The role of CRM within corporate strategy
A general analysis
- Art: Bachelorarbeit
- Autor: Jörg Pfeiffenbrück
- Abgabedatum: Mai 2004
- Umfang: 80 Seiten
- Dateigröße: 1,3 MB
- Note: 1,0
- Institution / Hochschule: Högskolan i Halmstad (Halmstad University) Schweden
- ISBN (eBook): 978-3-8324-4066-4
-
ISBN (Paperback) :
978-3-8324-4066-4 P - ISBN (CD) :978-3-8324-4066-4 CD
- Sprache: Englisch
- Prämierung:
- Arbeit zitieren: Pfeiffenbrück, Jörg Mai 2004: The role of CRM within corporate strategy, Hamburg: Diplomica Verlag
- Schlagworte: marketing, company, corporate culture, customer relationship management, empiricism
In den Warenkorb
74,00 €
Bachelorarbeit von Jörg Pfeiffenbrück
Abstract:
Doing business is easy. Doing business successfully is difficult. Doing business successfully in the long run is a real challenge to management and employees.
Companies are driven by the pursuit for growth, and profitability. The increasing globalization process is creating fierce competition. The need for a clear strategy, a guideline is essential to succeed permanently. This means to shift the concentration from short term objectives to long term ones, based on the main determents of success – the customer.
The purpose is to find out whether companies are putting strategic emphasis on Customer Relationship Management (CRM), that is, if companies perceive CRM as an important part of their strategy in general or if CRM is an unused tool and is given less intention.
Two parts – a theoretical and an empirical one – are the main components of this thesis. The theoretical part covers three important issues – strategy, CRM and the combined view on both single parts. The empirical study is based on a quantitative method – a questionnaire containing 10 general questions regarding CRM and strategy – which includes the response of 106 companies mainly from Sweden and Germany.
Stating to be customer oriented is only one thing of the medal. To obtain and to maintain customer focus when doing business is far more difficult. It demands understanding of the complexity, commitment, expertise and time. Obstacles derive from a false interpretation of what customer-led means, from reluctance to change, a lack of communication, and eagerness. Without having a strategy it is nearly impossible to be accomplished. The successful alignment of CRM components and other strategic issues to one viable corporate strategy is essential for future success. This includes constant innovation, foresight, and freedom of mind and thoughts.
Table of Contents:
| Abstract | 2 | |
| Introduction | 2 | |
| Purpose | 2 | |
| Method | 2 | |
| Analysis and conclusions | 3 | |
| Table of Content | 4 | |
| Table of figures and tables | 6 | |
| 1. | Introduction | 7 |
| 1.1 | Background | 7 |
| 1.2 | Problem discussion | 8 |
| 1.3 | Purpose | 9 |
| 1.4 | Limitations | 9 |
| 1.5 | Disposition | 9 |
| 2. | Methodology | 11 |
| 2.1 | Scientific approach | 11 |
| 2.1.1 | Induction | 11 |
| 2.1.2 | Deduction | 11 |
| 2.1.3 | Our approach | 11 |
| 2.2 | Research method | 11 |
| 2.2.1 | Qualitative | 12 |
| 2.2.2 | Quantitative | 12 |
| 2.2.3 | Our method | 12 |
| 2.3 | Method for collecting data | 13 |
| 2.3.1 | Secondary data | 13 |
| 2.3.2 | Primary data | 15 |
| 2.3.3 | Our data collection | 15 |
| 2.4 | The questionnaire | 15 |
| 2.4.1 | Requirements | 15 |
| 2.4.2 | Structure | 16 |
| 2.5 | Measurement | 17 |
| 2.5.1 | Validity | 17 |
| 2.5.1.1 | Internal validity | 17 |
| 2.5.1.2 | External validity | 18 |
| 2.5.2 | Reliability | 18 |
| 2.5.3 | Practicality | 18 |
| 2.5.4 | Validity, reliability, and practicality of our research paper | 18 |
| 2.6 | Limitations, obstacles, and constraints | 20 |
| 3. | Theoretical Framework | 24 |
| 3.1 | Definitions | 25 |
| 3.1.1 | What is a strategy? What is the use of it? | 26 |
| 3.1.2 | Types of strategies | 28 |
| 3.1.3 | Goals as basic function | 29 |
| 3.1.4 | Analysis models | 31 |
| 3.2 | Factors of influence during the strategy development | 34 |
| 3.2.1 | Information basis - determinants and interdependences | 34 |
| 3.2.2 | Dangers and their meeting mechanisms | 36 |
| 3.3 | CRM | 39 |
| 3.3.1 | What is Customer Relationship Management (CRM) all about – Definition of CRM | 39 |
| 3.3.2 | What is the goal of CRM? | 40 |
| 3.3.3 | The classic market relationship | 45 |
| 3.3.4 | Customer loyalty | 47 |
| 3.4 | Strategy and CRM | 49 |
| 3.4.1 | CRM as a strategic competitive advantage | 49 |
| 3.4.2 | The customer | 50 |
| 4. | Empirical Studies | 52 |
| 4.1 | Question 1 | 52 |
| 4.2 | Question 2 | 52 |
| 4.3 | Question 3 | 53 |
| 4.4 | Question 4 | 53 |
| 4.5 | Question 5 | 54 |
| 4.6 | Question 6 | 54 |
| 4.7 | Question 7 | 55 |
| 4.8 | Question 8 | 56 |
| 4.9 | Question 9 | 56 |
| 4.10 | Question 10 | 57 |
| 4.11 | Supplement | 57 |
| 5. | Analysis | 59 |
| 5.1 | Customer orientation and customer satisfaction/loyalty | 59 |
| 5.2 | Responsibility within the organization | 60 |
| 5.3 | Strategic element and corporate communication | 60 |
| 5.4 | Relationship approach | 61 |
| 6. | Conclusion and Reflections | 62 |
| 6.1 | Conclusion | 62 |
| 6.2 | Reflections | 63 |
| 7. | List of References | 64 |
| 7.1 | Books, Magazines, Articles | 64 |
| 7.2 | Internet Pages | 66 |
| Appendix 1 | Secondary Data Search | 68 |
| Appendix 2 | Examples of a customer experiences with customer services | 69 |
| Appendix 3 | Introduction Letter (English) | 71 |
| Appendix 4 | Introduction Letter (German) | 72 |
| Appendix 5 | Questionnaire (English) | 73 |
| Appendix 6 | Questionnaire (German) | 76 |
In den Warenkorb
74,00 €
Link zur Arbeit:
http://www.diplom.de/ean/9783832440664
Arbeit zitieren:
Pfeiffenbrück, Jörg Mai 2004: The role of CRM within corporate strategy, Hamburg: Diplomica Verlag
Schlagworte:
marketing, company, corporate culture, customer relationship management, empiricism
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