Relevant bibliographies by topics / Customer Relationship Management (CRM)

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Customer Relationship Management (CRM)'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 June 2025

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Journal articles on the topic "Customer Relationship Management (CRM)"

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Atul, Kumar, and Brar Vinaydeep. "Customer relationship management." Siddhant Management Journal 1, January (January 1, 2010): 4–18. https://doi.org/10.5281/zenodo.6706622.

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Due to globalization, privatization and localization (LPG) of the world market the companies have been aware that, the customers are the king for their business. In present scenario the customer-facing has become a vital part to be a leader in the global market. Therefore, the customer relationship management (CRM) has become an important organizational strategy. CRM is the business strategy that aims to understand, anticipate, manage and personalize the needs of an organization's current and retain the potential customers through the combines of people, process and technology.  By research it has been found that approximate 75% of CRM failed worldwide because of lacking in understanding the organizational change, organization views CRM is the only technical project and bounded in the budget and time as short term commitment. Before going to implement the CRM projects in effective manner this is the responsibility of the companies to identify the factors which affect the success of CRM project. According to Gartner group the CRM market worldwide spending is expected to reach $76.4 billion in 2005, up from $23.26 billion achieved in 2000 (Purwar & Mathur). The CRM strategy and implementation is not an easy job for the organization because there are many authors and researchers have been written the many books for strategy of CRM implementation but they did not able to cover the holistic approach for CRM implementation. This paper discusses the CRM objective, concept, framework and CRM implementation, based on many resources including research paper, CRM literature and some experience.
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et al., Eltahir. "Comparative study of customer relationship management (CRM) and electronic customer relationship management (E-CRM)." International Journal of ADVANCED AND APPLIED SCIENCES 8, no. 7 (July 2021): 1–6. http://dx.doi.org/10.21833/ijaas.2021.07.001.

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Customer Relationship Management can have great help to different companies of different sizes as it offers direct relation with the efficient in organizing, disseminating, and establishing values. The current study is the investigation into and comparison of Customer Relationship Management (CRM) and Electronic Customer Relationship Management (E-CRM). The study also aims to compare CRM and ECRM. The study also aims at showing to what extent building good relationships with the customer is of great role to companies. The study reviewed the recent articles published in the international databases. No exclusion criteria were made according to the country or location of the study. It views profit from another perspective as it focuses on establishing good relationships with the customers and clients as it is a better window to create customer retention and loyalty and thus lead to profits is seen and treated from the customers and client's retention and loyalty point of view to assure customers and clients loyalty and retention, the study follows customer orientation approach.
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Kumar, M. P. Shiva. "Customer Relationship Management (CRM) - Retaining Customers." SEDME (Small Enterprises Development, Management & Extension Journal): A worldwide window on MSME Studies 33, no. 3 (September 2006): 63–72. http://dx.doi.org/10.1177/0970846420060306.

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Setyawati, Harini. "Customer Relationship Management yang Berkelanjutan." JURPIKAT (Jurnal Pengabdian Kepada Masyarakat) 5, no. 3 (July 29, 2024): 881–88. http://dx.doi.org/10.37339/jurpikat.v5i3.1745.

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CRM (Customer Relationship Management) is a new approach to managing the relationship between companies and business customers, aiming to maximize communication, marketing, and added value for customers. By integrating company policies, processes, and strategies, CRM enables effective interaction with customers and management of customer information. The implementation of CRM typically utilizes information technology to attract and retain profitable customers. The primary objective of CRM in business is to enhance relationships with existing customers and provide comprehensive information to increase sales through up-selling and cross-selling, ultimately aiming to boost company profits.
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Bhat, Suhail Ahmad, and Mushtaq Ahmad Darzi. "Customer relationship management." International Journal of Bank Marketing 34, no. 3 (May 16, 2016): 388–410. http://dx.doi.org/10.1108/ijbm-11-2014-0160.

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Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.
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Sabina Siti Sholeha, Theresia Longga, and Muhammad Hilmana Chaska. "Penerapan Customer Relationship Management (CRM) di Alfamart." Inisiatif: Jurnal Ekonomi, Akuntansi dan Manajemen 4, no. 1 (December 6, 2024): 187–91. https://doi.org/10.30640/inisiatif.v4i1.3481.

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Customer Relationship Management (CRM) is a strategic approach that companies use to manage interactions and relationships with customers. In Indonesia, Alfamart as one of the largest minimarket chains implements CRM to increase customer satisfaction, loyalty, and ultimately, increase sales. This study aims to analyze the implementation of CRM in Alfamart, as well as its impact on customer satisfaction and loyalty.
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N, Ms Kalpitha. "Customer Relationship Management (CRM)." International Journal for Research in Applied Science and Engineering Technology 6, no. 5 (May 31, 2018): 1583–87. http://dx.doi.org/10.22214/ijraset.2018.5256.

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Haas, Alexander. "Customer Relationship Management (CRM)." Controlling 14, no. 3 (2002): 189–90. http://dx.doi.org/10.15358/0935-0381-2002-3-189.

