Customer Relationship Management (CRM)

Pen

When and where to sign?

Customer Relationship Management (CRM) main function is to increase the profitable customers’ retention effectively and efficiently by building and maintaining positive relationships (Payne & Frow, 2006). One of the main functions of CRM is to provide the organization with a single view of the customer, in which view the information may be split into different disciplines and categories (Tuck, 2008). Payne and Frow (2006) research on implementing a successful CRM resulted in identifying four elements which start with assessing the organization’s readiness for a CRM initiative to estimate the effort needed to establish CRM; and help in the next step of managing the change wanted for the organization to adapted and implement CRM project. CRM implementations should be treated as a project and managed as a project that necessitates employees’ engagement (Payne & Frow, 2006).

Tuck (2008) state that CRM should be managing customer relationship but lately CRM became associated with software packages and the difficulty of setting one up. Tuck (2008) claims that CRM projects shifted the organizational focus to deploying and operating the software package instead of targeting business processes that would deliver the segmented information in a useful way to the organization. Crosby and Caroll III (2008) realized the difficulty in the customer management and suggested the following guidelines to help the organization better manage its customers: 1. Stated customer goal: state customers expectations or what they would like to receive from their relationship with the organization, then match them with the organizations internal goals. 2. Set clear customer strategy to better serve the customer. The organizations can excel in “operational excellence” like Southwest airline does or “product leadership” like Apple’s innovative products or “customer intimacy” in the way Ritz-Carlton treat their customers. These strategies would help serve and retain the customers. 3. Define customer governance by appointing a chief customer officer with a team and resources to govern the customer’s needs. 4. Create roadmap for the customer’s external and internal goals and support them with a strategy that ensures an adequate budget to the communication and motivation plans. The three articles discuss the ease in losing the CRM focus to other unrelated issues like setting up the CRM software package or forcing the CRM program into an organization while it is not ready for the change required for CRM program.

Crosby, L., & Carroll III, J. (2008). Weather the storms. Marketing Management, 17(1), 14-15. Payne, A., & Frow, P. (2006). Customer relationship management: From strategy to implementation. Journal of Marketing Management, 22(1/2), 135-168.

Tuck, S. (2008). Is MDM the route to the Holy Grail? Journal of Database Marketing & Customer Strategy Management, 15(4), 218-220.

The Opposite way

I have been taking almost the same highway every day to work. I am lucky to be working outside of Kuwait city. The big advantage I had is going in the opposite direction of the traffic every day. While most of the people are driving into the city, I will be going out and the same situation is when I am coming back home from work in the afternoon. I took this picture one day (6:30 am) while going to work and you may notice the difference in the traffic on both sides of the highway. I usually listen to an audio book or podcast while driving. No traffic jams, no stress no nonsense!

What kind of Leadership do you need

Behavior-based Safety (BBS) is intangible process with intangible results. Implementing BBS process in an organization will require a great effort form the leader. A general definition of a leader is set by (Navahandi, 2006) as “any person who influences individuals and groups within an organization, helps them in the establishment of goals, and guides them toward achievement of those goals, thereby allowing them to be effective.”
The transformational leadership style was first introduced by the Pulitzer-Prize-winner James M. Burns, who is one of the first scholars who identified the transformational leadership theory in 1978 (Jandaghi, Matin, & Farjami, 2008). The transformational leader guides the followers to solve the organizations problems and improve their businesses by changing the way they look at the problem. This kind of leaders motivates the followers to gain support for their visions (Judge, & Bono, 2000). The transformational leaders are motivators and usually charismatic. Such leaders will always think of new ways to serve their organizations.
Transformational leaders have common traits identified by Clawson (2008) to be:
1. Change agents
2. Daring but not carless
3. Trust their followers and facilitate requirements
4. Originate set of principles and values for themselves and their followers.
5. Open for new ideas and welling to change in favor of the others.
6. Intellectual.
7. Trust their intuitions.
A study by Smith, Montagno, Kuzmenko,(2004) concluded that transformational leadership would be best used in a dynamic organization to reap its benefits. Such visionary organizations have empowered employees with greater responsibility that needs to innovate and take risk. Transformational leader will be the best leader to setup BBS process in the organization and mange the change associated with it.

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Best things in …

The best things in life are free. Waking up to a beautiful view like this unwind the person even if his past day was difficult. I found that appreciating the simple and beautiful things are rewarding more than the expensive therapeutic sessions. Enjoy life!

Morning walk

One of the things I like to do is walking. I usually listen to an audio-book while enjoying the scenery. One can be optimistic to have nice weather in Kuwait to walk, but unfortunately I use the hot weather as an excuse for replacing the healthy walk by a cheesecake.
When I travel outside Kuwait I try to maximize my walking routine. The picture here is during my early morning walk in the Hyde park in London earlier this month.

Interview in Kuwait Ratio station

I took this picture yesterday during my interview in Kuwait Radio station. The subject was focusing on the petroleum industry in Kuwait.

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