The paper "Employee Orientation for Customer Relationship Management" is a wonderful example of a Management Case Study. Customer Relationship Management (CRM) refers to a strategy coupled with processes used in learning more regarding the needs and behaviors of the clients so as to initiate stronger relationships with them. In the face of growing competitive forces, most markets have considered the retention of clients as being more challenging as opposed to the acquisition of new clients. The approach of traditional transactional marketing, therefore, became insufficient in the achievement of marketing goals, and thus CRM is aimed at bringing change in the organization and also streaming of various organizational processes and information.
It is only through CRM that vendors can be able to easily and quickly get and access all aspects of client interactions and business management. In addition, CRM also allows customers to easily and quickly find and use relevant information on their own. CRM greatly helps various organizations to coordinate and manage their own businesses effectively and provide excellent client service through streamlining various aspects of the client-vendor interactions.
CRM is thus responsible for the combination of customer, marketing, and financial information so that an organization’ s management, customer service, customers, and the salespeople are able to access and use the same information (Adrian & Pennie, 2006). For most organizations, the task of searching, acquiring, and retention of clients is usually a bigger challenge that is experienced than ever before. Business organizations are thus required to make most of the information accessible through client interaction by systematically achieving, maintaining, and sharing such information across all the client touchpoints. In order to maximize returns form their client relationships and the information acquired from clients, many business organizations have resorted to the adoption of industry-accepted best practices and business models.
Despite this, ensuring the success of a Customer Relationship Management (CRM) implementation process needs extensive knowledge regarding the industry and the associated technological solutions that are available in the marketplace. The implementation of CRM in KATG has proved to be problematic due to poor acquisition and implementation processes of the CRM in KTG. The aim of this paper is therefore to identify the underlying factors, which have negatively contributed to the poor acquisition and implementation processes of the CRM in KATG.
The paper will also seek to leverage the implementation and integration of CRM expertise with a view of helping clients to extract maximum value from the CRM investments and thus achieve the best from the client relationships and interactions. The provision of best CRM Consulting Services in KATG will greatly help the customers to adopt relevant industry-tailored CRM best practices, which can be wholly included in applications, custom, built applications, and hosted solutions (Goodhue, et al, 2002). KATG apart from having organizational and technical challenges is also faced with various problems in CRM integration, CRM implementation, application care, and general lifecycle management, which have hindered the organization from enjoying low costs of ownership and speed time to value advantages.
This is against its intended objectives of implementing CRM within the organization so as offer more services to its entire client base and grow its business.
Adrian Payne and Pennie Frow. 2006. “Customer Relationship Management: from Strategy to Implementation”. Journal of Marketing Management, 22: 135-168
Carl-Erik Wikstrom. 2004. “A Case Study of Emergent and Intentional Organizational Change: Some Implications for Customer Relationship Management Success”. Proceedings of the 37th Hawaii International Conference on System Sciences – 2004
Darrel K. Rigby, Frederick F. Reichheld, and Phil Schefter. 2002. “Avoid the Four Perils of CRM”. Harvard Business Review, February, 2002
Ed Peelen, Kees van Montfort, Rob Beltman, and Arnoud Klerkx. 2006. “A Study into the Foundation of CRM success”. NRG Working Paper no. 06-09
Emmanuella Plakoyiannaki, Nikolaos Tzokas, Pavlos Dimitratos and Michael Saren. 2008. “How Critical is Employee Orientation for Customer Relationship Management? Insights from a Case Study”. Journal of Management Studies, 42(2): 268-293
Goodhue, D.L., B.H. Wixom, and H.J. Watson. 2002. “Realizing business benefits through CRM: Hitting the right target in the right way”. MIS Quarterly Executive 1(2): 79-94