Jurnal CRM (Customer Relationship Management): 2010

Minggu, 19 Desember 2010

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Kamis, 25 November 2010

Strategi Produk, Harga, Kepercayaan dan Komitmen untuk Mempertahankan Pelanggan pada Industri Rumput Laut

Oleh : Holila Hatta Universitas Bakrie
(Dipublikasi : The 4th PPM National Conference on Management Research Jakarta, 25 November 2010, ISSN: 2086-0390, hal. 1-11)

Abstract
This research examines the relationship between product, price, trust and commitment to retain the customer in seaweed industry. Structured questionnaires used for data collection. In-depth interview was also carried out to gain better understanding of business practices. The results demonstrate that price and commitment are related to customer loyalty.
Keyword: trust, commitment, customer loyalty, customer retention.

1. LATAR BELAKANG
Pengelolaan hubungan antara pembeli dan pemasok untuk mempertahankan pelanggan merupakan hal yang penting untuk mendapat perhatian, terutama di dalam business to business marketing (Ang dan Buttle, 2006). Penelitian yang difokuskan untuk mengkaji hubungan antara pemasok dengan pembeli umumnya termasuk ke dalam kategori customer relationship management.
Penelitian di bidang pengelolaan hubungan antara pemasok dan pembeli telah dilakukan diberbagai bidang industri, khususnya manufaktur. Akan tetapi penelitian yang difokuskan ke dalam bidang pertanian, khususnya rumput laut masih terbatas, bila tidak ingin dikatakan sangat sedikit (Sievanen et al, 2005; Wismiarsi 2008). Sebagian besar penelitian di industri rumput laut adalah di bidang teknologi, budidaya dan manajemen perikanan/kelautan (Sievanen et al, 2005; Wismiarsi 2008). Sementara penelitian yang menitikberatkan pada manajemen pemasaran rumput laut, terutama yang difokuskan kepada hubungan pemasaran serta strategi yang dilakukan oleh para produsen (petani) dan pedagang perantara rumput laut masih sangat terbatas.
Wismiarsi (2009) menganalisis pengaruh produk, harga, komitmen, dan kepercayaan terhadap hubungan antara petani dan pedagang perantara. Hasil penelitian tersebut menyebutkan bahwa hubungan petani (produsen rumput laut) dan pedagang perantara tidak berimbang, karena ada hambatan dalam penyediaan produk, ketidakstabilan harga, komitmen dan kepercayaan. . . . . . . .

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Sabtu, 06 November 2010

OPTIMALISASI CRM @ BRANCH SEBAGAI SALAH SATU LANGKAH MEWUJUDKAN BANK MANDIRI MENJADI SERVICE LEGEND

oleh : Heru Rizky Jiwayani & Pipin Sukandi

(Publikasi pada : Proceeding Seminar Nasional Techno-Economy, UTAMA, ISSN: 2086-5414, 25 Feb 2010, hal 1-15)

Abstrak

Sukses mempertahankan predikatyang diraih pada 2007/2008 dan 2008/ 2009 ini sungguh sangat membanggakan. Hal tersebut tidak terlepas dari diimplementasikannya Service Exellence (Pelayanan Prima) yang juga telah diterapkan oleh Bank Mandiri. Predikat The Service Legend akan membuat orang selalu dan selalu ingat Bank Mandiri ketika berbicara soal pelayanan bank di Indonesia. The Service Legend itu lebih dari sekedar nomor satu. Jadi setiap orang yang berhubungan dengan bank, ketika ditanya soal service, akan menyebut Bank Mandiri. Banyak langkah/ upaya yang dijalankan Bank mandiri untuk menjadi The Service Legend diantaranya dengan layanan yang didukung oleh sistem informasi dan teknologi,maka dibuatlah suatu sistem aplikasi yang dapat memenuhi kebutuhan nasabah dan memperlancar kegiatan layanan kepada nasabah yaitu Customer Relationship Management @ Branch (CRM@Branch).

CRM@Branch merupakan suatu tools bagi frontliner untuk meningkatkan service dan sales dari manapun dengan standar layanan yang sama. CRM@Branch memberikan informasi mengenai nasabah, semua produk dan layanan yang dinikmati oleh nasabah di satu sistem dengan informasi akurat dan konsisten dalam bentuk product literature untuk kebutuhan cross selling. Dalam CRM tersedia fasilitas untuk mencatat setiap kegiatan interaksi non finansial dengan nasabah secara online dan realtime, seperti halnya transaksi finansial yang telah tersedia secara bankwide, online dan realtime.

