Paradigm Shift


پروپوزال پایان نامه من در دانشگاه تربیت مدرس و لولئو سوئد

                           RESEARCH  PROPOSAL

MSc in "INDUTRIAL MARKETING & E-COMMERCE"

 

Title:  Why do CRM Projects fail in Iranian indutrial relations? From the prespective of implementers.

Background (Problem definition and research main question):

Customer relationship management is a modern philosophy based on information technology which its implementation needs some pre-steps such as "designing the Strategy", "market profiling", "Knowledge Management", "Business Process Re-engineering", and "evaluation system". However the final goal of this philosophy is to retain customers more durably but there is a disguise in its rate of effectiveness when we see it as "in different modules".

It means that we are not sure which element and component of CRM help us to enhance our relationship with our customer and how much each component works. To understand that and according to literature, we have to find climacteric points of CRM.

Therefore, the main research problem is:

 

Discovering main factors affecting successful implementing CRM and: as a result of examining them: reasons of CRM failures.

In fact we don't have the amount of effectiveness of each of these factors and ways of evaluating each of CSFs! So "serially" the main questions are:

·   What are the exigent points & critical success factors for implementing CRM?

         ·   What are the "metrics" for each of these CSF and the rate of effectiveness of each of these metrics?

         ·   Why do CRM projects fail in Iranian industrial relations?

 

Research Objective:

So this research will consider the CSFs of CRM and the rate of effectiveness of each of their metrics in the total similar industrial projects in Iran. We'll find out which metrics of the CSF are they putting emphasize and which are they ignoring? And because of the special atmosphere among Iranian managers, the research will be done from the perspective of advisors and implementers. This is the research objective to find out the failure reasons in CRM projects in Iran from the perspective of implementers and advisors with examining the critical success factors and metrics for each of these CSFs that these advisors are paying attention and taking care of.

Of course after presenting their attitudes toward each of these CSF; there opinions will be compared with the validated literature.

Method:

Now as some CSFs & their metrics were found out by others according to literature; I can now shape my hypothesis for the CSFs and sub-hypothesis for metrics. I decide to use structural interviews with some very high-wrought CRM advisors and University Professors; as my pilot test to validate my chosen metrics in the following questionnaire. Then I will revise my main hypothesis for CSFs and also sub-hypothesis for the metrics according to these experts' ideas and the validated questionnaire will be ready for my statistical survey in chosen society. So the methodology here is clearly identified as "self-administrated" with using this questionnaire for CRM-implementer companies in Iran as my data gathering method. The random sample will be driven out from their community list and from their promotions in "Tehran Automation Exhibition". By community list I mean those of managerial consultants and software companies and institutes who claim to be CRM designers in their promotions. Since I know most of them [because of myself interests I have been looking for them, & working with them during the last years]; I can ask them to take part in my intelligent survey and fill out the questionnaire. Of course I will ask their demographic properties and their projects' and their role and then accordingly ask to fill out the questionnaire! The results will show the rate of their wrong or right efforts and their understanding from each of these CRM CSF and the metrics. Then the un-rejected hypothesis will be considered and rated by statistical analysis to test the correlations analysis of factors with metrics to find out their role in the field "failure", & finally the "ideas of these advisors" will be classified, compared to literature and presented.

The following diagram shows the how the major hypothesis and sub-hypothesis are shaped.

دیاگرام متدولوژی تحقیق

Timescale:

Since the first and second chapters were approximately finished, Designing the questionnaire for pilot test, validating it and data gathering (and related works) will at least take for more than 5 full month time. [I wish that I could do my survey in an online questionnaire but according to the conditions of data-gathering and sense of negative competing between advisors (There is always something in the air not to help!) I have to do it on papers and even some face to face interviews to persuade them to participate.] So these steps shall be finished in [less than] half a year. And the left shall be done in two month all from statistical analysis to typing and presenting the results. So the research must be ready around September or the month next.

References:

  1. Mendoza L. E. Marius A. Pérez M. Grimán A. C. Critical success factors for customer relationship management strategy. In: (ELSEVIER) Sciencedirect.com

  1. Johansson J., Sparredal J., (2005). CRM in e-Business. Luleå University of Technology. M.Sc. Thesis., e-Published.

  1. Leo Y.M. Sin, Alan C.B. Tse and Frederick H.K. Yim. (2004) CRM: conceptualization and scale development.  www.emeraldinsight.com/0309-0566.htm 

  1. Ghavami. A, Olyaei A. (2006), The impact of CRM on customer retention, Luleå University of Technology. Thesis., e-Published. Pp 8-24. p36. Pp 42-47

  1. Brenner W., Salomann H., Dous M., and Kolbe L. (2005). Customer Relationship Management Survey. in: Journal of Institute of Information Management, University of St. Gallen V:24 P 31-37

  1. Buehrer, R,  Mueller C. D., Approach to overcome existing limitations for CRM-implementation, SNF-Research Project. University of St. Gallen

  1. Verhof P.C & Longerack F. (2002) Eleven misconceptions about CRM, Business Strategy Review, Volume 13 Issue 4, pp 70-76

 

 (Only the Key Articles & more important ones; are Presented above)

Bahman Moqimi. Feb 6th, 2007  


Bahman Moghimi