Implementing CRM From Technology to Knowledge
Produktdetaljer
Biografisk notat
David Finnegan, MBA, PhD, has twelve years senior management experience and is a CRM and Systems Integration Specialist. He works internationally as an integration consultant and trainer, while developing postgraduate academic programmes for several universities in the UK and USA. He is also presently working as an Assistant Professor at Warwick Business School. He has worked in a range of roles, including with the Swedish Home Office, and has over 10 years experience in leadership training, system integration, business analyses and business process re-engineering in B2B and B2C environments.Leslie P. Willcocks, BA, MA, PhD, has an international reputation for his work on outsourcing, information systems, IT strategies, evaluation and organizational change. He is Professor in Technology, Work and Globalization at London School of Economics and Visiting Professor at the Universities of Erasmus and Melbourne. He has co-authored 28 books and published over 150 papers in journals ranging from Harvard Business Review and Sloan Management Review to MIS Quarterly and Journal of Management Studies. He is a regular keynote speaker and retained as adviser and educator by corporations worldwide.
"...Unternehmen, die mit ihrem Customer-Relationship-Management-System nicht zufrieden sind, finden in diesem Buch viele Anregungen für Verbesserungen." (Managementkompass, Broschüre mit dem Titel: Wachstumstreiber Technologie, 2008)
Implementing CRM links CRM systems implementation with organizational change for the first time. It looks into the factors that distinguish firms that are more capable of connecting with their customers and awarded with customer loyalty with firms that are not as successful. Implementing CRM provides frameworks and ideas for how implementing CRM can be better handled.
Series Preface.
Preface.
Chapter 1 Introduction and CRM Overview.
Chapter 2 - Positioning CRM As IT-Enabled Business Change.
Chapter 3 - Implementing CRM: The Neglected Roles of Culture, Knowledge and Psychological Contracts.
Chapter 4 – Tools For Investigation: Pilot Study, Methods and Frameworks.
Chapter 5 – CRM Implementation Case: A UK City Council (UKCC).
Chapter 6 – CRM Implementation Case: An International Enterprise (IE).
Chapter 7 Cross-Case and Cross-Sector Comparisons: What Can We Learn?
Chapter 8 – Conclusion: CRM Developments.
References.
Appendix – A Note On Research Methodology.
Index.
This book focuses on the actuality of implementing CRM. It is about the organization’s ability to provide a seamless and personalized experience to each customer rather than a transactional or product-focused approach where the future of the relationship is not an over-riding consideration. This book connects CRM systems implementation with organizational change for the first time. It looks into the factors that distinguish firms which connect with their customers and gain customer loyalty with firms that are not as successful. It also describes the micro-processes that occur on a daily basis in a company and all the small decisions managers and employees take during the implementation of change and the creation of knowledge.
Finnegan and Willcocks note that CRM implementation is not the straightforward process that many of the trade publications would have us believe. They state the failure rate of large CRM projects may be as high at 70%. Through the lens of two detailed case studies, the authors investigate why CRM is no panacea.
In Implementing CRM, David Finnegan and Leslie Willcocks:
- Provide a detailed overview of the state-of-play with CRM and its implementation and link CRM with the key area and issue of systems integration.
- Analyse critically existing implementation theories and the implementation of CRM systems from a knowledge sharing perspective.
- Identify and define the role of sub-cultures in the implementation process.
- Assess the role of non-codified knowledge and its significance in the implementation process of an IT system.
- Measure knowledge sharing aids and barriers across sub-cultures and their impact upon implementation.
- Look into the role of psychological contracts and linkages with knowledge sharing and subculture interactions.
- Offer detailed lessons and prescriptions from what they have learned about the neglected areas that explain why CRM implementation still underperforms in practical business contexts.
Produktdetaljer
Biografisk notat
David Finnegan, MBA, PhD, has twelve years senior management experience and is a CRM and Systems Integration Specialist. He works internationally as an integration consultant and trainer, while developing postgraduate academic programmes for several universities in the UK and USA. He is also presently working as an Assistant Professor at Warwick Business School. He has worked in a range of roles, including with the Swedish Home Office, and has over 10 years experience in leadership training, system integration, business analyses and business process re-engineering in B2B and B2C environments.Leslie P. Willcocks, BA, MA, PhD, has an international reputation for his work on outsourcing, information systems, IT strategies, evaluation and organizational change. He is Professor in Technology, Work and Globalization at London School of Economics and Visiting Professor at the Universities of Erasmus and Melbourne. He has co-authored 28 books and published over 150 papers in journals ranging from Harvard Business Review and Sloan Management Review to MIS Quarterly and Journal of Management Studies. He is a regular keynote speaker and retained as adviser and educator by corporations worldwide.