CRM ADOPTION IN A HIGHER EDUCATION INSTITUTION

Rigo, Guy-Emmanuel; Pedron, Cristiane Drebes; Caldeira, Mário; Araújo, Cíntia Cristina Silva de

doi:10.4301/S1807-17752016000100003

Guy-Emmanuel Rigo Address for correspondence / Endereço para correspondência Guy-Emmanuel Rigo, ISEG – Instituto Superior de Economia e Gestão, Lisboa, Portugal, Miguel Lupi, 20, Lisboa, 1200-781, Portugal Phone: +351 21 392 28 00 / Fax: +351 213 925 850 E-mail: emmanuelrigo@gmail.com Guy-Emmanuel Rigo received a Marketing Master degree from ISEG - University of Lisbon, Portugal. He currently works as deputy sales manager at Premium Foods (Promasidor) in Kinshasa, Democratic Republic of Congo.

ISEG – Instituto Superior de Economia e Gestão, Universidade de Lisboa, Lisboa, Portugal

Cristiane Drebes Pedron Cristiane Drebes Pedron, UNINOVE – Universidade Nove de Julho Avenida Francisco Matarazzo, 612 - Prédio C -2° andar Água Branca - 05001-000 - São Paulo/SP – Brazil Phone: +55 11 3665-9342 / Fax: +55 11 3665-9342 Email: cdpedron@gmail.com Professor of Business Studies at UNINOVE – Universidade Nove de Julho in São Paulo, Brazil. She received a Ph.D. from ISEG - University of Lisbon, Portugal. Her research interests include the use of information technology to innovate Customer Relationship Management.

UNINOVE – Universidade Nove de Julho - São Paulo, São Paulo, Brasil

Mário Caldeira Mário Caldeira, ISEG – Instituto Superior de Economia e Gestão, Universidade Técnica de Lisboa Miguel Lupi, 20, Lisboa, 1200-781, Portugal Phone: +351 21 392 28 00 / Fax: +351 213 925 850 E-mail: caldeira@iseg.utl.pt Mário Caldeira is a Dean and Professor of Information Systems at ISEG - University of Lisbon, Portugal. He holds a PhD from Cranfield University (UK).

ISEG – Instituto Superior de Economia e Gestão, Universidade de Lisboa, Lisboa, Portugal

Cíntia Cristina Silva de Araújo Cíntia Cristina Silva de Araújo, UNINOVE – Universidade Nove de Julho Av. Francisco Matarazzo, 612 - Prédio C -2º andar Água Branca - 05001-000 - São Paulo/SP – Brazil Phone: +55 11 3665-9342 / Fax: +55 11 3665-9342 E-mail: cintyaraujo@gmail.com Doctorate student in Administration at Nove de Julho University, São Paulo, Brazil. She earned a master’s degree in Business Administration with emphasis on Project Management at Nove de Julho University.

UNINOVE – Universidade Nove de Julho - São Paulo, São Paulo, Brasil

Address for correspondence / Endereço para correspondência Guy-Emmanuel Rigo, ISEG – Instituto Superior de Economia e Gestão, Lisboa, Portugal, Miguel Lupi, 20, Lisboa, 1200-781, Portugal Phone: +351 21 392 28 00 / Fax: +351 213 925 850 E-mail: emmanuelrigo@gmail.com Guy-Emmanuel Rigo received a Marketing Master degree from ISEG - University of Lisbon, Portugal. He currently works as deputy sales manager at Premium Foods (Promasidor) in Kinshasa, Democratic Republic of Congo.

Cristiane Drebes Pedron, UNINOVE – Universidade Nove de Julho Avenida Francisco Matarazzo, 612 - Prédio C -2° andar Água Branca - 05001-000 - São Paulo/SP – Brazil Phone: +55 11 3665-9342 / Fax: +55 11 3665-9342 Email: cdpedron@gmail.com Professor of Business Studies at UNINOVE – Universidade Nove de Julho in São Paulo, Brazil. She received a Ph.D. from ISEG - University of Lisbon, Portugal. Her research interests include the use of information technology to innovate Customer Relationship Management.

