...Pergamon PII: European Management Journal Vol. 19, No. 5, pp. 534–542, 2001 2001 Elsevier Science Ltd. All rights reserved. 0263-2373/01 $20.00 S0263-2373(01)00067-6 Cross-Functional Issues in the Implementation of Relationship Marketing Through Customer Relationship Management LYNETTE RYALS, Cranfield University School of Management SIMON KNOX, Cranfield University School of Management There is a major change in the way companies organise themselves as firms switch from productbased to customer-based structures. A key driver of this change is the advent of Customer Relationship Management which, underpinned by information systems convergence and the development of supporting software, promises to significantly improve the implementation of Relationship Marketing principles. In this paper we explore the three main issues that can enable (or hinder) the development of Customer Relationship Management in the service sector; the organisational issues of culture and communication, management metrics and crossfunctional integration — especially between marketing and information technology. 2001 Elsevier Science Ltd. All rights reserved. Keywords: Customer relationship management, Cross-functional integration, Information technology, Relationship marketing keting debate were made by Reichheld and Sasser (1990) reporting on the customer retention work of Bain and Co. These findings indicated that a 5 per cent increase in customer retention resulted in an increase in average...
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...Individual essay: Electrocomponents PLC Name: Institution: Date: Individual essay: Electrocomponents PLC Introduction Electrocomponents PLC is a multinational company based in the United Kingdom operating in the distribution of electronics and maintenance products. The international firm’s products include electrical, test and measurement, electronics, control, automation, and support. The company has expanded and established branches in United Kingdom, Asia Pacific, North America, and continental Europe. The office in the United Kingdom controls the operations in United Kingdom and exporting of products to distributors in countries that do have the firm’s local operating subsidiaries. Continental Europe controls operations in Spain, Germany, Ireland, Belgium, Hungary, Poland, Sweden, France, Norway, Austria, Italy, the Netherlands, Czech Republic, and Switzerland. The North American branches control the firm's operations in Canada and United States of America. Asia Pacific controls the operations in Japan, Taiwan, Chile, China, Philippines, Singapore, Malaysia, Thailand, South Africa, New Zealand, and Australia (Mullins and Walker, 2013). The firm operates under two principal brands namely; allied electronics (united states of America and Canada), and RS Components operating across the globe (in over 24 countries). The firm has over one million customers from eighty countries to whom it distributes over 500,000 products acquired from over 2,500 suppliers across the...
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...ESTRATEGIAS CRM EN EMPRESAS HOTELERAS. ESTADO DE LA INVESTIGACIÓN Y DEFINICIÓN DE UN MODELO DE ÉXITO INTEGRADOR Aurora Garrido Moreno Universidad de Málaga e-mail: agarridom@uma.es Antonio Padilla Meléndez Universidad de Málaga e-mail: apm@uma.es ABSTRACT El sector hotelero es especialmente relevante dentro de la actividad turística en general. Podemos afirmar que las empresas hoteleras se enfrentan en la actualidad a un entorno cada vez más cambiante, competitivo y con clientes más exigentes. Para dar respuesta a esto se han desarrollado estrategias de gestión de relaciones con clientes o Customer Relationship Management (CRM), donde la tecnología en la mayoría de los casos se señala como componente esencial. Sin embargo, tras la revisión de la literatura, podemos afirmar que es preciso realizar un análisis integrador de todos los factores que inciden en el éxito de una estrategia CRM. Por ello proponemos un concepto global del CRM como estrategia de negocio. Además, concluimos a partir de la revisión de la literatura que la mayoría de los estudios realizados hasta ahora sobre el CRM y más en el sector hotelero, son estudios de carácter exploratorio, siendo escasos los estudios confirmatorios, y señalando la mayoría de los estudios empíricos existentes principalmente los problemas que surgen a la hora de implementar el CRM en la práctica. Por ello, en este trabajo se presenta un modelo integrador de éxito en la implementación de la estrategia CRM que considera como variables...
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...Impact of marketing strategy on sales performance Introduction There is no doubt that marketing is the only way used in providing the right products or services to the right customer in the right time. Any marketer can’t achieve any sales growth without setting and establishing proper marketing strategies, which enable the company to achieve the highest level of profitability and increase its sales performance more than the other competitors of the same industry. Recently, it has become the most essential managerial process in the organization where it determines the different demands of customers and tries to promote their products or services to the target customers and make them satisfied, so they will increase their sales margins, as well as the net profits after selling the service or the product. According to Page and Baines (2008) marketing is considered a strategy conducted by firms in order to improve both the market share and profitability ratio. Therefore, organizational marketing departments try to employ some of strategies to promote its products whether in the local or the international markets. However, these marketing strategies must be customized according to the geographical areas and the demographics of the target customers in order to attract customers and increase the sales performance of the company. Company Overview United Media Services Company has its own services in publishing and advertising monthly magazines and annual outlets during various occasions...
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...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is...
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...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a...
