical implicationsSocial CRM immigrates relationship management from a transactional to a customer experience mindset that treats customers as co-creators of value and demands the tourism and hospitality firms to exploit the affordances of information and communication technologies to collect and analyse customer data for better understanding the customer; develop customer touch points that do not only aim to sell but also primarily aim to enhance the customer interactions and experiences; consider and treat the customers and the customer communities as co-creators, brand ambassadors and stewards of relations; and motivate and enable customer participation into value co-creation processes for developing customer experiences and building relationships.Originality/valueResearch in social CRM is emerging, but it mainly focusses on defining its scope and identifying the functionality and adoption of social CRM technology. The paper contributes to the literature by proposing five specific approaches and a process framework for implementing social CRM. Various directions for future research are also provided.

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Asiyah, Siti. "CUSTOMER INTIMACY VALUE STRATEGY BY IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT". Journal of Applied Management and Business (JAMB) 1, n. 1 (30 luglio 2020): 1–9. http://dx.doi.org/10.37802/jamb.v1i1.58.

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This article talks about a lot of systems to transform customers into resources proposed for organizations while making faithful customers. The technique that is the focal point in this article is customer Relationship Management (CRM). This is on the grounds that without a CRM system, organizations neglect to reap the advantages of CRM. CRM is fundamentally significant for the organization's future. CRM innovation empowers organizations to all the more likely comprehend customer conduct, foresee their conduct later on, give altered customer encounters, and assemble long haul customer connections. Nonetheless, given that CRM is just restricted by innovation it will be a serious mix-up for the organization. Organizations can't give excellent customer worth, administration and experience just by putting resources into CRM innovation. This article depicts customer life cycle the executives and proposes an all encompassing system for customer life cycle the board. This section finishes by examining methodologies for transforming customers into resources and making satisfied customers.

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Ryals, Lynette. "Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships". Journal of Marketing 69, n. 4 (ottobre 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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Più fonti

Tesi sul 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.

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Realizar una propuesta metodológica que permita analizar, diseñar e implementar una estrategia CRM en las empresas de servicios públicos de Mendoza.
Fil: Suárez, Néstor Mauricio. Universidad Nacional de Cuyo. Facultad de Ciencias Económicas.

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Дядечко, Алла Миколаївна, Алла Николаевна Дядечко, Alla Mykolaivna Diadechko e G. Shaban. "Customer relationship management (crm) strategy". Thesis, Вид-во СумДУ, 2009. http://essuir.sumdu.edu.ua/handle/123456789/16796.

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Simmons, Robert Lee. "The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1451.

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Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. The purpose of this correlational study was to investigate potential relationships between the independent variables of customer satisfaction and CRM utilization on the dependent variable of business revenue. The service-profit chain formed the theoretical framework for this study. The study population included 203 service branches for an industrial equipment manufacturer in North America. The service director for the subject organization provided the data for the study via data extracts from the company's corporate database. Some branches were eliminated, leaving a total sample size of 178. The results of a multiple linear regression analysis showed that the proposed model could significantly predict branch revenue F (2,175) = 37.321, p < .001, R2 = .298. Both CRM use and customer satisfaction were statistically significant, with CRM use (beta = .488, p < .001) showing a higher contribution than customer satisfaction (beta = -.152, p = .021). This study provides evidence to business executives that CRM use has a strong positive influence on revenue. Additionally, this study supports the findings of other studies that show a point of diminishing returns in improved customer satisfaction. This study contributes to positive social change by allowing firms to make better decisions with their investment dollars and by increasing CRM utilization through cause-related marketing.

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Zablah, Alex Ricardo. "A Communication Based Perspective on Customer Relationship Management (CRM) Success". Digital Archive @ GSU, 2006. http://digitalarchive.gsu.edu/marketing_diss/11.