Mário Caldeira, ISEG – Instituto Superior de Economia e Gestão, Universidade Técnica de Lisboa Miguel Lupi, 20, Lisboa, 1200-781, Portugal Phone: +351 21 392 28 00 / Fax: +351 213 925 850 E-mail: caldeira@iseg.utl.pt Mário Caldeira is a Dean and Professor of Information Systems at ISEG - University of Lisbon, Portugal. He holds a PhD from Cranfield University (UK).

Cíntia Cristina Silva de Araújo, UNINOVE – Universidade Nove de Julho Av. Francisco Matarazzo, 612 - Prédio C -2º andar Água Branca - 05001-000 - São Paulo/SP – Brazil Phone: +55 11 3665-9342 / Fax: +55 11 3665-9342 E-mail: cintyaraujo@gmail.com Doctorate student in Administration at Nove de Julho University, São Paulo, Brazil. She earned a master’s degree in Business Administration with emphasis on Project Management at Nove de Julho University.

Critical Success Factors	Description	Authors
1. Top Management commitment	Top managers need to be strongly involved in the implementation of CRM solutions.	Xu et al. (2002)Xu, Y., Yen, D. C., Lin, B., & Chou, D. C. (2002). Adopting customer relationship management technology. Industrial Management and Data Systems, 102(8), 442–452.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin, Tse, and Yim (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265..
2. Communication of CRM strategy	It is important for organisations to share their values and goals with employees. CRM strategies need to be clearly communicated throughout the whole organization.	Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Brito (2011)Brito, C. (2011). Relationship Marketing - Old Wine in a New Bottle? Innovative Marketing, 7(1), 66–77..
3. Customer services should take advantage of employees' personal characteristics	Organizations can add value to customer relationship by making the best use of customer service personnel.	Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Bull (2010)Bull, C. (2010). Customer Relationship Management (CRM) systems, intermediation and disintermediation: The case of INSG. International Journal of Information Management, 30(1), 94–97.; Lin, Chen, and Chiu (2010)Lin, R. J., Chen, R. H., & Chiu, K. K. S. (2010). Customer relationship management and innovation capability: an empirical study. Industrial Management and Data Systems, 110(1), 111–133.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Garrido et al. (2010)Garrido-Moreno, A., Padilla-Meléndez, A., & Águila-Obra, A. R. Del. (2010). Exploring the Importance of Knowledge Management for CRM Success. World Academy of Science, Engineering and Technology, 66(6), 79–83..
4. Customer-centric organisational culture	CRM strategy enables organizations to share a top-down customer-centered view.	Adebanjo (2003)Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based proposal. Management Decision, 41(5/6), 570–577.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Lin et al. (2010)Lin, R. J., Chen, R. H., & Chiu, K. K. S. (2010). Customer relationship management and innovation capability: an empirical study. Industrial Management and Data Systems, 110(1), 111–133.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Chang, Park, and Chaiy (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Rapp, Trainor, and Agnihotri (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236.; Beldi et al. (2010)Beldi, A., Cheffi, W., & Dey, P. K. (2010). Managing customer relationship management projects: The case of a large French telecommunications company. International Journal of Project Management, 28(4), 339–351..
5. End-users need to be considered throughout the whole process of CRM implementation	Users' requirements and expectations must be considered from the beginning of a CRM project.	Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Sindakis, Depeige, and Anoyrkati (2015)Sindakis, S., Depeige, A., & Anoyrkati, E. (2015). Customer-centered knowledge management: challenges and implications for knowledge-based innovation in the public transport sector. Journal of Knowledge Management, 19(3), 559–578..
6. Managing stakeholders' expectations is a key factor for CRM system acceptance	Managing the expectations of all stakeholders of a CRM project increases their motivation and minimizes their resistance to CRM software.	Xu et al. (2002)Xu, Y., Yen, D. C., Lin, B., & Chou, D. C. (2002). Adopting customer relationship management technology. Industrial Management and Data Systems, 102(8), 442–452.; Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456..
7. Integrating all departments involved in CRM	A multi-department and multidiscipline project team enhances communication and information sharing between organizational departments.	Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Pedron & Saccol (2009)Pedron, C. D., & Saccol, A. Z. (2009). What lies behind the concept of customer relationship management? Discussing the essence of CRM through a phenomenological approach. BAR - Brazilian Administration Review, 6(1), 34–49.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456..
8. Entire organisation needs to work towards a common goal	A CRM project is an important step to define a set of goals centred on customer relationship.	Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236..
9. Training people	Training employees to use the CRM software is important to ensure good results as well as to reduce resistance to change.	Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Garrido et al. (2010)Garrido-Moreno, A., Padilla-Meléndez, A., & Águila-Obra, A. R. Del. (2010). Exploring the Importance of Knowledge Management for CRM Success. World Academy of Science, Engineering and Technology, 66(6), 79–83..

