By Federico Rajola
An built-in view of IT and company strategies via prolonged IT governance permits monetary associations to innovate operations which increase company and organizational functionality. notwithstanding, monetary associations nonetheless face demanding situations with CRM platforms in supplying anticipated effects because of loss of whole company integration. elevated trade of information among buyers and the volume of such info on hand is progressively changing into a problem for corporations, specially in extending inner structures to international details platforms with the aim to gather and replace info on an international scale.
In this e-book, Prof. Rajola analyses diverse points of CRM platforms taking either an organizational and a technological point of view. He adopts a theoretical framework to unpack concerns linked to the necessity for firms to combine operations and enterprise procedures. The emphasis is then attracted to improvement of powerful CRM (and CRM 2.0) projects by means of applying illustrative case reports of profitable CRM structures implementation within the monetary undefined. The framework followed during this publication can be utilized through either students and executives to judge the interdependencies among operations, enterprise tactics, and CRM systems.
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Additional info for Customer Relationship Management in the Financial Industry: Organizational Processes and Technology Innovation
The line takes the leadership: Is management in a wired society. Sloan Management Review, Summer. Thompson, J. D. (1967). Organizations in action. New York: McGraw-Hill. 1 Basic Motivations for CRM Evolving technology and the constant changes affecting the banking industry are increasingly pushing toward research into integrated solutions, in order to maintain and enhance customer relationship. It is not only about seeking technically updated solutions: the practical issue is how to intervene in the bank’s business processes so as to turn banks into customer-centred organizations (Brown 1999).
They were born to support decision-makers in the analysis of semistructured problems. Last but not least came Executive Information Systems, which, according to Rockart’s definition, were designed expressly to support summit power decisions (Rockart 1988). Looking back a few decades, we notice how all these approaches have found real applications in the complex mosaic we call a management information system. The most interesting results did not come at once, but only when the available technology allowed the realization of user-friendly systems.
Day, R. L. (1995). Putting technological innovation into a historical perspective: A quest for better understanding and implementation of the innovation process. In M. W. Lawless & L. R. ), Advances in global high—technology management (Vol. 5, pt. A). USA: Jay Press. Holmqvist, M. (2004). Experiential learning processes of exploitation and exploration within and between organizations: An empirical study of product development. Organization Science, 15(1). , & Boer, H. (2006). A continuous innovation framework: some thoughts for consideration.
Customer Relationship Management in the Financial Industry: Organizational Processes and Technology Innovation by Federico Rajola