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9944517Customer_Relationship_Management

9944517Customer_Relationship_Management - A POST...

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A POST IMPLEMENTATION EVALUATION MODEL FOR MEASURING CRM SYSTEM EFFECTIVENESS CHAPTER 1: INTRODUCTION & OVERVIEW TABLE OF CONTENTS .......................................................................................................................................................................... I CHAPTER 1: INTRODUCTION & OVERVIEW .......................................................................................... 1 1.1 B ACKGROUND ............................................................................................................................................ 1 1.3 A IM AND O BJECTIVES ................................................................................................................................. 6 1.3.1 Aim of the study ............................................................................................................................. 6 1.3.2 Objectives of the study ................................................................................................................... 6 1.4 R ESEARCH M ETHODOLOGY .......................................................................................................................... 7 1.5 S TRUCTURE OF THE D ISSERTATION ................................................................................................................ 8 REFERENCES ............................................................................................................................................... 10 _______________________________________________________________________ _ i
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A POST IMPLEMENTATION EVALUATION MODEL FOR MEASURING CRM SYSTEM EFFECTIVENESS CHAPTER 1: INTRODUCTION & OVERVIEW CHAPTER 1: INTRODUCTION & OVERVIEW 1.1 Background Customer Relationship Management (CRM) is now one of the leading business strategies, and one of the dynamic IT topics of this era (Bose, 2002; Kim et al.; 2003; Bose and Sugumaran, 2003). In the literature, there are many definitions for CRM, because as stated by Winer (2001) that customer relationship management stands different to different people and its not always the same for all the people. Thus researcher s, companies and vendors define CRM from their perspective, and as mentioned by Kellen (2002) there are three kinds of definitions in the market, technology centric, customer lifecycle centric, and strategy centric. In this study our target is to analyze the concept of post evaluation of the effectiveness of CRM being as an information system (IS). As defined by Lin, (2003) “CRM system is a software system designed to empower a company to maximize profits by reducing costs and increasing revenue; to increase competitive advantage by streamlining operations; and to achieve business goals” . On the other hand, it can be defined as managerial efforts to combine/integrate technologies and business processes used to understand a company’s customer and to satisfy the needs during any given interaction (Kim et al., 2003; Bose, 2002). This means that the technology is there to automate the existing business processes (Haag et al., 2006). Therefore, CRM is both information-based and technology based system. Beginning in the late 1980s, there has been a great deal of research on what exactly customer orientation or “customer focus” means and on what exactly a firm should be doing to implement such an orientation. Peppers and Rogers, known for their one-on-one marketing concept, considers customer-focused management as synonymous with relationship marketing or customer-relationship management. Information technology _______________________________________________________________________ _ 1
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A POST IMPLEMENTATION EVALUATION MODEL FOR MEASURING CRM SYSTEM EFFECTIVENESS CHAPTER 1: INTRODUCTION & OVERVIEW offered firms a way to obtain, process, and use individual customer information so that firms would be able to personalize customer experiences. Some scholars have called it “market orien tation.” One set of researchers suggested that customer orientation is a subset of market orientation. Their definition for market orientation is “the set of cross- functional processes and activities directed at creating and satisfying customers through continuous needs-assessment.” Following their lead, market orientation has been treated as being composed of three components: customer orientation, competitor orientation, and interfunctional coordination.
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  • Spring '09
  • Anne
  • ........., Customer relationship management, CRM Projects, Electronic Journal of Information Systems Evaluation

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