Critical Success Factors	Description	Authors
1. Building a holistic customer-oriented approach	Organizations should build an approach that integrates strategic areas such as sales, customer service, marketing, customer support.	Plakoyiannaki and Tzokas (2002)Plakoyiannaki, E., & Tzokas, N. (2002). Customer relationship management: A capabilities portfolio perspective. Journal of Database Marketing, 9(3), 228–237.; Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236..
2. Identifying corporate needs and translating general goals into CRM requirements	Business objectives and goals must be clearly identified and properly translated into CRM requirements in order to choose the right CRM software.	Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Payne (2005)Payne, A. (2005). Handbook of CRM - Achieving Excellence in Customer Management. Burlington , MA, USA: Butterworth-Heinemann.; Bull (2010)Bull, C. (2010). Customer Relationship Management (CRM) systems, intermediation and disintermediation: The case of INSG. International Journal of Information Management, 30(1), 94–97.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236.; Pedron, Picoto, Dhillon, and Caldeira (2016)Pedron, C. D., Picoto, W. N., Dhilon, G., & Caldeira, M. F. M. (2016). Value-focused objectives for CRM system adoption. Industrial Management & Data Systems, 116(3), 1–21..
3. Automating decision-making and re-engineering processes when necessary	It is important to define or redefine business processes and include rules for process automation and decision-making.	Khodakarami and Chan (2014)Khodakarami, F., & Chan, Y. E. (2014). Exploring the role of customer relationship management (CRM) systems in customer knowledge creation. Information & Management, 51(1), 27–42.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Shang and Lin (2010)Shang, S. S. C., & Lin, S. F. (2010). People-driven processes in customer relationship management. The Service Industries Journal, 30(14), 2441–2456.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236.; Lin et al. (2010)Lin, R. J., Chen, R. H., & Chiu, K. K. S. (2010). Customer relationship management and innovation capability: an empirical study. Industrial Management and Data Systems, 110(1), 111–133..
4. Defining clear and measurable business objectives for each phase of the CRM software implementation	It is important to define specific objectives as measures to be achieved at the end of each phase of the CRM software implementation.	Adebanjo (2003)Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based proposal. Management Decision, 41(5/6), 570–577.; Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265..
5. Learning from campaign failures/successes and analysing customer database	An analysis of previous campaigns and customer databases will help to improve processes and customer data	Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Beldi et al. (2010)Beldi, A., Cheffi, W., & Dey, P. K. (2010). Managing customer relationship management projects: The case of a large French telecommunications company. International Journal of Project Management, 28(4), 339–351..
6. Technical competencies are multifunctional	It is important to involve IT in CRM processes.	Adebanjo (2003)Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based proposal. Management Decision, 41(5/6), 570–577.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236..
7. Develop one-to-one marketing strategy	One-to-one marketing allows organizations to develop customized solutions for customers in order to gain their loyalty and satisfaction.	Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Brito (2011)Brito, C. (2011). Relationship Marketing - Old Wine in a New Bottle? Innovative Marketing, 7(1), 66–77..
8. Integrating innovation capabilities	Thinking innovatively helps to develop an efficient CRM strategy.	Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Lin et al. (2010)Lin, R. J., Chen, R. H., & Chiu, K. K. S. (2010). Customer relationship management and innovation capability: an empirical study. Industrial Management and Data Systems, 110(1), 111–133.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855..

