A Framework for the Adoption of Electronic Customer Relationship Management Information Systems in Uganda

Abstract

This study proposes a framework for the adoption of Electronic Customer Relationship Management (e-CRM) information systems in Uganda. Both qualitative and quantitative research methods were used. Primary data were gathered from Small and Medium Enterprises located in 30 districts of Uganda. A self-administered questionnaire was the main data collection tool. Descriptive statistics were used to analyze data and refine the requirements for adoption of e-CRM information systems. The findings indicate that for successful adoption of e-CRM information systems, there should be user sensitization, training and infrastructure. There is also need for top management support and an e-CRM policy to guide usage. The most important features of e-CRM information systems were identified as the ability to ensure customer privacy, presence of a Frequently Asked Questions tool, and high speed. The proposed framework was developed based on Thong (1999) Technology Organizational Environmental Management (TOEM), with refined requirements from primary data. The developed framework was validated using a case study. Validation results indicate that the framework is applicable and can help improve the adoption of e-CRM information systems in Uganda.

Exploring the e-CRM – e-customer- e-loyalty nexus: a Kenyan commercial bank case study

“…In general terms, and through factor analysis customers' of the bank most agreed to customer satisfaction, privacy, security, interactivity, brand preference, problem solving, user friendliness, customised promotions and communication platforms. These results are consistent with findings reported in previous marketing management studies on e-CRM (Abu-Shanab and Anagreh, 2015; Alhaiou et al, 2012;Alim and Ozuem, 2014;Al-Refaie et al, 2014;Hosseini et al, 2016;Ismail and Hussin, 2016;Koçoglu and Kirmaci, 2012;Lam et al, 2013;Lendel and Varmus, 2015;Muro et al, 2013;Olupot and Kituyi, 2013;Rabbai, 2013;Tarhini et al, 2015;Tauni et al, 2014) suggesting that when developing high-quality e-CRM system, the bank needs to be concerned about how customers will perceive its attributes that would drive satisfaction and consequently loyalty to higher levels. A positive significant influence was found of e-CRM (pre-service, during service, post-service) transaction features on customers' e-loyalty.…”

“…These factors relate to overall 'strategic e-CRM features' to improve and/or strengthen long-term customer-bank relationships. The aforementioned factors are not different to those reported in several previous studies (Alim and Ozuem, 2014;Azila and Noor, 2011;Koçoglu and Kirmaci, 2012;Lam et al, 2013;Olupot and Kituyi, 2013;Rabbai, 2013;Zeithaml et al, 2012). .877 CS_c.…”

“…Usually a help desk is established where all customers' correspondence issues with regard to a service or product are channeled thereby creating a 'personal' interaction with the organisation (Ismail and Hussin, 2016). Therefore, the feedback mechanism tools (online self-help functionality, Frequently Asked Questions (FAQs) tool, complaints ability feature and online communities) help firms to integrate all customer interactions on a central platform providing customers with more control on the services they want (Abdulfattah, 2012;Olupot and Kituyi, 2013). The aforementioned features, in essence, determine the e-service quality and are critical for increasing customers' post-purchase satisfaction via 'oneto-one' communication and support from the company's website, since good eservice quality at the post-service e-CRM is believed to increase online customer's eloyalty (Alim and Ozuem, 2014;Koçoglu and Kirmaci, 2012;Lam et al, 2013).…”

ICT4D 3.0? Part 2—The patterns of an emerging “digital‐for‐development” paradigm

“…Examples include the following: Social media: there was an initial colonisation by forces that challenge the status quo—for example, services like TripAdvisor that initially sought to empower communities of consumers vis‐a‐vis producers or Facebook that sought to create quasi‐organic communities of students. While some of these may continue, some are co‐opted or challenged as the dominant forces learn to use the new technologies; thus, social media becomes the forum for new forms of “relationship marketing” and “social customer relationship management” in which communities of consumers are created and managed by corporations (eg, Elena, ; Olupot & Mayoka, ). One can see a similar dynamic at play around the incorporation of social networking—which could readily be seen as a self‐organised, cooperative network of participants—into new models of capitalism in which users get the service—Facebook, Google, Twitter, etc.—free of charge but also “work” for free by providing the service providers with monetisable data (eg, Casilli, ).…”

Exploring social customer relationship management in Australian small and medium enterprises

“…However, it should be noted that SCRM may not equally benefit all SMEs in all industry/market segments. Setting up of an SNS-based community for SCRM purposes can be demanding in terms of cost and time (Cappuccio et al, 2012;Olupot et al, 2014;Stone, 2009). Furthermore, since the forms of data generated from SCRM are unstructured and plentiful (Buttle and Maklan, 2015), integrating them into structured databases can pose significant challenges for SMEs.…”