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Although little empirical evidence exists to support this contention, the extant literature suggests that firms can potentially achieve two types of benefits from developing a CRM orientation: (1) increased efficiency in the allocation of resources destined for relationship building and maintenance activities, and (2) enhanced exchange relationship outcomes through the provision of superior customer value (Zablah, Bellenger, and Johnston 2004). This effort focused on the latter of these purported benefits and sought to answer the following two fundamental questions: (1) does a CRM orientation influence the outcome of customer-provider relationships and, if so, how; and (2) does CRM technology have an effect on the relative success of CRM initiatives? In an attempt to address these questions, a conceptual model of "CRM success" was advanced and tested utilizing data from, both, customers and their providers. The conceptual model, which is based on interactive communications theory, posits that a CRM orientation has a positive effect on the quality of the product, service and planned interaction messages providers convey to their customers. The model also suggests that the quality of these messages directly influences customer-perceived relationship value which, in turn, drives other relationship attitudes, perceptions and, ultimately, customers’ behavioral intentions. Finally, the model proposes a moderating role for CRM technology: the association between CRM orientation and message quality is expected to increase (decrease) as the assimilation of CRM technology within firms increases (decreases). The model was tested utilizing (multi-level) SEM techniques. The results provide partial support for the proposed model and suggest the following: 1. As firms’ level of CRM orientation increases, customer-perceived message quality decreases. This inverse relationship between CRM orientation and message quality does not hold true across accounts of different sizes. For large accounts, message quality tends to increase as firms’ level of CRM orientation increases while the opposite holds true for small and medium-sized accounts. 2. The relationship between CRM orientation and message quality is not contingent upon the extent to which firms have assimilated CRM technology. Rather, firms’ level of CRM technology assimilation appears to exert a direct effect upon message quality. 3. Customer-perceived relationship value (CPRV) mediates the effect that product, planned and service messages exert upon customers’ relationship attitudes, perceptions and, ultimately, behavioral intentions.

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Lönnevik, Helena, e 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.

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Bakgrund och problemdiskussion: Lyxvarumärkesföretag har börjat undersöka implementering av en strategi som erbjuder livslångt kundvärde. De har även visat intresse som tyder på att de vill tillämpa CRM-policys men är osäkra till hur stor del den går att tillämpa inom lyxindustrin. Vi har med inspiration från artikeln ”Is CRM for Luxury brands?” Cailleux, Mignot & Kapferer (2009) konstaterat att det existerar ett problem med den traditionella CRM som inte förstår ”luxury management” och de exakta implikationerna. Då begreppet CRM anses vara otillräcklig samt bristande vid tillämpning på lyxvarumärken anser vi att CRM inte är en optimal affärsstrategi för den sortens företag. Syfte: Vårt syfte med studien är att förstärka och komplettera CRM ur ett lyxperspektiv. Ambitionen är att utveckla existerande teori samt skapa en modell som är anpassad för lyxvarumärkesföretag. Vidare vill vi även tydliggöra de skillnader som existerar mellan klassisk CRM och LCRM. Metod: Uppsatsen har en teoretisk utgångspunkt och behandlas ur en kvalitativ metod tillsammans med respondenter från fallföretaget som besitter gedigen erfarenhet och ansvarspositioner inom lyxindustrin. Slutsats: CRM är inte en tillräcklig strategi att applicera mot lyxvarumärkesföretag då den inte är justerad för att tillgodose lyxvarumärkesföretagens plattform. Den utvecklade teorin LCRM har testats genom en empirisk studie och verifierats till att vara en lämplig strategi för lyxvarumärkesföretag. Genom en tillämpning av LCRM kan lyxvarumärkesföretag nå en ökad kundlojalitet ur ett långsiktigt perspektiv.
Background 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.

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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.

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Frågeställning: På vilket sätt används CRM av Handelsbanken och hur påverkar det bankens lönsamhet? Syfte: Syftet med detta arbete är att kunna öka kunskapen om hur Handelsbanken tillämpar CRM och för att undersöka om användandet av CRM i bankens verksamhet är lönsamt eller inte. Metod: För att svara på studiens syfte blev en intervju utförd med Handelsbanken. Ännu en anledning till varför en intervju gjordes var på grund av att det var nödvändigt för att få det primärdata som behövdes och för att förstå hur banken använder sig utav CRM. Information blev även hämtat från olika källor såsom litteratur, internet och databaser. Slutsats: Slutsatsen med detta arbete är att Handelsbanken har gynnats av att använda sig utav CRM och att fördelarna är fler än nackdelarna då det inte finns några nackdelar med Handelsbankens användande av CRM. CRM skapar alltså lönsamhet och är något som banken bör fortsätta använda sig utav i framtiden då det gynnar företaget positivt.
Research 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.

