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Customer relationship management (CRM) indicates a comprehensive strategy and an interactive process intended to achieve an optimum balance between corporate investment and the satisfaction of customer needs to generate the maximum profit. E‐CRM refers to CRM using internet technology plus a database, OLAP, data warehouse, data mining, etc. In order to gain an understanding of the efficiency of implementing an e‐CRM system within the library context, to develop theoretically and empirically an evaluation process for the e‐CRM system and survey its impact on service quality, a pilot scheme was initiated in 2004. The pilot scheme was to design and implement an e‐CRM prototype system for a particular academic library in Taiwan and to survey the system's performances. This paper aims to discuss this matter.

The case study methodology was chosen for this preliminary study. A prototype e‐CRM system was designed and built for an academic library in Taiwan. To measure its service quality, a questionnaire survey was conducted.

It was found that the respondents have the relatively highest perception scores related to the library's trying to improve its service quality, and the relatively lowest perception scores for the system's capability of keeping a promise. In general, the respondents' perception toward e‐CRM service quality was either neutral or positive.

A workable methodology for measuring the e‐CRM service quality in a particular academic library is presented, and information about the service being evaluated is gathered.

Two strengths of the preliminary study are that a prototype e‐CRM system is designed and implemented in an academic library and a measurement instrument is devised. These will both be useful to other libraries.

The purpose of this paper is to define objectives for Customer Relationship Management (CRM) system adoption. The objectives provide a theoretical basis for strategizing about CRM system adoption. The objectives also provide managers to clearly direct CRM system adoption, thus ensuring a highly successful outcome.

The authors conducted a sequential multi-method research in Europe. The initial qualitative phase constituted 62 in-depth interviews. Using Keeney’s (1992) value-focused thinking approach, the authors defined 102 CRM system adoption objectives. Quantitative purification techniques, using a sample of 210 organisations, a more parsimonious set of objectives were developed. The complete set of objectives were classified into fundamental and means objectives.

Results present three fundamental and three means objectives. These objectives allow for successful CRM system adoption. The three fundamental objectives are: maximise CRM organisational culture; ensure an effective relationship with CRM providers; and minimise CRM project risks. The three means objectives are: maximise CRM usage, maximise relational marketing capabilities, maximise CRM orientation.

This study provides strategic objectives that can be used by companies to plan adoption of a CRM system. Hence the fundamental and means objectives take the form a strategic planning template.

Although technology adoption has been well researched and has also been extended to address CRM systems, the focus has largely been behavioural. The strategic objectives for CRM system adoption, presented in this paper, are novel. Objectives enable decision making and resource planning. The combination of fundamental and means objectives provide a theoretical basis for ensuring successful CRM system adoption.

Nowadays, businesses globally are scrambling to keep up with the latest trend of adopting Information Technology (IT) tools like electronic customer relationship management (E-CRM). The study aims to examine and describe the impact of information availability, system security and quality on consumer satisfaction and E-CRM efficacy in shopping websites.

Communication in the period of the fourth industrial revolution was performed face to face and via the use of technological communication tools. The growth of information and communication technology (ICT) has compelled businesses to embrace E-CRM to strengthen client relationships and boost profitability, loyalty and satisfaction. E-CRM is implemented to establish communication with customers. So the major goal of the investigation is to look at the function of influencing variables in E-CRM system efficiency in online buying. The present study's statistical population is limitless. The sample size for structural equations is determined to be 384, utilizing the sample measurement technique. A research framework is developed with four hypotheses resulting from previous research to measure the sample. SMART PLS software is used to assess the suggested model and the data received from the questionnaire.

According to the findings, availability of information, information quality and security influence user satisfaction. Therefore, considering the dimensions could be a great step in the improvement of the E-CRM effectiveness. The outcomes also showed that online shopping sites should help customers observe the accordance between the received services and their needs' features.

Despite many efforts to complete the article, the low sample size is one of the limitations of this article. Also, the study has only been evaluated in one country, so generalization of results should be made with caution.

The E-CRM process is a continuous learning process where information about the customer is transformed into a customer relationship. Also, customer satisfaction is the core concern of any system, and such systems must assess customer satisfaction levels by incorporating a procedure. Many research findings show that development managers try to enhance the quality of the relationship with development managers' customers. The study recommends that both designers and managers focus on security, system quality and access to information to boost customer satisfaction.

The research discusses and identifies the key factors that must be considered while providing the solutions of E-CRM. The study helps managers to accelerate E-CRM systems. Also, the paper supports the field of the managers-orientated perspective in E-CRM.

The purpose of this paper is to develop and test a theoretical model to measure the impact of enterprise resource planning (ERP) and customer relationship management (CRM) systems and moderating relationships of system and process integration on business value.

ERP and CRM systems are analysed with the resource-based view theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organisation.

ERP system is found to be an important asset to business value, but CRM systems’ impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable.

The model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM.

Adopting an ERP system and ensuring system integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, process integration with ERP system must be ensured.

This study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.

This paper aims to examine how customer relationship management (CRM) systems are implemented in practice with a focus on the strategic application, i.e. how analytical CRM systems are used to support customer knowledge acquisition and how such a system can be developed.

The current practice of CRM application is based on examining data reported from a four‐year survey of CRM applications in the UK and an evaluation of CRM analytical functions provided by 20 leading software vendors. A conceptual model of an analytical CRM system for customer knowledge acquisition is developed based on the findings and literature review.

Current CRM systems are dominated by operational applications such as call centres. The application of analytical CRM has been low, and the provision of these systems is limited to a few leading software vendors.