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Rodhiah, Rodhiah, and Fion Jocelyn. "Implementation of Customer Relationship Management (CRM) in SME." International Journal of Social Science and Community Service 3, no. 2 (February 8, 2025): 69–76. https://doi.org/10.70865/ijsscs.v3i2.71.

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Customer Relationship Management (CRM) is a strategy and technology used by companies to manage and strengthen relationships with customers. Customer Relationship Management (CRM) utilizes customer data and information to understand their needs and preferences. Hence, companies can provide better services, increase customer satisfaction, and achieve long-term business success. The business is engaged in the culinary field and is located in Batam. Currently, the business is facing challenges in implementing Customer Relationship Management. The purpose of this activity is to assist the business in improving its understanding of the implementation of Customer Relationship Management and its ability to compete. The method used was CRM-related training on how the business interacts with its customers. The training was conducted online. Through this activity, it is hoped that the problems faced by the business can be overcome.
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DARA ANDRIANA, ANNA. "DEVELOPMENT OF CUSTOMER RELATIONSHIP MANAGEMENT APPLICATION USING DYNAMIC CRM FRAMEWORK." JSK (Jurnal Sistem Informasi dan Komputerisasi Akuntansi) 6, no. 2 (July 15, 2022): 1–5. http://dx.doi.org/10.56291/jsk.v6i2.82.

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In the development of technology, currently it has covered all fields, including in the business field. Customer Relationship Management (CRM) is approach used by companies in fostering good relationships with customers. Managing relationships with customers has been proven to increase the company's income and can meet customer satisfaction, so that customers become loyal customers. The purpose of this CRM application is to attract as many new customers as possible, as well as retain old customers and increase customer loyalty. In CRM, companies and customers will benefit. The company will get profits as well as increasing income, and customers will get satisfaction for the services provided by the company. To create a CRM, the Dynamic CRM Framework is used which can simplify the development and analysis and design of CRM applications. Currently, CRM is a very important segment in customer management. So, companies can easily build good relationships with each of their customers by recognizing every customer in the company. This application is very helpful in managing good relations between companies and customers
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Dissertations / Theses on the topic "Customer Relationship Management (CRM)"

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Suárez, Néstor Mauricio. "Estrategia CRM (Customer Relationship Management)." Master's thesis, Universidad Nacional de Cuyo. Facultad de Ciencias Económicas, 2011. http://bdigital.uncu.edu.ar/4481.

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Realizar una propuesta metodológica que permita analizar, diseñar e implementar una estrategia CRM en las empresas de servicios públicos de Mendoza.
Fil: Suárez, Néstor Mauricio. Universidad Nacional de Cuyo. Facultad de Ciencias Económicas.
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Дядечко, Алла Миколаївна, Алла Николаевна Дядечко, Alla Mykolaivna Diadechko, and G. Shaban. "Customer relationship management (crm) strategy." Thesis, Вид-во СумДУ, 2009. http://essuir.sumdu.edu.ua/handle/123456789/16796.

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Simmons, Robert Lee. "The Relationship Between Customer Relationship Management Usage, Customer Satisfaction, and Revenue." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1451.

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Given that analysts expect companies to invest $22 billion in Customer Relationship Management (CRM) systems by 2017, it is critical that leaders understand the impact of CRM on their bottom line. The purpose of this correlational study was to investigate potential relationships between the independent variables of customer satisfaction and CRM utilization on the dependent variable of business revenue. The service-profit chain formed the theoretical framework for this study. The study population included 203 service branches for an industrial equipment manufacturer in North America. The service director for the subject organization provided the data for the study via data extracts from the company's corporate database. Some branches were eliminated, leaving a total sample size of 178. The results of a multiple linear regression analysis showed that the proposed model could significantly predict branch revenue F (2,175) = 37.321, p < .001, R2 = .298. Both CRM use and customer satisfaction were statistically significant, with CRM use (beta = .488, p < .001) showing a higher contribution than customer satisfaction (beta = -.152, p = .021). This study provides evidence to business executives that CRM use has a strong positive influence on revenue. Additionally, this study supports the findings of other studies that show a point of diminishing returns in improved customer satisfaction. This study contributes to positive social change by allowing firms to make better decisions with their investment dollars and by increasing CRM utilization through cause-related marketing.
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Zablah, Alex Ricardo. "A Communication Based Perspective on Customer Relationship Management (CRM) Success." Digital Archive @ GSU, 2006. http://digitalarchive.gsu.edu/marketing_diss/11.

