QUALITATIVE INVESTIGATION OF TAM
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encouraged to use the transparent marketing approach. Additionally, these recommendations
note that the interface containing core processes such as marketing, sales, inventory, distribution,
and finance is complex and should be developed with a holistic approach rather than piecemeal
development. Finally, they also recommended that a key factor in project success is close
cooperation between IT and customer management functions.
Xu et al. (2002) were concerned with the issue of how to apply cutting-edge CRM
solutions in the aftermath of the information technology era. They highlight that CRM solutions
emerged in the late 1980s to automate and standardize internal processes related to acquiring,
servicing, and keeping customers. This research examined the characteristics of CRM, and the
first characteristic identified was Salesforce automation and how CRM systems house customer,
deal, product, and competitor information together for Salesforce retrieval (Xu et al., 2002).
Additionally, Xu et al. (2002) emphasize customer service as a characteristic of CRM
technologies to help improve an organization ’ s abandonment rate through tracking, monitoring,
and measuring customer service responses. The third characteristic is marketing automation,
which provides the most up-to- date information on customers’ buying habits so that the most
effective marketing campaigns can be achieved. Using CRM, marketing intelligence, customer
database, and communication technologie s in combination can better address customers’
individual needs and allow a company to capture a market before its competitors. Finally, field
service is another characteristic of CRM that allows remote staff to quickly and effectively
communicate with customer service personnel to meet customer expectations.
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Technology Acceptance Model
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