CRM@Branch membantu frontliner melakukan sales dan meningkatkan cross selling dan referral dengan cara menggali profil data nasabah, memonitor progress sales dan keluhan nasabah sehingga dapat diselesaikan secara tuntas dan terukur. Semakin kita berhasil melakukan crossselling, semakin bagus Contibution Margin & KPI cabang cabang Bank Mandiri. Dengan adanya CRM@Branch, diharapkan efektivitas proses service dan sales di frontliner dapat semakin meningkat, sehingga nilai penjualan produk-produk Mandiri semakin meningkat, penanganan keluhan nasabah yang semakin cepat, serta koordinasi antar unit kerja menjadi semakin baik. Implementasi CRM@Branch sebagai suatu infrastruktur yang konsisten digunakan oleh bank-bank terbaik di dunia ini, mendukung penyempurnaan fungsi sales dan service di jajaran cabang-cabang

Bank Mandiri. Dalam kaitannya dengan implementasi CRM@Branch, ada 3 (tiga) hal yang wajib diperhatikan, yaitu : Implementasi yang berkaitan dengan manusia akan berhasil jika orang mengetahui tujuan program CRM@Branch, yaitu Bank Mandiri harus outperform the market, berkaitan dengan cabang-cabang, service dan sales Bank Mandiri harus yang terbaik. Kedua, hal yang sangat manusiawi adalah pertanyaan mengenai apa benefitnya bagi Cabang ? Tercapainya target perusahaan tentunya berkaitan dengan pencapaian target, reward, dan insentif. Jika tools CRM@Branch diimplementasikan, frontliner bisa meningkatkan kualitas service ke nasabah, memudahkan kita meningkatkan nilai MRI cabang dan amat membantu frontliner dalam melakukan cross selling. Semakin berhasil kita melakukan cross selling, semakin bagus Contibution Margin cabang & KPI cabang. Ketiga, kita harus tekun dan disiplin menggunakan sistem CRM@Branch ini. Banyak bank-bank besar yang gagal memperoleh manfaat maksimal dari sistem CRM@Branch, karena manusianya tidak disiplin menggunakan sistem ini.

Keyword: CRM

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Jumat, 05 November 2010

“Adaptive” Learning and “Proactive” Customer Relationship Management

by : Baohong Sun

January 2006

Abstract

CRM is about introducing the right product to the right customer at the right time through the right channel to satisfy the customer’s evolving demands. Ideally, it should follow the development of each individual customer and develop integrated multi-segment, multi-stage, and multi-channel CRM decisions in order to maximize the total customer lifetime profit. However, most existing CRM practice and academic research focuses on methods to select the most profitable customers for a scheduled CRM intervention. This campaign-centric approach deviates from the goal of customer-centric CRM.
In this article, we discuss the two-step procedure (“adaptive” learning and “proactive” CRM decisions) and three-components for customer-centric CRM, adaptive learning (of customer individual preference), forward- looking (into future marketing consequences of current CRM interventions), and optimization (to optimally balance cost and benefit). We then formulate CRM interventions as solutions to a stochastic dynamic programming problem under demand uncertainty in which the company learns about the evolution of customer demand as well as the dynamic effect of its marketing interventions, and make optimal CRM decisions to balance off the cost of interventions and the long-term payoff with the goal of maximizing each customer’s “longterm” profit. The framework allows us to integrate all the inter- and state-dependent factors that drive the CRM decisions and results in inter-temporally related path of CRM solutions that are consistent with customer-centric CRM. Finally, we choose two examples to demonstrate the input, output, and benefit of “adaptive” learning and “proactive” CRM.

The proposed solution meets the recent trends of companies seeking real-time solutions for integrating database and CRM decisions that are empowered by the advancement of technology.
Keywords: Customer-centric CRM; CRM intervention; Adaptive Learning; Forward-looking; Optimization; Proactive CRM; Dynamic Programming Approach; Dynamic Control Problem.

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Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Customer-relationship levels from spurious to true relationships

by : Veronica Liljander

JOURNAL OF SERVICES MARKETING, VOL. 16 NO. 7 2002, pp. 593-614,

Abstract

Relationship marketing (RM) has been widely accepted as an important determinant of long-term business success and is believed to be especially well suited for services because of the personal contact between customers and service providers. Past research has focused mainly on the advantages of RM for companies, while less attention has been paid to relationships from the customer’s point of view. We suggest that relationships may be described as ranging from spurious to true, depending on customer perceived relationship benefits, trust and commitment . A qualitative study of customer relationships was conducted in a car dealership, where profitability depends on customer commitment to both after-sales services and the car brand. Customer relationships were found to be more spurious than true. The study revealed that behavioural commitment to after-sales services was high, but that affective commitment was low to moderate.
Customers were satisfied but did not perceive the services to be superior to the competitors’ service offerings. They trusted authorised repair in general and did not feel that after-sales service would have more than a minor influence on their future car purchases.