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Although little empirical evidence exists to support this contention, the extant literature suggests that firms can potentially achieve two types of benefits from developing a CRM orientation: (1) increased efficiency in the allocation of resources destined for relationship building and maintenance activities, and (2) enhanced exchange relationship outcomes through the provision of superior customer value (Zablah, Bellenger, and Johnston 2004). This effort focused on the latter of these purported benefits and sought to answer the following two fundamental questions: (1) does a CRM orientation influence the outcome of customer-provider relationships and, if so, how; and (2) does CRM technology have an effect on the relative success of CRM initiatives? In an attempt to address these questions, a conceptual model of "CRM success" was advanced and tested utilizing data from, both, customers and their providers. The conceptual model, which is based on interactive communications theory, posits that a CRM orientation has a positive effect on the quality of the product, service and planned interaction messages providers convey to their customers. The model also suggests that the quality of these messages directly influences customer-perceived relationship value which, in turn, drives other relationship attitudes, perceptions and, ultimately, customers’ behavioral intentions. Finally, the model proposes a moderating role for CRM technology: the association between CRM orientation and message quality is expected to increase (decrease) as the assimilation of CRM technology within firms increases (decreases). The model was tested utilizing (multi-level) SEM techniques. The results provide partial support for the proposed model and suggest the following: 1. As firms’ level of CRM orientation increases, customer-perceived message quality decreases. This inverse relationship between CRM orientation and message quality does not hold true across accounts of different sizes. For large accounts, message quality tends to increase as firms’ level of CRM orientation increases while the opposite holds true for small and medium-sized accounts. 2. The relationship between CRM orientation and message quality is not contingent upon the extent to which firms have assimilated CRM technology. Rather, firms’ level of CRM technology assimilation appears to exert a direct effect upon message quality. 3. Customer-perceived relationship value (CPRV) mediates the effect that product, planned and service messages exert upon customers’ relationship attitudes, perceptions and, ultimately, behavioral intentions.
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Lönnevik, Helena, and Fiorella Piedra. "Luxury Customer Relationship Management : Customer loyalty through a luxury perspective." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-72857.

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Bakgrund och problemdiskussion: Lyxvarumärkesföretag har börjat undersöka implementering av en strategi som erbjuder livslångt kundvärde. De har även visat intresse som tyder på att de vill tillämpa CRM-policys men är osäkra till hur stor del den går att tillämpa inom lyxindustrin. Vi har med inspiration från artikeln ”Is CRM for Luxury brands?” Cailleux, Mignot & Kapferer (2009) konstaterat att det existerar ett problem med den traditionella CRM som inte förstår ”luxury management” och de exakta implikationerna. Då begreppet CRM anses vara otillräcklig samt bristande vid tillämpning på lyxvarumärken anser vi att CRM inte är en optimal affärsstrategi för den sortens företag. Syfte: Vårt syfte med studien är att förstärka och komplettera CRM ur ett lyxperspektiv. Ambitionen är att utveckla existerande teori samt skapa en modell som är anpassad för lyxvarumärkesföretag. Vidare vill vi även tydliggöra de skillnader som existerar mellan klassisk CRM och LCRM. Metod: Uppsatsen har en teoretisk utgångspunkt och behandlas ur en kvalitativ metod tillsammans med respondenter från fallföretaget som besitter gedigen erfarenhet och ansvarspositioner inom lyxindustrin. Slutsats: CRM är inte en tillräcklig strategi att applicera mot lyxvarumärkesföretag då den inte är justerad för att tillgodose lyxvarumärkesföretagens plattform. Den utvecklade teorin LCRM har testats genom en empirisk studie och verifierats till att vara en lämplig strategi för lyxvarumärkesföretag. Genom en tillämpning av LCRM kan lyxvarumärkesföretag nå en ökad kundlojalitet ur ett långsiktigt  perspektiv.
Background and problem discussion: Luxury brands have begun to explore the benefits of an approach to create lifelong customer value. They have also shown interest in implementing CRM policies but are unsure how suitable it is for their market. The article “Is CRM for luxury brands?” Cailleux, Mignot & Kapferer (2009) has been used as an inspiration in this study as the article has found that the existing traditional CRM does not understand "luxury management" and the precise implications, i.e., how luxury brands want to expand while maintaining their prestige. Since the concept of CRM is considered to be insufficient and inadequate for the purposes of luxury brands, we believe that CRM is not an optimal business strategy for the type of business. Purpose: The purpose with this study is to enhance and supplement the strategy CRM to meet the luxury industry needs. The ambition is to develop existing theory and create a model that is suitable for luxury brands. Further, the purpose is to clarify the differences between CRM and LCRM. Method: The paper is theoretically based with a qualitative approach with respondents in leader positions and extensive experience within the luxury industry. Conclusion: CRM is an insufficient strategy to apply for businesses within the luxury industry because it does not understand the platform of a luxury brand. The developed theory LCRM has been tested through an empiric study and has been verified as a suitable strategy to apply for luxury brands. Through an implementation of LCRM luxury brands can achieve a higher customer loyalty in the long run.
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Salman, Kanbar Ahmad. "Handelsbankens användande av CRM -Är det lönsamt?" Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-14998.

