Conference Paper

CRM Applications in e-Commerce Strategy

To read the full-text of this research, you can request a copy directly from the authors.


In the late 1980s, the booming Internet technology gave birth to a new business model -- e-commerce. Initially e-commerce met the consumer demand of the customers efficiently with its network of information flow. However, with the continuous development of people's consumption concept, the primary online marketing e-commerce has been unable to realize its initial advantage. Customer demand structure is complex, varied, random, and increasingly showing travel alienation, personalization features. Therefore, how to get personalized proactive demand and meet it became an urgent e-commerce development in a timely manner. This paper introduced customer relationship management theory and analyzed the problems of the existing e-commerce customer relationship management, and gave some suggestion for remodeling core competitiveness of enterprises in the fierce competition in the e-commerce.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

... Companies usually carry out their sales through physical stores, are also including the sales system using virtual stores for the trade in their products or services. With this practice, companies seek to not only access to new markets for their goods or services but also the loyalty of their customers who tend to opt for online purchase [17]. Analyze the data from customers already obtained by the company, trying to extract some knowledge is an important task that can assist the process of improvement of the company's sales through e-commerce [11]. ...
Full-text available
The ability of managers to analyze large volumes of data is not enough to identify all relevant associations and necessary for the decision-making process. Make use of a classification model and clustering model can generate information that typically a manager could not create without the utilization of this technology. The aim of this work is to reach a classification model linking them to clusters, based on data from purchases made by customers through electronic media in an automated manner. Precisely this model presents a set of rules to assist in decision-making applicable to a sale of vehicles, parts and accessories. For the construction of this model, we applied a process of knowledge discovery in databases. In which classification techniques and clustering techniques was evaluated in an experiment regarding accuracy, interpretability and learned a model of the computing performance. Data mining has been used to find this classifier.
Full-text available
Conceptually, customer relationship management (CRM) has been widely embraced by businesses. In practice, however, examples of success contrast with anecdotes where the diffusion of CRM into organizations continues to be a slow process and/or where CRM implementation outcomes have fallen short of expectations. Successful implementation depends on a number of factors such as fit between of a firm’s CRM strategy and programs and its broader marketing strategy, and intraorganizational and interorganizational cooperation and coordination among entities involved in implementation. Building on the results of a survey of the CRM-implementation-related experiences of 101 U.S.-based firms, in this article the authors identify factors associated with successful CRM implementation and advance directions for future research.
The contemporary company attaches great importance to marketing relationship and customer relations is the core of this relationship. Further, customer satisfaction and loyalty is the core of the customer relationship management. Sometimes, high customer satisfaction causes low profit because enterprises do not realize that strengthening the loyalty of the aimed customer is the key of customer relationship management.
In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strate-gic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and rela-tionship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation.
The impact of customer relationship management (CRM) implementation on firm performance is an issue of considerable debate. This study examines the impact of CRM implementation on two metrics of firm performance⎯operational (cost) efficiency and the ability of firms to generate profits (profit efficiency)⎯using a large sample of U.S. commercial banks. The authors use stochastic frontier analysis to estimate cost and profit efficiencies and employ hierarchical linear modeling to assess the effect of CRM implementation on cost and profit efficiencies. They find that CRM implementation is associated with a decline in cost efficiency but an increase in profit efficiency. A firm-level factor, CRM commitment, reduces the negative effect of CRM implementation on cost efficiency. The authors also find that two adoption-related factors, time of adoption and time since adoption, influence the relationship between CRM implementation and cost and profit efficiencies. Early adopters benefit less from CRM implementation than late adopters. However, time since adoption improves the performance of firms that implement CRM. By demonstrating the different ways CRM implementation influences cost and profit measures, the study provides valuable insights to CRM researchers and managers.
In recent years, customer relationship management (CRM) has been a topic of the utmost importance for scholars and managers. Despite the evidence provided by numerous empirical studies, many companies that have implemented CRM systems report unsatisfactory levels of improvement. This study analyzes what influence companies can expect CRM implementation to have on performance and how they can leverage its impact. The authors propose a conceptual model that investigates the link between technological and organizational implementations, as well as the implementations' interactions with management and employee support and CRM process-related performance. By measuring CRM performance in terms of the initiation, maintenance, and retention of customer relationships, the study provides a detailed picture of what CRM implementations are capable of achieving. The results of the empirical study, conducted across four industries and ten European countries, indicate that CRM implementation does not impact performance equally for different aspects of the CRM process, and that it has an impact only if adequately supported by the appropriate company stakeholders.
ERP principle and application
  • Hai Jin Gui
  • Fajun Tang
Hai Jin Gui, Fajun Tang. ERP principle and application [M]. Beijing: China Electric Power Press, 2005.
CRM marketing era [J] foreign management
  • Qin Yang
Qin Yang. CRM marketing era [J] foreign management, 2008 (8), 69-72.