CRM in the cloud

Due to the rapid growth in the electronic business, information technology has become very necessary for building up efficiency and effective transactions among organizations. Consequently, Cloud Computing (CC) becomes a very important area to achieve the organization's performance. The process of integration between Cloud Computing (CC) and the Customer Relationship Management (CRM) is a new research area. Therefore, scientific research and literature review related to Cloud Computing and CRM processes are limited. Yet, the impact of Cloud Computing on CRM processes remains under exploration and investigation. To this effect, this paper takes on a holistic approach that examines the combined effects of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) on organization's performance. It also presents a conceptual framework for Cloud Computing and CRM processes, based on the analysis of various models presented in Cloud Computing and CRM processes. The main emphasis is focused on the concept of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) by examining some reasons that make the organization interested in using this modern technology from one hand and how Cloud Computing can encourage organizations to implement CRM to improve their performance on the other. Therefore, this paper contributes to develop three models: Cloud Computing Benefits, CRM process, and integration between the Cloud Computing and CRM process to improve organization performance model. Also, it describes more valid factors to identify how an organization deals with its performance in the future by providing an advice for the Information Technology (IT) industry as how an analytical integration between Cloud Computing Benefits and CRM process improves organization's performance – something that should be taken into account in developing countries to attain a competitive advantage. This study is divided in three sections: Literature Review, Research Model, and Conclusion.

Due to the rapid growth in the electronic business, information technology has become necessary for building efficiency and effective transactions among organizations. Consequently, Cloud Computing (CC) becomes a very important area to achieve the organization's performance. The process of integration between Cloud Computing (CC) and the Customer Relationship Management (CRM) is a new research area. Therefore, scientific research and literature review related to Cloud Computing and CRM processes are limited. This paper takes a holistic approach that examines the combined effects of Cloud Computing Benefits (cost and ease of use) and CRM processes (customer acquisition, customer retention and customer expansion) on organization's performance. It also presents a conceptual framework for Cloud Computing and CRM processes, based on the analysis of various models presented in Cloud Computing and CRM processes. The main emphasis is focused on the concept of Cloud Computing Benefits and CRM processes by examining some reasons that make the organization interested in using this modern technology from one hand and how Cloud Computing can encourage organizations to implement CRM to improve their performance on the other. This paper contributes to develop three models: Cloud Computing Benefits, CRM process, and integration between the Cloud Computing and CRM process to improve organization performance model. Also, it describes more valid factors to identify how an organization deals with its performance in the future by providing an advice for the Information Technology (IT) industry as how an analytical integration between Cloud Computing Benefits and CRM process improves organization's performance – something that should be taken into account in developing countries to attain a competitive advantage. This study is divided in three sections: Literature Review, Research Model, and Conclusion.

Customer relationship management (CRM) is the set of procedures, personnel, and technology used by businesses to locate their customers. CRM fosters relationships and customer retention. The development of CRM is positively impacted by organizational improvements in customer-centric procedures and advancements in information technology. Successful CRM implementation will increase an organization's profitability and customer loyalty. Viewing CRM as a technology alone is one factor contributing to its failure; in order for it to succeed, firms must integrate and strike a balance between people, process, and technology. The influence of environmental factors, such as political, economic, social, and technological aspects, on CRM is attempted to be measured. Additionally, a SWOT analysis is conducted, and a few recommendations are made based on the analysis to ensure the effectiveness of CRM activities. Key words : Measuring performance, customer relationship management, strategics perspective

Over the past few years, the options for buying, deploying and accessing business applications have increased dramatically, none more than the ones seeking effective Customer Relationship Management (CRM) solution. The new environment of running CRM in the cloud has been in use for several years and the tendency of using cloud CRM and cloud computing in general is continuously growing. However, concerns about the data security and privacy still an issue for some companies. In this paper, we briefly propose a hybrid model that combines On Premise and Cloud CRM while highlighting their major capabilities in keeping today's businesses performing efficiently and securely. Then, a closer look is taken to exploring the hybrid model through number of CRM's main functions illustrated on a dynamic arc.

