Outline

  • Abstract
  • Keywords
  • 1. Introduction
  • 2. Theoretical Framework
  • 2.1. Use, Consumption and Market Segmentation
  • 3. Design of the Research: Analysis of the Development of Dynamic Capabilities by Means of the Use of Crm
  • 4. a Case Study: Vips and the Implementation of a Crm
  • 4.1. the Organization
  • 4.2. Methodology of the Case
  • 4.3. Case Study
  • 5. Conclusions
  • References

رئوس مطالب

  • چکیده
  • کلید واژه ها
  • 1. مقدمه
  • 2. چارچوب نظری
  • 2.1. کاربرد، مصرف و تقسیم بازار
  • 3. طرح پژوهش: تحلیل و توسعه قابلیت های دینامیک با استفاده از CRM
  • 4. نمونه مورد بررسی: VIPS و اجرای CRM
  • 4.1. سازمان
  • 4.2. روش بررسی نمونه مورد نظر
  • 4.3. نمونه مورد بررسی
  • 5. نتایج

Abstract

The subject of study is to show CRM (Customer Relationship Management) Systems as technological resources, that properly implemented, can empower the companies’ management skills embodied in an efficient market segmentation strategy. This analysis is based on the case study of VIPs Group, thanks to structured interviews with the head of the Customer’s Area. We explain the organization’s practices as well as the adoption of their CRM system, from early steps to their implementation and use. Through the use of this technology, companies identify both threats and achieved strengths, materialized in dynamic capabilities. The smart use of these systems allows combining different resources in order to provide new capabilities used to increase the target audience, clients who demands company’s products or services, and focusing on their needs.

Keywords: - -

Conclusions

After the analysis of the case presented and the review of the literature, the following conclusions are offered: Considering the information provided in the interviews, the main factors that have been considered having a positive impact in the final information system are:

The aggregation of the CRM that has enabled the creation of a CLUB VIPS: the brand has increased its recognition. Besides the club is a source of information since it was born to feed the system.

To be closer to customers’ expectations: The CRM can help performing a more personalized management to customers, in such a way that they feel that they are part not only of the company, but of the distinguished club plenty of advantages.

To centralize the information related to customers and be able to obtain information of consumption. It can help them go wherever they want to be driven to and by properly using the CRM system the firm can make decisions on the available information from customers, where they buy, what they buy, about the timetables, etc.

The adoption of the system implies an organizational change based in new plans to increase the competitiveness that must be studied as a change agent. New working ways imply not just new managerial changes and the use of new instruments but they require or the collaboration of the implied teams.

The CRM is a promoter for dynamic capabilities since new work routines have first been designed and later on assimilated by learning mechanisms. The innovations in new systems, has allowed establishing a more close connection with the customer and exploit that relationship according to commercial final outcomes. In spite of the situation today, where the company is involved in a re-structuring plan, they keep on betting on online communication channels and they are conscious of the importance of information as a firm’s main asset.

This work constitutes the first approach to the knowledge for a strategic use of CRM in the concrete case of a company. As a future research line, a deep analysis on how the company is using the CRM system is required and a proof if they are properly developing dynamic capabilities should be an interesting analysis too.

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