Jurnal CRM (Customer Relationship Management)

Jumat, 05 November 2010

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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Related Posting :

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).

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

*Profil Lengkap, lihat (click) di sini

Related Posting :

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).

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

*Profil Lengkap, lihat (click) di sini

Related Posting :

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).

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

*Profil Lengkap, lihat (click) di sini

Related Posting :

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).

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

*Profil Lengkap, lihat (click) di sini

Related Posting :

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 ....

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

*Profil Lengkap, lihat (click) di sini

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