<p><strong>Müşteri İlişkileri Yönetiminin Müşteri Sadakatine Etkisi: Bankacılık Sektöründe Bir Uygulama</strong></p>

The growth of smartphone users in Indonesia is increasing every year. With the present era of disruption and digitalization also infrastructure development is increasingly sophisticated, causing consumer behavior to also experience shifts or changes. In conducting online trading transactions, informative, innovative and secure online trading applications will provide more benefits and help the company not only to survive in competition but also grow to be better companies. The needs of accurate information system and faster news should be adjusted with the growth of the information technology. Innovative Customer Relationship Management (CRM) strategy is increasingly needed by companies to grow. Applications are one way that companies can use as part of CRM. This research will examine the usefulness and convenience of MIFX Mobile trading applications for customers and as part of CRM applications that can help the company grow for the long term. This research uses qualitative descriptive and uses purposive sampling technique by interviewing three types of informants directly related to the application in their daily life. The results of the interviews and the data that have been obtained will be processed and verified by using triangulation system of data sources, methods and theories. The results of this study are expected to assist customers in transacting and useful for companies in taking holistic CRM application approach and development strategy for future growth.

Cloud computing is a state-of-the-art Internet technology being recently adapted by enterprises. The cloud computing models are implemented by business to improve existing practices. With improvement in the standards of the Web and affordability of mobile devises, the customer has accepted the online way of shopping. Cloud computing has been extensively used to deliver e-commerce, Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP). E-commerce models have undergone considerable changes in order to attract customers online. This chapter showcases the requirement of e-commerce model to integrate cloud computing technology. This chapter puts forward cloud computing applications for E-commerce, CRM and ERP by describing the significant characteristics of the cloud. For enterprises to bring into play cloud based e-commerce, CRM and ERP, certain significant issues need to be handled. These issues are the points of discussion in the chapter. In addition, the chapter introduces big data framework for building efficient e-commerce framework.

Customer Relationship Management (CRM) is a term that includes how it works, and its attributed benefits. it is the term for a business strategy that grants the customer continuous improvement, increasing his internal operations performance, increases the economic value added EVA, satisfaction, loyalty, trust, increases cooperation commitment, continuity, and grabs additional investments throughout integrated parties. CRM is broadly recognized, widely-implemented strategy for managing and development a company’s interactions with customers and sales prospects. It involves using technology to organize, automate, and synchronize business processes, principally sales related activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new customers, nurture and retain those the company already has, entice former customers back into the fold, and reduce the costs of marketing and customer service. CRM gives the most value to customers by tightly integrating their sales, marketing and support efforts. CRM's primary objective is to provide the entire organization with a complete, 360-degree view of the customer, no matter where the information resides or where the customer touch-point occurs. CRM is a business strategy that can be applied to software that works by gathering information concerning potential and targeted customers and analyzing the information starting and/or continuing closer relationships with customer, adding mutual benefits, giving businesses an interdependable opportunities to overcome “relationship gaps” and strengthen their competitive advantages. Using automated CRM applications to analyze customer complaints, and customize the internal processes accordingly, which will in return increase the business efficacy, mutual benefits, maintaining long term relationships, and intense the competitive advantages. Implementing CRM KPI’s improve customer service, which will subsequently improve customer satisfaction, maximize revenue upgrades the customers core competences thought the right products with the right quality, and quantity to the right people at the right place at the right time. CRM increases the customer’s efficiency of the managerial applications the entire organizational performance and its chain suppliers. Research Methodology and limitations The research methodology has been conducted on two folds, the first covered a detailed literature review for Business-to-Business (B2B) Customer Relationship Management (CRM), Key performance Indicators KPIs, suppliers’ managerial efficiency activities, Business-to-Business (B2B) Key Accounts Management (KAM)Key performance Indicators KPIs, and the suppliers’ performance activities. On the other fold, the results of the empirical study of the research based on a limited survey that has been distributed to 10 fast food suppliers, throughout Great Cairo, Egypt. The research was targeting 180 managers, and the received surveys are 120 respondents. It was recognized that further research is necessary to establish the exact nature of the causal linkages between proposed applications of CRM and Fast-Food Series suppliers to enhance managerial performance of business-to-business (B2B) key account management (KAM) on Fast-Food Series suppliers, in order to gain insights into practice elsewhere.

