‘I wouldn't start from here’: Finding a way in CRM projects

Abstract

their performance.' 2-the dangers of very large projects (VLPs)-'Any CM project greater than £10m will fail'. Key findings of any significant survey of project success indicate:-organisations have experienced a significant overall shortfall against anticipated business benefits: the biggest shortfall between expectation and reality is in customer service and responsiveness, staff productivity and business management-specific targets and expected results MOST CRM PROJECTS ARE LIKELY TO FAIL A CRM project is more likely to fail than succeed. And the larger the project the riskier it is. A review of various project failures and project studies illustrate the main reasons for failure. There are clear lessons for CM projects.-'70 per cent of CM programmes started this year will fail!' 1-'an overwhelming 92 per cent of companies are dissatisfied with results achieved to date from their ERP implementations. Only 8 per cent achieved a positive improvement in

Customer relationship management and service quality: Influences in higher education

“…So the objectives are to research customer expectations and service personalisation leading to customer satisfaction and customer advocacy. Woodcock et al (2001)defined CRM as a set of methodologies, technologies and e-commerce capabilities used by companies to manage a customer relationship.CRM is the act of acquisition, analysis and use of knowledge about customers to sell more goods and services effectively and efficiently by providing a profitable service for both the firm and its customers (Bose, 2002). It represents a comprehensive marketing strategy for acquiring, retaining and partnering with selected customers to create superior value for the company and customers (Parvitiyar&Sheth, 2001).…”

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

“…The plethora of CRM definitions provided in the literature has not only caused confusion, but also resulted in a lot of ambiguity surrounding CRM (Boulding et al, 2005;Finnegan and Currie, 2010;McKim, 2002;Pass and Kuijlen 2001;Winer, 2001;Woodcock and Starkey, 2001;Zablah et al, 2004b;Zeitham et al, 2001). For example, in their literature review, Zablah et al (2004b, p.475) identified approximately 45 distinct definitions of CRM, adding that "the extant CRM literature appears to be inconsistent and is highly fragmented due, primarily, to this lack of a common conceptualisation".…”

Regaining a seat at the table: marketing management and the e‐service opportunity

“…The implementation of e-commerce alongside traditional customer channels demonstrates the problematical nature of managing multiple channels and customer knowledge effectively. The failure of many Customer Relationship Management (CRM) programs, designed to achieve an integrated and consistent approach to dealing with customers across channels, is well documented (Woodcock and Starkey, 2001;Ebner et al, 2002). It is claimed that this failure is because companies think of CRM as primarily about IT (Peppard, 2000;Ryals and Payne, 2001), whereas what is needed is the development, and implementation of an integrated customer strategy (Rigby et al, 2002).…”