Towards a holistic perspective of customer relationship management (CRM) implementation: A case study of the Housing and Development Board, Singapore
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In modern services including Internet and retail, frequent customer churns occur due to low customers' investment costs.
“In the past, customer churn had occurred explicitly through contractual cancellations, however, in the modern services including Internet and retail services, frequent customer churns occur due to the low customers' investment costs [19] [20] [21] [96].”
From A Survey on Churn Analysis in Various Business Domains (2020) · cites this paper as [21]
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Self-citationExploring the role of customer relationship management (CRM) systems in customer knowledge creation
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“In order to effectively manage and leverage customer knowledge, a customer-centric CRM strategy is required to synchronize the CRM processes within an organization [27, 69].”
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“The analytical CRM is focused on developing databases and resources containing customer characteristics and attitudes [24], [25], [30].”
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“Collaborative CRM focuses on customer integration using a set of interaction channels [6], [10], [12], [23], [24] and working intimately with selected customers, suppliers, and business partners [21].”
BackgroundKalaitzi, D., & Tsolakis, N. (2022) · International Journal of Production Economics · doi:10.1016/j.ijpe.2022.108466 · Cited by 104 · see citing works
Frequency of CRM implementation activities: a customer‐centric view
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“– Width and depth of CRM functions [19,37,43]”
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MethodAdoption of CRM technology in multichannel environment: a review (2006-2010)
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“The entire fabric of CRM subsuming all the three components is called holistic CRM In Teo et al. (2006), holistic CRM is applied to housing and development board of Singapore for offering better services.”
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“From an architectural point of view, the CRM framework can be divided into the operational and analytical (He et al., 2004; Teo et al., 2006).”
BackgroundOrganizational Factors Influencing Effective Use of CRM Solutions
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“All this has led to the need for the introduction of new IT solutions, which enable organizations to provide consumers with increasingly customized products/services [3,4,5,6,7,8].”
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“Relationship between data mining and CRM A CRM framework can be classified into operational and analytical (Berson et al. 2000; He et al. 2004; Teo et al. 2006).”
BackgroundCRM in the digital age: implementation of CRM in three contemporary B2B firms
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“Furthermore, a customer-centric corporate culture (Acker et al., 2011; Kim et al., 2012), customer orientation (Teo et al., 2006) and cross-functional involvement (Lambert, 2010) of processes, people, operations, and marketing capabilities have all been proposed to be crucial factors for successful…”
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“As a result of this, companies came to the conclusion that the focus of differentiation must shift from products and services towards customers (Teo et al., 2006).”
BackgroundPerformance Monitoring of CRM Initiatives
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“Recent literature suggests that a holistic view of CRM is needed, which covers both research streams [30, 35 ].”
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“Through developing a shared vision, the organization obtains the stable business platform to deploy its customer relationship management (Day, 2003; Teo et al., 2006).”
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“Teo, Devadoss, and Pan (2006) examined the implementation of customer relationship management (CRM) processes for the delivery of high service quality.”
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“A CzRM concept is classified into three types of the application architecture: collaborative, operational, and analytical CzRM (Kim and Lee, 2007; Teo et al., 2006) (see Table 1).”
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“From a customer perspective, CRM focuses on all interaction points between customers and the organization in order to identify and provide value adding services to the customers (Teo et al., 2006).”
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“Teo, Devadoss, and Pan (2006) examined the implementation of CRM and proposed a framework for CRM encompassing business, technology, and customer perspectives at the housing and development board in Singapore.”
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“[67], the CRM system architecture can be composed of three segments: operational CRM, collaborative CRM, and analytical CRM.”
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“a holistic view (Payne and Frow 2005; Teo et al., 2006).”
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“Of these, it is clear that some combination of implementations processes, factors of the technology, itself, and the people tasked with implementing it are critical considerations [3], [6], [30], [40].”
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“…and lessons learnt from other projects, recommend a blueprint for the deployment of collaboration tool(s) for PMD In the housing development area, Teo et al. (2006) describe the use of various Customer Relationship Management (CRM) tools to help the collection and analysis of customer data, to…”
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“Many companies have recently shifted from a product-centric to a customer-centric approach, with products and services focusing solely on consumer perception [3].”
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“According to Teo et al. (2006), CRM represents a business strategy which creates and carries out profitable relationships with customers aiming, in the long run, at reducing operating costs and increasing profitability through the development of customer satisfaction and loyalty.”
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“The fierce competition and rapid progress in communication and information technology have led to the concept of customer relationship management (CRM) to attract and retain customers [5], therefore, many organizations are turning to CRM to better serve customers and facilitate closer relationships with them [6].”
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“The analytical CRM is focused on developing databases and resources containing customer characteristics and attitudes [24] [25] [30].”
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“The customer relationship management system supports providing services for customers [9].”
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Customer Relationship Management Systems - Reasons Why Many Municipalities Do Not Have Them
Duque, J., Varajão, J., Filipe, V., & Cruz-Cunha, M. (2010) · Conference on ENTERprise Information Systems · doi:10.1007/978-3-642-16402-6_14 · Cited by 1
“Teo, Devadoss and Pan [ 14 ] report that the concept of CRM is not consensual, noting that companies address the CRM strategy in different ways: some companies see CRM as merely a technological tool, but others consider CRM as a business strategy.”
Background
- Authors
- Teo, T. S. H., Devadoss, P., & Pan, S. L.
- Affiliations
- National University of Singapore (SG)
- Corresponding author
- Teo, Thompson S.H.
- Venue
- Decision Support Systems
- Publisher
- Elsevier BV
- Published
- 2006-12
- Volume
- 42
- Issue
- 3
- Pages
- 1613-1627
- ISSN
- 0167-9236 (ISSN-L)
- OpenAlex
- W2129012488
- Cited by
- 167
- References
- 0
- Citations by year
- 2025: 2 · 2024: 3 · 2023: 9 · 2022: 4 · 2021: 5 · 2020: 4 · 2019: 7 · 2018: 9 · 2017: 7 · 2016: 10 · 2015: 14 · 2014: 10 · 2013: 15 · 2012: 20
- FWCI
- 24.30
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Decision Support Systems (publishedVersion)
- National University of Singapore (submittedVersion)
- Lancaster EPrints (Lancaster University) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Corporate Governance and Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Customer Service Quality and Loyalty
- Social Sciences › Business, Management and Accounting › Management Information Systems › ERP Systems Implementation and Impact
- Keywords
- customer relationship management, CRM implementation, Housing and Development Board, operational CRM, collaborative CRM, analytical CRM, CRM architecture, service quality, holistic framework
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