L. Mrquez, E. Del Peso and M.

Piattini (Spain) (2003), studied Customer Relationship Management Systems (CRM) Customer Relationship Management, known as CRM, is currently a very important topic due to its economic impact on organizations. It is undergoing notable progress from the technological point of view. An effective CRM environment is highly complex as it combines different types of systems: data warehouse, business intelligence, data mining, electronic commerce, etc. However, the legal aspects of CRM, the laws affecting it among others, cannot be forgotten. In this work we review the Spanish and European Community norms that should be taken into account when implanting a CRM system. Ricardo Chalmeta Grupo Integracin y Re-Ingeniera de Sistemas (IRIS) (2006), studied Methodology for customer relationship management Customer relationship management (CRM) is a customer-focused business strategy that dynamically integrates sales, marketing and customer care service in order to create and add value for the company and its customers. This change towards a customer-focused strategy is leading to a strong demand for CRM solutions by companies. However, in spite of companies' interest in this new management model, many CRM implementations fail. One of the main reasons for this lack of success is that the existing methodologies being used to approach a CRM project are not adequate, since they do not satisfactorily integrate and complement the strategic and technological aspects of CRM.This paper describes a formal methodology for directing the process of developing and implementing a CRM System that considers and integrates various aspects, such as defining a customer strategy, re-engineering customer-oriented business processes, human resources management, the computer system, management of change and continuous improvement. Gaurav K. Agrawal, Daniel Berg (2009), studied The Development of Services in Customer Relationship Management (CRM) Environment from Technology Perspective The service sector is receiving much deserved attention resulting from its inevitable role in a countrys economic de-velopment. Despite all the efforts gaps such as the relationship between technological advances and service development are yet to be revealed from the perspective of new applications that organizations want to develop and

implement. This paper explores opportunities using a comprehensive model (and CRM, as an example) that can be used to extend the research relating service development to the technology development aspects of the market. Timothy Bohling, Douglas Bowman (2006), studied CRM Implementation Effectiveness Issues and Insights Conceptually, customer relationship management (CRM) has been widely embraced by businesses. In practice, however, examples of success contrast with anecdotes where the diffusion of CRM into organizations continues to be a slow process and/or where CRM implementation outcomes have fallen short of expectations. Successful implementation depends on a number of factors such as fit between of a firms CRM strategy and programs and its broader marketing strategy, and intra organizational and inter-organizational cooperation and coordination among entities involved in implementation. Building on the results of a survey of the CRMimplementation-related experiences of 101 U.S.-based firms, in this article the authors identify factors associated with successful CRM implementation and advance directions for future research. Anderson, W.O., Jr., (2011), studied Customer relationship management in an ebusiness environment Customer relationship management (CRM) is no longer a consulting buzzword but reality for many companies. Cable and telecommunications companies are prime candidates for a CRM transformation, as competition in this sector increases and excellent service is a critical success factor. This paper discusses needs for CRM and how it can address many operational challenges. It also focuses on enhancing the e-business aspects of interactions to provide a consistent customer experience. With E-CRM in place, customer segmentation is enhanced and high value customers are treated properly. Finally, in addition to technology, all aspects of a CRM transformation must be considered which impacts processes, people and supplier/outsourcer relationships. Yun Chen and Dengfeng Hu (2007), studied Customer Segmentation in Customer Relationship Management Based on Data MiningCustomer relationship management (CRM) is the new management principle that adapts the business enterprise

strategy shift from product-centric to customer-centric. Customer segmentation is one of the core functions of customer relationship management (CRM).This paper will build customer segmentation function model based on data mining, and summarizes the advantages of customer segmentation function model based on data mining in customer relationship management(CRM). Yao, Hui-I, Khong, Kok Wei (2012), studied Customer Relationship Management: Is It Still Relevant to Commercial Banks in Taiwan? Nowadays, customers are regarded as a commodity. Customer Relationship Management (CRM) in a bank entails important phases such as integrating the communication tools to meet the needs of customers, treating each customer as individuals, and making the customer relationship an imposing and perpetual experience. The aim of this research is to determine the effectiveness of CRM implementation on customer satisfaction and perceived business performance. Literature suggests that successful CRM efforts involve proper deployment of the three phases in CRM implementation, i.e. acquisition, enhancement and recovery phases. Furthermore, there is a strong causal relationship between CRM implementation and customer satisfaction as well as perceived business performance. A survey was carried out using a survey instrument on commercial banks in Taiwan. Findings revealed that CRM implementation is positively associated with customer satisfaction and perceived business performance as suggested by the literature. Contact rate and recovery management were found to be associated with customer retention while acquisition management, regular contact and evaluation of customers lead to improved loyalty and employee sentiments. In a managerial point of view, this study provides an outline of the impact of CRM efforts on the dimensions of customer satisfaction and perceived business performance. Homburg, Christian, Stock, Ruth M. (2004), studied The link between salespeople's job satisfaction and customer satisfaction in a business-to-business context: a Dyadic analysis The factors that drive customer satisfaction in business-to-business marketing are the characteristics of the firm's offer and most importantly the salespeople's job satisfaction. The relationship between salespeople's job satisfaction and customer satisfaction is found to be strong in the case of high frequency of customer interaction,

high intensity of customer integration into the value-creating process and high product/service innovativeness. Khalid Rababah, Haslina Mohd, Huda Ibrahim (2011), studied A unified definition of CRM towards the successful adoption and implementation Attempts to define Customer Relationship Management (CRM) have been varied and many, reflecting the diverse academic backgrounds of CRM scholars. The inexistence of a unified definition of CRM leads to undesired and unexpected outcomes from the adoption and implementation of CRM. Hence, this paper attempts to come out with a unified definition of CRM. Content-analysis is carried out to find out the main and most important facets of CRM definition from the existing literatures in the fields of marketing, management, and information system. From the content analysis, this paper proposes a unified definition of CRM. This definition could provide great help for researchers and practitioners in the field of CRM. In addition, this unified definition of CRM could enhance the successful adoption and implementation of CRM. Kok Wei Khong, Hui I Yao (2011), studied Effectiveness of Customer Relationship Management on Customer Satisfaction in the Commercial Banks of Taiwan The understanding of how to manage customer relationship effectively has become an important topic for both academics and practitioners in recent years. However, the existing academic literature on customer relationship management (CRM) strategies of banks does not provide a comprehensive outline of what specifically constitutes CRM phases. This study has three purposes: to conceptualize and operationalize the CRM implementation in commercial banks in Taiwan; to determine whether the CRM implementation is positively associated with customer satisfaction; and to determine key moderators between CRM implementation and customer satisfaction. Findings revealed that CRM implementation is associated with customer satisfaction; and there are significant interactions amongst IT capability, contact rate management and recovery management with customer satisfaction. A regression model was churned to evaluate the criteria to measure the level of CRM implementation on customer satisfaction.