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...[pic] MKT 4100 Strategic Marketing Management Module Handbook Academic Year 2012/2013 Dubai Coordinator: Dr. Doug Young School of Business |Student Name: | | | OR |Student Number: | | | |Seminar Class Details: | |Name of Seminar Tutor: | |Day: | |Time: | |Room: | Lectures: Tuesday from 6:30 - 9:30 PM in KV Block 17, Room 009 ...
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...Halmstad University School of Business and Engineering Technical Project and Business Management Master of Science Degree Crucial Factors in Customer Relationship Management A Chinese Perspective of the Telecommunication Industry Dissertation in TPA, 15 ECTS Authors: Song Yan 880514-T168 Wei Bin 850809-T454 Supervisor: Joakim Tell Examiner: Bernd Hofmaier Acknowledgement Thank all persons who have contributed to our dissertation. Without you, we would not have reached the achievement. With the support and encouragement from Joakim Tell, our supervisor, we got a lot useful guidance when there were confusions. With useful advice from Henrik Floren and Bernd Hofmaier, we kept improving our dissertation in a professional way. With the positive feedback from the other group members, we managed to make the thesis easier to understand. We would also like to thank Halmstad University which has given us a good environment and the opportunity to undertake the dissertation in which we are interested. Also, many thanks to Company A which provided a large amount of information which forms the empirical data. Finally, we want to thank our families and friends. You gave us all support both emotionally and financially during the one year study, especially in the last five months for our dissertation. Halmstad August, 2011 I Abstract Customer Relationship Management (CRM) which focuses on the relationship with customers has become more and more...
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...Crina O. Tarasi, Ruth N. Bolton, Michael D. Hutt, & Beth A. Walker Balancing Risk and Return in a Customer Portfolio Marketing managers can increase shareholder value by structuring a customer portfolio to reduce the vulnerability and volatility of cash flows. This article demonstrates how financial portfolio theory provides an organizing framework for (1) diagnosing the variability in a customer portfolio, (2) assessing the complementarity/similarity of market segments, (3) exploring market segment weights in an optimized portfolio, and (4) isolating the reward on variability that individual customers or segments provide. Using a seven-year series of customer data from a large business-to-business firm, the authors demonstrate how market segments can be characterized in terms of risk and return. Next, they identify the firm’s efficient portfolio and test it against (1) its current portfolio and (2) a hypothetical profit maximization portfolio. Then, using forward- and back-testing, the authors show that the efficient portfolio has consistently lower variability than the existing customer mix and the profit maximization portfolio. The authors provide guidelines for incorporating a risk overlay into established customer management frameworks. The approach is especially well suited for business-to-business firms that serve market segments drawn from diverse sectors of the economy. Keywords: customer portfolio management, market-based assets, financial portfolio theory, return...
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...Journal of Marketing Management Vol. 26, Nos. 1–2, February 2010, 74–89 From an aggregate to a brand network: a study of the ´ brand portfolio at L’Oreal Claude Chailan, International University of Monaco, Monaco Abstract Our purpose is to contribute to the understanding of brand-portfolio management by examining the brand-portfolio strategies of a world-leading company. We started to work on a case study with L’Oreal. Our research ´ focused on two questions: (1) what reasons lead L’Oreal to develop a brand´ portfolio strategy?; (2) how can brand-portfolio management create a higher and stronger level of competitive advantage for this company? The results show that an aggregation of brands is not in itself a brand portfolio. The juxtaposition of brands is one of, but not the sole, element necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key competences born out of organisational savoir-faire. By analysing the evolution of the L’Oreal brand portfolio, this work shows how the brand ´ combination within a portfolio is a key factor for company development, growth, and risk management. It is a crucial phase to understand L’Oreal’s competitive ´ advantage. Keywords brand portfolio; brands; strategic marketing; L’Oreal ´ Introduction Many firms are becoming increasingly concerned with the definition of the relationships between brands within the company as parts of a whole, and with the organisation of these connections within...
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...Int. J. Production Economics 147 (2014) 230–238 Contents lists available at ScienceDirect Int. J. Production Economics journal homepage: www.elsevier.com/locate/ijpe Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c t Over the past three decades scholars have developed comprehensive insights into the operational and strategic aspect of designing and managing the supply chain. Reviewing this ample body of knowledge however one cannot help but notice a persistent disunion between the “value chain” view that considers aspects of value creation and appropriation, and the operational “supply chain” view that considers strategies and tools for designing and operating efficient inter-firm networks. Commonly these views do not interact: value creation has the aim of capturing the maximum value-added in financial terms, the supply chain view aims for designing operationally efficient supply chains. In contrast to their treatise within the academic literature, from a practical point of view these two aspects are both necessary (and thus in their own right insufficient)...
