Abstract This paper discusses customer relationship management (CRM) across industry in general. The historical development within the call center environment is first examined and then its adoption by other industries in order to capitalize more effectively on customer data is examined. The paper concludes that data and data management is increasingly at the core of CRM functionality.
Table of Contents:
Executive Summary
Overview
High-Level Description
Business Strategies
Users of the Systems
Detailed Description
Applications Success
Failure
Conclusion
From the Paper "The consumers of CRM applications and technology are primarily larger firms with more than 500 employees and typically operating in more than one market. The popularity and ease of installation of many lesser known CRM applications has meant that almost any firm of any size can install and apply CRM to one degree or another with the only primary difference between them and larger companies being the degree of integration achieved across platforms and across the organization."
Tags:customizationapplicationsfunctionalities, call center, data mining
Abstract This paper explains that, to achieve the best mix of IT functions in any given setting, it is vital to understand who the customers are and what priority must be assigned to the respective functions, including e-mail, databases, and Web servers. The author points out that there is an explosion in growth of peer-to-peer applications to facilitate online communications that allow customers not only to access businesses via computers, but also to permit wireless customers to access a Web site from a Nintendo machine, a personal digital assistant (PDA), or a pager. The paper reports that the evaluation gives high priority to e-mail because its cost-effectiveness, ease of use by almost anyone, and ability to transfer documents and data in a virtually instantaneous manner, make this an indispensable part of any IT function.
Table of Contents
Introduction
Identification and Prioritization of Information Technology Functions Support Plan for Both Office and CustomerFunctions Communication Methods
Personnel and Training Requirements
Application and Function Priorities
Strategy for Prioritizing the IT Projects
Table: Evaluation of IT Priorities
From the Paper "The second aspect is that ERP's also connect standalone departments; for instance, many governmental agencies have independent units that often work independent of other units. A local government redevelopment agency is an example of such an independent unit. Linking all component units of an agency through ERP would be expected to provide managers with more centralized control over the various components through financial and process controls and uniform policies and procedures. ERP programs have both risks and concerns relative to its use. One worry is that it can be an expensive program to implement. The cost of implementation is generally separate from the software cost. A risk involved in the program is the amount of custom code built into the architecture. The more custom code, the more difficult and costly it is to maintain, operate and upgrade."
Abstract The paper compares and analyzes three accounting software application packages and their suitability for small and medium businesses; Microsoft Small Business Accounting, Intuit QuickBooks Pro and Basic, and Peachtree (Sage) Accounting 2008. The paper explores the three most dominant trends influencing the development of accounting applications, namely, usability, support for process workflows including quote-to-order and quote-to-cash and integration with legacy applications and ERP systems. The paper concludes by recommending the Microsoft Small Business Accounting for small and medium businesses.
Outline:
Abstract
Table of Figures
List of Tables
Functionality Analysis of Accounting Applications Usability Analysis
Support for Quoting and Quote-to-Cash Workflows
Integrating Accounting Applications and the Influence on Usability
Recommendation
From the Paper "All three applications included in this analysis, Intuit QuickBooks Pro and Basic, Microsoft Small Business Accounting 2006, and Peachtree (Sage) Accounting 2008 support the core accounting features of a chart of accounts and general ledger, the ability to generate reports including P&L statements, balance sheets, and cash flow statements, in addition to support for Accounts Receivable/Accounts Payable, and Inventory Management. In addition, each of these applications also support audit trails, cash flow projections, and despite only one being from Microsoft, all three now support Outlook e-mail notifications, alerts, and integration to the popular e-mail management program (Qazi 2005)."
Tags:functionality, quote-to-order, and, quote-to-cash, integration, ERP, systems
Abstract The writer of this paper defines CRM as customer relationship management, which is an information industry phrase for methodologies, software and internet facilities that assist an enterprise in handling customer relationships in a structured way. This paper details the uses and effectiveness of the CRM enterprise software system, which when installed correctly aids large companies in all areas concerning customer service. CRM is a business tactic centered on the idea of being customer-centric. This paper examines the main aim of CRM which is to achieve maximum revenue through better customer fulfillment while at the same time enhancing connections at each customer touch point. This paper also discusses the various types of CRM programs as well as their relevant components.
