The state of CRM adoption by the financial services in the UK: an empirical investigation

Karakostas, Bill; Kardaras, Dimitris; Papathanassiou, Eleutherios A.

doi:10.1016/j.im.2004.08.006

Cited by 138 publications

(66 citation statements)

References 18 publications

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“…Vários autores (Abbott et al, 2001;Al-Hudhaif, 2011;Almotairi, 2009;Avlonitis & Panagopoulos, 2005;Bhaskar, 2004;Bustan et al, 2008;Chan, 2005;Chang, 2007;Chen & Popovich, 2003;Chen & Chen, 2004;Croteau & Li, 2003;Eid, 2007;Hart et al, 2004;Karakostas et al, 2005;Kavosh et al, 2012;Kim et al, 2002;Lenskold, 2004;Maleki & Anand, 2008;Mankoff, 2001;McGovern & Panaro, 2004;Mendoza et al, 2007;Nguyen et al, 2007;Padilla-Melendez & Garrido-Moreno, 2014;Payne & Frow, 2004;Phadatare & Haldar, 2016;Reicher et al, 2015;Sharma & Goyal, 2011;Tafti, 2002;Zablah et al, 2004), realizaram estudos para identificar os fatores de sucesso a ter em consideração na implementação de CRM. Eid (2007) de Projetos", "Marketing", "Gestão de Negócios"), impacto (índice H), e quartil (preferencialmente Q1 …”

Section: Fatores De Sucesso Da Gestão De Projetos De Crmunclassified

Success factors of CRM project management – A Literature Review

Pereira

Varajão

2016

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

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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.

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Section: Fatores De Sucesso Da Gestão De Projetos De Crmunclassified

Success factors of CRM project management – A Literature Review

Pereira

Varajão

2016

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

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“…Leverin and Liljander (2006) emphasized improving customer relationship satisfaction and loyalty ( Leverin & Liljander, 2006). Customer value is what leads to increased loyalty, sales, and retention rates (Karakostas et al, 2005;Kennedy & King, 2004;Buckinx & Van den Poel, 2005). Racherla & HU, 2008;king & Burgess, 2007;Hallowell, 1996;Ranjan & Bhatnagar, 2009;Sophonthummapharn, 2009;Fluss, 2008 A tool for optimizing sell, income, and benefit Racherla & HU, 2008;Guleri, 2000;Rigby et al, 2002;kim et al, 2003;Ranjan & Bhatnagar, 2009;Greenberg, 2004;Sophonthummapharn, 2009;Butler, 2000 A process for collecting, saving, and analysis of information to attract and retain customers Racherla & HU, 2008;Hallowell, 1996;Garrido-Moreno & Padilla-Meléndez, 2011;Zandi & Tavana, 2011;Mendoza, 2007;Sivadas & Baker-Prewitt, 2000;Sophonthummapharn, 2009;Wu & Hung, 2009;Day, 1994;Roh et al, 2005;king & Burgess, 2007;Galimi, 2000 A process of access and retaining of selecting customers and long-term participation and relationship with them Hallowell, 1996;Nguyen et al, 2007;Ranjan & Bhatnagar, 2009;Kirby, 2001;Mendoza, 2007;Sophonthummapharn, 2009;Roh et al, 2005;…”

Section: Customer Relationship Managementmentioning

confidence: 99%

Detecting success factors of electronic customer relationship management (e_CRM) system to establish an appropriate model in police call centre of Iran

Yazdanpanah¹,

Gazor²

2012

MSL

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The present research aims to describe and explain factors affecting the success of eCRM system in police telephone-contact centers as a part of their interactive and relationship-oriented programs. In this study, one of the most famous models implemented in several industries such as insurance industry has been evaluated; the results then have been modified for application. The results, in fact, corroborate the main hypothesis, which points to the existence of a relationship between an establishment and its institutional success. In other words, having established an eCRM system, institutions will witness an increase in efficiency, staff satisfaction, and eventually customer satisfaction. The results may also explain the failure of some huge investments in implementing modern technology to disseminate information and establish communication by indicating that large investments in technology do not necessarily bring about required improvement in efficiency. It has also been demonstrated that expanding types of services to include ones such as providing counseling via telephone and placing accurate and relevant information on the website needs to be considered as part of an eCRM system agenda.

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“…CRM is seen as a determinant of competitiveness because it tries to leverage the knowledge and emotions of customers after having engaged them on a long-term winwin relationship (Karakostas et al, 2005). Operationally, CRM can be regarded as the process of creating and maintaining a connection between brand-owner and brandfollower grounded in common values and interests with the goal of retaining customers.…”

Section: Introductionmentioning

confidence: 99%