Critical Success Factors	Description	Authors
1. Implementing a central customer information database	By using a central customer database, all members of the organisation access useful details regarding customers.	Adebanjo (2003)Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based proposal. Management Decision, 41(5/6), 570–577.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Ngai, Xui, and Chau (2009)Ngai, E. W. T., Xiu, L., & Chau, D. C. K. (2009). Application of data mining techniques in customer relationship management: A literature review and classification. Expert Systems with Applications, 36(2), 2592–2602.; Bull (2010)Bull, C. (2010). Customer Relationship Management (CRM) systems, intermediation and disintermediation: The case of INSG. International Journal of Information Management, 30(1), 94–97.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236.; (Zhou, 2012).
2. Programming automated scripts in computer languages, based on known solutions	The efficiency and quality of call centre and helpdesk supports can be improved by using predefined computer language procedures.	Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855..
3. Developing a central data warehouse including analytical tools	Through information technology specific knowledge about customer needs can be created. Old and new data can be analysed in order to discover customer characteristics, expectations and preference tendencies.	Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Adebanjo (2003)Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based proposal. Management Decision, 41(5/6), 570–577.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Ngai et al. (2009)Ngai, E. W. T., Xiu, L., & Chau, D. C. K. (2009). Application of data mining techniques in customer relationship management: A literature review and classification. Expert Systems with Applications, 36(2), 2592–2602.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Rapp et al. (2010)Rapp, A., Trainor, K. J., & Agnihotri, R. (2010). Performance implications of customer-linking capabilities: Examining the complementary role of customer orientation and CRM technology. Journal of Business Research, 63(11), 1229–1236..
4. Configurable and easy-to-use CRM software	CRM software must be configurable according to business requirements and be user-friendly.	Adebanjo (2003)Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based proposal. Management Decision, 41(5/6), 570–577.; Light (2003)Light, B. (2003). CRM packaged software: a study of organisational experiences. Business Process Management Journal, 9(5), 603–616.; Chen and Popovich (2003)Chen, I. J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672–688.; Sin et al. (2005)Sin, L. Y. M., Tse, A. C. B., & Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39(11/12), 1264–1290.; Mendoza et al. (2007)Mendoza, L. E., Marius, A., Pérez, M., & Grimán, A. C. (2007). Critical success factors for a customer relationship management strategy. Information and Software Technology, 49(8), 913–945.; Rahimi and Berman (2009)Rahimi, I. D., & Berman U. (2009). Building a CSF framework for CRM implementation. Journal of Database Marketing and Customer Strategy Management, 16(4), 253–265.; Chang et al. (2010)Chang, W., Park, J. E., & Chaiy, S. (2010). How does CRM technology transform into organisational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849–855.; Beldi et al. (2010)Beldi, A., Cheffi, W., & Dey, P. K. (2010). Managing customer relationship management projects: The case of a large French telecommunications company. International Journal of Project Management, 28(4), 339–351..

