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.. |