Purpose

Most Higher Education Institutions (HEIs) have silos of distributed processes, which adds to the confusion and conflict concerning the Customer Relationship Management (CRM), desires, expectation and needs (DEN). Where possible, in order to maximise resource impact and minimise organisational disruption, HEIs should practically map these DEN to processes, roles, events, activities, channels, and technologies (PRE-ACTs) that already exist within the organisation. The paper iteratively considers use of additional practical approaches that need be considered in order to ensure that strategic HEI CRM DEN are effectively captured, and that the requirements are appropriately mapped to existing HEI activities.

Design/methodology/approach

Content from 27 JISC cases, 10 semi-structured interviews and three focus group sessions have been collected and analysed using thematic analysis to understand how to develop preliminary stage 2 steps and assess the applicability of the final CRM strategy orientation support (CRM-SOS) framework stage 2 methods.

Findings

The authors believe that this study provides substantial practical support to CRM implementation practitioners when analysing customer CRM desires, expectation, and needs requirements. The developing practical tools aim to 1) support practitioners better comprehend the multifaceted life cycles, needs, and requirements of HEI customers, and 2) aid in the planning and management of CRM change more effectively.

Originality/value

The paper is extending the recent research around CRM strategy in HEIs by proposing additional practical approaches that need be considered to ensure that strategic CRM are effectively captured. The paper also offers considerable practical support to CRM implementation practitioners when analysing customer CRM desires, expectation, and needs' requirements.

中文翻译：

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高校CRM框架开发企业资源分析

目的

大多数高等教育机构 (HEI) 都有分布式流程孤岛，这增加了与客户关系管理 (CRM)、期望、期望和需求 (DEN) 相关的混乱和冲突。在可能的情况下，为了最大化资源影响和最小化组织中断，高等教育机构应该实际地将这些 DEN 映射到组织中已经存在的流程、角色、事件、活动、渠道和技术 (PRE-ACT)。本文反复考虑使用其他需要考虑的实用方法，以确保有效捕获战略性 HEI CRM DEN，并将要求适当地映射到现有的 HEI 活动。

设计/方法/途径

使用主题分析收集和分析了 27 个 JISC 案例、10 个半结构化访谈和三个焦点小组会议的内容，以了解如何制定初步阶段 2 步骤并评估最终 CRM 战略导向支持 (CRM-SOS) 框架的适用性第 2 阶段方法。

发现

作者认为，这项研究在分析客户 CRM 的愿望、期望和需求时，为 CRM 实施从业者提供了实质性的实践支持。开发实用工具旨在 1) 支持从业者更好地理解 HEI 客户的多方面生命周期、需求和要求，以及 2) 更有效地帮助规划和管理 CRM 变更。

原创性/价值

本文通过提出需要考虑的其他实用方法来扩展最近关于 HEI 中 CRM 策略的研究，以确保有效捕获战略 CRM。在分析客户 CRM 的期望、期望和需求时，本文还为 CRM 实施从业者提供了相当多的实践支持。