Guidelines for transforming a service organisation to a customer relationship management enterprise

Pienaar, Wiloma (2003-03)

Thesis (MBA)--Stellenbosch University, 2003.

Thesis

ENGLISH ABSTRACT: Customer Relationship Management (CRM) has been referred to as the new "mantra" of marketing management (Winer, 2001: 89), however CRM is a business strategy that calls for the establishment, development, maintenance and optimisation of long-term profitable and mutually beneficial relationships between organisations and their customers. It is a journey of strategic, structural, process, organisational and technological change through which an organisation can manage its enterprise better around customer behaviour. CRM as a business strategy was thought necessary due to stronger and rapidly changing forces that influence business. Forces include globalisation, mature markets, emerging markets, deregulation, convergence of industries and continuous changes in customer behaviour. These changes forced business to realise that customers are an organisation's only sure revenue source and that building relationships with its customers is the best source of profitable and sustainable revenue growth (Brown, 2000: xii). Organisations worldwide spent almost US$44bn in 2000 on CRM initiatives and it is estimated to grow to US$125bn by 2004. The promise of CRM is enchanting, however many organisations will quickly point out that in practise it can be extremely costly to implement and it can be disastrous for building relationships with customers. One of the biggest mistakes that were made when organisations implemented CRM programmes is that CRM was regarded as a technology intervention or solution that would enable any organisation to build long-lasting and profitable relationships with its customers. Not all CRM programmes succeed or achieve the strategic objectives organisations want it to achieve. It is therefore necessary to develop a framework that can assist organisations in their efforts to develop and implement a CRM programme. This thesis provides a system approach and assessment toolkit to guide and assist service organisations to develop and implement CRM programmes and through this to become a CRM enterprise. A CRM enterprise holds the customer-driven vision necessary to succeed in the ever changing environment of the global economy. A system approach was chosen as the preferred method to develop and implement a CRM programme for two reasons. First, CRM programmes are extremely complex as it is a business strategy that impact organisation wide when it is developed and implemented. And secondly, a system approach requires a person to think systemic about systems like CRM. It forces the developer and implementer of a CRM programme to consider the whole impact of the changes across an organisation.

AFRIKAANSE OPSOMMING: Kliënte verhouding bestuur is beskryf as die nuwe deuntjie bemarking bestuur (Winer, 2001: 89), maar kliënte verhouding bestuur is veel meer 'n besigheids strategie was vrae oor die vestiging, ontwikkeling, onderhoud en optimaliseering van lang termyn winsgewende en wedersydse begunstigde verhoudings tussen organisasies en hul kliënte. Dit is 'n reis van strategiese, strukturele, proses, organisatoriese en tegnologiese verandering waardeer 'n organisasie sy besigheid beter kan bestuur rondom kliënte gedrag. Kliënte verhouding bestuur is nodig as 'n besigheid strategie as gevolg van sterker en vinniger kragte wat besigheid beinvloed. Kragte sluit in globalisering, ontwikkelde markete, ontwikkelende markte, deregulering, samesmelting van industrieë, en die alewige verandering in kliënte behoeftes. Hierdie kragte forseer besigheid om te besef dat kliënte 'n organisasie se sekerste bron van inkomste is en dat 'n organisasie verhoudinge moet bou met hul kliënte om 'n bron van volhoubare inkomste te verseker (Brown, 2000: xii). Organisasies wêreldwyd het ongeveer US$44bn in 2000 spandeer op kliënte verhouding bestuur initiatiewe en dit is vooruit geskat dat dit kan groei tot US$125bn teen 2004. Die belofte van kliënte verhouding bestuur is betowerend, maar verskeie organisasies sal dit vinnig uitwys dat kliënte verhouding bestuur in die praktyk baie duur wees om in werking te stel en dat dit rampsoedig kan wees vir die bou van verhoudings met kliënte. Een van die groostste foute wat organisasies gemaak het met die implementering van 'n kliënte verhouding bestuur program was om dit te beskou as 'n tegnologiese intervensie wat die organisasie in staat sou stelom lang termyn winsgewende verhoudinge te bou met hul kliënte. Nie alle kliënte verhouding bestuur programme is suksesvol nie. Dit is daarvoor nodig om 'n raamwerk te ontwikkel wat organisasies sal help on 'n kliënte verhouding bestuur program te ontwikkel en te implementeer. Hierdie tesis verskaf 'n sisteembenadering en 'n evalueringprogram wat organisasies kan help om 'n kliënte verhouding bestuur program te ontwikkel en te implementeer en deur middel hiervan In kliënte-organisasie te word. In Kliënte-organisasie het die kliënte-aangedrewe visie wat nodig is om in vandag se al veranderde omgewing volhoubaar en suksesvol te wees. In Sisteem benadering was gekies as die voorkeur metode om In kliënte verhouding bestuur program te ontwikkel en te implementeer vir twee redes. Die eerste rede is dat In kliënte verhouding bestuur program baie kompleks is aangesien dit In organisasie wyd impak het wanneer dit ontwikkel word en geïmplementeer word. Die tweede rede is dat In sisteem benadering die beplanner en implementeerder forseer om die hele impak van verandering in ag te neem oor die hele organisasie.

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