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Frågeställning: På vilket sätt används CRM av Handelsbanken och hur påverkar det bankens lönsamhet? Syfte: Syftet med detta arbete är att kunna öka kunskapen om hur Handelsbanken tillämpar CRM och för att undersöka om användandet av CRM i bankens verksamhet är lönsamt eller inte. Metod: För att svara på studiens syfte blev en intervju utförd med Handelsbanken. Ännu en anledning till varför en intervju gjordes var på grund av att det var nödvändigt för att få det primärdata som behövdes och för att förstå hur banken använder sig utav CRM. Information blev även hämtat från olika källor såsom litteratur, internet och databaser. Slutsats: Slutsatsen med detta arbete är att Handelsbanken har gynnats av att använda sig utav CRM och att fördelarna är fler än nackdelarna då det inte finns några nackdelar med Handelsbankens användande av CRM. CRM skapar alltså lönsamhet och är något som banken bör fortsätta använda sig utav i framtiden då det gynnar företaget positivt.
Research question: In which way does Handelsbanken use CRM and how does it affect their profitability? Purpose: The purpose of this study is to increase the knowledge of how Handelsbanken implements CRM and to examine if the implementation of CRM is profitable or not. Method: An interview with Handelsbanken was performed in order to answer the purpose of the study. Another reason why an interview was performed was because it was necessary to obtain primary data and to understand how the bank uses CRM. Information was also obtained by searching through different sources such as literature, internet, and databases. Conclusion: The conclusion of this study is that the use of CRM has been in favor for Handelsbanken. The bank has obtained more advantages than disadvantages using CRM because the bank has not experienced any disadvantages at all. The conclusion is therefore that CRM creates profitability and it is something that Handelsbanken should continue to use because it affects the company in a positive way.
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Martins, Diana Tavares Grazina. "Factors that influence the success of customer relationship management adoption." Master's thesis, Instituto Superior de Economia e Gestão, 2013. http://hdl.handle.net/10400.5/5898.

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Mestrado em Ciências Empresariais
The global market is constantly evolving which means companies need to continuously innovate their businesses and understand new ways to keep in touch with their customers. One way to do it is by resorting to Information Technologies (IT) such as Customer Relationship Management (CRM). This kind of information system allows companies to gather data from their customers and transform it into information they can use to better achieve any expectations their clients may have while engaging in closer relationships with them. However, not all companies can successfully adopt or implement a CRM system, and because of that, they may lose their investments or worse, their customers. The purpose of this research is to find an answer to the question – What factors can help companies adopt a successful CRM system? To answer it, it is necessary to understand what aspects marketing and information systems (IS) professionals think as essential to successfully adopt the system. To accomplish this, we build two instruments based on a previous work (Pedron, 2009) in which a set of fundamental objectives (23) and a set of means objectives (49) were identified as influencing factors of a successful CRM system adoption. Using a sample of about 200 professionals we applied Churchill’s (1979) recommendations regarding the item’s purification. All data gathered was analysed through exploratory factor analysis and, consequently, an output resulted with all the factors perceived as important by the professionals that can indeed help with the adoption of a CRM system. Although there are several studies about CRM adoption they are mainly exploratory. Indeed, no measures of CRM adoption success have been previously proposed. This study tries to fulfil this gap in the literature by proposing and validating two instruments for assessing the CRM adoption success.
O mercado mundial está em constante evolução, o que significa que as empresas necessitam de continuamente inovar os seus negócios e passar a entender novas formas para se manter em contato com os seus clientes. Uma forma de o fazer é através do recurso às Tecnologias de Informação (TI), como é o caso do Customer Relationship Management (CRM). Este tipo de sistema de informação permite que as empresas recolham dados dos seus clientes e transformem-nos em informação que poderão usar para conseguir atingir da melhor forma as suas expectativas, ao mesmo tempo que se tentam relacionar de forma mais estreita com estes. No entanto, nem todas as empresas conseguem adotar ou implementar um sistema de CRM com sucesso, e por isso, arriscam-se a perder investimentos ou pior, clientes. O objetivo deste trabalho é o de encontrar uma resposta para a pergunta - Quais os fatores que podem ajudar as empresas a adotar um sistema de CRM de sucesso? Para responder a essa questão, é necessário entender quais os aspetos que tanto profissionais de marketing como de sistemas de informação (SI) têm como essencial para adotar com sucesso o sistema. Para tal, vamos construir dois instrumentos com base num trabalho anterior (Pedron, 2009), no qual um conjunto de fundamental objectives (23) e um conjunto de mean objectives (49) foram identificados como fatores influenciadores para uma correta adoção do sistema CRM. Através de uma amostra de cerca de 200 profissionais utilizámos as recomendações de Churchill (1979) sobre a purificação de itens. Todos os dados recolhidos foram analisados por meio da análise fatorial exploratória, do qual resultou um output composto por todos os fatores percebidos como importantes pelos profissionais que podem realmente ajudar na adoção de um sistema de CRM. Embora haja vários estudos sobre a adoção de CRM estes são principalmente exploratórios. Ainda nenhuma forma de medição de sucesso da adoção do CRM foi até então proposta. Este estudo tenta preencher essa lacuna na literatura, propondo e validando dois instrumentos para avaliar o sucesso da adoção do CRM.
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Nguyen, Bang Xuan. "Customer relationship management (CRM) and perceptions of unfairness." Thesis, Oxford Brookes University, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.532052.

