1,720,971 research outputs found
Using e-CRM to create customer insight in SMEs
No full textCRM can be thought of, at a fundamental level, as managing customer relationships; SMEs do that. In fact, it is their close relationships with customers that often provide SMEs with their unique competitive advantage (Carson et al., 1995; Zontanos and Anderson, 2004). The crux of the current study is to pose the following question; if SMEs intuitively follow relationship marketing and CRM principles, what potential is there for technology to facilitate this process? This is based on the understanding that e-CRM is, at a fundamental level, managing customer relationships with the use of IBTs (Chen and Ching, 2007; Ortega et al., 2008). From this perspective, the literature certainly makes robust links between technology and relationship marketing (Gummesson, 1994; Chen and Ching, 2007). Moreover, literature pertaining to larger organisations positively advocates the role of technology in CRM, asserting that what traditional CRM delivers can be considered only a fraction of e-CRM (Pan and Lee, 2003). To investigate the nature of e-CRM in SMEs, this study analyses its role in a particular capability of the SME - customer information management. It is held that customer information is the ‘engine’ that drives CRM (Payne and Frow, 2006), making this an important area in which to investigate the e-CRM activities of SMEs
Exploring and explaining SME marketing: investigating e-CRM using a mixed methods approach
No full texte-CRM in SMEs: an exploratory study in Northern Ireland
No full textPurpose – Relationship marketing principles have seldom been applied to the small- and medium-sized enterprise (SME). The purpose of this paper is to develop what is a striking link by investigating the role of internet technologies in the customer relationship management of SMEs based in Northern Ireland (NI). Design/methodology/approach – This study took an exploratory outlook and a quantitative approach to data collection was adopted. A self-completion questionnaire was distributed by post to a sample of 300 SMEs in NI. A response rate of 18.6 per cent was obtained. Findings – The findings of this study illustrate that SMEs are implementing fundamental electronic customer relationship management (e-CRM) practices and reaping the benefits from internationalisation. Challenges are few, but centre on a preference for face-to-face relationships and a lack of government support. Research limitations/implications – It is hoped that this exploratory research has laid the foundation for further examination of e-CRM in the SME context. Future studies should be able to replicate the process in other countries and on a larger scale. The potential also exists for in-depth qualitative research. Practical implications – The paper concludes that e-CRM may have to move on to a more strategic and integrated level if SMEs in NI are to compete, both locally and globally. Originality/value – This exploratory research has shed some light on the marginalised subject of e-CRM in SMEs. For SMEs operating in a peripheral economy such as NI the benefits to be gained from e-CRM are lucrative
Fostering Entrepreneurial Talent with ‘SPEED’: Evidence from the University of Ulster
No full textSmall and medium-sized enterprises (SMEs) are vital components of our economies. The type of marketing performed in SMEs exhibits striking resemblances to customer relationship management (CRM) theory. A study was undertaken to investigate the role of technology on the CRM activities (i.e. e-CRM) of SMEs on the island of Ireland. The purpose of this paper is, not to report the findings, but to report the methodological process undertaken. This study employed a mixed methods research design comprising quantitative and qualitative methods; hence this paper contributes to the discipline of mixed methods research. Practically, the paper provides a blueprint for future mixed methods researchers. Regarding the actual research problem, the research design facilitated significant theoretical and practical contributions to SME marketin
Critical Factors Underpinning the e-CRM Activities of SMEs
No full textSmall and medium-sized enterprises (SMEs) are vital components of our economies, but many struggle to perform the marketing prescribed theoretically for large organisations. In practice, marketing is performed in SMEs through an intrinsic customer orientation, which exhibits striking resemblances to customer relationship management (CRM) theory. A quantitative approach was adopted to provide broad understanding and classification to the under-researched area of e-CRM in SMEs. Exploratory factor analysis uncovered eight distinct yet inter-related factors underpinning the practices and processes of e-CRM in SMEs. Findings show that SMEs are performing e-CRM to varying extents, reaping a range of performance benefits and facing a range of challenges. It is true that SMEs are not adopting e-CRM per se, as described in the large organisation-biased literature, but they are adopting relatively simple IBTs to improve their customer communication and information management capabilities and thus to create competitive advantage in their own strategic way. From a theoretical perspective, this study has shed significant light on what is driving SMEs’ e-CRM activities, thus providing long-awaited theoretical support for a practical reality. From a managerial perspective, the study has delineated eight principal issues that require attention if e-CRM is to be implemented successfully in SME
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