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Paper sharing_An integrated framework of change management for social CRM implementation


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Paper sharing_An integrated framework of change management for social CRM implementation

  1. 1. From Information Systems and e-Business Management Mona Jami Pour1 · Mahnaz Hosseinzadeh Presenter CHEN,YOU-SHENG (Shane) 2023/01/19 An integrated framework of change management for social CRM implementation
  2. 2. JCR For Information Systems and e-Business Management /25 1
  3. 3. 組織變革的因素 /25 2 取自 https://sites.google.com/site/1011zuzhixinlixuedishizu/OCnSM/forces-for-change https://wiki.mbalib.com/zh-tw/社会化客户关系管理 變革(change) 將事物變得不同於以往。 社會化客戶關係管理 (Social CRM) 是通過社群媒體(Social Media)與客戶 建立緊密聯繫,在客群媒體中與客戶 互動,並通過社群媒體中提供更快速 和周到的個性化服務來吸引和保持更 多的客戶。
  4. 4. 2 Literature review 1 Introduction 3 Research methodology 4 Findings 5 Implications 6 Conclusion Table of contents
  5. 5. Developing a framework to determine change management requirements for successful implementation of social CRM in the organizations Purpose Findings Methodology To fill in this theoretical gap by exploring the change management requirements of social CRM initiatives in the organizational level Best–Worst Method is applied to calculate the weights of each change requirement
  6. 6. /25 5 Originality To identify the change management requirements for successful implementation of social CRM systems. To prioritize and weight the requirements based on their importance for success.
  7. 7. /25 6 Introduction Managing and sharing the customers insights could be far valuable for organizations (gu n et al. 2014; Khodaarami and Chan 2014; Karga- ran et al. 2017) Based on lpha report (2018), CRM maret potential is projected to be US$ 82B by 2025 with the growth of 12% annually Many organizations use social media channels to improve customer support and direct the mareting programs (Turban et al. 2018) Social CRM adds two dimensions to CRM; social media and people
  8. 8. /25 7 Introduction Social CRM a truly customer-centric approach enhances interactions between firms and customers improves the customers involvement and support customers nowledge acquisition value co-creation service innovation firm performa
  9. 9. /25 8 Introduction the successful implementation of social CRM systems has largely remained vague and underexplored (Cheng and Shiu 2018) the success relies at the core on a fundamental change in the organizational culture, organizational commitment while applying social media strategy, businesses often need to mae changes in their activities, structures and services (Van der Voet et al. 2016) a more comprehensive framewor is needed to identify the success factors regarding the whole change process
  10. 10. /25 9 Success factors of social CRM many organizations face various challenges to develop and maintain social media in order to improve the customers relations (Cheng and Shiu 2018; Yahav et al. 2020). many researches have attempted to address success factors most of the CRM implementation success factors in the literature have focused on the technical part of social
  11. 11. /25 10 Success factors of social CRM
  12. 12. /25 11 Change management unfreezing movement refreezing ewin model is the most well-nown model for organizational development practices (Vaola 2013; Drzensy et al. 2012) focus on creating awareness and dissatisfaction with the current state in individuals to prepare them for initial adoption of change is done and individuals begin to embrace new engage changes in the organization al daily activities (ippert and Davis 200
  13. 13. /25 12
  14. 14. Research methodology 01 literature review was done by using eywords including social media, CRM, social CRM success factors, and change management 283 Articles 106 Articles - related 45 Articles - research’s analysis
  15. 15. /25 14 the change process requirements of Halt et al. (2007) were taen as the main categories Research methodology Content of change Context of change Process Individuals what is needed for initiatives to be able to apply the change as current internal and external conditions affecting organizational effectiveness justifying the change legitimizes the actions the development of clear and common goals the high-quality worforce participation and commitment of supervisors development of team sills
  16. 16. Research methodology 02 the opinions of the most experienced experts in Iranian social CRM maret • completely expert in both practical and academic • all the academics had got PhD degree in mareting strategy 10 experts 4 top manager 2 academics >5Y 2 academics >10Y Upon the expert viewpoints, the initial framewor was verified and two extra sub- factors were added into the list
  17. 17. Research methodology 03 the respondents were representatives of a wide variety of businesses • both the business and consumer marets and had deployed social CRM systems successfully • the five-point iert scale • total reliability was 0.84 • 51 cases were selected • 47 completed questionnaires were received after 7 wees • 50.4% of the companies were B2B • ages was distributed between 45 and 50 years
  18. 18. /25 17 Research methodology
  19. 19. Research methodology 04 to identify the most and the least important factors • the panel consensus approach • the same participants as in step 2 • Pair-wise comparison questionnaires were designed in accordance with Rezaeis conventional BWM questionnaire format • after around 1 h, the participants arrived at a common consensus about the most and the least important
  20. 20. Research methodology 05 to determine the stage of change management process to which each of the identified sub- factors was related • a focus group of experts, consisting of the experts of step 2 plus two additional experts in the field of change management
  21. 21. /25 20 Findings BWM was used to specify the weight of each main factor and sub-factor for successful change management of social CRM implementation
  22. 22. /25 21 Findings Content of change Context of change Individual factors Process the models were solved by using the ingo software and the local weights of the main factors and sub-factors were obtained
  23. 23. /25 22 Findings
  24. 24. /25 23 Findings
  25. 25. /25 24 Implications • a probable research direction is to assess the applicability of the results in business contexts over different countries • the suggested framewor contains the most important international experiences • organizations should consider contextual, human, and techno- logical issues, as well as the process of change • designing a clear and comprehensive customer orientation strategy, setting clear objectives about changes to motivate employees, developing accurate action plan, etc
  26. 26. 2.the developed framewor is theoretically presented 3.not studying the possible interdependencies among the identified factors in raning /25 25 Limitations 1.the study sample was broad exploring the applicability of the findings to different industries, contexts, and countries is encouraged simulated by dynamic simulation approaches
  27. 27. Development and implementation of social CRM as a complex process requires high attention to changes and managing them /25 26 Conclusion Our findings extend the existing knowledge regarding the successful implementation of social CRM implementation The current research answers the question how an organization can successfully manage necessary changes as to social CRM implementation
  28. 28. Thank you
  29. 29. Jami Pour, M., Hosseinzadeh, M. An integrated framework of change management for social CRM implementation. Inf Syst E-Bus Manage 19, 43–75 (2021). https://doi.org/10.1007/s10257-020- 00479-z Lewin 的三步驟模式 https://sites.google.com/site/1011zuzhixinlixuedishizu/OCnSM/approaches-to-managing- organizational-change/lewins-three-step-model 社会化客户关系管理(Social Customer Relationship Management,SCRM) https://wiki.mbalib.com/wiki/%E7%A4%BE%E4%BC%9A%E5%8C%96%E5%AE%A2%E6%88%B7%E 5%85%B3%E7%B3%BB%E7%AE%A1%E7%90%86 Readiness for Organizational Change: The Systematic Development of a Scale https://journals.sagepub.com/doi/10.1177/0021886306295295 RESOURCES