Objectives: This study investigates the effects of four customer relationship management (CRM) dimensions—customer orientation, knowledge management, CRM organisation, and technology-based CRM—on firm performance in the banking sector of Shandong Province, China. It also explores how CRM practices contribute to Sustainable Development Goal 12 (Responsible Consumption and Production). Theoretical Framework: Drawing on the resource-based view (RBV), CRM capabilities are conceptualized as strategic resources that enhance competitiveness and sustainability. The framework integrates responsible consumption principles to explain how customer-focused and technology-driven CRM can improve efficiency and support sustainable banking. Method: Data were collected from 400 banking employees in 2024 using a structured questionnaire. Partial least squares structural equation modeling (PLS-SEM) was applied to assess measurement validity and test hypothesized relationships among CRM dimensions and firm performance. Results and Discussion: Findings show that customer orientation, CRM organisation, and technology-based CRM significantly enhance firm performance, while knowledge management has a weaker effect. The results highlight the importance of digital transformation and organizational support in fostering responsible consumption and production. Research Implications: Banks should strengthen customer-oriented strategies, promote sustainable CRM initiatives, and leverage technology to optimize resource use and service quality. Originality/Value: This study extends CRM and sustainability literature by linking CRM capabilities with firm performance and responsible consumption, offering theoretical and managerial insights into sustainable banking transformation.

For the past decade, customer relationship management (CRM) has been one of the priorities in marketing research and practice. Hence, many companies have invested heavily in CRM systems that, unfortunately, did not meet their expectations. Because such shortcomings may have resulted from unrealistic expectations as well as inappropriate data input, this study provides insights into what companies may expect from CRM and what data they should use. Across the phases of the CRM process, the authors show which CRM objectives have been considered and which customer data have proven to be applicable in the empirical CRM literature. The results indicate that despite differences with respect to influence, a variety of customer data can be used to analyze CRM objectives throughout the entire customer life cycle. Overall, the study provides researchers with a comprehensive review of the empirical research on CRM and offers practitioners insights on the scope of CRM analyses and the applicability of customer data for CRM.

The evolution of the digital economy has significantly influenced Customer Relationship Management (CRM), reshaping business strategies across industries. This study explores the development and challenges of CRM implementation during 2010–2024, with a focus on its adoption by small and medium-sized enterprises (SMEs). Employing a Systematic Literature Review (SLR) guided by the PRISMA framework, 36 scholarly articles were analyzed to identify trends, obstacles, and outcomes associated with CRM in the digital economy. Findings reveal a steady increase in CRM adoption, particularly among SMEs, driven by advancements in electronic CRM (E-CRM) systems and the COVID-19 pandemic’s acceleration of digital transformation. Empirical data highlights that over 60% of Indonesian SMEs adopting CRM experienced a 20% sales increase within a year. Moreover, CRM implementation has enhanced customer loyalty by 25% and reduced marketing costs by 10% in European markets. However, significant challenges persist, including high implementation costs, inadequate technological readiness, and rising cybersecurity threats. For instance, cyberattacks targeting CRM systems have decreased customer trust by up to 15%. The study concludes that while CRM significantly boosts operational efficiency, customer satisfaction, and business innovation, addressing implementation barriers is crucial for its broader adoption. It recommends enhanced government and institutional support to provide SMEs with access to CRM technologies and training. The findings underscore CRM's critical role in fostering competitive advantages and call for future research to examine its long-term impacts in developing economies.

Social Media – A Strategy in Developing Customer Relationship Management

In the age of globalisation, customer relationship management (CRM) is an important component of corporate communication, which has undergone a series of changes and modifications all over the world. The growth of economy as well as that of both communication science and technology has brought about commendable changes in the art and craft of CRM all over the world. Modern organisations have realised that managing customer relationships is a very important factor for their success. CRM is a strategy that can help them build long-lasting relationships with their customers and increase their profits through the right management system and the application of customer-focused strategies. New media are powerful tools that can support CRM to attract more customers to any organisation in the world. In other words, using new media in CRM will increase customer satisfaction. Usage of new media helps customers gain powerful and useful information about the price, product and the latest information about companies. Very speed and potty that causes customer's satisfaction from companies. This study examined the rate of accessible of new media in CRM in Iranian and Indian corporate houses. Four Iranian and Indian corporate houses (two public and two private) were selected for this study. The results of this study showed that new media are accessible in CRM in these companies.

