TITLE:
Customer Strategy for Implementing Customer Relationship Management in Corporation with the Value-Based Network Analysis Approach
AUTHORS:
Ebrahim Kalani, Alireza Elhami, Mahshid Mashreghi, Reza Baradaran Kazem-Zadeh, Ehsan Kamrani
KEYWORDS:
Customer Relationship Management, Customer Value, Customer Lifetime Value, Value Network, Value Loop, Network Value Analysis
JOURNAL NAME:
American Journal of Industrial and Business Management,
Vol.8 No.3,
March
20,
2018
ABSTRACT: With the new technology, organizations increasingly
recognize the importance of managing customer relationships, and many of them
have been deployed to customer relationship management (CRM) in order to serve
customers better and build close relationships with them. On the other hand,
the recognition of valued customers and their management has become an
important issue. In today’s world, the business market is a complex network of
tangible and intangible value relationships whose identification and optimal
management is important. If these relationships are not optimally managed, it
can lead to a great deal of harm to the organization and; on the other hand, if these relationships can be
properly identified and managed, they can organize huge profits with the least
cost. In this article, the target organization that focuses on the network, as
well as its corporate clients, has been reviewed, and a model for explaining
customer strategy for implementing CRM in a company (Saba Corporation in Iran)
as an example has been presented. Further, on the characteristics of its
customers, the organization’s policy has also been implemented. To do this,
first, corporate customers focus on the value they focus on (customer lifetime
value or CLV), and then the value chain will be implemented across the
different segments of the corporate customer focus. By implementing the value
chain among the various sections of the corporate customers, the hub can design
suitable marketing programs for managing value paths and allocate appropriate
budgets for each path.