The termpaper eCRM: Using the internet for customer relationship management at the TQU Academy describes the usage of eCRM-systems in a practical example. It gives an overview of the theoretical concepts and models used, describes the application of the models to the TQU Academy situation and closes with consequences of the application and recommendations.
Table of Contents
1. Description of the business environment and the current situation
1.1 Business strategy & model of TQU Academy
1.2 Current internet usage of www.tqu.com
1.3 TQU Academy´s CRM-system (MIS)
2. Overview of the theoretical concepts and models used
2.1 Mayor types of information systems in organizations
2.2 Expanded model of the marketing process by Kotler
2.3 Value Chain Model
2.4 Customer Relationship Management (CRM)
3. Application of the models to the TQU Academy situation
3.1 TQU Academy´s point of view
3.2 Lecturers point of view
3.3 Customers point of view
4. Consequences of the application/ recommendations
4.1 Strategy aspects
4.2 Process aspects
4.3 People aspects
4.4 Technology aspects
5. Summary and conclusion
Research Objectives and Key Topics
This paper evaluates the potential for implementing an eCRM (Electronic Customer Relationship Management) system at the TQU Academy. The primary objective is to overcome current limitations in data integration, improve interactions between the institution, its lecturers, and its customers, and provide recommendations for a successful digital transformation.
- Analysis of existing business strategies and current IT infrastructure.
- Application of theoretical models (Value Chain, Kotler’s marketing process) to the specific academy context.
- Evaluation of benefits for stakeholders: the institution, lecturers, and customers.
- Consideration of implementation factors including strategy, process, people, and technology.
Excerpt from the Book
3.3 Customers point of view
Besides TQU Academy and lecturers, customers would take advantage of an eCRM system, too. Like often used in the travel business (e. g. air carriers or railway companies), customers could get a personal login. After entering the course system, the user could administrate his/ her seminars. Changes and cancellations would be easier and faster and a review could allow reprinting the confirmation of participation at people’s home or work place at any time, without asking administration department of TQU Academy for it. The customer self-administration of the seminars is clearer, more available and more flexible than handling issues with interconnected administration department (cp. chapter 2.4 – advantages of eCRM: Dietrich, 2006).
Another advantage would be personalisation. As a customer has decided attending a specific seminar, he/ she would receive workbook recommendations that fit the chosen topic – like already known from amazon´s book recommendations (“People buying these books were also interested in …”). Newsletters could be personalized, too: when signing up for a newsletter, the user selects exactly the themes he/ she is interested in receiving. Furthermore, seminar recommendations and last minute offers, in which the customer could be interested, would be send to him/ her.
Summary of Chapters
1. Description of the business environment and the current situation: Introduces the TQU Academy, its business model, and the current state of its offline-based CRM system and internet usage.
2. Overview of the theoretical concepts and models used: Outlines essential theoretical frameworks, including types of information systems, the marketing process model, the Value Chain Model, and CRM principles.
3. Application of the models to the TQU Academy situation: Analyzes how eCRM concepts can be applied from the specific perspectives of the academy management, lecturers, and customers.
4. Consequences of the application/ recommendations: Examines the organizational implications of eCRM, focusing on strategic, process, people, and technology aspects.
5. Summary and conclusion: Summarizes the findings, confirming the high advisability of implementing an eCRM system to drive future growth and efficiency.
Keywords
eCRM, Customer Relationship Management, TQU Academy, Information Technology, Marketing, Sales, Business Strategy, Value Chain Model, Digital Transformation, Organizational Change, Process Automation, Personalization, Lecturers, Seminar Management, Management Information System
Frequently Asked Questions
What is the primary focus of this study?
The study focuses on the potential for introducing an eCRM system to replace or extend the current manual, Microsoft Access-based CRM system used at TQU Academy to improve customer interactions and operational efficiency.
Which theoretical models are applied to the TQU Academy?
The author utilizes Laudon’s information system classifications, Kotler’s marketing process model, and Porter’s Value Chain model to assess the academy's current situation and potential improvements.
What is the main research question?
The research explores how the TQU Academy can leverage eCRM technology to better integrate its business processes and enhance the experience for its customers and lecturers.
What scientific methods were employed?
The paper uses a descriptive analysis of current business practices combined with the application of established management and IT frameworks to derive strategic recommendations.
What key aspects are discussed in the implementation section?
The paper breaks down implementation consequences into four distinct areas: strategy, processes, people (change management), and technology infrastructure.
Which keywords define this work?
Key terms include eCRM, Business Strategy, TQU Academy, Value Chain, Organizational Change, and Information Technology.
How would customers benefit from the proposed eCRM system?
Customers would gain self-administration capabilities for their seminar bookings, personalized course recommendations, and improved access to documentation without relying on the academy's administration.
How does the "Führerscheinmodell" interact with the proposed eCRM?
The "Führerscheinmodell" involves a learning phase spread over several weeks; an eCRM could facilitate communication between the lecturer and participants during the breaks via email or web portals.
What is the author's final conclusion regarding implementation?
The author concludes that implementing an eCRM system is highly advisable and necessary for the academy's future growth and competitive success.
- Quote paper
- Dipl.-Informationswirt Peter Schust (Author), 2007, eCRM: Using the internet for customer relationship management at the TQU Academy, Munich, GRIN Verlag, https://www.grin.com/document/114008