Customers, being important assets to an enterprise, directly relate to the latter’s profitability and survival. Customers buy products to generate revenue. Their feedbacks also promote the improvement of products and drive an enterprise to develop forward. With or without an information system, good CRM (customer relationship management) is extremely important for an enterprise to achieve its profit targets. Though a non-profit organization (NPO) does not pursue profits, it has service objects, concrete products or services for achieving its vision, or supporters of its vision. The spirit and practice of making every effort possible to know their customers which is usually adopted by an enterprise in order to achieve its business objectives could also be seen to exist in non-profit organizations. It’s just such spirit and practice that is slightly different in form or the goal. If adjusted, the application of CRM in enterprises could also effectively help non-profit organizations to understand more clearly the practice they have to take in order to achieve their visions and understand the objects of their services or supporters. Exampled with the church, this study explores whether CRM helps the church and how should churches apply CRM. Leaders at all levels in the church pastoral relationship could be compared to managers at all levels in a corporate organization, while PRM (pastoral relationship management) applied to churches via CRM could generate specific impacts on group pastoral care, group development strategies, equipment of true believers, business as mission, family as mission, church planting and preaching.

Goal and objectives of the dissertationGoalOrganisational culture is identified by most of researchers as one of the most important factors that enables or disables the achievement of desirable Customer Relationship Management (CRM) outcomes (Curry and Kkolou, 2004; Iriana and Buttle, 2006; Kale, 2004; Siriprasoetsin et al., 2011). Though the impact of organisational culture on CRM implementation has been the centre of attention for different researchers no study has been investigated this impact in the context of hotel industry from an empirical point of view. Hence the position taken in this research was based on the need of enhancing the knowledge of CRM implementation in the hotel industry from an organisational culture perspective. The research is designed based on the three main aims. The first aim is empirically investigating the impact of organisational culture on CRM implementation. Considering the importance of organisational culture in CRM implementations, the research's second aim moved toward investigating the approach and strategies that could help hotel businesses to improve their organisational culture and consequently their CRM outcomes. As the third and final aim, the research investigated the potential overlap between guests' satisfaction criteria and intended satisfaction criteria by implementing CRM.Objectives1. To review the literature and identify the organisational culture factors with potential impact on CRM outcomes.2. To review the literature and identify an organisational culture model with the ability to measure these factors.3. To empirically investigate the impact of identified factors on CRM implementation.4. To rank the organisational cultural factors based on their importance for CRM outcomes.5. To find the best approach and strategies to improve the affective organisational culture factor.6. Based on the finding, to suggest managerial implications for overcoming cultural barriers in order to leverage the full potential of CRM projects.7. To find the potential overlaps between intended CRM outcomes and customer satisfaction criteria.8. Based on the finding, to suggest managerial implications about specific guest satisfaction criteria in budget hotels to excel in them towards outperforming competitors and retaining the interest of existing and potential customers.MethodologyThe research is conducted base on case study approach and a chain hotel from the UK was selected as the case of the research. The study is designed based on mixed methods via sequential triangulation technique (Creswell et al., 2003; Johnson, 2007). Accordingly, the research is designed base on three sequential phases; starting with phase one (first aim) with quantitative approach to empirically investigate the impact of organisational culture on the CRM implementation. Research's instrument for this phase is a questionnaire adapted from two standard questionnaires of Denison Organisational Culture Survey (DOCS) (Denison and Neale, 1996) and Mendoza CRM Model (Mendoza et al., 2006). The total population considered as managers of all branches and initially 346 questionnaires were distributed and 214 (58%) completed questionnaires were used for the statistical analysis. Collected data were subjected to correlation and multiple regression tests by using Statistical Package for the Social Sciences (SPSS) version 21.This is then followed by the second phase (second aim) through qualitative approach to find how important organisational culture factors from phase one can be improved. In this phase 12 interviews were conducted with mangers of four branches. Mangers were asked about approaches and strategies that could improve organisational culture. Deductive theory via template analyses (King et al., 2004) was used for analysing the interviews' transcripts.Phase three (third aim), with qualitative approach is investigated on the potential overlap between intended CRM outcomes of the case study and real guests' satisfaction criteria. …