Customer Relationship Management (CRM) within healthcare organization can be
viewed as a strategy to attract new customers and retaining them throughout
their entire lifetime of relationships. At the same time, the advancement of
Web technology known as Web 2.0 plays a significant part in the CRM transition
which drives social change that impacts all institutions including business and
healthcare organizations. This new paradigm has been named as Social CRM or CRM
2.0 because it is based on Web 2.0. We conducted survey to examine the features
of CRM 2.0 in healthcare scenario to the customer in Brunei Darussalam. We draw
the conclusion that the CRM 2.0 in healthcare technologies has brought a
possibility to extend the services of e-health by enabling patients, patient's
families, and community at large to participate more actively in the process of
health education; it helps improve health literacy through empowerment, social
networking process, and online health educator. This paper is based on our
works presented at ICID 2011.
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"EMRs and EHRs serve as building blocks for a framework of any e-health initiative . According to McWilliam et al. (1997), empowerment is a result of both interactive and personal processes, where caring relationships facilitate the emergence of power , in this regards, CRM plays important role in ensuring empowerment . The other view of patient empowerment means that the patients were able to seek health information such as the prevention of diseases, health promoting, and the availability of suitable healthcare services . "
[Show abstract][Hide abstract] ABSTRACT: Healthcare organization may not necessarily invest in IT infrastructure to serving the need for e-health system by considering rent the system and resources to keep them focus in their core of business (healthcare services). Cloud computing in healthcare service can provide flexibility in term of resources adoption and quick implementation. However, adopting cloud computing for the purpose of patient empowerment is challenging task for healthcare organization. Patients are empowered in the sense of controlling the process of interaction(s) with a healthcare organization and among patients themselves. In addition, empowerment through cloud computing enables patients to have greater role in the process of participation in managing
personal healthcare, sharing healthcare issues with the authorized healthcare staffs, and engaging a mobile health that emphasises on healthcare service anywhere and anytime. This paper proposes a model of patient empowerment in e-health systems through cloud computing to enhance existing theory of empowerment in healthcare business processes. A survey has also been conducted to verify and improve the initial model and to understand the responses of patients regarding empowerment in the e-health services.
Proceedings of the International Conference on Electronic Business (ICEB), Taipei; 12/2014
[Show abstract][Hide abstract] ABSTRACT: Healthcare organization is implementing Customer Relationship Management (CRM) as a strategy for managing interactions with patients involving technology to organize, automate, and coordinate business processes. Web-based CRM provides healthcare organization with the ability to broaden service beyond its usual practices in achieving a complex patient care goal, and this paper discusses and demonstrates how a new approach in CRM based on Web 2.0 or Social CRM helps healthcare organizations to improve their customer support, and at the same time avoiding possible conflicts, and promoting better healthcare to patients. A conceptual framework of the new approach will be proposed and highlighted. The framework includes some important features of Social CRM such as customer's empowerment, social interactivity between healthcare organization–patients, and patients-patients. The framework offers new perspective in building relationships between healthcare organizations and customers and among customers in e-health scenario. It is developed based on the latest development of CRM literatures and case studies analysis. In addition, customer service paradigm in social network's era, the important of online health education, and empowerment in healthcare organization will be taken into consideration.
[Show abstract][Hide abstract] ABSTRACT: The growing adoption of electronic transactions through the Web both by travel industry and their customers pose a great challenge to traditional intermediaries in this industry (travel agents) as it allows direct interactions between suppliers with their customers. Moreover, the advancement of Web technology like Web 2.0 drives many organizations to adjust their marketing strategy since it affects the way customers control the flow of information. With Web 2.0 customers are gaining more control over the flow of information where they have more information sources which come from various conversations taking place in their social networks. The study emphasizes on travel customers’ responses to web-based electronic transactions and strategies of travel agents (TAs) to sustain their business in a very competitive market. This paper discusses how electronic transactions through the Web affect to the survivability of TAs in Brunei. A Resource Dependence Theory (RDT) and CRM 2.0 are used to understand the phenomenon due to the changing of business environment, which is mainly caused by the Web technology. To assess the impact of web-based transactions, we conducted interviews with TAs, stressing on the effect of technology adoption and their business strategies, as well as a survey to travel customers emphasizing on their preference towards web-based transactions. It was found that the survivability of TAs in Brunei is at risk unless they have distinctive market segments or the capability to adapt to the changes. In addition, customers prefer online as well as personal interactions. This leads us to construct a reference model for TAs to survive in fast changing environment, initiate strategies, and embrace the latest technology advancement to fulfill customers’ expectations and preferences for their business sustainability.
Operational Research 10/2012; 13(3):1-26. DOI:10.1007/s12351-012-0129-7 · 0.31 Impact Factor
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