Table of Contents:
Executive Summary
Introduction
Definition of CRM
Component of CRM
Types of CRM
Benefit and Issues of CRM
Conclusion
References
From the Paper "The Contact Center is a vital constituent of an efficient CRM strategy as primary sales, service and retention level for many companies. (Definitions of CRM on the Web) A significant move in applying a CRM solution is to assess all of the procedures within a company. During this assessment, a company will understand that documents play a major role in some of those processes. A quick glance at the financial department of any company will confirm the previous statement to be true. When a company identifies critical documents, it has to work out how its new CRM system will manage them. It's at this instant that the company will recognize the significance of incorporating a document management solution with its selected CRM system."
Abstract This paper discusses the CRM system produced by Oracle and how it can help every company with their customer service problems. It examines the ideal CRM architecture and how Oracle provides it. It details the basic features and products provided by Oracle's products. It also discusses the integration of Enterprise Resource Planning systems and Customer Relationship Management systems. It concludes by recommending Oracle's 360 degree solution to any company whose customers are important.
From the Paper "As companies accelerate their customer relationship management initiatives they are faced with new issues and challenges that are not easily answered. Customer relationship management presents one of the biggest opportunities facing CIO's and business line managers today - the ability to grow incremental revenue through existing customers. This requires a system that fully leverages ERP in the back end. Oracle's integrated architecture provides an ideal CRM solution for the large installed base of customers who have already implemented Oracle ERP applications. Oracle's customer relationship management applications leverage Oracle database, tools and integration with back-end ERP applications to provide comprehensive customer intelligence. The integrated solution provides a 360-degree view of all customer interactions, whether they occur through direct sales contact, and customer access over the web, through a call center or indirectly through partner channels."
Abstract This paper describes the methods of Kraft Foods Company, one of the largest manufacturers of foods in the U.S., for attracting and retaining customers and solving customer complaints. The paper outlines Kraft Foods' strategies, which emphasize flexibility, innovation, and market research tools.
From the Paper "Kraft Foods, one of the largest food manufacturers in the country, accomplishes its goals of the customer attraction, retention, and solving customer complaints through several means. According to Eccles (1981) customers prefer flexibility in their product and service offerings. Flexibility in product and service offerings not only provides the options to customers to choose and select only those products and services that best meet their needs but it also facilitates the process of customization and personalization. Similarly, Porter (1980) argues that in the present dynamic environment, a number of firms are shifting their focus from transaction-based interactions to relationship-based interactions. Since a firm usually incurs far more money in attracting a new customer than maintaining an existing one, it is always beneficial for the firm to lock- in its existing customers by developing close relations with them. In this perspective, businesses are encouraged to take notice of the customer's life cycle."
Abstract This paper takes a look at the process of selecting an application of IT technology that is best suited to a specific business enterprise or organization. According to the paper, the implementation of IT does not rest solely on applications software. Rather, there should and must be a synergy between the applications, hardware, network and implementation services.
From the Paper "One of the priority software applications of any company is its Human Resources Management System (HRMS). The HRMS supports personnel-related tasks and responsibilities that include HR strategy, personnel administration and personnel career management. Likewise, Payroll Processing System and the Leaves and Attendance Monitoring can be integrated with the HRMS to form a seamless interface in the company's human resources administration. In addition, the HRMS can be a major component of an integrated Enterprise Resource Planning (ERP), where applicable."
Abstract The paper explores why outsourcing a call center for customer service is ideal for a company.
From the Paper "Outsourcing jobs to overseas labor markets received considerable attention during the presidential election. There are arguments to be made for and against outsourcing from a societal perspective and those are beyond the scope of this research. Instead, this research focuses on whether outsourcing makes sense for a single company considering outsourcing a single business operation to an overseas market. In this case the business operation is the customer service call center."
Abstract This paper evaluates the commitment of the organizational management of the writer's company, Milwaukee Electric Tool Company, to optimizing technology resources for effectiveness and efficiency, and to maximizing organizing functions within the company. The writer believes that while Milwaukee is on the cutting edge of technology, there is room for improvement in the human resources department, for example, in stress management, preventive management, and training. The writer provides suggestions for human resources to work with operations managers and team members to ensure that corporate strategic objectives and goals align with goals and strategies for employee growth and empowerment.
Outline
Introduction
Overview of Organization
Technology
Human Resources
Conclusion
From the Paper "The organizational management team consistently works to promote practices encouraging group learning and teamwork, with team leaders appointed to oversee all operations related to manufacturing and technology, to ensure all team members are well aware of organizational standards and product specifications that must be maintained to keep the company's certifications up-to-date. In doing so Milwaukee is and will likely remain to be a global leader in small electrical tool manufacturing and distribution."
