CRM Implementation: A Case Study

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CRM Implementation A Case Study

• Presented by Jessica Chen
• NCU

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Background of Research Site

• Y3C group started out as a manufacturer
• Branched into the retailing sector over 10 years
  ago
• Being a leader in the retail market

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Chairman X

• Wild hero, pepper, domination, innovative,
  aggressive, and perfection.
• Domination
• To beat his rivals, he often filled the
  marketplace with the lowest prices, which forced
  others to follow suit.
• Innovative
• Adopting new managerial fads quickly.

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Adopting CRM

• External professional as the catalyze of CRM
  initiation
• CRM implementation cannot stop
• Coercive power from company president
• Information infrastructure for CRM.
• CR marketing is in a state of virtual neglect

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Marketing Practice in Y3C Sprinting for No. 1

• Fierce Price promotions
• Aggressive outlet expansion
• Intensive member
• Quantitative-base performance evaluation

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Ceremonial Adoption of CRM in Y3C

• Little resources were putted in CR marketing
• Only one user, not dedicated in CRM
• 1 CR campaign/2 months
• Most frequently used functioncustomer listing
• ERP can do it too
• Performance evaluationnone

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Why CRM

• Focusing on quality more than quantity
• Customer loyalty vs. Market shares
• Sales vs. profits
• Efficiency
• Customer Knowledge
• Customer contribution
• Small target

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Institutional-conflicts of CRM Adoption

• Innovation vs. Internalization
• Long-term goal and shot-term gain.
• Management philosophy in service industry vs. In
  manufacture industry
• Property right
• People come and go, new ideology cannot be
  institutionalized

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Practice Adoption

• Practice adoption
• Implementation Internalization.
• Ceremonial adoption
• Practice adoption - Internalization
• Implementation (action without mindsets required).

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Institutionalization/Internalization in Practice
Adoption

• Implementation
• Expressed in the external and objective behaviors
  and the actions required
• Institutionalization/Internalization
• A state in which the employees view the practice
  as valuable and become committed to the practice.
• The change from outer to inner regulation
• Only when the values embedded in extrinsic
  practice infuse into an individuals ideology and
  are smoothly and unconflictfully exercised that
  internalization is complete

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Conclusions
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Q A