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ABSTRACT
This study investigates the implementation of a Customer Relationship Management (CRM) initiative within ESB International1 (ESBI). During 2003, ESBI used the European Foundation for Quality Management (EFQM) Business Excellence framework2 to identify key business areas for improvement. CRM was one such area. Initially ESBI reorganised its business structure around customer key accounts, effectively implementing a customer-centric business model prior to the implementation of the CRM initiative in 2004. Qualitative research was conducted with senior management via in-depth interviews. Research findings suggest that the key success factors for CRM implementation in ESBI include senior management commitment and leadership, clear strategic planning and a coordinated and targeted programme which successfully combines organisational and process changes with the application of new technology.
INTRODUCTION
Strategic, organisational and technological issues are all important in achieving CRM success (Roberts et al., 2005). Companies who have successfully implemented CRM initiatives develop a clear business case and implementation framework, with a targeted plan to make it happen (Almquist et al., 2002). Such companies adopt a pragmatic, disciplined approach to CRM implementation, launching highly focused projects that are relatively narrow in their scope and modest in their goals (Rigby and Ledingham, 2004). While both technology and business processes are critical to CRM implementation, successful firms view technology as a tool to help build profitable customer relationships while recognising that individual employees are the building blocks (Almquist et al., 2002; Chen and Popovich, 2003). Research supports the contention that CRM strategies that are clearly linked to business objectives have a much greater likelihood of success (Agrawal, 2004). Top management support and commitment is a key success factor for the implementation of CRM in organisations. Employee resistance is a risk associated with CRM implementation which can be overcome by involving end users in all stages of the CRM development process (Xu et al., 2002; Harding et al., 2004). The paper proceeds with a literature review, the qualitative research methodology is outlined and a case study of the central organisation ESBI is presented. A critique of CRM literature and the obstacles encountered in CRM implementation is beyond the scope of this particular paper which is focused on examining the criteria underpinning the successful implementation of CRM initiatives. These criteria are then analysed in the...