Keywords: Relationship marketing, Customers, Trust, Commitment , Motor industry

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Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Choice Models and Customer Relationship Management

by :WAGNER KAMAKURA & CARL F. MELA

Marketing Letters 16:3/4, 279–291, 2005

Abstract

Customer relationship management (CRM) typically involves tracking individual customer behavior over time, and using this knowledge to configure solutions precisely tailored to the customers’ and vendors’ needs. In the context of choice, this implies designing longitudinal models of choice over the breadth of the firm’s products and using them prescriptively to increase the revenues from customers over their lifecycle. Several factors have recently contributed to the rise in the use of CRM in the marketplace:
• A shift in focus in many organizations, towards increasing the share of requirements among their current customers rather than fighting for new customers.
• An explosion in data acquired about customers, through the integration of internal databases and acquisition of external syndicated data.
• Computing power is increasing exponentially.
• Software and tools are being developed to exploit these data and computers, bringing the analytical tools to the decision maker, rather than restricting their access to analysts.
In spite of this growth in marketing practice, CRM research in academia remains nascent. This paper provides a framework for CRM research and describes recent advances as well as key research opportunities. See Keywords: customer relationship management, direct marketing

Introduction
What is CRM?

Analytical customer relationship management (CRM) is the process of collecting and analyzing a firm’s information regarding customer interactions in order to enhance the customers’ values to the firm. Firms exploit such information by designing strategies uniquely targeted to consumer needs. This process enhances loyalty and increases switching costs, as information on consumer preferences affords an enduring competitive advantage. By integrating various data (e.g. across purchases, operations, service logs, etc.), choice researchers can obtain a more complete view of customer behavior. These developments cut across industries, including banking, telephony, Internet, and other areas that have received limited attention in the marketing literature. In addition, each industry likely has unique challenges of its own.

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Putting the Relationship in CRM

by : GORDON FULLERTON

THE WORKPLACE REVIEW September 2004, pp. 36-42

Customer relationship management (CRM) programs are currently in vogue. A CRM program is any formal mechanism that the firm introduces with the goal of increasing customer retention rates. The points-based program is the most popular form of CRM program, although as we shall see, there are others. Organizations adopt these programs because they believe that they facilitate the development and enhancement of relationships with their customers.

But why do organizations want to develop relationships with their customers? As many researchers and practitioners have pointed out, relationship marketing has emerged because it is easier and more profitable to retain existing customers than it is to acquire new ones [1]. In addition, in an era where new products and services are being developed at an accelerating rate, it is usually easier to sell these offerings to customers who already buy one or more of the businesses existing products than to customers who have not bought any of the firm’s products before.

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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RELATIONSHIP MARKETING: PENDEKATAN TEORI, KONSEP DAN IMPLEMENTASI

Oleh : Elisabeth Supriharyanti

FOKUS EKONOMI, APRIL 2003

ABSTRAK

Globalization, technological advances, customer value migration have shifted transaction marketing paradigm towards relationship marketing paradigm. The relationship involve more than buyer-seller collaboration. Also included in relationship marketing are supplier, distribution channel member and internal function. Although there are several view about the nature and scope of relationship marketing, all place the customer at the center of the paradigm. The objective of an article is to stimulate thought and action about important aspect of relationship marketing from theoretical and managerial perspective. The article also states implementation in service market and industrial. The new paradigm of marketing will focus on building strong bond its customers with the aim of delivering superior value to customers.

Keywords: customer value migration; relationship marketing; customer center; theoritical and managerial perspective

1. PENDAHULUAN

Perubahan dalam dunia usaha yang semakin cepat ditunjukkan oleh Kotler (2000) dalam tiga aspek, yaitu dunia yang semakin mengglobal, kemajuan teknologi dan deregulasi. Aspek-aspek tersebut semakin mendorong terjadinya perubahan dalam customer value (customer value migration). Untuk dapat mengantarkan superior customer value, maka perusahaan perlu merespon fenomena diatas. Sehingga bermunculan konsep-konsep bisnis baru, diantaranya Reengineering, Outsourcing, E-Commerce, Benchmarking, Aliance, dan sebagainya (Kotler,2000). Demikian pula dalam bidang pemasaran juga bermunculan filosofi, konsep dan teknik baru, diantaranya relationship marketing, customer share, target marketing, integrated marketing communication, dan sebagainya (Kotler,2000).. . . (baca_selengkapnya )

