Organisations today need to create, maintain and reinforce<br>relationships with customers. Customer Relationship Management<br>(CRM) seems to have helped firms to better understand their<br>relationships. However, past studies have looked at technology and<br>customer orientations (COs) as key factors. This paper aims to analyse<br>the simultaneous effect of Market Orientation (MO) (rather than CO),<br>Knowledge Management (KM) and other organisational factors in<br>order to explain how to implement a successful CRM. Findings suggest<br>that MO and KM may influence CRM success. Data also suggest that<br>particular organisational factors such as employees, leadership and<br>specific know-how may be key factors in determining the success of<br>Crm. For efficiency resource management, this paper recommends<br>to focus not as much in technology, but on programmes for selection,<br>training and motivation of employees which may enhance CRM<br>objectives. Companies may also pursue a higher customer value by<br>putting in place and reinforcing KM schemes in specific know-hows<br>about CRM.
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