What makes for CRM system success — Or failure?

Abstract

is an experienced CRM and board advisor. He worked with IBM for many years and now provides independent advice for many large organisations on systems implementation and related change issues. Merlin Stoneis a leading author and advisor on CRM programme management and implementation. He is Professor of Marketing at Bristol Business School and a Director of Yuksel Ekinciis a Reader in Marketing at Business School in Oxford Brookes University. He specialised in customer satisfaction measurement, quantitative data analysis and user satisfaction with CRM systems.Abstract Although customer relationship management (CRM) has been one of the fastest growing businesses of the new millennium, critics point to the high failure rate of the CRM projects as evidenced by commercial market studies. The purpose of the study is to investigate success and failures of CRM system implementations. We found that the scope, size, complexity and duration of the CRM projects seem to vary quite signifi cantly across fi rms. Poor planning, lack of clear objectives and not recognising the need for business change are the key reasons for CRM failures.

CRM-stratégiák a bank- és biztosítási szektorban

“…A vállalatok által implementált CRM-projektek 50-70%-a sikertelen (Reinartz et al, 2004;Foss et al, 2008), amelynek egyik oka, hogy a vállalatok túlságosan az informatikai szemléletben fognak hozzá a tevékenységhez, és nem eléggé kifejlett az ügyfélcent-rikus gondolkodásmódjuk. Az ügyfélstratégia azonban nagymértékben összefügg a vállalat piaci pozíciójával,…”

Identifying design criteria for urban system ‘last-mile’ solutions – a multi-stakeholder perspective

“…The multiple stakeholders involved in e-tailing, conventional retail, parcel delivery and transport systems within a particular geography is complex, with multiple (yet unrealised) opportunities for data sharing and systems integration (Stefansson, 2002;Yu, 2015). Service initiatives, in customer relationship management, regularly fail due to a lack of network integration and customer orientation, attributed to a lack of clarity on network objectives, poor design and planning, and the use of misleading measures or improper measurement approaches (Jain, Jain and Dhar, 2007;Foss, Stone, and Ekinci, 2008). Failure to incorporate such requirements may be detrimental to the design of a 'last-mile' solution, resulting in many 'smart city' operational initiatives failing to proceed to the implementation phase, because the environmental and social benefits cannot be effectively (or correctly) evaluated.…”

Success factors of CRM project management – A Literature Review

“…Assegurar o apoio da gestão de topo (Puschmann, 2001); (Alt & Puschmann, 2004); (Bose, 2002); (Duque et al, 2013); (Bavarsad, 2013); (Narver & Slater, 1990); (Sabherwal et al, 2006) Identificar os benefícios para o negócio (Richards & Jones, 2008); (Maleki & Anand, 2008); ; (Mankoff, 2001); (Nguyen et al, 2007); (Santoso, 2008); (Hasanian et al, 2015); (Chen & Popovich, 2003); (Foss et al, 2008); Procurar o comprometimento dos colaboradores (Mowday et al, 1974); (Shum et al, 2008); (Meyer & Herscovitch, 2001); (Meyer & Goes, 1988); (Swailes, 2004); (Tetenbaum, 1998); (Shang & Lin, 2010); ; (Shum et al, 2008); (May & Kettelhut, 1996); (Lau & Hebert, 2001); (Rigby et al, 2002); (Shah & Murtaza, 2005); (Bose, 2002); (Kristoffersen & Singh, 2004); (Siriprasoetsin et al, 2011);(Krasnikov et al, 2009);…”

“…Essas mudanças exigem claramente flexibilidade da organização tendo em consideração o sistema de CRM (Hart et al, 2004;Iriana & Buttle, 2006;Lovelock, 2007;). Exigem, também, mudanças de atitudes e processos (Foss et al, 2008;Mendoza et al, 2007). A cultura organizacional é, assim, composta por diferentes dimensões e cada dimensão terá uma forma única de impacto sobre o desempenho da organização (Denison & Mishra, 1995).…”

“…Foss et al (Foss et al, 2008) consideram que um mau planeamento é uma das principais razões para as falhas do CRM. Jain et al (Foss et al, 2008;Jain et al, 2007), também atribuem ao mau planeamento algumas das maiores falhas nos projetos CRM.…”