Integration between Cloud Computing Benefits and Customer Relationship Management (CRM) Processes to Improve Organization's Performance

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 strong competition that exists among organisations and the rapid change in the business environment, knowledge has turned out to become a key source for organisations to enhance the competitive advantage. Integrating Knowledge Management (KM) and Customer Relationship Management (CRM) process is a new research area, therefore, scientific research and literature around it remain limited. In addition, the impact of KM process on customer acquisition, retention, and expansion to improve customer satisfaction remains under study and report. The aim of this paper is to present a conceptual framework of KM integrated with CRM called Customer Knowledge Relationship Management (CKRM) Process depending on analysis of various models presented in KM and CRM. The main highlighting is laid upon the concepts of the concept of customer knowledge (knowledge about customer, knowledge for customer, knowledge from customer). Therefore, this paper contributes to the development of KM process (Knowledge Process about Customer, Knowledge Process for Customer, and Knowledge Process from Customer). The paper investigated how the companies in Jordan developed KM process to improvement the CRM process. Based on data collected from the company, results from analysis indicated that the KM process had a positive effect on CRM process.

Purpose– The purpose of this paper is to study the application of knowledge management (KM) factors on customer relationship management (CRM) process in Malaysian Multimedia Super Corridor (MSC) status organisations.Design/methodology/approach– A questionnaire survey was conducted on KM workers (customer service) in Malaysian MSC status organisations. Based on the extensive review of the current literature, eight KM factors were investigated to examine the application toward CRM process.Findings– The data, collected from 96 knowledge workers, suggest that KM process, organisational infrastructure and technology are three important predictors for effective CRM process.Practical implications– The practical implication of this paper could be useful for business managers who want to enhance organisational CRM through implementing KM practices to support their organisation’s KM efforts.Originality/value– This is one of the few papers to study the application of KM factors on CRM process in Malaysia.

Organizations have found that functional approach to business destroys flexibility and agility by gaining experience over the time. The main weakness with Task-based organizations is that they can hardly act flexibly and adapt themselves to the changing environment. In today’s' dynamic and competitive business world, organizations focus significantly on managing and improving their business processes. Therefore, nowadays to be survived and successful, certainly, the process approach must be followed. In addition, organizations having such improvement and innovations are looking to create organizational wealth. In this regard, the present study is trying to identify and describe processes from reputable reference models in Customer Relationship Management (CRM) and more importantly to design and streamline CRM processes effectively for organizations in order to improve processes and offer value to customers. In this paper, first, by identifying and explaining CRM reference models, three models were selected based on five criteria (flexibility, Understandability, comprehensiveness, Completeness, and Usability) using Analytic Hierarchy Process (AHP) technique which is relative as follow: SAP, CCOR & PCF. Then, the processes of the three models were extracted and gathered in a comprehensive list to offer a united framework to design CRM processes. Finally, a case study will show the applicability of the proposed model. With this paper, we enrich research by a valuable process framework for developing well-designed reference models.

INTRODUCTION Value creation strategies in the 21st century have shifted from product differentiation and operational efficiency to knowledge creation and relationship building across the value network. Knowledge management (KM) and relationship management (RM) are two sides of the same coin in gaining competitive advantages in the knowledge-based economy. The focus of relationship management has been on customer relationship management (CRM), which has helped companies to acquire and retain customers and increase market share and profitability. For businesses that have a high percentage of sales through indirect channels, such as the hightech industry (Tanoury & O'Leary, 2000), partner relationship management (PRM) has become an important business strategy in the sell-side relationship management. As procurement cost and suppliers' commitment to meet production requirements can drastically impact a firm's performance (Aberdeen, 2001; Lang, Paravicini, Pigneur, & Revaz, 2002; Carey, 2005), the upstream supplier relationship management (SRM) is equally important as the downstream CRM and PRM. Enterprise relationship management (ERM) is a business strategy that optimizes the relationships between a firm and its customers, channel partners, suppliers and alliance partners in order to maximize opportunities. Knowledge management is a value creation strategy that exploits the knowledge assets of an enterprise to achieve business goals. It is concerned with the creation, sharing and utilization of knowledge in an organization. The internal focus of knowledge management to improve product innovation and operational efficiency has shifted to an external focus of enhancing business processes across the extended enterprise. In particular, the application of KM to CRM business processes and the management of customer knowledge have received increasing attention both in academia and in business. The merging of KM and ERM yields two perspectives: the ERM-oriented KM (EKM) and the KM-oriented ERM (KERM). The focus of prior research in this area has been on the integration of KM and CRM. While different models have been proposed for customer knowledge management (CKM) and knowledge-enabled CRM (KCRM), there are no standardized definitions of these terms. A commonly accepted concept is that CKM deals with the processes of managing customer knowledge, whereas KCRM deals with the utilization of knowledge to improve CRM processes. Gibbert, Leibold and Probst (2002) described CKM as the management of knowledge from customers and emphasized CKM as the strategic process by which customers are empowered as knowledge partners. It proposed five styles of CKM that can be used by companies depending on the nature of their customers. Paquette (2006) described CKM as the processes that a firm employs to manage the identification, acquisition and internal utilization of customer knowledge. Su, Chen and She (2006) proposed a conceptual framework for an E-CKM model by incorporating IT into the CKM model. Eppler, Siefried and Popnack (1999) classified business processes by knowledge intensity and process complexity. High CRM process complexity implies a high degree of knowledge to pursue the process goals. KCRM is the enablement of CRM processes by knowledge across the operations of marketing, sales and service. Gebert, Geib, Rolbe, and Piernpp (2002) and Gebert, Geil, Kobe, and Brenner (2003) described a CKM model based on a research approach in business engineering developed at the University of St. Gallen. The term CKM used by the St. Gallen authors refers to both the CKM and the KCRM aspects in the context of this paper. The St. Gallen approach derives from the reflections about CRM (Derliyski & Frohlich, 2004; Zanjani, Rouzbehani, & Dabbagh, 2008), in which customer knowledge is applied to support CRM processes (Gebert et al., 2002; Bueren, Schierholtz, Kolbe, & Brenner, 2004). The St. Gallen concept of the CKM model describes the basic elements for successful knowledge management in customer-oriented processes (Gebert et al. …