Hinweis der Redaktion

  • 最佳最差方法(BWM) 是最近引入的一种多标准决策(MCDM) 方法
  • 確定成功實施社交 CRM 系統的變革管理要求。
  • 許多組織使用社群媒體渠道來改善客戶支持並指導市場行銷計劃(Turban 等人,2018 年)
  • 社交 CRM 系統的成功實施在很大程度上仍然含糊不清且未得到充分探索(Cheng 和 Shiu 2018)
    需要一個更全面的框架來確定整個變革過程的成功因素動、結構和服務(Van der Voet 等人,2016 年)
  • 許多組織在開發和維護社交媒體以改善客戶關係方面面臨著各種挑戰(Cheng 和 Shiu 2018;Yahav 等人 2020)。


    文獻中的大多數 CRM 實施成功因素都集中在社交 CRM 實施的技術部分(Ata 和 Toker 2012)
  • 解凍(unfreezing):致力變革,以克服個人抗拒及團體壓力。
    驅動力(driving forces):讓員工行為不同於以往的力量。
    約束力(restraining forces):阻礙脫離現狀的力量。

  • 通過使用包括社群媒體、CRM、社會化 CRM 成功因素和變革管理在內的關鍵詞進行文獻綜述
  • 變革內容:倡議能夠應用變革的“需要什麼”
  • 伊朗社群CRM市場最有經驗專家的意見
  • 新增
    市場上是否存在合格的Social crm供應商

    刪除 支持社群媒體使用的法律法規
  • 專家組共識方法
    與步驟 2 中相同的參與者
    成對比較問卷是根據 Rezaei 的常規 BWM 問卷格式設計的
    大約 1 小時後,參與者就最重要和最不重要的因素達成共識
    在不同的兩天里花了大約 8 個小時,直到他們得出一個共同的解決方案
  • 確定每個已識別的子因素相關的變更管理過程的階段

    專家焦點小組,由第 2 步的專家和另外兩名變革管理領域的專家組成
  • 利用Lingo軟件求解模型,得到主因子和子因子的局部權重
  • 一個可能的研究方向是評估結果在不同國家商業環境中的適用性




    適當的技術基礎設施(硬件、軟件、網絡等),存在保護用戶隱私的可能性,使用 BI/大數據技術處理非結構化客戶信息和客戶投訴管理,通過社交 CRM 和使用 Web 2.0 工具
  • 研究樣本廣泛:鼓勵探索研究結果對不同行業、環境和國家的適用性


  • 社交 CRM 的開發和實施是一個複雜的過程,需要高度關注變化並對其進行管理

    我們的發現擴展了關於成功實施社交 CRM 實施的現有知識

    目前的研究回答了組織如何成功管理社會 CRM 實施的必要變化的問題
  • 社交 CRM 的開發和實施是一個複雜的過程,需要高度關注變化並對其進行管理

    我們的發現擴展了關於成功實施社交 CRM 實施的現有知識

    目前的研究回答了組織如何成功管理社會 CRM 實施的必要變化的問題