CRM Best Practice: Getting it Right First Time at ESB International (ESBI)

This study investigates the implementation of a Customer Relationship Management (CRM) initiative within ESB International1 (ESBI). During 2003, ESBI used the European Foundation for Quality Management (EFQM) Business Excellence framework2 to identify key business areas for improvement. CRM was one...

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Bibliographic Details
Published in:The Irish journal of management 2005-01, p.255
Main Authors: Kennedy, Aileen, Kelleher, Carol, Quigley, Michael
Format: Article
Language:English
Subjects:
Alliances
Case studies
Corporate culture
Customer relations
Customer relationship management
Customer retention
Customers
Electric utilities
Employees
Information technology
Literature reviews
Market strategy
Marketing
Profitability
Qualitative research
Reorganization
Research methodology
Strategic planning
Studies
Success
Success factors
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Summary:This study investigates the implementation of a Customer Relationship Management (CRM) initiative within ESB International1 (ESBI). During 2003, ESBI used the European Foundation for Quality Management (EFQM) Business Excellence framework2 to identify key business areas for improvement. CRM was one such area. Initially ESBI reorganised its business structure around customer key accounts, effectively implementing a customer-centric business model prior to the implementation of the CRM initiative in 2004. Qualitative research was conducted with senior management via in-depth interviews. Research findings suggest that the key success factors for CRM implementation in ESBI include senior management commitment and leadership, clear strategic planning and a coordinated and targeted programme which successfully combines organisational and process changes with the application of new technology. [PUBLICATION ABSTRACT]
ISSN:1649-248X
2451-2834