Employee relationship management — Realizing competitive advantage through information technology?

ustomer relationship management is considered key to organizations' success in today's competitive environment. However, empirical evidence show mixed support to the impact of CRM initiatives on performance. Using the resourcebased view RBV of the firm, CRM is hypothesized as a distinctive capability that can lead to superior business performance. The study proposes four dimensions of CRM capability: CRM technology, CRM processes, customer orientation, and CRM organization. Data used to validate the research model were collected through cross sectional survey of large Egyptian companies. SEM was used to test the research hypotheses. All CRM proposed dimensions showed significant link to performance. However, when all impacts were considered simultaneously, CRM organization emerged as the only significant predictor of performance. Implications for theory and practice are presented.

The impact of crm capability dimensions on organizational performance

This paper provides the overview on Customer Relationship Management that is strongly influenced by corporate culture, corporate identity and employees. Different theoretical approaches to CRM are included in the first part of the paper. Second part of the paper presents the results of research based on Delphi method, which was aimed at finding actual CRM definition and customer's characteristics in the future. Third part of the paper presents four main areas company should focus on when engaging customers. It aims on People and Corporate Culture which is one of the four areas, when building customer experience with company.

Customer Relationship Management Based on Employees and Corporate Culture

This study proposes a model designed to help sales representatives in the software industry to manage the complex sales pipeline. By integrating business analytics in the form of machine learning into lead and opportunity management, data-driven qualification support reduces the high degree of arbitrariness caused by professional expertise and experiences. Through the case study of a software provider, we developed an artifact consisting of three models to map the end-to-end sales pipeline process using real business data from the company’s CRM system. The results show a superiority of the CatBoost and Random Forest algorithm over other supervised classifiers such as Support Vector Machine, XGBoost, and Decision Tree as the baseline. The study also reveals that the probability of either winning or losing a sales deal in the early lead stage is more difficult to predict than analyzing the lead and opportunity phases separately. Furthermore, an explanation functionality for individual predictions is provided.

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Business Analytics for Sales Pipeline Management in the Software Industry: A Machine Learning Perspective

The continuous and rapid development of information and communication technology ICT influenced the operations and services provided by the banking sector. Many financial institutions adopted the "customer is king\queen" strategy by changing their business environment, making use of various types of ICT to their relationship with their customers. One of the major new trends is the concept of e-CRM, which defines an improved relationship with customers utilizing the Internet, web browsers, and other web application. E-CRM is making customer service more effective and efficient. This paper aims to gain a better understanding of the application of e-CRM concept and its benefits to both customers and banks utilizing the case of the Egyptian Arab Land Bank in Jordan.

Electronic Customer Relationship Management e-CRM in Jordan: The Case of Egyptian Arab Land Bank

Modern information and communication technologies offer a variety of support options for the efficient handling of customer relationships. CRM systems have been developed, which are designed to support the processes in the areas of marketing, sales and service. Along with technological progress, CRM systems are constantly changing, i.e. the systems are continually enhanced by new functions. However, not all functions are suitable for every company because of different frameworks and business processes. In this context the question arises whether or not CRM systems are widely used in Austrian companies and which business processes are most frequently supported by CRM systems. This paper aims to shed light on the popularity of CRM systems in Austrian companies in general and the use of different functions to support their daily business. First of all, the paper provides a theoretical overview of the structure of modern CRM systems and proposes a categorization of currently available software functionality for collaborative, operational and analytical CRM processes, which provides the theoretical background for the empirical study. Apart from these theoretical considerations, the paper presents the empirical results of a field survey on the use of CRM systems in Austrian companies and analyzes its findings. Keywords—CRM systems, CRM system adoption, CRM system diffusion, CRM functionality, Market study.

Michael Torggler

Papers

The Functionality and Usage of CRM Systems