Implementing CRM: From Technology to Knowledge
May 2007, ©2007
Implementing CRM links CRM systems implementation with organizational change for the first time. It looks into the factors that distinguish firms that are more capable of connecting with their customers and awarded with customer loyalty with firms that are not as successful. Implementing CRM provides frameworks and ideas for how implementing CRM can be better handled.
Chapter 1 Introduction and CRM Overview.
Chapter 2 - Positioning CRM As IT-Enabled Business Change.
Chapter 3 - Implementing CRM: The Neglected Roles of Culture, Knowledge and Psychological Contracts.
Chapter 4 – Tools For Investigation: Pilot Study, Methods and Frameworks.
Chapter 5 – CRM Implementation Case: A UK City Council (UKCC).
Chapter 6 – CRM Implementation Case: An International Enterprise (IE).
Chapter 7 Cross-Case and Cross-Sector Comparisons: What Can We Learn?
Chapter 8 – Conclusion: CRM Developments.
Appendix – A Note On Research Methodology.
Leslie P. Willcocks, BA, MA, PhD, has an international reputation for his work on outsourcing, information systems, IT strategies, evaluation and organizational change. He is Professor in Technology, Work and Globalization at London School of Economics and Visiting Professor at the Universities of Erasmus and Melbourne. He has co-authored 28 books and published over 150 papers in journals ranging from Harvard Business Review and Sloan Management Review to MIS Quarterly and Journal of Management Studies. He is a regular keynote speaker and retained as adviser and educator by corporations worldwide.
The only textbook to tackle the link between the implementation of CRM through IT and organizational change.
Describes the micro-processes that occur on a daily basis in a company.
Explores problem solving, communication between employees, inter-departmental conflicts and single customer relationships.
Provides frameworks and ideas on how implementing CRM can be better handled.