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This study concerns the role of CRM in enhancing and maintaining fairness in relationships between a firm and its customers. This study has two aims. The first main aim of this research is to understand how customers form perceptions of unfairness of CRM by investigating the influence of CRM offerings on the advantaged and disadvantaged customers in the retailing sector. The second aim is to develop a comprehensive model of perceptions of unfairness in a CRM context and to empirically test the relationships between CRM offerings, relationship stage, inequality comparisons, negative inferences and unfairness feelings. Data collection was conducted in 3 phases using a mixed method approach, including an exploratory-, pilot-, and main study. Several modes of interviews were conducted, including face-to-face, telephone interview and email enquiries. The survey for the main study generated a response rate of 13.75%. The findings from the mam study provided insights for both academics and practitioners. It was found that CRM offerings can be effective in managing perceptions of unfairness. Efforts should be emphasised in preventing inequality comparisons by altering negative inferences into positive inferences. This study further provided significant insight into the implications for marketers in understanding the differential effectiveness of a firm's CRM offerings on the advantaged- (favoured) and disadvantaged (unfavoured) customers. Service and communication concern the advantaged customer more strongly, whilst price issues concern the disadvantaged customer more strongly. Customization and reputation did not exert a statistically significant influence on the two groups and their feelings of unfairness. This study starkly reveals the importance of understanding the role of unfairness in customer relationship management. It allows managers to develop a better grouping of their customers; to identify the group which needs more attention; and, to deploy appropriate action In order to retain those customers and to maintain customer loyalty
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Esteves, Paulo Sérgio Filipe Mena. "Social CRM adoption in a higher education institution." Master's thesis, Instituto Superior de Economia e Gestão, 2012. http://hdl.handle.net/10400.5/10395.

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Mestrado em Gestão de Sistemas de Informação
Neste estudo foi adoptada a definição proposta por Choy, et al. (2003) e Shaw (1999) onde o Customer Relationship Management é definido como o processo pelo qual uma empresa envereda por uma estratégia de procura de maximização da informação sobre os seus clientes num esforço para aumentar a sua lealdade e pronlogar a relação comercial. A Web 2.0 é o termo geralmente usado para descrever a chamada segunda geração da World Wide Web e está intimamente relacionado com o fenómeno da interacção e partilha de informação online (Barsky & Purdon, 2006). Com a evolução das tecnologias e da Web 2.0 começaram a haver mudanças no comportamento dos consumidores e na sua adopção a estas novas tecnologias tais como redes sociais, foruns, wikis, blogs, entre outros, tendo a Internet como base. Isto é importante, pois permite ás empresas juntar os seus dados sociais, ás informações já existentes nos seus sistemas de CRM, a isto chama-se CRM Social. Define-se como uma filosofia e uma estratégia de negócio, suportada por uma plataforma tecnológica, regras de negócio e caracteristicas sociais, desenhada de forma a empreender conversas colaborativas com os seus clientes (Greenberg, 2010). Neste estudo discute-se a adopção de uma instituição de ensino superior ao CRM Social. Para desenvolver este estudo foi efectuado um método de case study para perceber quais os grandes objectivos inerentes à sua adopção, e se estão de acordo com o estudado por (Greenberg, 2010).
In this study, we adopted the definition proposed by Choy, et al (2003) and Shaw (1999) where Customer Relationship Management is defined has the process which a company decides to invest in a strategy to maximize the information search about their customers in order to increase customer loyalty and to prolong their commercial relationship. Web 2.0 is the term generally used to describe the second generation from the World Wide Web and it is related to the phenomenon of interacting and sharing information online (Barsky & Purdon, 2006). With the evolution of technologies and the Web 2.0, there were changes in customer behavior and people?s adoption to these new technologies, such as social networks, forums, wikis, blogs and others having the internet as its base. This is important for companies to understand in order to add their social information to their CRM information, this is called Social CRM. It is defined as a philosophy and a business strategy, supported by technology platform, business rules, processes and social characteristics, designed to engage customers in collaborative conversations (Greenberg, 2010). This study discusses the adoption of a higher education institution to Social CRM. To develop this study, a case study method was adopted to investigate what were the main objectives behind this adoption and if they are aligned with the definitions studied by (Greenberg, 2010).
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Simões, Ana Elizabeth. "Gestão de relacionamento com base no CRM - Customer Relationship Management." Florianópolis, SC, 2002. http://repositorio.ufsc.br/xmlui/handle/123456789/82564.

