Στρατηγικό μάνατζμεντ & CRM
Strategic management & CRM
Μουρούτης, Νικόλαος Θ.
SubjectCustomer Relationship Management (CRM) ; Στρατηγικό μάνατζμεντ ; Διαχείριση πελατειακών σχέσεων
In recent years due to the economic crisis, a permanent uncertainty prevails in the business world. This uncertainty has initially greatly affect the business relationships with customers, and in addition has caused the business concern for their evolution over time. In the first case, the proper use of the CRM is certainly valuable in the second case the Strategic Management is what can more easily direct the state. So given the gravity of these two concepts to the business world, this paper attempts to analyze them in depth. This project has three major objectives, apart from the analysis of these concepts. Originally intending to coupling somehow Strategic Management and CRM. Subsequently it intends to combine the two concepts and to create a new third concept that contains elements of both. Finally aims through a case study in a Greek bank to show how they apply to the Greek reality, as described in theory. From that work resulting conclusions are intended to solve and make smooth business operation. The first conclusion is that the piece that joins the puzzle between Strategic Management and CRM is none other than the competitive advantage. This occurs because the CRM is undeniable competitive advantage and operational strategy need competitive advantages in order to achieve the healthy survival of the business. The second conclusion is that if you join the two concepts what emerges is the CRS strategy, a strategy form purely customer-oriented aimed at foundation of correct relations with the customer, through their needs servicing. Methodologically, this paper has been prepared with the help of both the foreign and the Greek literature. Even they used many foreign languages and Greek articles drawn from the internet. Finally, the last chapter on the case study, conducted with the help of two interviews. Specifically in four chapters, refer to the following: In the first chapter of Strategic Management will refer to the definitions of the concept and how developed and the phases of which crossed to reach the current form. Then talk about CSR and its advantages, and presents the basic model of Strategic Management. The model includes the internal and external environment analysis and subsets thereof as well as the formulation of a business strategy with particular reference to the three levels of strategy. Finally presented the process of implementation, evaluation and feedback strategy. The second chapter deals exclusively with the CRM system. First mentioned in relationship marketing and its basic principles and then proceeds to the analysis of how the CRM was developed. Throughout chapter analyzes the benefits of the CRM system, the main aims and characteristics. Finally talk about how to make the right choice of CRM system and for the system selection steps and specified and reasons why the CRM system a company can fail during implementation. The third chapter refers to CRM Strategy for Customer Relationship Strategy (CRS). Originally definitions referred this Strategy and the reasons that led to its creation. Then, the course of the Strategy by all stages of the Strategic Management and talk about the competitive advantages of CRM as a tool of CRS and for the value it attaches to the customer. Finally mention the reasons for the failure of a CRM strategy and how a business can gain loyal customers. The fourth chapter analyzes the case study of a Greek bank, namely Bank D, which uses CRM. Originally presented some general information about the bank and then presents the history of CRM in the bank. Then they analyzed the competitive advantages that CRM brings to the bank and the value given to the customer. Moreover, the capital of course dealing with how CRM is implemented in the bank particularly with the changes brought about in it, the difficulties faced by workers and the reasons of success. At the bank's situation occurs before and after CRM and the future course of the bank based on that. Finally, the paper examines whether the bank follows the CRS, to what extent that is customer centric while and made some suggestions to the bank so that it can be fully customer oriented.