QUALITATIVE INVESTIGATION OF TAM
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organization to quickly collect, organize, and analyze various customer data to boost information
flow within the company and with clients or other external stakeholders (Cieciora et al., 2020).
The main hypothesis for this study was that the main critical success factor for successful CRM
implementation was a thorough pre-implementation analysis and a sufficient number of financial
resources for implementation. A survey questionnaire was issued to information and
communication technology specialists ( N = 83). Respondents were asked to evaluate the
significance of nine critical success factors for CRM implementation on a five-point Likert scale
in order of importance. The results of this study show that the most important factor for CRM
implementation was a thorough pre- implementation analysis of the company’s needs . Two
additional factors included having sufficient financial resources and good communication with
an external company providing the CRM. Additionally, respondents indicated other important
factors, such as the skills and experience of the implementation service provider, preparation of
employees to implement and use the system before starting implementation, support of top
managers, and reorganization of the company that matched the best conditions after
implementation.
Research by Khanh et al. (2021) highlighted the impact of organizational factors on CRM
success implementation and proposed a CRM framework with direct and indirect effects on
organizational factors, data quality, and CRM strategy. One observation of this study is
distinguishing between CRM as a process or philosophy and labeling e-CRM as the technology
used to maintain customer relationships or a technology strategy focused on marketing activities
across all business operations (Khanh et al., 2021). Aside from organizational factors influencing
CRM success implementation, this study also considered other factors influencing CRM success,
such as customer orientation, knowledge management, data quality, and CRM strategy. Data for
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