The paper "Implementation of Lean Customer Relationship Management at Toyota Motor Europe" is a wonderful example of a case study on management. Toyota has been a major player in the global motor industry for over seventy years. The firm has enormous information from its customers around the globe (Toyota, 2011). This information is collected at various touchpoints in the lifecycle of the firm’ s customers. Toyota wanted to be able to monitor the behavior of its customers and be able to respond appropriately and in a timely manner to the concerns of their customers in order to increase the retention rates of their loyal customers (Toyota, 2011).
In addition, the wanted to be able to manage manufacturing in a way that could boost its relationship with the customers since the global business environment was more customer-centric. These factors drove Toyota Motor Europe to implement CRM. Implementation of CRM at ToyotaDifferent firms are unique in their own way and so is Toyota. According to Lambert, Garcia-Dastugue, and Croxton (2008), customer relationships implemented at one firm successfully cannot be successfully implemented at another firm in a similar way and be successful due to differences that exist among firms.
This is because there is no single CRM solution that is standard for all firms. In order to successfully implement a CRM solution in a firm, Sahoo, Singh, Shankar, & Tiwari, (2008) says it ought to be tailored to the needs of that particular firm irrespective of the industry. Successful implementation of CRM solution ought to start with a definition of objectives of the firm for implementing it (Panicker and Sridharan, 2011). This needs to be followed by a clear understanding of the three dimensions of CRM.
Once this is done, the management of the CRM solutions ought to be done using a structured approach. Since CRM is aimed at resolving certain corporate and customer needs, these needs should be identified at this stage (Becker, Greve, and Albers, 2009). The business process should then be re-engineered using the customer needs to be identified (Lambert, Garcia-Dastugue, and Croxton, 2008). Once the business process has been re-engineered, the management needs to choose a CRM solution based on the functionality and the needs of the business.
The development of the system should then be led by the business objectives (Sahoo et al. 2008). The actionable measures of the performance of customers should then be managed appropriately.
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