An integrative framework for customer relationship management: towards a systems view

Abstract

Customer relationship management (CRM) is predicated on the notion that understanding and responding to customers is key to customer satisfaction, retention, and ultimately revenue growth and profitability. With the increasing power, reach, and role of information and communications technologies (ICT), business organisations are increasingly finding new grounds and opportunities for exploiting these technologies. However, many issues surrounding CRM remain largely unresolved. In particular, overemphasis on the marketing and business strategy perspectives has overshadowed the nature of CRM as information system. This paper proposes an integrative framework with particular emphasis on the systems perspective of CRM, and presents a client/server architecture for the CRM system. The framework and the architecture are intended to better assist in the understanding, development, and implementation of CRM systems.

Konceptualni model kako dodatni posao zasnovan na tehnologiji vodi do konflikta između poslovnog i osobnog života

“…In addition, the development of ICTs has also changed consumers' expectations requiring service providers to be able to respond to customers' needs anytime, anywhere via ICTs. Therefore, to remain competitive in the market, organizations must be highly responsive to consumer needs (Karampela et al, 2020;Nour, 2012;Pehrsson, 2011). These expectations, in turn, force organizations to continue working after regular hours.…”

“…However, it is essential to highlight that monitoring is a personal choice. If managers do not intend to do so, they may choose not to monitor to another competitor (Nour, 2012). These responsive expectations of customers could lead business leaders to expect their employees to be there for customers after hours to serve customers and ensure business sustainability.…”

The critical success factors for customer relationship management implementation: a systematic literature review

“…It is not only about the adoption of a technology solution concerning customers' information, but also a business strategy designed to improve human interactions and to build effective business relationships in a business environment (Payne and Frow, 2005;Askool and Nakata, 2010). Furthermore, CRM is predicated on the notion that understanding and responding to customers is key to customer satisfaction, retention, and ultimately revenue growth and profitability (Nour, 2012). Meanwhile Reinartz et al in Malthouse et al (2013) define CRM as a process that "entails the systematic and proactive management of relationships as they move from beginning (initiation) to end (termination), with execution across the various customer-facing contact channels.…”

“…A more competitive business rivalry forces companies to use a precise and accurate management strategy. Their service is decisive to determine customer loyalty and the companies' success rate (Garrido-Moreno et al, 2014;Nour, 2012). This concept is known as customer relationship management (CRM).…”

Direct mailing decisions based on the worst and best practice cross-efficiency evaluations

“…Importance of customer relationship management (CRM), customer value analysis and customer segmentation is frequently discussed in direct marketing literature (Fan and Zhang, 2009;Kim and Lee, 2007;Kim and Gupta, 2009;Tsekouropoulos et al, 2012;Nour, 2012). Many researchers and consultants have developed 'scoring models' based on regression-type models in order to predict customers' future behaviour (e.g., Malthouse, 2003;Malthouse and Blattberg, 2005;Parr Rud, 2001).…”