Family Business Owner as a Central Figure in Customer Relationship Management

Arsić, Siniša; Banjević, Koviljka; Nastasić, Aleksandra; Rošulj, Dragana; Arsić, Miloš

doi:10.3390/su11010077

Cited by 24 publications

(20 citation statements)

References 39 publications

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“…Administrative innovation is understood as a set of activities involving changes in organisational structures or administrative processes, such as human resource policies for recruitment and allocation, task assignation and reward policies (Gopalakrishnan & Damanpour, 1997). Innovation in production and IT processes favours an ambidextrous performance, whereas changes in logistics systems, despite being positive, are less relevant (Arsi c et al, 2018).…”

Section: Crm and Customer Knowledge Managementmentioning

confidence: 99%

Customer relationship management: digital transformation and sustainable business model innovation

Oltra-Badenes

Lozano-Quilis

2020

Economic Research-Ekonomska Istraživanja

197

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The point of departure for this study is the understanding of customer relationship management (CRM) as a set of technological solutions key for efficient business management, the benefits of which, highlighted by previous works, are presented and defined here as crucial for entrepreneurial success. Of particular interest for this purpose are the existing studies on sustainability, which provide a viable research model to assess and validate the potential effect of each CRM component (sales, marketing, and services) on the three dimensions of sustainability (economic, environmental, and social). Upon confirmation of our hypotheses, the subsequent validation of such model should bring a better understanding of the way in which CRM-related benefits may increase the positive impact of its components on each dimension of sustainability. CRM can hence be considered a sort of Green IT, oriented toward digital transformation and sustainable business model innovation. Indeed, this research model may be the basis for a more specific methodology to measure the impact and benefits of applying CRM, understood, as we will contend, both in terms of sustainable business models and innovation.

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Section: Crm and Customer Knowledge Managementmentioning

confidence: 99%

Customer relationship management: digital transformation and sustainable business model innovation

Oltra-Badenes

Lozano-Quilis

2020

Economic Research-Ekonomska Istraživanja

197

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“…Findings from various studies have justified the need of CRM for long-term business sustainability (Siu 2016). Prior studies have generally found a positive relationship between implementation of the CRM system and company performance (Arsić et al 2019), or (Siu 2016).…”

Section: Introductionmentioning

confidence: 99%

The Best Practice of CRM Implementation for Small- and Medium-Sized Enterprises

Pohludka¹,

Štverková

2019

Administrative Sciences

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The biggest key aspect to the success of a business is a satisfied customer. For this reason, it is possible to state that the growing trend of focusing on the customer and his/her needs has prevailed in recent years. The aim of this article is to analyze the use of CRM (Customer Relationship Management) systems in small- and medium-sized enterprises (SMEs) in the Czech Republic and to find the determinants for CRM system implementation. The best practice for CRM implementation suitable for SMEs is clarified using a specific case of a global enterprise. A fully functional CRM system can be considered a competitive advantage, and this is not only the case for global companies, but also for small and medium enterprises. Using a functional CRM interconnected with an ERP system, enterprises are able to manage business and direct marketing activities, as well as the company’s overall profits. These functional systems lead to an integrated system called funnel management, which improves customer relationship management and leads to a sustainable business.

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“…In terms of the IT system, the CRM is defined as an IS that supports the work of marketing, sales, service or contact centre departments. According to Xu et al, "CRM is an information industry term for methodologies, software, and usually Internet A lot of studies show that the CRM system has a positive impact on organizational effectiveness and performance (Elmuti et al, 2009;Reimann et al, 2010;Arsi´c et al, 2019). Some researchers consider the CRM in the context of the sales strategy (Barone and DeCarlo, 2012) or focus only on the CRM impact on sales performance (Weinstein and Mullins, 2012;Deeter-Schmelz, 2018) or sales managers effectiveness in the context of resource orchestration (Badrinarayanan et al, 2019).…”

Section: Impact Of the Crm On Organizational Effectiveness And Performentioning

confidence: 99%

Impact of the CRM System and Time Management on Organizational Effectiveness and Performance: Case Study of an E-Commerce Micro Enterprise

Januszewski¹,

Krupcała²

2021

ERSJ

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Purpose: The main goal of the study is to examine the impact of the implementation of the Customer Relationship Management (CRM) system and Time Management (TM) tools on organizational effectiveness and performance (OEP). A literature review provides the background for presenting the results of own research performed for an e-commerce microenterprise. Design/Approach/Methodology: The empirical research involved a case study with the use of participant observation method and direct unstructured interview. The participant observation results were compared with the results of a direct interview with the CEO of the company and discussed against the background of the research results in the literature. Findings: The research has shown a significant impact of the CRM system on increasing the OEP. There were also differences in the perception of TM's impact on the OEP, the people who did not have TM tools in place used the CRM less and were not able to benefit from the CRM potential. It also became one of the reasons for the failure of the first CRM implementation in the company. In addition, the lack of knowledge of IT management support tools, training, as well as the non-intuitive nature of the CRM system resulted in barriers preventing a further use of the system. Practical Implications: The results indicate what TM functions of the CRM system can be useful to improve the work organization and to increase the OEP of a micro enterprise. Originality/Value: The impact of the simultaneous use of the CRM system and TM tools on OEP has not been described in the literature. The previous studies concerned mainly the impact of the CRM on organizational performance or the TM on the sales team's performance. No article was devoted to the application of CRM and/or TM in a microenterprise. The value of the article results from pointing out the synergy effect from the combination of CRM and TM tools.

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Family Business Owner as a Central Figure in Customer Relationship Management

Cited by 24 publications

References 39 publications

Customer relationship management: digital transformation and sustainable business model innovation

Customer relationship management: digital transformation and sustainable business model innovation

The Best Practice of CRM Implementation for Small- and Medium-Sized Enterprises

Impact of the CRM System and Time Management on Organizational Effectiveness and Performance: Case Study of an E-Commerce Micro Enterprise

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