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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.

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This study concerns the role of CRM in enhancing and maintaining fairness in relationships between a firm and its customers. This study has two aims. The first main aim of this research is to understand how customers form perceptions of unfairness of CRM by investigating the influence of CRM offerings on the advantaged and disadvantaged customers in the retailing sector. The second aim is to develop a comprehensive model of perceptions of unfairness in a CRM context and to empirically test the relationships between CRM offerings, relationship stage, inequality comparisons, negative inferences and unfairness feelings. Data collection was conducted in 3 phases using a mixed method approach, including an exploratory-, pilot-, and main study. Several modes of interviews were conducted, including face-to-face, telephone interview and email enquiries. The survey for the main study generated a response rate of 13.75%. The findings from the mam study provided insights for both academics and practitioners. It was found that CRM offerings can be effective in managing perceptions of unfairness. Efforts should be emphasised in preventing inequality comparisons by altering negative inferences into positive inferences. This study further provided significant insight into the implications for marketers in understanding the differential effectiveness of a firm's CRM offerings on the advantaged- (favoured) and disadvantaged (unfavoured) customers. Service and communication concern the advantaged customer more strongly, whilst price issues concern the disadvantaged customer more strongly. Customization and reputation did not exert a statistically significant influence on the two groups and their feelings of unfairness. This study starkly reveals the importance of understanding the role of unfairness in customer relationship management. It allows managers to develop a better grouping of their customers; to identify the group which needs more attention; and, to deploy appropriate action In order to retain those customers and to maintain customer loyalty

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Martins, 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.

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Mestrado em Ciências Empresariais
The 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.

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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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Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico. Programa de Pós-Graduação em Engenharia de Produção.
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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.

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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.

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Mestrado em Gestão de Sistemas de Informação
Neste 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).

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Libri sul 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.

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Essentials of CRM: A guide to customer relationship management. New York: Wiley, 2002.

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The CRM handbook: A business guide to customer relationship management. Boston: Addison Wesley, 2002.

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Handbook of CRM: Achieving excellence in customer management. Oxford: Elsevier Butterworth-Heinemann, 2006.

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Buttle, Francis A. Mid market CRM: Customer relationship excellence for mid sized enterprises. Kettering: InsightExec Press, 2004.

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Aaron, Yetter, e Hostetler Hoss, a cura di. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Mathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Mathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Goldenberg, Barton J. CRM in real time: Empowering customer relationships. Medford: CyberAge Books, 2008.

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Baran, Roger J. CRM: The foundation of contemporary marketing strategy. New York, NY: Routledge, 2013.

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Capitoli di libri sul tema "Customer Relationship Management (CRM)"

Buttle, Francis, e Stan Maklan. "Implementing CRM". In 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.

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Schulze, Jens. "Customer Relationship Management". In CRM erfolgreich einführen, 7–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56138-2_2.

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Buttle, Francis, e Stan Maklan. "Introduction to CRM". In 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.

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Kehl, Roger E., e Bernd J. Rudolph. "Warum CRM-Projekte scheitern". In Customer Relationship Management, 253–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56552-6_11.

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Zipser, Andreas. "Business Intelligence im CRM". In Customer Relationship Management, 35–57. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56552-6_2.

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Schwetz, Wolfgang. "CRM — Aufbau und Funktionen". In Customer Relationship Management, 109–39. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89528-8_7.

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Schwetz, Wolfgang. "CRM — Aufbau und Funktionen". In Customer Relationship Management, 107–35. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-92002-7_7.

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Möhring, Michael, Barbara Keller e Rainer Schmidt. "Customer-Relationship-Management". In CRM in der Public Cloud, 3–10. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-19724-7_2.

