Understanding customer relationship management technology adoption in small and medium-sized enterprises

Newby, Michael; Nguyen, ThuyUyen H.; Waring, Teresa

doi:10.1108/jeim-11-2012-0078

Cited by 48 publications

(36 citation statements)

References 56 publications

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“…Chatbots help reduces costs, for example, Toshiba uses chatbot instead of employee cause reduce the number of support calls by 30-50% and decreasing service workload for employees [10]. In most countries, small and medium-sized enterprises (SMEs) play an important role in shaping the economy [11]. For this reason, SMEs are aware of the value of IT in order to efficiently build relationships with customers and Effectiveness [11] [12].…”

Section: Related Workmentioning

confidence: 99%

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Ontology Based Thai Chatbot on Social Media Marketing for Community Enterprise

Nuanmeesri*,

Poomhiran

2019

IJRTE

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Communicating with customers is the key to maintaining relationships so that customers are loyal to the business. But employees in the organization are unable to support or keep contact with the customer all day, especially for community enterprise with limited budgets. The chatbot is one of the tools that can increase the efficiency of automated communication with customers at all times. This paper presents Thai chatbot on social media marketing for community enterprise using the ontology technique. To develop a semi-automatic approach to create query terms and answers in different styles of response which is related to describe the features of online community product purchases for online buyers with community enterprise. The Longest matching approach was used to increase the capability of the Thai word segmentation, thus providing detailed and accurate information. The results show effectiveness and evaluation in terms of the accuracy of the classification and relationship of ontology and black box testing at the high-level while being used has high consensus both experts and users.

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Section: Related Workmentioning

confidence: 99%

“…In most countries, small and medium-sized enterprises (SMEs) play an important role in shaping the economy [11]. For this reason, SMEs are aware of the value of IT in order to efficiently build relationships with customers and Effectiveness [11] [12]. In contrast, SMEs have limited investment [13] and lack of digital support [13] [14].…”

Section: Related Workmentioning

confidence: 99%

Ontology Based Thai Chatbot on Social Media Marketing for Community Enterprise

Nuanmeesri*,

Poomhiran

2019

IJRTE

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“…CRM involves substantial restructuring of organisational elements and processes, often planning strategic organisational change, with an aim to maximise the value of relationships with customers (Newby, Nguyen, and Waring 2014). Strategic planning processes need to be adapted for the new customer-centric philosophy (Gurau, Ranchhod, and Hackney 2003).…”

Section: The Management Disciplinementioning

confidence: 99%

Understanding customer relationship management (CRM) adoption in an Arab Middle Eastern context

Jaber

Simkin

2017

Behaviour & Information Technology

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While the development of CRM started in the developed west, it has rapidly spread to developing countries. However, the way organisations adopt CRM in developing countries, and more specifically in the Arab world might be different and the context certainly differs. There is a shortage of rigorous studies that examine drivers of CRM adoption in this context. In this study we examine the antecedents of CRM adoption in the Jordanian service sector. The conceptual framework of this research is tested using a crosssectional survey of more than 322 practitioners. Using structural equation modelling analysis, results specify six underlying factors that explain CRM adoption: segmentation analysis, clear direction and objectives, performance measurement, rewarding usage, managing project changes, and knowledge management. Each area has implications for improving practices and maximising the benefits of adopting the process or management practice of CRM. This paper identifies key practices to provide useful guidelines for organisations in the Arab world making plans to adopt CRM, with broader implications for the adoption of many systems and projects there and for CRM deployment in developed regions. Adoption process; CRM; innovation diffusion theory; knowledge management; employee perception; marketing operations Relationship Management Software, Worldwide, 2015"). This proves that CRM is a global concept (Ramaseshan et al., 2006). Nevertheless, most studies of CRM have either focused on Asia/Pacific markets (e.g. Lin et al. 2010; Wang and Feng 2012) or developed markets, such as North America (e.g. Krasnikov et al. 2009; Reimann et al. 2010) and Europe (e.g. Payne and Frow 2005; Rahimi et al. 2017). Findings from these studies are not easily comparable or applicable to companies in the Arab world, as different countries and regions represent varying practices and challenges to CRM (Ramaseshan et al. 2006). Hence, more research is needed to study the usage and implementation of CRM in developing markets, which are becoming increasingly important in their own right (Kumar et al. 2011). This study aims to determine the drivers or antecedents of CRM adoption in Jordan, an Arab developing country and to expand the understanding of CRM adoption and implementation per se.For many organisations, CRM has yet to deliver on its promises (Kim et al. 2012). The high failure rate of CRM projects suggests that researchers ought to provide business practitioners with better tools, which are useful for managing these projects (Forrester, "Map the way to your CRM business outcomes"). Industry studies have consistently emphasised that a lack of commitment to the core principles of CRM may explain why many organisations are disappointed by CRM implementation (Forrester, "Map the way to your CRM business outcomes"; Zahay et al. 2014). While there is a substantial body of literature concerning CRM and its adoption, research around this phenomenon is widely scattered and fragmented across different disciplines and perspectives (Gebert et al. ...

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“…Organizations with a strong innovation orientation are more likely to implement policies, procedures, practices, and incentives specifically devoted to gathering and disseminating information about customer and competitor markets to stimulate and sustain innovation (Siguaw et al, 2006). Researchers found that having innovative management and an innovation culture in the organization has a significant impact on the perception of the use of CRM IS, technology of CRM IS, and the probability of accepting a CRM IS in organizations (Hung et al, 2010;Nguyen and Waring, 2013;Newby et al, 2014). The findings on CRM systems applications are reported, and an innovative aCRM system is proposed for customer knowledge acquisition (Xu and Walton, 2005).…”

Section: Organizational Factors and Attitudes Towards The Use Of Acrmmentioning

confidence: 99%

Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

2016

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Background and Purpose: Information solutions for analytical customer relationship management CRM (aCRM IS) that include the use of analytical tools are becoming increasingly important, due organizations' need for knowledge of their customers and the ability to manage big data. The objective of the research is, therefore, to determine how the organizations' orientations (process, innovation, and technology) as critical organizational factors affect the attitude towards the use of the analytical tools of aCRM IS. Design/Methodology/Approach: To measure the orientation of the organization (process, innovation, and technology), we redesigned the existing scale, which was validated using exploratory factor analysis. In the next phase, we created a model by which we examined the impact of the organization's stance in relation to the use of the analytical tools of aCRM IS, where we used multiple regression analysis. The model was verified on a sample of Slovenian Organizations (n=105), which use the analytical tools of aCRM IS for analyzing the data they have on their customers and business partners. Results: In the study we found that all critical factors of the organization, specifically process, technology, and innovation orientation, have a positive impact on the attitudes towards using the analytical tools of aCRM IS. Innovation orientation is particularly important and has the strongest influence on the attitude towards using the analytical tools of aCRM IS. We found that innovation orientation on new ideas, methods, and approaches has the strongest effect, followed by the impact of innovation orientation on acceptance of novelty. Conclusion: The more innovation-, technology-, and process-oriented organizations are, the more positive their attitude towards using the analytical tools of aCRM IS. The study is particularly important for organizations that are introducing an aCRM IS into their business system.

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Understanding customer relationship management technology adoption in small and medium-sized enterprises

Cited by 48 publications

References 56 publications

Ontology Based Thai Chatbot on Social Media Marketing for Community Enterprise

Ontology Based Thai Chatbot on Social Media Marketing for Community Enterprise

Understanding customer relationship management (CRM) adoption in an Arab Middle Eastern context

Factors Influencing Attitudes Towards the Use of CRM’s Analytical Tools in Organizations

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