CRM systems: Necessary, but not sufficient. REAP the benefits of customer management

Starkey, Michael; Woodcock, Neil

doi:10.1057/palgrave.jdm.3240008

Cited by 44 publications

(28 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Thirty-one per cent of a sample of 202 projects reports that CRM software had improved their ability to sell and service their customers. 33 Starkey and Woodcock 34 claim that returns on CRM investments can be as high as 400 per cent over the full life of a CRM project. Woodcock ' s benchmarking study suggests a strong positive association (r = 0.80) between customer management expertise and business performance.…”

mentioning

confidence: 99%

CRM software applications and business performance

Ang

Buttle²

2006

J Database Mark Cust Strategy Manag

View full text Add to dashboard Cite

After a period of decline at the turn of the century, demand for customer relationship management (CRM) software is rebounding. Our investigation of the Australian context, however, shows that a large proportion of companies are still undeveloped in terms of their application of software to support their customer management strategies. Less than 40 per cent of companies use CRM software. When it is used, the software is more commonly deployed for customer retention and customer development purposes. It is less extensively used to support customer acquisition, but when this does happen it results in more cost-effective marketing campaigns. Companies that do employ CRM software are generally satisfi ed with their return on investment (ROI) from the software. Our data suggest that companies ' level of satisfaction with software performance varies directly with its reported impact on business profi tability. The performance of the software in meeting companies ' expectations of customer retention is a statistically signifi cant predictor of profi tability. Larger companies tend to be less satisfi ed with software ROI, while service companies appear to be more likely to adopt CRM software than companies in other sectors. We fi nd that the intelligent application of CRM software can yield improvements in business performance.

show abstract

mentioning

confidence: 99%

CRM software applications and business performance

Ang

Buttle²

2006

J Database Mark Cust Strategy Manag

View full text Add to dashboard Cite

show abstract

“…7 There is a large literature on the strategy component of CRM, including discussions of the philosophical foundations, examination of strategic underpinnings and identifi cation of organizational conditions conducive to successful CRM implementation. 7 -16 However, a small but growing stream of research has focused on the role of CRM technology either as a central study focus 2,17,18 or as part of a larger CRM study. 1,2,19 -21 Issues addressed in these studies include the extent of CRM technology adoption, 2 the uses to which adopting organizations put their CRM technology systems 19 and the benefi ts they have derived from implementing CRM technologies.…”

Section: Literaturementioning

confidence: 99%

“…30 Similarly, Starkey and Woodcock fi nd a positive association between organizational size and CRM software adoption. 17 On the other hand, Ang and Buttle fi nd that larger Australian organizations are no more likely than smaller ones to adopt CRM software, and cite falling software prices as a possible explanatory account of this surprising fi nding. 2 Larger organizations are also more likely to use the analytical capabilities of CRM software to understand potential, current and past customers.…”

Section: Influences On Crm Technology Adoption Use and Benefitsmentioning

confidence: 99%

CRM technology use and implementation benefits in an emerging market

Abdul‐Muhmin

2012

J Database Mark Cust Strategy Manag

View full text Add to dashboard Cite

Against a backdrop of growing popularity of Customer Relationship Management (CRM ) systems globally, this study empirically examines CRM awareness, perceptions and extent of CRM technology adoption among organizations in an emerging market -Saudi Arabia. It also examines the specifi c uses of analytical CRM and the perceived benefi ts of CRM technology among adopting organizations. Data for the empirical analysis come from 118 responses provided by key informants to a structured self-administered survey. The empirical results show a reasonably high level of CRM awareness and a relatively high CRM technology adoption rate, particularly among large organizations. Contrary to expectations, however, service organizations are no more likely to adopt CRM technologies than their non-service counterparts. The results also show that adopting organizations mainly use the customer analytics capabilities of CRM technologies to obtain insights about current customers and for customer value assessment and information tracking. Analytics relating to potential and past customers and to customer cost determination are relatively less prevalent. Finally, CRM technology-adopting organizations report the greatest implementation benefi ts in improved customer insight and employee productivity. With a few exceptions, the fi ndings endure irrespective of organization size, industry sector and CRM technology duration in the organization. Implications of the results are outlined and discussed.

show abstract

“…Incluir elementos dos vários departamentos no projeto (Ryals & Knox, 2001); (Steel et al, 2013); (Campbell, 2003); (Thompson & Ryals, 2000); (Conduit & Mavondo, 2001); (Verhoef & Langerak, 2002); (Starkey & Woodcock, 2002); (Raman et al, 2006); (Siriprasoetsin et al, 2011); ; (Chikweche et al, 2013);…”

mentioning

confidence: 99%

Success factors of CRM project management – A Literature Review

Pereira

Varajão

2016

Atas Da 16ª Conferência Da Associação Portuguesa De Sistemas De Informação

View full text Add to dashboard Cite

ResumoHá vários fatores que influenciam o sucesso da gestão de projetos de sistemas de Gestão do Relacionamento com o Cliente (CRM). Este artigo apresenta uma revisão sistemática da literatura dos últimos quinze anos, identificando e discutindo os principais fatores de sucesso da gestão de projetos CRM. Os fatores de sucesso identificados foram estruturados em quatro dimensões: fatores estratégicos; fatores operacionais; fatores organizacionais; fatores tecnológicos. Os resultados obtidos permitem uma melhor compreensão dos fatores de sucesso relativos à implementação de projetos CRM e constituem uma base teórica para trabalhos futuros focados na avaliação deste tipo de projetos.Palavras-chave: Customer Relationship Management; CRM; fatores de sucesso; gestão de projetos; revisão de literatura. Abstract There are many factors that influence the success of the management of Customer Relationship Management systems projects (CRM INTRODUÇÃOO Customer Relationship Management (CRM), ou gestão do relacionamento com o cliente, é entendido como um conjunto de atividades de negócio suportadas por tecnologias e processos, movido por uma estratégia e projetado para melhorar os resultados do negócio através do foco na gestão de clientes.Uma previsão do grupo Gartner (Columbus, 2013) indica que o investimento em CRM, em todo o mundo, chegará a $36.5B em 2017, o que revela bem a sua importância e popularidade. Contudo, apesar dessa importância, os projetos de CRM apresentam uma taxa de insucesso de implementação elevada (Greenberg, 2010;Insight, 2014;Kale, 2004;Microsoft, 2007;Prezant, 2013;Sen & Sinha, 2011), sendo necessários esforços de investigação que contribuam para combater este problema.

show abstract

CRM systems: Necessary, but not sufficient. REAP the benefits of customer management

Cited by 44 publications

References 0 publications

CRM software applications and business performance

CRM software applications and business performance

CRM technology use and implementation benefits in an emerging market

Success factors of CRM project management – A Literature Review

Contact Info

Product

Resources

About