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Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico. Programa de Pós-Graduação em Engenharia de Produção.
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Este estudo visa conhecer as possíveis utilizações do CRM-Customer Relation ship Management - na empresa Datasul - em Joinville (SC). Esta empresa domina hoje o mercado denominado "middle market", com as mais diversas ferramentas de apoio a operações tanto no back office quanto no front office. Propõe também analisar o modo como a Datasul efetivamente se orienta ao cliente, gerenciando seu ciclo de vida, e até onde está comprometida com este gerenciamento na tecnologia e no processo com clientes potenciais. Além disso, visa verificar o comprometimento desta empresa com clientes e parceiros de negócios por meio do Marketing de Relacionamento e em que nível de estágio encontra-se atualmente este gerenciamento de acordo com a capacidade de organização da Datasul.
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Books on the topic "Customer Relationship Management (CRM)"

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Schneider, Willy. Profitable Kundenorientierung durch Customer Relationship Management (CRM). München: Oldenbourg Wissenschaftsverlag GmbH, 2008. http://dx.doi.org/10.1524/9783486592832.

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Buttle, Francis A. Mid market CRM: Customer relationship excellence for mid sized enterprises. Kettering: InsightExec Press, 2004.

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Mathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Mathena, Justin. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Aaron, Yetter, and Hostetler Hoss, eds. Success with Microsoft Dynamics CRM 4.0: Implementing Customer Relationship Management. Berkeley, CA: Apress, 2009.

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Goldenberg, Barton J. CRM in real time: Empowering customer relationships. Medford: CyberAge Books, 2008.

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1948-, Stone Merlin, ed. CRM in financial services: A practical guide to making customer relationship management work. London: Kogan Page, 2002.

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Moosha, Gulycz, ed. Performance-driven CRM: How to make your customer relationship management vision a reality. Chichester: Wiley, 2002.

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Jim, Steger, ed. Programming Microsoft Dynamics CRM 4.0. Redmond, Wash: Microsoft Press, 2009.

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Michael, Weigl, Bull Tim, and ebrary Inc, eds. Oracle Siebel CRM 8 installation and management: Install, configure, and manage a robust customer relationship management system using Siebel CRM. Birmingham, U.K: Packt Pub., 2010.

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Book chapters on the topic "Customer Relationship Management (CRM)"

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Buttle, Francis, and Stan Maklan. "Implementing CRM." In Customer Relationship Management, 397–421. Fourth Edition. | New York : Routledge, 2019. | Revised edition of the authors’ Customer relationship management, 2015.: Routledge, 2019. http://dx.doi.org/10.4324/9781351016551-19.

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Prior, Daniel D., Francis Buttle, and Stan Maklan. "Implementing CRM." In Customer Relationship Management, 299–318. 5th ed. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003295150-18.

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Schulze, Jens. "Customer Relationship Management." In CRM erfolgreich einführen, 7–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56138-2_2.

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Buttle, Francis, and Stan Maklan. "Introduction to CRM." In Customer Relationship Management, 3–26. Fourth Edition. | New York : Routledge, 2019. | Revised edition of the authors’ Customer relationship management, 2015.: Routledge, 2019. http://dx.doi.org/10.4324/9781351016551-2.

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Kehl, Roger E., and Bernd J. Rudolph. "Warum CRM-Projekte scheitern." In Customer Relationship Management, 253–73. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56552-6_11.

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Zipser, Andreas. "Business Intelligence im CRM." In Customer Relationship Management, 35–57. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-642-56552-6_2.

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Schwetz, Wolfgang. "CRM — Aufbau und Funktionen." In Customer Relationship Management, 109–39. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-322-89528-8_7.

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Schwetz, Wolfgang. "CRM — Aufbau und Funktionen." In Customer Relationship Management, 107–35. Wiesbaden: Gabler Verlag, 2000. http://dx.doi.org/10.1007/978-3-322-92002-7_7.

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Prior, Daniel D., Francis Buttle, and Stan Maklan. "Current Developments in CRM." In Customer Relationship Management, 321–28. 5th ed. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003295150-20.

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Prior, Daniel D., Francis Buttle, and Stan Maklan. "An Introduction to CRM." In Customer Relationship Management, 3–25. 5th ed. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003295150-2.

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Conference papers on the topic "Customer Relationship Management (CRM)"

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Jankova, Liga, and Andrejs Lazdins. "CUSTOMER RELATIONSHIP MANAGEMENT IN LATVIA." In 24th SGEM International Multidisciplinary Scientific GeoConference 2024, 451–60. STEF92 Technology, 2024. https://doi.org/10.5593/sgem2024/5.1/s21.58.

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Understanding the nature and role of customer relationship management (hereinafter CRM) is an important prerequisite for business success. A customer requires the company to adhere to certain quality standards as well as affects the performance and management of the company. Customer relationships could be managed and developed to attract new customers and increase business profitability and customer loyalty. The customer is the most valuable asset of a company that helps to achieve goals set by the company. In Latvia, the need to view customer relationships as important in business management is understood only in some industries and by the segment of large companies, and problems with customer relationship management in companies have not been sufficiently researched. Digital transformation, personalized customer experiences, the use of mobile devices, the ability to integrate various management systems into a company, artificial intelligence and analytical tools shape trends in customer relationship management. The new trends and challenges increase the role of customer relationships in business process management in almost every industry and any company. Research methods. The research employed the monographic method, logical construction as well as analysis and synthesis. Research period. The data were analysed for the period from 2018 to 2022. The research analysed the division of customers into classes and average purchases for the period 2019-2021. The sources of information used: specialist economic literature, research documents and scientific conference papers, internal company data on economic activity and data from a customer database. In Latvia, there is no unified accounting for and no information about companies that have developed and implemented CRM in their operations; therefore, the research summarized the legal framework for customer relationship management in Latvia and analysed the experience of a company in managing customer relationships.
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Acharjee, Purnendu Bikash, Harshal Anil Salunkhe, Srushti Thorat, Rakshanda Dhote, Panjari Khnbhadiya, Aryan Manchanda, and Nishtha Sharma. "Artificial Intelligence (AI) in CRM (Customer Relationship Management): A Sentiment Analysis Approach." In 2024 International Conference on Trends in Quantum Computing and Emerging Business Technologies (TQCEBT), 1–5. IEEE, 2024. http://dx.doi.org/10.1109/tqcebt59414.2024.10545168.

