| 1. |
|
|
| 2. |
- Osarenkhoe, Aihie
(författare)
-
A Study of the Driving Forces Behind Non-sequential Model of Internationalisation Among Firms
- 2004
-
Ingår i: International conference on Globalisation, Internationalisation of Companies and Cross Cultural management. ; , s. 23-
-
Konferensbidrag (refereegranskat)abstract
- Internationalisation process is commonly envisaged as a product of a series of incremental decision, experiential learning and risk aversion. This paper posits the notion that even though the sequential approach in the process model is intuitively appealing, not all firms follow such path. Thus this paper aims to fill this gap by explaining how the international market entry process has changed in relation to the sequential approach. Consequently, an integrative framework depicting the main drivers of non-sequential internationalisation process is presented. Empirical data was gathered through the use of in-depth interviews. Some of the findings are that the sequential model is by no means reflective of, or appropriate for all firms approaches to international business; the usefulness to be gained from using an international relationship approach to study the international activity of a firm; and the interplay between the identified driving forces behind non-sequential internationalisation process. Key words: Sequential, non-sequential, internationalisation process, born globals, Uppsala model, technology, relationships, networks.
|
|
| 3. |
- Osarenkhoe, Aihie
(författare)
-
Economics of Strategic Marketing Management : A discourse on conceptual and operational definition of customer relationship management
- 2004
-
Ingår i: 13th International Research conference on Management of Technology. ; , s. 25-
-
Konferensbidrag (refereegranskat)abstract
- This study focuses on the interface between strategic marketing management and information technology. It aims to identify suitable means of information technology to be used to enhance business efficiency with a focus on customer relationship management. The Internet and other technological developments are enabling marketers to reach customers in more interactive ways and to form much closer relationships with them. Customers are also discovering more of a voice, and realising that the information they provide so freely in questionnaires, coupons and so on is actually of immense value to present day company.These and other developments are leading to a new marketing manifesto for marketing, advertising and branding. At the same time, it is next to impossible today to open a business publication without seeing an article about customer relationship management (CRM). But while many have been quick to describe customer relationship management potential and offer advice about how to make it work, findings from a pilot study conducted in conjunction with this study show that, only a handful of companies have succeeded in doing so. Moreover, majority of customer relationship management projects do not meet their return on investment objectives.This study arrives at a number of conclusions. First, customer relationship management (CRM) initiatives not only failed to deliver profitable growth, but also had damaged long-lasting relationships. Second, CRM is a strategic business and process issue, not only a technology solution as most often conceived. Third, the theoretical and methodological limitations inherent in current literature on CRM is attributed not only to their questionable empirical base and normative bent, but also, attempts so far made to define CRM have been varied and many neatly reflecting the diverse academic and socio-political backgrounds of CRM scholars. Thus, a lack of consensus and conflict over the “basic” meaning of CRM. Fourth, a theoretical model upon which future empirical analysis should be based when conceptualising CRM should consists of a business strategy, a business philosophy and a database application, thereby forming a tripod. Moreover, a systematic analysis of both the supply and demand side of the company should be envisaged. Otherwise, the current marketing theory which guides the movement of CRM, the so-called one to one marketing philosophy, which is more profit-centric than customer-centric that it claims to be will, continue to prevail.Keywords: Customer relationship management process, customer-centrism philosophy, business philosophy, actual and strategic values, strategic marketing management, strategy theory, service management system
|
|
| 4. |
- Osarenkhoe, Aihie
(författare)
-
Reflections on prerequisites for implementation of a sustainable customer-centric strategy
- 2004
-
Rapport (övrigt vetenskapligt/konstnärligt)abstract
- A synthesis of extant knowledge on customer-centric strategy shows that attempts to define customer relationship management (CRM) in terms of what they perceive as its key conceptualisations have been inconsistent. The literature reflects remarkably little efforts to develop a framework for understanding the implementation of a customer-centric strategy. This study attempts to provide insights on a model that may facilitate implementation of a sustainable customer-centric strategy in the future. This was motivated by the unprecedented high rate of failure inherent in CRM initiatives in the past. Methodological triangulation approach facilitated the use of multiple data collection methods from 30 companies operating in both consumer and industrial markets. An in depth longitudinal study was also conducted. The empirical findings show that CRM is a strategic and process issue, not merely a technology solution, as most often conceived. Relationship is defined and interpreted differently by the participants in the exchange process. Moreover, the importance of an effective communication in strategy implementation process is underestimated by the companies investigated.
|
|
| 5. |
|
|
| 6. |
- Osarenkhoe, Aihie
(författare)
-
THE MANAGEMENT OF CUSTOMER RELATIONSHIPS : COMMENTS ON THE FORCES INFLUENCING THE IMPLEMENTATION OF A SUSTAINABLE CUSTOMER-CENTRIC STRATEGY.
- 2004
-
Ingår i: International business in an enlarging Europe. - : Academy of International Business (AIB), UK chapter. - 1859231837 - 9781859231838 ; , s. 20-
-
Konferensbidrag (refereegranskat)abstract
- The new forms of competition and the structural modifications of exchange processes, partly due to the emerging economy of virtual network are forcing firms to give top priority to customer relationship management (CRM). The impetus for the development of this new paradigm has come from the globalisation of business, information technology (IT) advances, shorter product life cycles and the evolving recognition of the relationship between customer retention and profitability. Attempts to define CRM in terms of what they perceive as its key conceptualisations have been varied and inconsistent. Moreover, the literature reflects remarkably little efforts to develop a framework for understanding the implementation of a customer-centric strategy. The consequence of the lack of consensus has resulted to the strategy been operationalised wrongly in practice thereby inhibiting the probability of implementing a sustainable customer-centric strategy. The empirical findings show that many CRM initiatives have ended in failure in terms of technically not delivering the anticipated business benefits partly because, the role of technology in the strategy implementation process is interpreted differently by the actors in both the demand and supply sides of the value chain. A model for implementing a customer-centric strategy is empirically tested in this study. The model takes into consideration not only the hardware (technical aspects), as commonly done in practice, but also the software (the human and cognitive elements) requirements for a sustainable customer-centric startegy.
|
|