Tags: environment stressor productivity innovation, customer service, distribution
Abstract Based on ten books written on the subjects of consumer behavior and customer service, this paper sets out to show whether customer centricity has been the focus of businesses for some time, and whether it has been addressed correctly. The writer explains that the study of customer retention information shows that what it takes to keep customers coming back is quite different from what it takes to attract new ones, and discusses various types of customer loyalty programs. From the literature four specific areas that need to be examined in order to help businesses improve customer focus are identified, as well as six factors that are often seen as imperative in improving customer retention, and five specific dimensions of service quality. The paper concludes that although most studies have indicated that retaining old customers is what really boosts business growth, many businesses still persist in spending more to get new customers who will cost them money by leaving, instead of spending less to retain loyal ones.
From the Paper "It is significant to remember when looking at customer centricity that people seldom stop patronizing a business simply because of ordinary interactions that they deal with when they shop there but instead because of the failure of the specific organization to handle situations that could be potentially problematic to the satisfaction of the customer (Bowen & Lawler, 1992). Personnel who come into contact with customers need to be able to think for themselves, take responsibility for their actions, and respond well to the pressure that often comes from customers who are angry or upset (Bowen & Lawler, 1992)."
Tags: success, customer satisfaction, effective personnel, problem solving, performance coaching communication
This paper discusses three articles that illustrate the use of mass customization in today's business world. The articles are then critiqued, and a conclusion/summary is offered.
Abstract Mass customization has emerged as a solution to address the new market requirements by producing goods and services to match individual customer's needs, while still enabling firms to capture the efficiency advantages of mass production. This means that individualized or personalized goods can be provided without the high cost surpluses and, thus, price premiums, usually associated with customization. To deliver mass customization, firms must find new ways to interact with their customers during the process of co-designing and configuring a customer-specific solution. This paper examines articles that deal with the ways in which several companies are meeting these demands without compromising the bottom line or customer service.
From the Paper "Henry Ford, in reference to the Model T, once said you can have it in ?any color so long as it's black.? It was many years later before car buyers were able to completely customize vehicles according to their preferences. Even though Henry Ford may have been shortsighted in this aspect by today's standards, the complete lack of customization available on a Model T did make good business sense at the time. For example, he never had to worry about running out of a popular color of paint and delaying production until more could be acquired. But those days are long gone and today's customers are becoming more demanding than ever."
Abstract This paper discusses customer loyalty, using the company Comcast Corporation as a case study. The paper begins with an assessment of the roots of customer loyalty, which it maintains are in staff loyalty. Next the paper examines how customer loyalty is developed. Then the paper asks how customer loyalty is incorporated into marketing strategy. Finally, the paper studies the affect of customer loyalty on Comcast's customer retention.
From the Paper "Winning customer loyalty begins with winning staff loyalty. Companies that try to win customer loyalty without first winning staff loyalty often find that in spite of great customer loyalty programs and initiatives their results fall far short."
Abstract The history of restaurant business reveals that policy making for customer service has been a painless effort, but attaining employee acceptance to the same for making it operational is the more challenging area. This impracticability of customer services? policies in restaurant management has led most strategies to failure from their initiation. This paper primarily describes the concept of customer service in restaurant management. Thereafter, it shows how the improvement of customer services in restaurant management depends upon the management's and the employee's approach towards each other, the establishment and the services. It also provides research findings on the subject and recommendations that can help improve customer service in restaurant management.
From the Paper "The Industrial Era's school of thought was established on the notion that employees were not at all bothered to provide quality service since they abhorred working. They were given directives like any automated machine is directed a set of instructions. With the exception of employee collapses that included wounds or ailment, tasks were reluctantly accomplished.
In most cases, restaurant managements decline to the ideology of the US Industrial Era wherein employees were regarded as a constituent of manufacture process, no different than any mechanized paraphernalia. Intentionally or unintentionally, they disregard the fact that implementation of all programs, policies and strategies though ultimately affect customer satisfaction, but revolve around the internal public of the restaurant organization."
Abstract The writer of this paper stresses the importance of reliable and effective customer service which is crucial in retaining satisfied customers and clients in business. This paper examines the blatant limitations in most customer service departments. This paper explores the concept of implementing technology into existing customer service departments while detailing the resulting impact in a particular business.
From the Paper "Good customer service is predicated upon the service desk's ability to provide service. This paper explores the concept of technology as a critical component of that ability. The kind of service that a service desk can provide is limited by its technology not just by its personnel. In this paper the experience of Consonus, a company that has used technology to ramp up its customer service capabilities is examined."
