Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Effective CRM Adoption and Implementation:The Critical Role of Flexibility


Affiliations
1 Chitkara Business School, Chitkara University, India
2 Amity School of Business, Amity University Uttar Pradesh, Noida, India
     

   Subscribe/Renew Journal


Rapid globalization has presented phenomenal growth opportunities for businesses across the world. To leverage these opportunities, organizations are increasingly turning toward customer relationship management (CRM). CRM helps in maintaining long-term customer relationship by developing products/services aligned with the customers’ need. However, everchanging market conditions and evolving Technology have created a turbulent and tumultuous environment for the CRM. Flexible strategies ensure that CRM adapts to changing business realities timely, thereby minimizing the negative effect on the organization due to a delayed response. The study proposes that flexible strategies, particularly in marketing, services, and information system (IS), have a positive impact on firm performance and help the organization to retain its competitive edge.

Keywords

CRM, Flexibility, Information System (IS), Marketing, Relationship, Service.
User
Subscription Login to verify subscription
Notifications
Font Size

  • • Abbot, A. and Banerji (2003). Strategic Flexibility and Firm performance: The case of US based Transnational Corporations. Global Journal of Flexible Systems Management. 4 (1&2), 1-12.
  • • Archrol, R.S. and Kotler, P. (1999). Marketing in network Economy. Journal of Marketing. 146-163.
  • • Ashkenas, R. (2000). How to Loosen Organizational Boundaries. The Journal of Business Strategy. 21 (2), 11-12.
  • • Boulding, W., Stalin, R., Ehret, M., and Johnston, W.J. (2005). A Customer Relationship Management Roadmap: What is Known, Potential Pitfalls, and Where to Go. Journal of Marketing. 69(4), 155-166.
  • • Byrd, T.A and Turner, D.E. (2000). Measuring the Flexibility of Information Technology Infrastructure: Exploratory Analysis of a Construct. Journal of Management Information Systems. 17(1), 167 – 208
  • • Englehardt, C.S. and Simmons, P.R. (2002). Organizational Flexibility for a Changing World. Leadership and Organizational Development Journal. 23(3), 113-121.
  • • Gebauer, J. and Schober, F. (2006). Information System Flexibility and Cost Efficiency of Business Processes. Journal of the Association for Information Systems. 7(3), 122 – 147.
  • • Gilbert, D. (1999). Retail Marketing Management, Prentice Hall, Harlow
  • • Goyal, M. and Netessine S., (2009). Volume Flexibility or Product Flexibility or Both. The Warton School, University of Pennsylvania.
  • • Grewal, R. and Tanshuhaj, P. (2001). Building Organizational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic Flexibility. Journal of Marketing. 65, 67-80.
  • • Gurau, C. (2009). Marketing Flexibility in the context of Service-Dominant Logic. The Marketing Review. 9(3), 185-197.
  • • Hamel, G. (2000). Reinvent your company. Fortune .141(22), 100-18.
  • • Holweg, M. and Pil, K.F. (2001). Successful build-to-order strategies start with the customer. Sloan Management Review. 43(1), 73-82.
  • • Jain, P., Tomar, A., and Vishwakarma, N. (2016). Analysis of customer satisfaction in Telecom Sector on implementation of CRM with respect to users. International Journal of Engineering. Management & Medical Research, 2(3), 1-8.
  • • Kandil, M., (1999). The asymmetric stabilizing effects of price flexibility: historical evidence andimplications. Applied Economics. 31, 825-839.
  • • Mensah, E. (1989). Evaluating Information Systems Projects: A Perspective on Cost Benefit Analysis. Journal of Information Systems. 14(3), 205-217.
  • • Payne, A. and Frow, P. (2005). A strategic Framework for Customer Relationship Management. Journal of Marketing. 69(4), 167-176.
  • • Prahalad, C. K. and Ramaswamy, V. (2004). The Future of Competition: Co-Creating Unique Value with Customers. Boston, Massachusetts: Harvard Business School Press.
  • • Schneider, B. and Bowden, D. E. (1999). Understanding customer delight and outrage. MIT Sloan Management Review. 41(1), 35-45.
  • • Shalender, K. (2018). Entrepreneurial orientation for Sustainable Mobility through Electric vehicles: Insights from International Case Studies. Journal of Enterprising Communities: People and Places in the Global Economy. 12(1), 67-82.
  • • Shalender, K. and Singh, N. (2015). Marketing Flexibility: Significance and Implications for Automobile Industry. Global Journal of Flexible Systems Management. 16(3), 251–262.
  • • Shalender, K., Singh, N., and Sushil (2017). AUTOFLEX: Marketing Flexibility Measurement Scale. Journal of Strategic Marketing.25(1), 65-74.
  • • Shalender, K. and Yadav, R.K. (2018). Promoting e-mobility in India: Challenges, framework, and future roadmap. Environment, Development, and Sustainability, 20(6), 2587-2607
  • • Sharma, M.K., Sushil and Jain, P. K. (2010). Revisiting Flexibility in Organizations: Exploring its Impact on Performance. Global Journal of Flexible Systems Management. 11 (3), 51-68.
  • • Singh, N. and Shalender, K. (2014). Success of Tata Nano through Marketing Flexibility: A SAP–LAP Matrices and Linkages Approach. Global Journal of Flexible Systems Management.15(2), 145–160.
  • • Vargo, S. L. and Lusch, R. F. (2004). Evolving to a New Dominant Logic for Marketing. Journal of Marketing. 68(1), 1-17.

Abstract Views: 347

PDF Views: 0




  • Effective CRM Adoption and Implementation:The Critical Role of Flexibility

Abstract Views: 347  |  PDF Views: 0

Authors

Kumar Shalender
Chitkara Business School, Chitkara University, India
Rajesh Kumar Yadav
Amity School of Business, Amity University Uttar Pradesh, Noida, India

Abstract


Rapid globalization has presented phenomenal growth opportunities for businesses across the world. To leverage these opportunities, organizations are increasingly turning toward customer relationship management (CRM). CRM helps in maintaining long-term customer relationship by developing products/services aligned with the customers’ need. However, everchanging market conditions and evolving Technology have created a turbulent and tumultuous environment for the CRM. Flexible strategies ensure that CRM adapts to changing business realities timely, thereby minimizing the negative effect on the organization due to a delayed response. The study proposes that flexible strategies, particularly in marketing, services, and information system (IS), have a positive impact on firm performance and help the organization to retain its competitive edge.

Keywords


CRM, Flexibility, Information System (IS), Marketing, Relationship, Service.

References