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.

Artificial Intelligence (AI) has emerged as a transformative tool in business operations, particularly in the areas of revenue optimisation, customer relationship management (CRM), and strategic decision-making processes. In revenue optimisation, AI leverages advanced algorithms and machine learning techniques to analyze vast datasets, enabling businesses to predict demand, optimize pricing strategies, and identify profitable opportunities. AI's dynamic pricing models, which adjust in real-time based on market conditions and consumer behavior, significantly enhance revenue generation by ensuring businesses can capitalize on peak demand and minimize losses during low-demand periods. In CRM, AI plays a critical role in personalizing customer interactions by utilizing data from various touchpoints, such as purchase history and online behavior, to provide tailored recommendations and offers. AI-driven chatbots and virtual assistants enhance customer service by automating routine tasks and providing instant support, thereby improving customer satisfaction and loyalty. Additionally, AI enables businesses to forecast customer preferences and segment their customer base effectively, leading to more targeted and impactful marketing efforts. In strategic decision-making, AI supports business leaders by offering data-driven insights that assist in identifying trends, risks, and opportunities. AI tools analyze both internal and external data, providing actionable insights for resource allocation, market expansion, and product development. By reducing human biases and enhancing decision accuracy, AI empowers businesses to make faster, more informed decisions. The integration of AI in revenue optimisation, CRM, and strategic decision-making processes not only streamlines operations but also contributes to business growth and competitive advantage. As AI technology continues to evolve, its impact on these key areas is expected to expand, further driving innovation and efficiency in business practices.

Purpose – The purpose of this paper is to compare small and large motor carriers to determine whether small motor carriers serve a smaller, more concentrated customer base, have owners that are more involved in the customer relationship management process, and earn higher returns usually associated with niche market players.Design/methodology/approach – Responses from a US sample of 153 motor carrier managers are subjected to ANOVA comparing small, medium, and large motor carriers. Scale development procedures were employed and a construct measuring owner involvement in the customer relationship management process was developed.Findings – Small motor carriers have a more concentrated customer base, their owners are more involved in managing customer relationships, and they are paid higher rates per mile compared with large motor carriers.Research limitations/implications – This research was limited by its focus on the motor carrier industry and did not explicitly test a link between customer base concentr...

The purpose of this paper is to establish Customer Relationship Management (CRM) as an effective approach for collecting, analyzing, and translating valuable customer information into managerial action for examining fast track legal systems i.e., Online Public Grievance Redressal System (OPGRS) in the Indian context. This e-government initiative is based on the government's long term strategic policy that aims to innovatively reform the Indian Judicial System. So far, the potential of CRM has been investigated only in the context of existing products/ services. CRM's potential to aid in future New Service Development (NSD) has been under studied. Current research model is based on Resource Advantage (R-A) theory and includes the constructs such as CRM process, CRM technology, New Service Development, system efficiency, performance expectancy and effort expectancy under one umbrella. It measures CRM Process under the dimensions of; innovation management, value management and multiple channel management. This model has been tested based on applications filed at multi source complaint depository consisting of 173 applicants from diverse case backgrounds. The empirical outcome provides the positive significant relationships for all 5 hypotheses established using nine (9) constructs. The results provide evidence that CRM has a positive effect on new service performance.

