1 / 15

CRM Implementation: A Case Study

CRM Implementation: A Case Study. Presented by Jessica Chen NCU. Background of Research Site. Y3C group started out as a manufacturer Branched into the retailing sector over 10 years ago Being a leader in the retail market. Chairman X.

belicia
Download Presentation

CRM Implementation: A Case Study

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CRM Implementation: A Case Study Presented by Jessica Chen NCU

  2. Background of Research Site • Y3C group started out as a manufacturer • Branched into the retailing sector over 10 years ago • Being a leader in the retail market

  3. Chairman X • “Wild hero,” pepper, domination, innovative, aggressive, and perfection. • Domination • To beat his rivals, he often filled the marketplace with the lowest prices, which forced others to follow suit. • Innovative • Adopting new managerial fads quickly.

  4. Adopting CRM • External professional as the catalyze of CRM initiation • CRM implementation cannot stop • Coercive power from company president • Information infrastructure for CRM. • CR marketing is in a state of virtual neglect

  5. Marketing Practice in Y3C: Sprinting for No. 1 • Fierce Price promotions • Aggressive outlet expansion: • Intensive member • Quantitative-base performance evaluation

  6. Ceremonial Adoption of CRM in Y3C • Little resources were putted in CR marketing • Only one user, not dedicated in CRM • 1 CR campaign/2 months • Most frequently used function—customer listing • ERP can do it too • Performance evaluation—none

  7. Why CRM • Focusing on quality more than quantity • Customer loyalty vs. Market shares • Sales vs. profits • Efficiency • Customer Knowledge • Customer contribution • Small target

  8. Institutional-conflicts of CRM Adoption • Innovation vs. Internalization • Long-term goal and shot-term gain. • Management philosophy in service industry vs. In manufacture industry • Property right • People come and go, new ideology cannot be institutionalized

  9. Practice Adoption • Practice adoption • Implementation + Internalization. • Ceremonial adoption • Practice adoption － Internalization • Implementation (action without mindsets required).

  10. Institutionalization/Internalization in Practice Adoption • Implementation • Expressed in the external and objective behaviors and the actions required • Institutionalization/Internalization • A state in which the employees view the practice as valuable and become committed to the practice. • The change from outer to inner regulation • Only when the values embedded in extrinsic practice infuse into an individual’s ideology and are smoothly and unconflictfully exercised that internalization is complete

  11. Conclusions

  12. Q & A

More Related