Академический Документы
Профессиональный Документы
Культура Документы
222-227
TI Journals
ISSN:
2306-7276
Zahra Khoshiman *
Master of Marketing Management, Islamic Azad University Kermanshah, Iran.
Keywords
Abstract
theoretical model
customer relationship management
metrics for evaluation
conceptual design
This article aims to review and apply theoretical models of customer relationship management on the
organizational productivity. The purpose of this paper is to examine the concept of customer relationship
management, objectives, and the customer relationship management models and systems. The method is
documentary analytical and print and electronic resources are implemented. There are also three categories
of customer relationship management systems; including operational, analytical, and interactive. Among the
customer relationship management goals we could point to increasing revenue, creating customer loyalty,
and reducing costs and the customer relationship management, Gartner model, Wendy Close model, GL
model, M.POLO model are among theoretical ones and the most important factors in productivity include
competitive advantage, identifying and monitoring the measures of success and customer data.
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Review and application of theoretical models of customer relationship management on organizational productivity
International Journal of Economy, Management and Social Sciences Vol(3), No (4), April, 2014.
Intellectual dimension
Social dimension
IT
Strategy
Interaction with
stakeholders
Electronic Markets
Applications
Business Models
Organizational Culture
Scope of work
The plan structure
Customer
Leadership
IT capacity
Knowledge
Management
Staff
Based on the proposed model, the research original dimensions for organizations' customer relationship management include: intellectual dimension, social
dimension, and information technology (Abbasi, 1389, page 26).
2. In Gartner conceptual model, according to figure 1.2, the vision is defined first. Then, strategies to achieve the vision are identified. Next, the needs of
customers, the partnership structure and the organization culture such as synchronization with the system are mentioned. After that, the knowledge management
processes such as customer relationship management are mentioned. Next, the data and their analysis are presented and in later stages the IT infrastructure
performance evaluation measures are discussed.
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International Journal of Economy, Management and Social Sciences Vol(3), No (4), April, 2014.
1. CRM vision
3. Customers analysis:
4. Organizational
Identifying needs,
corporation:
monitoring expectations
perception-based structure
competition
based
Strong relationships
Staff Partners
Figure 1.2: Gartner models derived from article (Mousavi Madani, 1390, page 61)
3. In Wendy Close conceptual model ( 2002), in accordance with Figure 1.3, CRM perspective that is the ultimate goal of CRM design and
implementation is defined first. Secondly, CRM strategy and in other words the way to get vision defined in the previous step, is noted. Then,
the customers' valuable experiences are mentioned, and it is necessary to place the organization partnership due to achieve objectives in the next
vision. In the fifth step, define and automate CRM processes are performed. In the sixth step, useful data and necessary information relating to
customers should be withdrawn. In the seventh step, CRM IT infrastructures will be created. Finally, in the last step, CRM monitoring and
tracking metrics are defined (Mousavi Madani, 1390, page 62).
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Review and application of theoretical models of customer relationship management on organizational productivity
International Journal of Economy, Management and Social Sciences Vol(3), No (4), April, 2014.
CRM
outlook
Strategies
Identifying customer needs
Cooperation
Processes Definition
Customer data
Technology
Identifying and monitoring track success measures
Figure 1.3: Wendy Close model, derived from the article (Mousavi Madani, 1390, page 63)
4. In GL conceptual model (2003), according to Figure 1.4, the desired strategic outcomes are defined first. Secondly, processes and activities
necessary to achieve the strategic objectives are identified. However, human fixed capitals are considered independent of the technology.
Strategic Results
Customer Results
Mission and
Business Results
Value
Value
Technology
Human Capital
Input
Figure 1.4: GL model (2003), Derived from article (Saniei Monfared, 1390, page 66).
5. In M.Polo model (2002), according to figure 1.5, we first address the strategies include improving quality and increasing loyalty, members
pre-defined management such as services and processes and insights, analytical models dealing with life-cycle based on the needs and
satisfaction and retention and receiving answer, organizational changes like business and relationship marketing alignment, technology platform
that is sales automation and data analysis, development and education like sales and service training and continuous learning processes. Finally,
strategic decisions regarding product development and the balance between supply and demand channels and the performance quality control are
supported by administrative staff.
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International Journal of Economy, Management and Social Sciences Vol(3), No (4), April, 2014.
Analyzing
Members
Strategic
models
profile
Concepts
management
Organization
Business
Technology
al changes
processes
Performance
Strategic
Development
Metrics
decisions
and Training
support
Figure 1.5: M.Polo model (2002), derived from article (Alvandi, 1388, page 64)
Vision
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Review and application of theoretical models of customer relationship management on organizational productivity
International Journal of Economy, Management and Social Sciences Vol(3), No (4), April, 2014.
Conclusions
In this article, we review theoretical models of customer relationship management and it's usage in organization efficiency. In the present competitive
environment, organizations need to maintain their valuable customers due to keep competition. CRM is a method that can be used to achieve customer loyalty and
currently has provided any kind of customer service. Customer relationship management includes a series of strategies, methodologies, processes, software and
systems, which helps institutions and companies in organized and effective management. The customer relationship management objectives involve: increasing
revenue including identifying new opportunities and reduceing missed opportunities, creating customers loyalty including improved customer service and
improved organization sight, reducing costs including the information storage costs, and reducing administrative, marketing, public and sales costs. Types of CRM
systems include: operational CRM which covers all stages of having relationship with customers from sales to post-sales service; analytical CRM which analyzes
operational methods and submits the results due to a better customer relationship; and interactive CRM which includes establishing relationship with customer via
fax, mail and the Internet. Among models, the theoretical model of implementing customer relationship management, Gartner model, Wendy Close model, GL
model, and M.Polo model were addressed. Finally, the proposed model introduced a new simple and efficient model for Customer Relationship Management.
Wendy Close model could be used for organizational productivity. This model of customer relationship management identifies the competitive advantage and
monitoring success measures as the most important factors on organization performance and efficiency.
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