INTRODUCTION
This paper reflects on an article about the integration of knowledge management system and CRM solution, its benefits and downside. In general a critical evaluation of how this relates to my understanding of the theoretical concepts of knowledge management, how KM creates value to organizations and its impact on business models.
The article discusses the challenges of integrating Knowledge Management Systems and technologies and why organizations should look into reviewing their business models to balance and maximize the value of integrating KM systems and technologies. It suggested an approach focused on balancing data and insights and also provides a contrast on the benefits and risks of the integration. I have decided to focus this reflection on 3 arguments as follows:
DISCUSSION
1. Theoretical Concept of Knowledge Management Systems: Delineation of terminologies.
The author did not describe or define KM and CRM giving a conflicting understanding of his ideas and perspective. His reference of KM and CRM are inconsistent, he used systems, solutions, applications and databases, when referring to KM and CRM yet unclear whether he meant the same thing.
As I relate this to what I have read about Knowledge Management, I begin to question what he really meant with KMS and CRM. From what I’ve studied, CRM is a KM system, a technology that develops knowledge about customers’ individual preferences and needs using knowledge repositories and knowledge discovery techniques. (Jashapara, 2004). Further to this, knowledge management system is defined as systems that manage organisational knowledge processes. (Jashapara, 2004). In this article, I think he sees KM as databases, policies, procedures and other information cap...
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...ent: An Integrated Approach (2nd ed.). Royal Holloway, London: Pearson
Malhotra, Y. (2005). Integrating knowledge management technologies in organizational business processes: Getting real time enterprises to deliver real business performance. Journal of Knowledge Management, 9(1), 7-28. Retrieved from http://stream.massey.ac.nz
Chatti, M.A. (2012) Knowledge Management: A Personal Knowledge Network Perspective.16(5), 829-831. Retrieved from http://stream.massey.ac.nz
Attensity, Solutions. Knowledge Base. (2014). Retrieved from http://www.attensity.com/de/solutions-3/attensity-service-suite/web-self-service/knowledge-base/#
Bose, R. & Sugumaran, V. (2003) Knowledge and Process Management: Journal of Corporate Transformation, 10(1), 3-17
Robertson, J. (2004, August). Developing a knowledge management strategy. KM Column. Retrieved from http://stream.massey.ac.nz
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
Or, then again perhaps, VTB can use the CRM structure to discover about better customer advantage, deliberately pitching, and market designs. According to Bang (2005) CRM is viewed as an educated business philosophy to make and keep up whole deal customer associations. For example, CRM system would be an enabling specialist of business comes about like future repeat purchases. VTB's should use the CRM as a focus business methodology to robotize customer advantage. All things considered, customers tend to put orchestrate at long last and expect the package passed on time. Henceforth, on the operational side, data must be gotten, fused, arranged and fulfilled, to satisfy its targets (Bang 2005). The operational viability of the CRM structure is to accumulate the data from customer to be deciphered later on to
Rankin is responsible for the technical implementation of the new customer relationship Management (CRM) software being installed for western and eastern sales offices in both cities. The software is badly needed to improve follow-up sales for his company, Reflex Systems. The current situation that Mr. Rankin is extremely difficult because the team members are the most important component of any project. What exactly is the situation? First, there is a lack of passion among the team members which can be connected to a lack of communication. The lack of passion can be connected to the long work hours that this project requires. The team members are unaware of the project due date which can cause frustration. One team member, Sally, already left the team. When she asked Mr. Rankin for “quality of life,” he responded to stick it out. Mr. Rankin kept asking himself what was wrong with them team, but he also needed to ask himself what is wrong with his leadership style. He currently has two teams one in Chicago and one in Los Angeles. The members of this teams are different. While Chicago is overwhelmed and stressed out, Los Angeles is less stressed and is meeting their deadlines. What should Mr. Rankin do next? I am going to analyzes his current leadership style and the current problem with the team, then I am going to make recommendation on the steps Mr. Rankin should follow and lastly, I am going to describe the resulting environment after my suggestion are implemented.
However, I do not dismiss that actual knowledge management truly exists or is being utilized due to the differing understandings of the terminology. In fact, I have seen knowledge management at its best in a first-hand experience. My organization has a strict rule that certain positions must take a mandatory consecutive 5-days off of work each calendar year. While an employee is out of the office for 5 days, work must continue. Processes, procedures and training have been implemented to assist in passing on information relevant to taking over another position during this time. Cross-training helps in this endeavor, but actually performing the duties of another job for 5 days requires knowledge management implementation to achieve success. Due to this, the organization must “impart knowledge and skills that enable employees to be more effective in their positions” (Avtgis, Rancer, & Liberman, 2012, p.
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company 's intellectual capital. Hoboken, N.J: John Wiley & Sons.
Effectively integrating information technology (IT) into an organization’s business processes is critical if the organization wants to increase productivity and remain profitable. IT includes items such as the systems software, application software, computer hardware, and the networks and databases that help manage the organization’s information. When implementing quality standards and processes that are forever changing in the IT world, organizations must balance these changes while continuing to rapidly implement new systems technologies in order to stay competitive.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
“From early on the ambition of ERP-systems has been used to integrate all transaction systems within the one system which combines all information and practices across full organisation, and gives proper information for decision-making in real-time” (Bjorn-Andersen & Johansson 2007)
Technology is now central to successful businesses. It has enabled systematic storage of operational & managerial data. However, businesses face challenges with this. Each Employee working in different location has to manage individual data. Also, managing complex IT infrastructure takes away the IT staff from the important projects.
Companies are beginning to move their CRM application out of data centers and onto the cloud making CRM less expensive and easier to expand. (Shein, 2009) Technology advances are also allowing companies to begin to take better advantage of big data, combing internal data with social media and mobile to deliver more business value. (Goodwin, 2013) In the future, more devices will be connected to the Internet. Cars, buildings, bodies and many other things will be connected through sensors and it is expected that this increase in information will continue to drive the changes in CRM and how it is used to support sales, marketing and customer service. (Sartain,
Laudon C. & J. Laudon (2003: 5th edition) Essentials of Management Information Systems. London: Prentice Hall International Limited
Many firms adopt CRM technologies because it is what their competitors are doing, without clarifying exactly what they hope to achieve from it. Many do not realise that they are already undertaking basic CRM practices, without the use of expensive systems such as Oracle or Siebel. Gummesson (2004) points out that the behaviour of the classical industrial salesman in many successful companies was the same that is advocated in relationship marketing, CRM and key account management such as working in the long term, not evaluating customers in terms of profit per year, aiming for the ‘share of the customer’ and not market share. IBM were doing this in the 1960’s, long before the term CRM was being used.
Customer relationship management or CRM for short is a model for managing a company’s interactions with current and future customers. When CRM is utilized correctly it will increase profitability and customer loyalty, which are both very important to an organization. It involves using technology to organize, automate, and synchronize sales, marketing, customer service, and technical support. Customer relationship management is very important in many ways to help a company become and stay successful. CRM can help businesses gain a competitive edge through communication, marketing, gathering customer information, social media and mobile technology. Customer relationship management is a continually evolving domain and now social media technologies have revolutionized the way businesses and consumers interact. (Choudhury & Harrigan, 2014) There are many benefits that come with implementing customer relationship management.