CRM Systems in Industrial Companies [electronic resource] : Intra- and Inter-Organizational Effects /
Perna, A.author.
Baraldi, E.author.
CRM Systems in Industrial Companies contributes new knowledge on Customer Relationship Management (CRM) in the field of industrial marketing. Based on an in-depth case study, this book highlights the complexity and challenges in the development, implementation and use of CRM, revealing how truly challenging it is to extract value from CRM systems.
Description based upon print version of record.
Cover; Contents; List of Figures, Tables and Boxes; Acknowledgments; 1 Introduction: Research Purpose, Methodology and Contribution; 1.1 Research context and purpose; 1.2 Theoretical frame and research questions; 1.3 Methodology; 1.4 Contributions and positioning; 1.5 The structure of  this book; 2 Customer Relationships in Industrial Networks; 2.1 The IMP perspective on business relationships; 2.2 The complexity of customer relationships; 2.3 Dynamics in customer relationships; 2.4 Managing customer relationships; 2.5 A different perspective on KAM: The network view; 2.6 Summary
3 Connecting IT Systems, Users and Organizations3.1 The evolution of IT; 3.2 Conceptualizing information and IT systems: Classification and taxonomy; 3.3 The contributions of IT and factors favoring its embedding; 3.4 The impact of IT on organizations; 3.5 Summary; 4 CRM, Its Roots in Management Studies and Recent Research Trends; 4.1 Introduction; 4.2 Setting the ground: The origins of CRM; 4.3 Multiple perspectives on CRM; 4.4 Implementing CRM; 4.5 Taking a B2B perspective on CRM; 4.6 Summary; 5 Conceptualizing CRM as an Interacting Resource; 5.1 Introduction
5.2 Toward an interactive perspective on resources5.3 Analyzing resource interaction: The 4Rs model; 5.4 Resource embeddedness; 5.5 Applying the resource interaction perspective to CRM; 5.6 Intra- and inter-organizational effects of CRM embedding; 5.7 Summary; 6 Introducing CRM in an Industrial Company: The Case of the Loccioni Group; 6.1 Introduction; 6.2 The production, sales and marketing processes; 6.3 The structure of Loccioni's customer base; 6.4 Introducing the CRM system: The origins; 6.5 Developing the CRM system (2005-2006); 6.6 Implementing CRM (2007-2008)
6.7 Summary: From complex customer relationships to CRM7 Adopting and Using CRM at the Loccioni Group; 7.1 Introduction; 7.2 Different patterns in using the CRM system; 7.3 The engagement of CRM users; 7.4 Critical factors impacting the use of CRM at Loccioni; 7.5 Recovering the system; 7.6 Toward stabilized use: Some benefits show up; 7.7 Summary: From skepticism to moderate optimism; 8 Managing Six Important Customer Relationships: Loccioni's KAMs and CRM; 8.1 An overview of the six customer relationships; 8.2 Loccioni and Magneti Marelli; 8.3 Loccioni and Whirlpool Europe
8.4 Loccioni and Trenitalia8.5 Loccioni and Continental Automotive Trading (CAT); 8.6 Loccioni and Tod's; 8.7 Loccioni and Haier; 8.8 Summary: Looking for CRM's effects on customer relationships; 9 Case Analysis: The Embedding and Effects of CRM at Loccioni; 9.1 Factors influencing the installation of CRM at Loccioni; 9.2 Intra-organizational effects of Loccioni's CRM; 9.3 Inter-organizational effects of CRM; 9.4 Summary; 10 Conclusions: Results, Managerial Implications and a Research Agenda; 10.1 The findings of this study; 10.2 Key contributions; 10.3 Managerial implications
10.4 Suggestions for further research
Includes bibliographical references and index.
CRM Systems in Industrial Companies contributes new knowledge on Customer Relationship Management (CRM) in the field of industrial marketing. Based on an in-depth case study, this book highlights the complexity and challenges in the development, implementation and use of CRM, revealing how truly challenging it is to extract value from CRM systems.
Management.
Leadership.
International business enterprises.
Customer relations—Management.
Industrial management.
Industries.
Management.
Business Strategy/Leadership.
International Business.
Customer Relationship Management.
Innovation/Technology Management.
Industries.