The article is an essay that will give comprehensive critiques on the article titled “the service industry journal” which entails a subtopic by the titled “towards a successful CRM implementation in banks: An integrated model” by Riyad Eid back on 17th November in the year 2007.
Customer relationship management abbreviated as CRM refers to technologies, practices, and strategies that organizations or rather companies apply in anticipation to analyze and manage customer interactions and data throughout consumer lifecycle. On the other hand, we get that the primary aim of putting to use the aspect of customer relationship management is to improve customer relationship with business leading to the retention of clients within the company.
As we can get from the article, we understand the aspect of CRM to a broader extent in that the author Riyad Eid brings in the concept of using human resources and technology. We understand that by implementing the aspect of CRM as anticipated in a company, we realize that business or rather organizations aid in the provision of better consumer services, increase client’s satisfaction and to some extent helps the staffs to close deals faster as articulated in most of the organizations objectives, vision, and mission.
The implementation of customer relationship and management (CRM) in most organizations as we have seen from the article improves the ability of an organization to understand the needs of their clients currently, previous behaviors, and how they are going to behave in the future or rather behaviors they will exhibit in the future. From the article as anticipated by the author, it is of more interest as an organization to take into consideration some factors that would lead to the success of the implementation of CRM. These factor as we can see from the article are termed as critical success factors (CSFs).
Looking deeply into the aspect of critical success factors we find that these are areas that need to be considered for the business to flourish. In the implementation of CRM, these are activities addressed and practiced for the success of customer relationship management. From the paper, we find numerous factors that the author has suggested being of more significance for the success of CRM implementation which includes a holistic framework for Customer relationship management system implementation, which of course most of the companies do put into consideration leading to their success.
The other CSF noted in the article is the training of the employees. The aspect of training will aid the implementation of customer relationship management plan into the organization’s system as anticipated by the management. From the reading of Bose (2002), we find out that both training and management support and awareness of the staff plays a critical role in the implementation of CRM. Organizational factors also have an impact on the implementation of customer relationship management (CRM) in that organizations needs to be well conversant with the organizational culture in that it would enhance the implementation of the system in the organization leading to the success of the organization.
Additionally, we also understand that for the Implementation of Customer relationship management an organization or rather the institution needs to take into account the aspect of enterprise-wide integration plan, and a change in the focus of the management team. Also, it is found that a realistic benchmarking, customer relationship management and customer satisfaction adds up to the successful implementation of CRM. Lastly, it is evidenced that an integrated business Model is binding together processes, business organizations, information and technologies stand to be significant to the success of customer relationship strategies.
The aspect of CSFs taken with much consideration we find several benefits accrued by the respective organizations. It helps most organizations to manage marketing campaigns with clear objectives and goals. Successful implementation of CRM plan into the organization’s system creates and manages solid sales which lead to profit maximization as anticipated by all organization. CRM application also adds more knowledge gained from the direct interaction with customers or rather consumers which lead to improved transactions and relations.
From the article to some extent the author brings in the relationship between CRM CSFs and CRM effectiveness. It is evidenced that CRM critical success factors in broader perspective if taken into consideration would lead to CRM effectiveness. The critical success factors, in this case, involves organizational culture, management support, and a clear CRM strategy if incorporated well would enhance in the better performance of organizations.
From the article, we get to understand the aspect of customer relationship management (CRM) in broader perspective giving the benefits of its implementation into the organization. For successful implementation of customer relationship management (CRM), one needs to put into consideration the aspect of critical success factors. The incorporation of these factors and taking heed of them would lead to what we term as customer relationship management effectiveness that contributes to the success of the organization hence better performance regarding customer relationship enhanced.
Eid, R. (2007). Towards a Successful CRM Implementation in Banks: An Integrated Model.