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...A study on the Customer Relationship Management (CRM) system at a global recruitment firm. How it affects to operational management process. Mohd Faisal MOHD HAMA Abstract The present paper document on a study of implementing Customer Relationship Management System (CRM) at one global recruitment company headquartered in Manchester United Kingdom, as a way of operation process improvement. This paper will highlight on the company condition before implementing the CRM system, the transition and how it affects the company operational management. The result has indicates that the use of CRM system has significantly improves in terms of client and candidates management system, invoicing and management functions in the organization. In addition, the implementation of the CRM system has allowed the company to centralized it operation, in terms of recording and sharing information on a global scale which enhance the company data efficiency and data management. However, due to lack in the software capabilities and end user knowledge, few problems are identified and how it affect in the system efficiency. Note: The company name used in this paper is a pseudo in which due to privacy and confidential reason practice by the company interviewed, the real name of the company has been agreed to be disclosed to respect the company wishes. Keywords Data Management - Process Innovation - Recruitment - Operation Management Introduction Peter Drucker, a writer and a management...
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...CUSTOMER PORTFOLIO MANAGEMENT – The construct and performance Harri Terho Sarja/Series A-4:2008 Copyright © Harri Terho & Turun kauppakorkeakoulu ISBN 978-951-564-592-0 (nid.) 978-951-564-593-7 (PDF) ISSN 0357-4652 (nid.) 1459-4870 (PDF) UDK 658.8 658.89 658.8.012.2 Esa Print Tampere, Tampere 2008 ACKNOWLEDGEMENTS Writing this dissertation has been a huge learning experience. Over the years I have received great support from a large number of people. I wish to thank everyone who has helped me to make and complete this interesting journey. I would like to start with my supervisor, Professor Aino Halinen-Kaila. She encouraged me to begin working on the dissertation in the first place. She has always given me great freedom in my work, and has supported my occasionally unconventional research decisions. The numerous projects and discussions with her have really been an intellectual joy and also helped me to make progress. Aino, thank you: I would not be here without your contribution. I was honored to have Professor Thomas Ritter from the Copenhagen Business School and Professor Olli Kuivalainen of the University of Lappeenranta as the official examiners of my thesis. They gave me valuable and constructive comments on the manuscript. My colleagues have given me great support in completing the thesis. I wish to express my gratitude to Professor Rami Olkkonen, Professor (emer.) Helena Mäkinen, Professor Leila Hurmerinta-Peltomäki, Dr. Juha Panula...
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..."ASSESSMENT AND ANAYSIS OF CUSTOMER SATISFACTION WITH SERVICE DELIVERY OF MTN, KUMASI" By NAME: FRANCIS KWAKU DOGBE A Thesis submitted to the Institute of Distance Learning, Kwame Nkrumah University of Science and Technology, in partial fulfillment of the requirements for the degree of COMMONWEALTH EXECUTIVE MASTER OF BUSINESS ADMINISTRATION October, 2011 DECLARATION I hereby declare that this thesis is the result of my own work except references cited that have been duly acknowledged. It has never been submitted for the award of any degree. Francis Kwaku Dogbe Name ……………….. Signature ………………. Date Certified by: S.A. Kyeremanteng (Supervisor) ………………… Signature ……………. Date Prof. I. K Dontwi (Dean IDL) ………………………… Signature ……………… Date. DEDICATION I specially dedicate this work to my lovely mother Petrina Yawa Adzimah and to all who inspired and encouraged me. ACKNOWLEDGEMENT I express my deepest gratitude to my Father Almighty God in heaven whose grace and mercy, I could not have come this far in life. To my supervisor, S.A. Kyeremanteng, I owe you a special dept of thanks for excellent support and guidance that enabled me to produce this work on time. I also thank my colleague staff at MTN-Kumasi Nhyiaeso branch for their support. Madam Charity Armoh also deserves a special gratitude for her immense financial support throughout this work not forgetting my special friend and brother, Kojo Abiw-Abaidoo and his wife for their moral...
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...European Journal of Social Sciences – Volume 11, Number 1 (2009) Customer Relationship Management (CRM) Best Practices and Customer Loyalty A Study of Indian Retail Banking Sector Kallol Das School of Management, International Institute of Information Technology, P-14 Rajiv Gandhi Infotech Park, Hinjawadi, Pune, Maharashtra, India E-mail: getkdas@gmail.com Jitesh Parmar Shrimad Rajchandra Institute of Management & Computer Application Gopal Vidyanagar, Bardoli Mahuva Road, Dist. Surat, Gujarat, India E-mail: jiteshsp@gmail.com Vijay Kumar Sadanand Bhoj Reddy Engineering College for Women Hyderabad Vinay Nagar Saidabad, Hyderabad - 500059 Andhra Pradesh, India E-mail: nenuvijay@gmail.com Abstract The current study explores the association between deployment of customer relationship management (CRM) best practices and loyalty of profitable customers in Indian retail banking sector. The study comprises two parts. The first part called the CRM best practices survey involves the use of descriptive research design. The second part viz. case study research involves the use of embedded customer loyalty survey. The hypothesis testing based on literal and theoretical replication is done using the concept of pattern matching. The findings reveal that there is no perfect bank, as yet, across the three bank types, which has deployed all the 29 CRM best practices to the fullest extent. The results of literal and theoretical replication done by using pattern matching...
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