Artikel lengkap dikompilasi oleh/hubungi :
Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id

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Assessing Customer Relationship Management Strategies For Creating Competitive Advantage In Electronic Business

by : Colin Comb, Glasgow Caledonian University

Journal of Knowledge Management Practice, August 2004

ABSTRACT:
Increasing numbers of e-businesses view customer relationships as a basis for achieving increased efficiency and leveraging a competitive advantage. The development of customer relationship management is as a result of the optimism expressed by many managers that technology could provide a mechanism for storing, retrieving and disseminating knowledge that adds value to both the customers and the organisation. However, since the late 1990s many industry and academic commentators have expressed disappointment in the returns that CRM was delivering. This article assesses the CRM driven strategies that firms have adopted in pursuit of competitive advantage and argues that only an integrated system that includes the whole enterprise is likely to maximise the potential of information technology in this context.

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management). Begitu juga bagi teman-teman yang Artikelnya akan dimuat pada Jurnal tersebut, e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id

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A Study into the Foundations of CRM Success

by : Ed Peelen, Rob Beltman, Kees van Montfort & Arnoud Klerkx

NRG Working Paper no. 06-09, March 2006

Abstract

Customer Relationship Management has attracted the attention of both marketing practitioners and researchers over the last decade. Despite, or maybe due to, the attention drawn to the subject, a clear agreement on what CRM is and especially how CRM should be developed remains lacking. It is now commonly understood that CRM involves technology, drives Marketing, Sales and Customer Services and is often approached as a business strategy to create value for an organization through the creation of profitable long-term customer relationships. Significant progress has been made in identifying and researching the components of CRM individually. The role of CRM applications, customer knowledge, customer satisfaction and a customer-centric strategy have all been subject of research lately. However, to our knowledge, no comprehensive research has been conducted into the role of these CRM components in achieving CRM success across the line. Also we have yet to find research that shows the relationship between each component.

The goal of our research is to determine the impact of each component of CRM on each other and on CRM success. We will strive to do so by using qualitative research into successful CRM practitioners to create research propositions. These propositions will in turn be tested in a quantitative analysis of data collected from 250 Dutch companies.

Through building a Structural Equation Model (Sem-model), we determine the role and influence of the key components of CRM on each other and on CRM success.

Keywords : Customer Relationship Management, Customer Centricity, CRM Components, CRM Success

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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CREATING CUSTOMER LIFE TIME VALUE THROUGH EFFECTIVE CRM IN FINANCIAL SERVICES INDUSTRY

by : Tapan K Panda

Journal of Services Research, Volume 2, Number 2 (October ‘02-March, 2003)

Customer Relationship Management (CRM) has its origin in the basic paradigm of marketing i.e. to satisfy customers with the best possible alternative in the market through a relational exchange process. Customer relationship management goes beyond the transactional exchange and enables the marketer to estimate the customer’s sentiments and buying intentions so that the customer can be provided with products and services before he starts demanding. This is possible through the integration of four important components i.e. people, process, technology and data. Customer data management gives us leads about the probability of customer demand and the technology helps us in tracking the characteristics and categorization of customers depending on his past behavior. The process reorients the traditional business models to suit the integrative approach of customer relationship management by emphasising customer life time value rather than product life time value. The product life cycle approach strategy is now obsolete and it gives way to customer life time value. The concept of customer life time value helps the marketer to analyze the cost of acquiring, serving and retaining a certain set of customers in the market. This research paper throws light on some of these issues in financial services industry. The financial services industry today is facing an uphill task of reorienting itself with changing technology and varying customer demand. The literature survey highlights the earlier research references in the area of customer relationship management to augment the body of knowledge for this study. The concepts of creating customer life time value are analyzed with the examples of a credit management strategy and billing system for a financial services industry.

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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A MODEL FOR EVALUATING THE EFFECTIVENESS OF CRM USING THE BALANCED SCORECARD

by : J o n g h y e o k K i m, E u i h o S u h & H y u n s e o k H w a n g

JOURNAL OF INTERACTIVE MARKETING, VOLUME 17 / NUMBER 2 / SPRING 2003

A B S T R A C T
Customer relationship management (CRM) has become one of the leading business strategies in the new millennium. CRM is a broad term for managing business interactions with customers. The effectiveness of CRM can be measured as a satisfaction level achieved by CRM activities. Although CRM has emerged as a major business strategy for e-commerce, little research has been conducted in evaluating the effectiveness of CRM. Because it is difficult to demonstrate tangible returns on the resources expanded to plan, develop, implement, and operate CRM, the aim of our research is to measure the intangible attributes of these benefits, such as value enhancement, effectiveness, innovation, and service improvement. In this paper, we propose a customer-oriented.