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Rajola, Federico. "The Theoretical Framework of CRM". In Customer Relationship Management, 9–15. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24718-0_2.

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Muther, Andreas. "Summary and Overview CRM Market". In Customer Relationship Management, 89–98. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56222-8_6.

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Atti di convegni sul tema "Customer Relationship Management (CRM)"

Cui Wenjing e Cui Wenyi. "Customer Relationship Management (CRM) in insurance companies". In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339985.

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Hadadi, Kiandokht, e Mahmoud Khalid Almsafir. "The Relationship between Mobile Marketing and Customer Relationship Management (CRM)". In 2014 3rd International Conference on Advanced Computer Science Applications and Technologies (ACSAT). IEEE, 2014. http://dx.doi.org/10.1109/acsat.2014.18.

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Tanay, Habibe. "FLIGHT TEAM PERCEPTIONS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM)". In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.038.

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Utarsih, Henny. "Influence Of Customer Relationship Management (CRM) On Bank Image". In International Conference on Economics and Banking. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/iceb-15.2015.4.

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Bhanu, Farida, e D. Magiswary. "Electronic Customer Relationship Management Systems (E-CRM): A knowledge management perspective". In 2010 International Conference on Education and Management Technology (ICEMT). IEEE, 2010. http://dx.doi.org/10.1109/icemt.2010.5657629.

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Ma, Baolong, Fei Li e Yi Wang. "A Risk Evaluation Method for Customer Relationship Management (CRM) Technological Initiatives". In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.539.

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Parker, Kevin, Philip Nitse e Albert Tay. "The Impact of Inaccurate Color on Customer Retention and CRM". In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3333.

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The number of Internet purchases continues to increase, making customer relationship management even more critical in today’s Internet marketplace. Keeping existing customers satisfied is much more cost effective than acquiring new customers. However, the Internet has been plagued by inaccurate color representation since the advent of e-commerce. Color inaccuracy has many negative consequences, the most important of which is customer defections. This paper communicates the findings of a survey conducted to assess consumer opinions about Internet purchases. Results indicate that consumers are aware of color inaccuracies and that their reactions will negatively impact the marketer. Over 55% of the consumers surveyed indicate that they will not make future purchases from an online merchant that delivered an item in a color that did not match their expectations. With customer retention being one of the goals of customer relationship management, it is apparent that this issue must be acknowledged and acted upon.

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Ariffin, Nor Hapiza Mohd, Abd Razak Hamdan, Khairuddin Omar e Norjansalika Janom. "Customer Relationship Management (CRM) implementation: A soft issue in knowledge management scenario". In 2012 IEEE Colloquium on Humanities, Science and Engineering (CHUSER). IEEE, 2012. http://dx.doi.org/10.1109/chuser.2012.6504363.

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Alyamani, Alaa, e Mohammed Alsalem. "Customer Relationship Management Based on Business Intelligence : Proposed Framework". In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.216.

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It is known currently that the processes of transaction and interaction in the various points and channels between the organization and their customers have resulted in huge amounts of data. These data have great importance if we analyzed properly. By analyzing these data can determine the appropriate ways of dealing with customers and identify their needs and preferences in order to enable the organizations to develop and maintain their relationships with them. Data storing and analytics technologies and applications such as business intelligence tools have been the major interest of researchers and practitioners due to the benefits that can provide for CRM applications. The purposes of this study are to discuss the usage of business intelligence in CRM in order to improve the activities of dealing with customers. As well as, this study proposed a general framework of CRM based on business intelligence technologies which can be applied in the clothing factory . An extensive review of literature has been conducted to identify trends and patterns of academic research in the context of usages business intelligence for CRM. The reviewed studies confirm the high importance of using business intelligence, and its main role in obtaining important insights and knowledge between large amounts of data.

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SYAFITRI, Hidayah, e Ali IBRAHIM. "Performance Measuring Analysis of Customer Relationship Management MyXL Using CRM-Scorecard". In 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.

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Rapporti di organizzazioni sul 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 2002. http://dx.doi.org/10.21236/ada405493.

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