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Sathyavani, Bandela, Nalla Bala Kalyan, Diwakar Reddy Peddinti, Karthick R, Varsha Bihade, and Anil Tiwari. "Next-Generation CRM: AI, IoT, and the Future of Customer Relationship Management." In 2025 International Conference on Pervasive Computational Technologies (ICPCT), 912–16. IEEE, 2025. https://doi.org/10.1109/icpct64145.2025.10940899.

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Johrawanshi, Anjani, Priti Verma, Hemant Vyas, Manish Gupta, Santosh Kumar, and Ankur Pandey. "Optimizing Customer Relationship Management (CRM) Based on Machine Learning-Based Churn Prediction Models." In 2024 International Conference on Communication, Control, and Intelligent Systems (CCIS), 1–6. IEEE, 2024. https://doi.org/10.1109/ccis63231.2024.10932133.

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Gupta, Anuradha, Amit Kumar Bhanja, Nasa Dhanraj, Jyoti Kumar Chandel, and Monalisha Patel. "Is Artificial Intelligence Transforming the CRM (Customer Relationship) Experience? An Empirical Study in Indian Retail Industry." In 2024 International Conference on Intelligent & Innovative Practices in Engineering & Management (IIPEM), 1–6. IEEE, 2024. https://doi.org/10.1109/iipem62726.2024.10925741.

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Quispe, Juan Ríos, Gabriele Villanueva Parasi, and Mercedes Elena Cano Lazarte. "Application of the Customer Relationship Management (CRM) tool, the ABC method, and the implementation of the Scrum methodology to increase the sales of a small outdoor advertising company." In 2024 Congreso Internacional de Innovación y Tendencias en Ingeniería (CONIITI), 1–6. IEEE, 2024. https://doi.org/10.1109/coniiti64189.2024.10854825.

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Gorobeţ, Ilinca. "Customer relationship management (CRM) banking." In International Scientific Conference “30 Years of Economic Reforms in the Republic of Moldova: Economic Progress via Innovation and Competitiveness”. Academy of Economic Studies of Moldova, 2022. http://dx.doi.org/10.53486/9789975155663.51.

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In a condition of fierce competition on the financial market, when banks are losing more and more of their market and customers, CRM banking presents itself as a personalized solution to this problem. The purpose of this research is to highlight the advantages of CRM banking for both the bank and the customer. Research methods will be description, comparison, synthesis. As a result, we will elucidate what CRM banking presents on the domestic market and in international practice.
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Džinić, Tanja, Aleksandra Perić, Slavica Mitrović-Veljković, Stevan Milisavljević, and Đorđe Ćelić. "Customer relationship management in the banking sector." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24047d.

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Customer Relationship Management (CRM) represents a broader business strategy designed to reduce costs and increase profitability by enhancing customer loyalty. CRM is a concept whose implementation leads to customer retention, increasing their number, as well as enhancing the quantity and quality of services provided to these customers. It is both a management philosophy and a methodology for conducting business with customers. The methodology of this paper is based on the analysis of empirical data gathered using a standardized questionnaire that was administered in a bank industry. The most important result of research is the confirmation that it is possible to identify the main factors influencing CRM in modern organizations, as well as the criteria for the importance of the value system of employees regarding CRM. Additionally, the research results indicate a statistically significant difference in perceptions of banking services between customers and employees.
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Cui Wenjing and Cui Wenyi. "Customer Relationship Management (CRM) in insurance companies." In 2012 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2012. http://dx.doi.org/10.1109/iciii.2012.6339985.

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Hadadi, Kiandokht, and Mahmoud Khalid Almsafir. "The Relationship between Mobile Marketing and Customer Relationship Management (CRM)." In 2014 3rd International Conference on Advanced Computer Science Applications and Technologies (ACSAT). IEEE, 2014. http://dx.doi.org/10.1109/acsat.2014.18.

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Reports on the topic "Customer Relationship Management (CRM)"

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Gillenson, Mark L. Sailor Relationship Management: The Use of Customer Relationship Management in Sailor Morale and Retention. Fort Belvoir, VA: Defense Technical Information Center, August 2002. http://dx.doi.org/10.21236/ada405493.

