CASE: Customer Relationship Management In Practice

Hi-tech research enterprise from China

I. Introduction
At the current time business environment is growing and more
competitors among companies in expanding markets and
improving customer. Companies formulate appropriate strategy
to focus customer centric and customer relationship
management.
Information
technology
and
marketing
management is now widely discusses the customer relationship
management. some views CRM as a technology tool while
others see it as an important part of the business. According P.C.
Verhoef et al
A key factor in the success or failure of CRM has the
subject of active research. Implementation of CRM in Western
academic is the best and success as the knowledge to identify
the critical success factors (CSFs) in China.
In the study, the authors examine the whole process of
CRM implementation in the famous hi-tech enterprise in China
using an interpretive approach, in addition, the authors also
explore the various aspects of the CRM system and summarizes
the critical success factors for implementation in China.
The CRM Implementation Framework conducted by the authors as
follows:
1. CRM Lifecycle
CRM lifecycle is a strategy to increase the volume of
transactions with the aim of increasing profitability, revenue, and
customer satisfaction. Therefore, the company set up a wide
range of equipment, technologies, and procedures that promote
relationships with customers to increase sales.
CRM lifecycle initially is a system of front office and
centralization of data related to customers that involves two
goals: to provide the organization and all customers with a

complete view at every touch point and across all channels, and
to provide customers with a complete view of the company and
channel be extended. As the output or result of the stage is a
centralized source of all relevant customer data, which serves to
increase front office efficiency and productivity. Action that latter
is a strategic capability.
2. Perspective in the implementation of CRM
The author says that we should take a holistic approach to
explore the factors that influence the implementation of CRM.
3. Conceptual research structure
The author says that this skeleton to build the theoretical
foundation for the case study in the next section.
The CRM Case Study in Corporate Hi - Tech A, namely:
a. Company profiles where the author discusses
the problem based on the business environment in the time
period.
b. CRM initiative is a stand-alone system because
it has little interaction with customers and limited in
analytical capabilities.
Following is a summary by the author on the subject of that
obtained in a traditional marketing in the company:
a. Process disparity
b. Functional gaps
c. Operational and gaps
d. Segmentation
strategy

and

develop

'touch-

point'

e. Applying and implementing the process,

employment measures, infrastructure and marketing IT
program
Insights gained popularity CRM implementation is a critical
success, process and technology dimensions have been
identified as follows:
a. Technical Factor
b. Business Process Factor
c. People Factor
The following systems Marketing, Sales, and partner
relationship management Customer Service and Support:
a. Marketing:
The new CRM system which counts the ability of the
company, and allows well as the conversion of knowledge
information that can be used to design plans in either
personal or marketing targeted to each segment of the
target set.
b. Sales:
Powered systems as automated tools in a
professional to manage all aspects of sales functions candidates, opportunity management, quote generation,
report writing, and others - others who give real-time from
the customer.
c. Partner Relationship Management:
Companies who liaise closely with resellers and
strategic partners - the partnership is an important part of
the ecosystem of the organization that carried out by the
company.
d. Customer service and support:

With the help of CRM system, a service

representative has a view of the customers, with quick
access to all relevant customers. Then, the system is also
arranged to enter and intelligence to make more use of the
service resources effectively-and call center applications.
II. Objective
The author says that the case aims to improve a better
understanding of the implementation of CRM, both generic,
unique, critical and factors affecting the success of the
implementation of CRM in China. The author also presents a
research framework that integrates six execution phase and
three CRM perspective as the theoretical basis for case
discussion, and describes the experience of successful CRM
from leading computer manufacturers in China.
The author has also shown that the implementation of CRM
'Triple Play' that combines people, technologies, and processes
to improve the chances for success of CRM, the company must
make a paradigm shift based on a CRM implementation that is
as large-scale IT projects for holistic business.
The results of these studies may contribute to both the
academic field and the business domain. By examining the
successful implementation of CRM in the company A, the
practitioner can learn from their valuable experience. Then, for
the implementation of the framework and critical success factors
can be used in other cases to test the application in further
studies.