1,720,962 research outputs found
Lessons from the Financial Services Industry in Germany and Switzerland
No full textThe recent integration of the financial services industry and many financial services companies' decisions to focus on their core competencies have led to financial services companies joining in business networks. These networks naturally face quite a few issues to ensure that these cooperating companies have an integrated approach to Customer Relationship Management (CRM). In this article we describe these issues as we identified them after an analysis of six financial services companies that are all part of different financial services networks. The main obstacles to a uniform approach towards customers are found in business processes and information systems that are not integrated well enough. Some companies' customer-oriented business processes only know their customers partially, which is especially noticeable in after-sales service management and complaint management processes. However, the source of most of the issues to be found in such shared CRM processes is the limitations presented by the various companies' information systems' infrastructure. Obtaining a broad view of a customer relationship becomes complicated if the integration of systems containing customer knowledge, such as operational and analytical CRM systems as well as transaction systems, is limited. An improved integration of these systems could not only to improve the quality of customer consultancy, but could also encourage the further development of a customer's potential. To illustrate how a modern CRM application systems should be designed in financial services networks, we present a best practice case study of a leading financial services network in Germany. Based on the issues mentioned above and on best practice we propose five recommendations for a step-by-step improvement in customer relationship management in business networks
Lessons from the Financial Services Industry in Germany and Switzerland
No full textThe recent integration of the financial services industry and many financial services companies' decisions to focus on their core competencies have led to financial services companies joining in business networks. These networks naturally face quite a few issues to ensure that these cooperating companies have an integrated approach to Customer Relationship Management (CRM). In this article we describe these issues as we identified them after an analysis of six financial services companies that are all part of different financial services networks. The main obstacles to a uniform approach towards customers are found in business processes and information systems that are not integrated well enough. Some companies' customer-oriented business processes only know their customers partially, which is especially noticeable in after-sales service management and complaint management processes. However, the source of most of the issues to be found in such shared CRM processes is the limitations presented by the various companies' information systems' infrastructure. Obtaining a broad view of a customer relationship becomes complicated if the integration of systems containing customer knowledge, such as operational and analytical CRM systems as well as transaction systems, is limited. An improved integration of these systems could not only to improve the quality of customer consultancy, but could also encourage the further development of a customer's potential. To illustrate how a modern CRM application systems should be designed in financial services networks, we present a best practice case study of a leading financial services network in Germany. Based on the issues mentioned above and on best practice we propose five recommendations for a step-by-step improvement in customer relationship management in business networks
Knowledge‐enabled customer relationship management: integrating customer relationship management and knowledge management concepts
No full textThe concepts of customer relationship management (CRM) and knowledge management (KM) both focus on allocating resources to supportive business activities in order to gain competitive advantages. CRM focuses on managing the relationship between a company and its current and prospective customer base as a key to success ,while KM recognizes the knowledge available to a company as a major success factor. From a business process manager's perspective both the CRM and KM approaches promise a positive impact on cost structures and revenue streams in return for the allocation of resources. However, investments in CRM and KM projects are not without risk, as demonstrated by many failed projects. In this paper we show that the benefit of using CRM and KM can be enhanced and the risk of failure reduced by integrating both approaches into a customer knowledge management (CKM) model. In this regard, managing relationships requires managing customer knowledge - knowledge about as well as from and for customers. In CKM, KM plays the role of a service provider, managing the four knowledge aspects: content, competence, collaboration and composition. Our findings are based on a literature analysis and six years of action research, supplemented by case studies and surveys
Toward Improved Community-Supporting Systems Design
No full textIn this article, we analyze the design factors of community systems in two real-world professional communities — a learning network and an expert network — that employ a mix of communication modes, that is, face-to-face communication and computer-mediated communication. Our objectives are to determine which design factors influence community activity and therefore community output. We furthermore intend to make recommendations to improve the design of community systems that support professional communities using a mix of communication modes. Our study is exploratory and based on action research given the lack of studies on the design of community-supporting systems in professional communities that employ a mix of communication modes. To illustrate similarities and to enhance the generalizability of our findings, we analyzed two real-world professional communities in-depth, namely, a learning network and an interorganizational expert network. Our study shows that face-to-face communication is the primary mode of communication in these communities; the community systems that they employ only have a supporting function. This leads us to a few design guidelines for the systems that support such communities. Generally, community systems have to support professional communities’ work processes and relationship development. Important functions for work-process support are those that support face-to-face meetings (for the preparation and wrap-up of meetings) and that explicitly support specific work processes. Important functions for relationship development are functions that enable or facilitate face-to-face meetings, for example, member profiles.</p
Collaborative Customer Relationship Management in Financial Services Alliances
No full textThe integration of the financial services industry and the focus of many financial services companies on core competencies have led to the emergence of financial services alliances. These alliances face a variety of challenges regarding an integrated approach to customer relationship management (CRM) by the partner companies. In this paper we describe the challenges derived from an analysis of five financial services companies that formed different financial services alliances. The main inhibitors of a consistent approach toward customers are found in business processes and information systems that are not sufficiently integrated. Some partner companies’ customer-oriented business processes have only an incomplete knowledge of their customers, which is especially conspicuous in after-sales service management and complaint management processes. The limitations of the information systems infrastructure are the source of most challenges in collaborative CRM processes. The partial standardization of CRM systems in financial services alliances inhibits the exploitation of economies of scale as well as the integration of systems. Consequently, obtaining a comprehensive view of a customer relationship becomes complicated if the integration of systems containing knowledge of customers, such as operational and analytical CRM systems as well as transaction systems, is limited. An increased integration of these systems has the potential not only to improve the quality of customer consultancy, but also to foster the exploitation of a customer’s potential. To illustrate how a stateof-the-art IT infrastructure for CRM can be designed in financial services alliances, we present a case study of a leading financial services alliance in Germany
Collaborative Customer Relationship Management in Financial Services Alliances
No full textThe integration of the financial services industry and the focus of many financial services companies on core competencies have led to the emergence of financial services alliances. These alliances face a variety of challenges regarding an integrated approach to customer relationship management (CRM) by the partner companies. In this paper we describe the challenges derived from an analysis of five financial services companies that formed different financial services alliances. The main inhibitors of a consistent approach toward customers are found in business processes and information systems that are not sufficiently integrated. Some partner companies’ customer-oriented business processes have only an incomplete knowledge of their customers, which is especially conspicuous in after-sales service management and complaint management processes. The limitations of the information systems infrastructure are the source of most challenges in collaborative CRM processes. The partial standardization of CRM systems in financial services alliances inhibits the exploitation of economies of scale as well as the integration of systems. Consequently, obtaining a comprehensive view of a customer relationship becomes complicated if the integration of systems containing knowledge of customers, such as operational and analytical CRM systems as well as transaction systems, is limited. An increased integration of these systems has the potential not only to improve the quality of customer consultancy, but also to foster the exploitation of a customer’s potential. To illustrate how a stateof-the-art IT infrastructure for CRM can be designed in financial services alliances, we present a case study of a leading financial services alliance in Germany
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Get PDF“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Get PDFWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
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