Case Analysis: The Embedding and Effects of CRM at Loccioni

Andrea Perna and Enrico Baraldi
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Andrea Perna: Uppsala University
Enrico Baraldi: Uppsala University

Chapter 9 in CRM Systems in Industrial Companies, 2014, pp 181-208 from Palgrave Macmillan

Abstract: Abstract In this chapter we analyze the embedding of Loccioni’s CRM system at both intra- and inter-organizational level. By “embedding” we mean the emergence of connections between the system and the other technical and organizational resources (Baraldi and Waluszewski, 2005). These connections between resources (also known as “interfaces”, Håkansson and Waluszewski, 2002; Baraldi, 2003) influence the use of the new IT tool and hence the appearance of its effects both inside and outside Loccioni. Favorable resource connections (or interfaces) positively impact its use and the creation of effects, whereas unfavorable connections hinder its use and effects. To begin with, Section 9.1 focuses on the factors that influenced the installation of CRM at Loccioni, such as top management’s visions and the company’s attitude toward the use of CRM, aiming to assess how far Loccioni was ready to use such an IT system.

Keywords: Project Team; Industrial Company; Manage Customer Relationship; Business Unit; Customer Relationship (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-33566-1_9

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DOI: 10.1057/9781137335661_9

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