Optimal CRM Implementation Strategies Seung Hyun Kim Department of Information Systems‚ National University of Singapore‚ Singapore 117417‚ kimsh@comp.nus.edu.sg Tridas Mukhopadhyay Tepper School of Business‚ Carnegie Mellon University‚ Pittsburgh‚ Pennsylvania 15213‚ tridas@cmu.edu A lthough companies have spent a great deal of money to adopt CRM (customer relationship management) technologies‚ many have not seen satisfactory returns on their CRM implementations. We study optimal CRM implementation
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estimated size of the CRM software market in Europe‚ the Middle East‚ and Africa was approximately $2.3 billion in total software revenue in 2006. The forecast indicated that the market will have an annual growth rate of 11.3%‚ which will result in revenue of approximately $3.9 billion by 2011. Companies based all over the world are developing their own approaches to the CRM business strategy in order to increase their efficiency and effectiveness in operations. With the wide spread of CRM‚ problems and
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The five functions of CRM are sales‚ marketing‚ support‚ finance and executive. Some examples that would fall in the sales category would be lead/prospect generation‚ qualification‚ distribution‚ tracking‚ analysis‚ reporting‚ meeting planning‚ proposal generation and support‚ and competitive analysis. Some examples of marketing would be campaign management‚ literature fulfillment‚ marketing penetration and segmentation‚ event planning‚ analysis & reporting‚ database marketing‚ list management‚
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Introduction Riordan Manufacturing currently maintains four different locations that specialize in manufacturing and corporate operations. Each of the locations has continued to operate using the same business systems they had when they were acquired and folded into Riordan. This presents a challenge to the management at Riordan as they have a multitude of different systems to deal with when managing the operations. Not only do they have to worry about compatibility issues between the systems but
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Managing a CRM Implementation Customer Relationship Management Reserved Copyright 2007 Thomson Publishing: All Rights Wagner & Zubey Copyright (c) 2006 Prentice-Hall. All rights reserved. 1 Learning Objectives Describe the risks associated with implementing CRM applications Discuss the process of choosing from among various CRM alternatives and vendors Divide a CRM project into manageable phases Describe the CRM development life cycle Explain the importance of change management for CRM initiatives
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REPORT July 2002 Use the Balanced Scorecard to Execute CRM Strategy Viewpoint CRM is all about vision‚ strategy and implementation. Too many companies lead with technology‚ and fail. Changing behaviors and processes are key to implementing strategy. A Balanced Scorecard makes change manageable. Dynamics • Competitive pressures are driving companies to invest in CRM‚ even though 50% to 90% of CRM initiatives fail. The primary cause of failure is the inability to develop and effectively
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[pic] INTRODUCTION 1.1 ‘Banking’ on CRM’ “Competition and globalization of banking services are forcing banks to be productive and profitable. To retain High Net Worth individuals‚ banks should focus strongly on relationship management with customers. Innovative Customer Relationship Management (CRM) strategies and cutting edge software can help‚ to a great extent‚ in achieving the desired results. To provide customized services‚ banks are opening Personalized Boutiques which
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Indhold Problemformulering 1 Definition af CRM 1 Hvorfor opstod CRM? 1 CRM applikationer 3 Hvordan understøtter CRM porters 12 strategier 4 Konklusion 5 Problemformulering Beskriv hvad CRM (Customer Relationship Management) er‚ og hvad det kan bruges til? Definition af CRM CRM kan opfattes som en disciplin‚ hvor der udelukkende er fokus på styring af salgs- og marketingaktiviteter over for kunden. Det har gennem tiden udviklet sig fra at være en simpel registrering af kundedata
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relationship management (CRM) 4. Features of CRM 5. Perspectives of CRM 6. Customer relationship measurement 7. Types of CRM systems 8. Scope of CRM 9. CRM business cycle 10. Components of CRM 11. CRM software’s 12. CRM and marketing 13. Six market framework 14. Work flow of CRM 15. Process of CRM 16. Reasons for adopting CRM : The Business Drivers 17. Principles of CRM 18. Myths of CRM 19. Use of technology in CRM 20. CRM leaders 21.
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Introduction to CRM Air Asia is using Customer Relationship Management (CRM) as their performance measurement system. This performance measurement system is putting customer at the heart of the business. It satisfies the customer needs and wants. It is strategy and process of acquiring‚ retaining‚ and partnering with selective customer to create superior value for company and the customer. This will then increase the shareholders wealth and company value in the long term. According to the Chairman
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