The findings shed light on the potential area in which organisations can strategically use CRM systems. It also provides guidance for the IT industry as to how an analytical CRM system should be developed to support customer knowledge acquisition.

The latest findings on CRM systems application are reported, and an innovative analytical CRM system is proposed for customer knowledge acquisition.

The purpose of this paper is to identify the critical success factors (CSFs) for AI-integrated CRM system for better knowledge management (KM) in organizations to improve business process.

The factors critical for adoption of AI-integrated CRM system for efficient knowledge management are innumerable. The salient factors may be identified by several means. Methods like brainstorming and Delphi have been applied here. Sixteen CSFs have been identified. Then the interrelationship among these 16 factors, levels of their importance and the principal driving factors have been established by interpretative structural modelling (ISM) methodology.

The results show that out of 16 CSFs, leadership support, adequate fund and support of functional area leads are the most important CSFs for AI–CRM–KM integration.

The results show that support of top management is essential for successful adoption of AI-integrated CRM system for better knowledge management to improve the business process.

This paper has taken a novel attempt to identify CSFs for AI-integrated CRM adoption for efficient knowledge management system in organizations for improvement of business process and to establish interrelationship among those CSFs with the help of ISM methodology.

The purpose of this paper is to propose the important principles for successful CRM analytics (aCRM) in organizations.

The paper employs the approach of identifying the major critical business information needed for aCRM in organizations. The approach to identify the critical business is based on the cross‐pollination of information related to aCRM. Analyzing aCRM from the hybrid blends of business sources provides a clear understanding in a more realist dimension.

The paper finds that knowing what to capture is fundamental to business alignment of aCRM in a typical business environment.

The successful implementation of the principles of aCRM will help organizations to measure the effectiveness of their direct marketing activities.

The chosen research strategy was to survey aCRM in organizations that are being incorporated worldwide and analyze their content, looking for similarities and complementarities in their nature of business strategies. First, the paper identified existing aCRM systems, examining available listings of aCRM systems in organizations, and expanding them through Internet searches. The paper then collected detailed information on aCRM systems, and examined the descriptions, nature of organizations, their business strategies, their view on business values etc.

This case study was conducted with the purpose of discovering the possible barriers when a customer relationship management (CRM) implementing plan was initiated in the library context, and exploring its efficiency and effectiveness after implementation. The study aims to develop initial hunches or insights and to obtain concrete suggestions for a template to use in future developing and implementing efforts.

To understand the dynamics present within single, real‐life settings during the implementation process, the case study method was adopted.

The findings highlight the importance to overcome libraries' inexperience in terms of CRM implementation management, and demonstrate that the biggest challenge facing a library is to raise internal awareness of the CRM functions and capabilities that are now provided, and to educate library staff on how these functions and features operate.

The biggest problem of implementing a CRM system in academic libraries is to raise internal awareness of the functions and capabilities that are now provided, to educate library staff on how these functions and features operate, and to clarify the different roles played by the automation system, online reference service and the CRM system.

The initiation into CRM needs not only to address cultural issues, but deal with the fears and anxieties that library staff may have in relation to the adopting the CRM system.

The paper provides useful information for those wanting to implement a CRM system in a library context.

Current competitive challenges induced by globalization and advances in information technology have forced companies to focus on managing customer relationships, and in particular customer satisfaction, in order to efficiently maximize revenues. This paper reports exploratory research based on a mail survey addressed to the largest 1,000 Greek organizations. The objectives of the research were: to investigate the extent of the usage of customer‐ and market‐related knowledge management (KM) instruments and customer relationship management (CRM) systems by Greek organizations and their relationship with demographic and organizational variables; to investigate whether enterprises systematically carry out customer satisfaction and complaining behavior research; and to examine the impact of the type of the information system used and managers’ attitudes towards customer KM practices. In addition, a conceptual model of CRM development stages is proposed. The findings of the survey show that about half of the organizations of the sample do not adopt any CRM philosophy. The remaining organizations employ instruments to conduct customer satisfaction and other customer‐related research. However, according to the proposed model, they are positioned in the first, the preliminary CRM development stage. The findings also suggest that managers hold positive attitudes towards CRM and that there is no significant relationship between the type of the transactional information system used and the extent to which customer satisfaction research is performed by the organizations. The paper concludes by discussing the survey findings and proposing future research.

The paper aims to develop a comprehensive framework for adopting an information and communication technology (ICT)-enabled customer relationship management (CRM) system, toward strengthening and expanding the customer basis of the organization.

Advanced ICT-enabled CRM includes mobile CRM, AI integrated CRM and social CRM and several business organizations have already started exploring their advanced utilization for direct financial gain and indirect “soft” benefits. Most of them, however, are challenged in the process, due to lower-than-demanded adoption of such CRM systems. To deal with the issue, the paper methodologically applies a dual qualitative case study approach that ultimately develops an advanced comprehensive CRM adoption framework.

The key findings pertaining to the evaluation of organizations’ readiness to adopt advanced ICT-enabled CRM systems in terms of infrastructure and resources, the identification of the critical functional areas of the organization’s focus and the differences in the requisite approaches across industries and organization types.

In the context of the internet and social media, the analysis and management of customer big data and their transcription into useable information is crucial. Traditional and conventional CRM was deemed unable to address this need, thus necessitating the use of advanced ICT-enabled CRM. The proposed corresponding framework tangibly and practically, thus, directs businesses toward the successful deployment of ICT-based CRM systems.

This study constitutes a novel attempt to identify the issues of deployment of ICT-based CRM systems in an organization and proposes a comprehensive framework, which will enable organizations to overcome the barriers when adopting a new system.