An integrative implementation framework for electronic customer relationship management: revisiting the general principles of usability and resistance

Fjermestad, Jerry; Romano, Nicholas C.

doi:10.1109/hicss.2003.1174394

Cited by 57 publications

(82 citation statements)

References 11 publications

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“…Whereas on the one hand the failures of CRM projects have mainly been attributed to technological aspects (e.g. Fjemestad and Romano 2003), on the other hand a number of studies show that IT plays a substantial role in CRM implementation and that a positive link between the company's investment in CRM systems and the performance of the CRM exists (e.g. Jayachandran et al 2005;Reinartz et al 2004).…”

Section: Mutual Alignment Of Marketing and Itmentioning

confidence: 99%

Value-Based CRM

Gneiser

2010

Bus Inf Syst Eng

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Customer relationships represent a firm's most valuable assets. Within value-based management it is therefore crucial that customer relationships should be treated as assets or investments that need to be actively managed to maximize corporate value. However, (mono-)disciplinary approaches often do not explore the true economic potential of CRM. Therefore, this paper first presents the state of the art of CRM in academia and practice in general. Furthermore, specific challenges of a value-based CRM for the interaction between marketing, financial management, and IT are analyzed in detail. In addition to a mutual alignment of marketing and IT, the development of financial performance measures is crucial. Based on these measures and on an adequate IT support, the contribution of CRM to the corporate value can be measured and controlled.

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Section: Mutual Alignment Of Marketing and Itmentioning

confidence: 99%

Value-Based CRM

Gneiser

2010

Bus Inf Syst Eng

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“…CRM enables organizations to link their front office and back office functions with their customer "touch points" (Fickel, 1999). Hence the purpose of CRM is to serve the customers in better way, retain valuable customers and to enhance organizational performance (Fjermestad & Romano, 2003). Companies should focus on the integration of people, processes and technology to gain long-term competitive edge over competitors and in order to earn profit (Bygstad, 2002).…”

Section: Review Of Literaturementioning

confidence: 99%

IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT ON CUSTOMER SATISFACTION AND LOYALTY: A STUDY OF TELECOM COMPANIES IN J&K

2017

RW-JASC

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“…Additional research considers the use of incentives and training as key factors for combating resistance from associates and managers who will be users of the eCRM system or tool (Q. Chen & Chen, 2004;Fjermestad & Romano, 2003). Moreover, a common issue in system failures was the lack of recognition for how much effect people could have on system success (Fjermestad & Romano, 2003;Lin & Huang, 2007).…”

Section: Leadership Culture and People Issuesmentioning

confidence: 99%

“…Some research refers to eCRM as a philosophy (Crafton, 2002), some consider eCRM a marketing strategy , and others refer to specific software tools, methods, and systems as eCRM (H. M. Chen, Chen, & Kazman, 2007;Scullin, Fjermestad, & Romano, 2004). To complicate matters, in some instances, eCRM is differentiated as either analytical or operational (Fjermestad & Romano, 2003;Swift, 2002). Analytical eCRM focuses on the collection and analysis of customer data, while operational eCRM focuses on all customer touch points throughout a transaction.…”

Section: Literature Reviewmentioning

confidence: 99%

“…While eCRM is considered by many to hold even greater promise for business due to its digital foundation that enables greater data mining potential, it has yet to consistently deliver on its promise of facilitating better understanding of customer behavior (Adamson, Jones, & Tapp, 2005;Bentum & Stone, 2005; Q. Chen & Chen, 2004;Fjermestad & Romano, 2003;Li et al, 2007;Lin & Huang, 2007).…”

Section: Introductionmentioning

confidence: 99%

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Stakeholder Perceptions Regarding eCRM: A Franchise Case Study

O’Reilly

Paper

2009

InformingSciJ

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Using a dual lens of Stakeholder Theory (ST) and Relationship Marketing (RM), this exploratory case study considers the perceptions and attitudes of each stakeholder regarding the initial design, development, and subsequent testing of an electronic customer relationship management (eCRM) tool. Through the use of in-depth interviews, member-checking interviews, and data from actual customer transactions, this study attempts to fill the gap in the literature by gaining a clear understanding of the objectives, goals, and perceptions of an eCRM vendor, franchisor senior company management, franchisees, and customers regarding eCRM. The results of this study reveal important implications for the informing sciences including the need to balance human and computer interaction, issues related to control, the impact that "electronic" systems may have on marketing relationships, and the importance of balancing the interests and expectations of all stakeholders.

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An integrative implementation framework for electronic customer relationship management: revisiting the general principles of usability and resistance

Cited by 57 publications

References 11 publications

Value-Based CRM

Value-Based CRM

IMPACT OF CUSTOMER RELATIONSHIP MANAGEMENT ON CUSTOMER SATISFACTION AND LOYALTY: A STUDY OF TELECOM COMPANIES IN J&K

Stakeholder Perceptions Regarding eCRM: A Franchise Case Study

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