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Fotabong, Lounarda, and Aurimas Baliukevičius. The Influence of Supply Chain Management on the Organizational Performance of Supermarket. Vilnius Business College, December 2024. https://doi.org/10.57005/ab.2024.2.4.

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Despite the existence of Supply chain strategies put in place by Njeiforbi Supermarket to increase their performance there have still been faced with problems of stock-outs, low customer satisfaction, low profits and long lead times still hamper Njeiforbi Supermarket Buea. The main objective of the study is to investigate the effects of Supply chain management on Organisational performance of Supermarket in Buea case of Njeiforbi The research design adopted for this study was descriptive research survey. A stratified sampling technique was used for this study with a sample size of 35 respondents from Njeiforbi Supermarket, Buea. Pearson's correlation was used to test the hypothesis of the study using SPSS version 21. The finding revealed that there is a positive relationship between supply chain management of Supermarkets, Buea; case of Njeiforbi and their organizational performance. The results conclude that Supply chain management strategies (that is; supply chain integration, customer relationship management, information sharing, strategic supplier partnerships, supply chain collaboration and outsourcing) are actively carried out in Njeiforbi. Also, supply chain integration and collaboration were concluded to be greatly impacting organisational performance of Supermarkets, Buea case of Njeiforbi. The study also concludes that Njeiforbi faces lots of problems like high complexity of supply chain, poor inventory management techniques, poor customer service, and high supply chain volatility. The study therefore recommends that management should ensure a constant review and implementation of supply chain management practices especially lean practices which has not been exploited by the supermarket to enable them avoid obsolescence, auction sales, stock out, increase customer service and suppliers' relationship to maintain a constant trend of profit growth in the organization.
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Pasupuleti, Murali Krishna. Empathetic AI in Action: Transforming Customer Service with Emotional Intelligence. National Education Services, March 2025. https://doi.org/10.62311/nesx/rr725.

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Abstract: This article explores the transformative impact of Emotionally Intelligent AI on customer service, focusing on how AI systems are designed to understand and respond to human emotions with empathy and precision. It delves into the core technologies, such as sentiment analysis, emotion recognition models, and reinforcement learning, that enable AI to provide emotionally aware interactions. Practical applications are discussed, including AI-powered customer support, personalized experiences, and crisis management solutions. The Article also covers the psychological foundations of AI-driven empathy, ethical and privacy considerations, and future trends in affective computing and integration with technologies like AR/VR and IoT. The potential business advantages of adopting Emotionally Intelligent AI for enhanced customer satisfaction and long-term relationship management are highlighted, emphasizing the balance between technology and the human touch. Keywords: Emotionally Intelligent AI, customer service, empathy, sentiment analysis, emotion recognition, reinforcement learning, affective computing, personalized interactions, ethical AI, data privacy, AR/VR, IoT, human-AI interaction, future trends, business impact.
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Arniella, Elio F. Evaluation of Smart Water Infrastructure Technologies (SWIT). Inter-American Development Bank, May 2017. http://dx.doi.org/10.18235/0006353.

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The objective of this document is to present an assessment of the current situation in the application of Smart Water Infrastructure Technologies (SWIT) and to provide a summary of potential key recommendations for the integration of such technologies by water service providers in the Latin American and Caribbean region. Smart Water Infrastructure Technologies (SWIT) have the potential to contribute considerably to improved service delivery and efficiency. Those technologies include:Smart Metering (AMR/AMI), District Metered Areas (DMAs), Pressure Management, Active Leak Detection, Management Information Systems (MIS), Customer Relations Management Systems (CRM), Geographical Information Systems (GIS), Supervisory Control and Data Acquisition (SCADA), Hydraulic Modeling And are described in this document, which also presents: a case study of their application by the Barbados Water Authority; a survey of the level of implementation in representative water utilities of the Caribbean region, and recommendations derived from lessons learned.
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LaRaine Ingram, Keisha. Applied Sales Predictive Analytics for Business Development. Vilnius Business College, September 2024. http://dx.doi.org/10.57005/ab.2024.1.2.

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In the dynamic business environment, leveraging predictive analytics for sales optimization and business development has become crucial for achieving sustained growth. As the e-commerce landscape continues to evolve, many e-businesses must harness the power of predictive analytics to anticipate sales trends and optimize business development strategies. This paper explores the application of sales predictive analytics, focusing on its role in forecasting sales, optimizing resource allocation, and enhancing customer relationship management. The application of predictive analytics in sales forecasting in online marketplace platforms is also explored, through the examination of various predictive models using real-world case studies. By exploring various methodologies and tools, the study illustrates how predictive analytics can be integrated into e-businesses' operations to drive growth, and enhance decision-making, highlighting the transformative potential of analytics in making data-driven decisions, ultimately fostering sustainable growth and competitive advantage. Through the analysis of historical sales data, consumer behaviour patterns, and market trends, predictive analytics provides actionable insights that are crucial for strategic planning and operational efficiency. The paper also addresses challenges and best practices for implementing predictive analytics into the business process of e-businesses.
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