A multi-layered approach to CRM implementation: An integration perspective

The journal article "A multi-layered approach to CRM implementation: An integration

perspective" by David J. Finnegan and Wendy L. Currie provides an in-depth
analysis of the challenges organizations face in implementing a customer
relationship management (CRM) strategy. The authors argue that the success rate of
CRM implementation is low and many organizations are finding it hard to realize
business benefits from this strategy. The authors suggest that this is due to the
complex inter-relationships between culture, people, processes, and technology,
which are often not properly understood or addressed during CRM implementation.

To address this issue, the authors propose a multi-layered framework for mapping
and understanding the inter-relationships between these complex variables. The
framework is based on the concept of affordance, which is defined as the potential
for action that an object or environment provides to an individual or group. The
authors argue that by applying the concept of affordance to culture, people,
processes, and technology, organizations can gain a deeper understanding of how
these variables interact and how they can be effectively integrated to support CRM
implementation.

The authors provide evidence from three case studies to support their argument. The
case studies demonstrate how the multi-layered framework can be used to identify
the specific affordances that are required to support CRM implementation in different
organizational contexts. The authors also discuss the importance of systems
integration and interoperability in CRM strategy implementation. They argue that
organizations must ensure that their CRM systems are integrated with other systems
and that data can be easily shared across the organization.

In conclusion, the authors highlight the need for further research and debates in the
CRM field from an integration related perspective. They argue that a multi-layered,
interdisciplinary framework can assist companies in developing their CRM strategy
by providing a greater understanding of how different variables interact in a
constantly changing environment. The authors also suggest that the framework can
be used to identify the specific affordances that are required to support CRM
implementation in different organizational contexts. Finally, the authors emphasize
the importance of systems integration and interoperability in CRM strategy
implementation and suggest that organizations must ensure that their CRM systems
are integrated with other systems and that data can be easily shared across the
organization.