Step	Step Description
1. Defining project objectives	The main issue was how to create a strong relationship with stakeholders (students, organizations and other higher education institutions) in order to reach high levels of satisfaction and loyalty. After debriefing, we realized that adopting a CRM strategy would help the organization to centralize the institution as well as increasing staff productivity.
2. Analysing IS solutions available in the market	In this phase, we defined the guidelines of what has to be done to select the right solution that would better fit organizational needs. We analysed the alternatives available in the market and also analysed software solutions adopted by other HEIs.
3. Analysing business needs and services issues	We interviewed employees of 11 different customer services: undergraduate students' office, executive students' office, Erasmus office, library, alumni association, marketing department, career development office, international relations office, counselling office and student ombudsman. We used this data to identify CRM software requirements and to create the technical document of Request for Proposal (RFP).
4. Defining and selecting potential vendors and IS consultants	During market analysis step we selected five different suppliers that offered the best CRM software, according to the institution's needs. The selection was based on aspects such as technical characteristics of software solution (i.e.: user-friendliness); software-house's credibility and cost.

Step	Step Description
5. Writing RFP document and sending it to selected group of software suppliers	The RFP described the CRM solution to meet Sigma's business needs. The document was divided into three sections. The first section described the institution's view of the CRM solution. The second section described the 38 business requirements for the CRM solution. The third section presented the 60 functional requirements (60).
6. Preliminary analysis of CRM software solutions	Potential CRM software suppliers were invited to present their solutions before the project team and institution board.

Step	Step Description
7. Analysing supplier proposals	After receiving the proposal from the five potential suppliers, we started the technical analysis of each proposed software solution. We evaluated the following aspects: fulfilment of business requirements; supplier's method of software implementation and suitability of supplier's software solution according to the institution's information technology architecture and other technical requirements.
8. Evaluating the overall perspective of the supplier proposals	After analysing the proposal of each supplier, the project team used a method to create an assessment map, which was divided into five groups: requirement fulfilment (technical and business needs); methodology for software implementation; software-house competences and previous experience; project schedule and assessment of supplier's situation (financial situation, local representation, contractual conditions, software-house reputation, etc.).
9. Selecting 2/3 of the most interesting proposals and starting negotiations	In this step, each software house was invited to present its proposal individually. The school board analysed the pros and cons and other relevant details.
10. Choosing the software supplier that best met institution's goals	The board selected the CRM software after analysing the software houses' credibility, their in-house expertise and the level of integration of each software solution with the institution's information technology architecture.

Epic	Objective
Enterprise relationships	Development of strategies and processes to improve the institution's relationship with its partners.
Marketing campaigns	Development of marketing tools to automate marketing campaign processes.
High school relationships	Development of strategies and processes to improve the relationship between high schools and universities in order to attract future students.
Student/Alumni relationships	Development of strategies and processes to enhance the levels of loyalty and satisfaction of current and former students.
Internal and external events	Creation of processes specific for event management (e.g.: conferences).
University relationships	Development of strategies and processes to increase the relationship between the Sigma and other Universities.
Internal and external communication	Development of marketing tools for better communication with stakeholders (e.g. e-mail, telephone).
Leads	Development of strategies and processes to store any contact that can be a potential business opportunity.
Social networks	Through IS tools, Sigma will take advantage of its social networks by collecting information on current and potential students.
Crowd-sourcing	Development of strategies and processes to motivate stakeholders to share ideas and suggestions for future improvement.
Research centers relationship	Development of strategies and processes to increase the relationship between the institution and its research centers.

[1] Address for correspondence / Endereço para correspondência Guy-Emmanuel Rigo, ISEG – Instituto Superior de Economia e Gestão, Lisboa, Portugal, Miguel Lupi, 20, Lisboa, 1200-781, Portugal Phone: +351 21 392 28 00 / Fax: +351 213 925 850 E-mail: emmanuelrigo@gmail.com Guy-Emmanuel Rigo received a Marketing Master degree from ISEG - University of Lisbon, Portugal. He currently works as deputy sales manager at Premium Foods (Promasidor) in Kinshasa, Democratic Republic of Congo.

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CRM ADOPTION IN A HIGHER EDUCATION INSTITUTION

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