Service integrators in business networks—the importance of relationship values

Heinrich, Bernd; Zellner, Gregor; Leist, Susanne

doi:10.1007/s12525-011-0075-x

Cited by 18 publications

(4 citation statements)

References 47 publications

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“…In general there are three kinds of governance mechanisms: (1) decision-making structures, (2) alignment processes and (3) formal communications (Weill and Ross 2005). Relationship-specific processes need to be designed and implemented in business networks (Heinrich et al 2011). Also the use of contracts and agreements are necessary to formalize expectations.…”

Section: Governance Of Networkmentioning

confidence: 99%

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

et al. 2015

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Both private and public sector organizations tend to participate in networks in order to gain access to knowledge, skills and resources of other organizations and to create synergies to achieve highly demanding and complex goals they cannot attain individually. The governance of these networks has been recognized as being an important variable influencing organizational network performance. This Special Issue aims to contribute to the investigation and understanding of the relationships between ICT and governance of organizational networks. This introductory paper provides the conceptual and theoretical background. The relationship between network governance and technology is bi-directional; evolutions in ICT enable the development of new types of network collaborations and governance, whereas governance of collaboration networks is critical for the development of complex ICT infrastructures. We argue that network governance should be conceptualized as an evolving socio-technical process shaped by actors and aimed at tackling complex and dynamic contemporary challenges.

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Section: Governance Of Networkmentioning

confidence: 99%

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

et al. 2015

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“…The sales process often takes longer (Hedaa 1996) -up to 2 years and is based on building relationship between the limited numbers of involved employees. Important aspects are relationships, good collaborations within business networks (Heinrich et al 2011) which are built among individuals representing the cooperating companies, not between firms as wholes. As a result, there is a risk of losing customers when a single employee is laid off.…”

Section: Problem Descriptionmentioning

confidence: 99%

“…Nevertheless, the data stored in the CRM database is by default strongly related with company sales, marketing and communication processes with client and business partners. (Heinrich et al 2011). For that reason, it contains precise information about your employees engaged in contacts with external world and these people can be used to establish new relationships with new business customers or contractors.…”

Section: Scan Architecturementioning

confidence: 99%

New business client acquisition using social networking sites

et al. 2013

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The rapid development and expansion of the social services and social networking sites (SNSs) on the Internet has boosted interdisciplinary research on online communities as a part of social network analysis. Social networking creates a unique opportunity to establish new business contacts with people from unexplored markets to gain new customers or contractors. The goal of the paper is to present a new idea for acquisition of new customers in the business-to-business market using individual human relationships existing SNSs. In order to find an appropriate solution, the SCAN method (System for Client Acquisition via Social Network) has been proposed. This method is a B2B application to support new markets gaining process. It makes use of paths over human relationships that lead in the shortest and steadfast way from the searching company members to the potential clients represented by their selected employees.

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“…Thereby, in the prevailing Information Age the only opportunity to serve the customer process in all its aspects is to cooperate with partner companies in business networks (Heinrich et al 2011), the latter meaning that companies cooperate with a set of connected partners to produce added value (Anderson et al 1994;Alt and Smits 2007). Hence, in the context of CRM and its variants, a good cooperation of all business network's participants constitutes the basis for understanding the customer process and identifying customer needs in order to establish customer orientation and realize the full potential of CRM in business networks (Heinrich et al 2011). At the same time, customer orientation through CRM is indispensable in business networks to coordinate the network actors and to survive in saturated markets.…”

Section: Related Literaturementioning

confidence: 99%

The optimal level of CRM IT investments

et al. 2012

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In light of the growing relevance of customeroriented business strategies IT investments in the field of Customer Relationship Management have increased considerably. However, firms often could not realize sufficient returns on these IT investments. One major reason for this failure seems to be the lack of appropriate approaches to determine the economic impact of such investments ex ante. Therefore, we develop an economic model to determine the optimal level of Customer Relationship Management IT investments. Using this approach, firms can evaluate, to what extent investments in Customer Relationship Management IT are reasonable. One major result is that in most cases the "all or nothing strategy" pursued by many firms does not lead to the optimal level of investments. To illustrate the practical utility and applicability of the approach, we provide a real world example of a German financial services provider.

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Service integrators in business networks—the importance of relationship values

Cited by 18 publications

References 47 publications

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

New business client acquisition using social networking sites

The optimal level of CRM IT investments

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