Objectives: To study the impact of Internet of things (IoT) on the Customer Relationship Management process and evaluate the benefits in terms of customer satisfaction and customer retention. Methods: An extensive literature review was conducting wherein the constructs of CRM and IoT are studied. Various preliminary information on IoT and CRM system along with the components of Digital enablers have been evaluated. References from research papers, journals, Internet sites, statistical data sites and books were used to collate the relevant content on the subject. The study of all the relevant scenarios where there is a possible impact of IoT origin real time data on CRM was undertaken. Findings: Customer demands are continuously evolving and it is very relevant for all the organizations to align and keep pace with the change. Organizations need to be customer centric and agile to the changing market scenarios. Evaluation of the trends in mobile internet vs desktop internet was also conducted to validate the findings. Application: The usage of real time data emerging out of the IoT landscape has become a reality with the data transmitted over the Internet and consumed by the CRM system. It improves the control on the customer relationship function helping the organizations to operate within healthy and sustained profit

Purpose– This research covers a rather unexplored area of customer relationship management (CRM) by questioning the mechanism between on the one hand the Pareto-principle and on the other hand traditional non-IT supported operational CRM processes. Thus, the paper aims to explore whether a minority of processes and process-aspects deserves credit for achieving a majority of CRM goals.Design/methodology/approach– A qualitative approach is the most appropriate due to the assumption that access to the reality of a situation is only possible through social construction. A qualitative approach seeks to answer questions posed by studying different social settings. As noted by Berg, qualitative techniques make it possible for researchers to participate in understanding and perceiving others, as well as permitting them to discover how people structure their daily lives to make them more meaningful.Findings– The questioned mechanism of on the one hand traditional non-IT supported operational CRM process-aspects and on the other hand the Pareto-principle is confirmed by the majority of interviewees who answered affirmatively to small things making big differences in customer contact.Research limitations/implications– Regarding the limitations of this study, the results are hard to generalise as the research context depends on a single case study. However, the high levels of detail that allows for greater insight into manufacturing SMEs in HGV-Trailer that want to adopt non-IT support operational CRM where there is lack of financial resources justify the choice of this case study.Practical implications– This study is important for management to focus and develop social on top of technical competencies. This was clear from the importance of social intercourse as the glue that links all the non-IT supported operational processes from break down to invoices. It helps in removing the uncertainty from the view point of customers and highlights the importance of the care that companies need to give to the human side of the process more than objectifying things. Moreover, the finding provides an important implication for practitioners involved spare-parts purchasing process and the warranty claiming process should continuously assess whether they operate in support of a breakdown or not and subsequently use this insight to prioritize their tasks.Originality/value– This research tried to answer how the Pareto-principle applies to traditional non-IT supported operational CRM process-aspects by concluding that the first social intercourse, as well as problem ownership, belongs – from a customers' viewpoint – to the “vital few” leading to “trivial many” results of rational and emotional nature. This is especially true in the breakdown process, and processes that operate in support of breakdowns.

PurposeThe purpose of this paper is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, this study aims to address the chain-of-effects that occurs as a result of the social CRM process, leading to superior levels of hotel performance.Design/methodology/approachData were collected using a quantitative approach. Using a mail and online questionnaire, data were gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling.FindingsResults demonstrate that the social CRM activities of hotels enhance hotel service innovation activities. This positively impacts the ability to develop a customer-linking capability, resulting in higher levels of customer performance. In turn, higher levels of customer performance leads to higher levels of financial performance.Practical implicationsService innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance.Originality/valueThis study explains the chain-of-effects through which the social CRM process results in higher levels of performance.

Customer relationship management (CRM) systems track and measure marketing campaigns over different networks.There are literally many studies associated with the implementation of CRM in different industries.This paper presents an empirical investigation to determine effective factors influencing on the success of CRM implementation.The study designs a questionnaire in Likert scale on measuring various factors and distributes it among selected employees who work for the biggest software maker firm in city of Tehran, Iran.Using principal component analysis, the study has detected five factors influencing on the succes of CRM including customer relationship technologies, customer oriented, enterprise development strategies, customer services and business plan.

Business organizations competing with various rivals, think by the illusion of the modern age; the best way to reach their target consumers is to use benefits of technology. They collect data and use them for customer satisfaction. But the importance of face to face communication is generally underestimated or neglected. This study aims to get Customer Relationship Management (CRM) applications to make a return from high-tech to interpersonal communication, which is a timeless sales technique.In order to present the role of nonverbal communication (NVC) in CRM process, 643 participants, who stayed in 5-star hotels in Turkey in the previous year were asked about their hotel choice, evaluations about hotel employees considering the last accommodation. The most important of the research results are the most important expectation from a 5-star hotel is the quality of service; the customers’ perception about quality is shaped by the quality of communication; the employees’ NV communication skills are very highly minded by the customers.

In this paper the authors develop and empirically test a model of customer relationship management (CRM) technology effectiveness. The model considers the effect a selling firm’s customer relationship initiation and customer relationship maintenance processes has on its CRM technology effectiveness and subsequently the firm’s sales performance. The conceptual model is tested by conducting Structural Equations Modeling (SEM) of a cross-industry data set collected from 1,227 managers. Results indicate firms that successfully implement customer relationship initiation and customer relationship maintenance processes are much more effective with their CRM technology use than firms that do not have such processes in place. Further, the results of this paper suggest that the positive effect a firm’s customer relationship initiation and maintenance processes has on firm performance can be partially explained by an increase in the effectiveness of its CRM technology use. Implications for these findings as well as directions for future research are provided.