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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The Customer Relationship Management Process: Its Measurement and Impact on Performance

by : WERNER REINARTZ, MANFRED KRAFFT, and WAYNE D. HOYER

Published by : Journal of Marketing Research 293 Vol. XLI (August 2004), 293–305

An understanding of how to manage relationships with customers effectively has become an important topic for both academicians and practitioners in recent years. However, the existing academic literature and the practical applications of customer relationship management (CRM) strategies do not provide a clear indication of what specifically constitutes CRM processes. In this study, the authors (1) conceptualize a construct of the CRM process and its dimensions, (2) operationalize and validate the construct, and (3) empirically investigate the organizational performance consequences of implementing CRM processes. Their research questions are addressed in two cross-sectional studies across four different industries and three countries. The first key outcome is a theoretically sound CRM process measure that outlines three key stages: initiation, maintenance, and termination. The second key result is that the implementation of CRM processes has a moderately positive association with both perceptual and objective company performance.

Artikel lengkap dikompilasi oleh/hubungi :

Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Effects of Electronic Customer Relationship Management on Customer Satisfaction: A Temporal Model

by ; Mohamed Khalifa & Ning Shen

(Proceedings of the 38th Hawaii International Conference on System Sciences - 2005, pp 1-10)

Abstract
The proliferation of eCRM and its alarming failure rate call for a better understanding of the relationship between eCRM and its immediate objective: customer satisfaction. In this paper, we develop, operationalize and empirically test a temporal model explaining the relationship between three categories of eCRM (i.e., prepurchase, at-purchase and post-purchase eCRM) and online customer satisfaction at two phases of the customer lifecycle, i.e., attraction and retention. The results of a longitudinal survey of the online customers of hardware retailers provided strong support for the model and revealed the dominant role of pre-purchase eCRM in satisfaction formation at the attraction phase and the prevalence of post-purchase eCRM at the retention phase. Specific eCRM features are identified as satisfaction drivers, providing insights for important paradigm shifts.

Introduction
Until recently, most firms focused primarily on production, purchase and marketing. Their main concern was to provide products that satisfied their customers’ first needs. In the past, such an approach was sufficient for most firms to survive and generate revenues. Nowadays, however, customers are more demanding more knowledgeable, and require more attention. Increasingly, firms are shifting their focus to the customer, hence the rising importance of customer relationship management (CRM). With the rapid growth of electronic business and proliferation of Internet-based services, a new concept is born: eCRM. It encompasses all the processes needed to acquire, build and maintain customer relationship through e-business operations. Important CRM concepts such as customization, personalization, making the customer less passive and more active, many-to-many marketing are either enabled or made easier to implement with eCRM tools. In fact, CRM remains just a philosophy devoid of concrete actions if not for these enabling tools. For instance, it is hard to imagine how to make it possible for customers to interact with each other without an online ....

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Kanaidi, SE., M.Si* (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).

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Jumat, 29 Oktober 2010

MANAGING CUSTOMER RELATIONSHIPS IS KEY IN THE NETWORKED ECONOMY

THE BEST-RUN E-BUSINESSES RUN - SAP

2001

EXECUTIVE SUMMARY
Deep customer relationships represent a continuing stream of income and a critical platform for new growth. They also represent a powerful and defensible barrier to entry.”
(Jay Curry, The Customer Marketing Method, The Free Press, 2000) What differentiates companies in today's hyper-competitive and demand-driven markets is their ability to address their customers' preferences and priorities. This means more than simply knowing and understanding their customers better than their competitors do. It means strategically implementing this customer knowledge in every area of the company, from the highest management level to all the employees who come into direct contact with customers.
Establishing and strengthening long-term relationships with your customers is the key to success. It's the focus of a wellstructured and coordinated process of customer relationship
management (CRM).
CRM involves far more than automating processes in sales, marketing, and service and then increasing the efficiency of these processes. It involves conducting interactions with customers on a more informed basis and individually tailoring them to customers' needs. Your company's success depends heavily on your ability to intelligently manage sales, marketing, and service processes and to draw mutual advantages from your understanding of your customers. To help you maximize the strategic value of your CRM initiatives, SAP provides a comprehensive analytical solution as an integral part of its mySAP Customer Relationship Management (mySAP CRM) solution: SAP's Analytical CRM.
This document helps you gain a deeper understanding about how analytical CRM in general and SAP's solution for analytical CRM in particular can contribute toward improving the way you measure and optimize your relationships with customers.

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