Closing the Skill Gap of Cloud CRM Application Services in Cloud Computing for Evaluating Big Data Solutions

Abstract

Information systems (IS) continually motivate various improvements in the state-of-the-art of issues and solutions for advanced geo-information technologies in cloud computing. Reducing IS project risks and improving organizational performance has become an important issue. This study proposes a research framework, constructed from the Stimulus-Organism-Response (S-O-R) framework, in order to address the issues comprising the stimulus of project risk, the organism of project management, and the response of organizational performance for cloud service solutions. Cloud customer relationship management (cloud CRM) experts, based on cloud computing, with many years of project management experience, were selected for the interview sample in this study. Decision Making Trial and Evaluation Laboratory-based analytical network process (DEMATEL based-ANP, DANP) is a multiple-criteria decision-making (MCDM) analysis tool that does not have prior assumptions and it was used to experience the dynamic relationships among project risk, project management, and organizational performance. The study results include three directions: (a) Improving the internal business process performance can improve the efficiency of cloud CRM project processes and activities; (b) The emphasis on financial performance management can reduce the cost of a cloud CRM project so that the project can be completed within the approved budget; (c) Meeting user needs can improve user risk and reduce negative cloud CRM user experience. The scientific value of this study can be extended in order to study different projects, through research methods and frameworks, in order to explore project risk management and corporate performance improvements.

Customer loyalty approach based on CRM for SMEs

“…Companies use new technologies extensively so as to keep track of and communicate with their customers. This requires bilaterality when customers acquire products and/or services to overcome obstacles or to minimize failures in implementing new practices (Reicher et al , 2015; Chen et al , 2016). It is important to highlight the need for an appropriate organizational structure and incentives to both support CRM processes and produce the desired effects for the organization (Amalnick and Zadeh, 2017).…”

“…Therefore, it is important to develop a type of culture in SMEs that enables negative aspects of their characteristics to be eliminated and which, at the same time, maximizes their strengths. Thus, SMEs should target their business on areas in which they have the greatest competitive advantage (Soltani and Navimipour, 2016; Triznova et al , 2015; Reicher and Szeghegyi, 2015; Venturini and Benito, 2015; Chen et al , 2016).…”

Differentiated Customer Relationship Management – A Tool for Increasing Enterprise Competitiveness

“…Authors understand different concepts under the term Customer Relationship Management. Some understand it as software that a company uses [10,11,12] others characterize is a separate marketing process to gain and retain customers, and others as a expensive software in which a company invested or others identify CRM with a customer loyalty program [8,13].…”