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024 7 $a10.1007/978-3-642-35554-7
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035   $a(EBL)1106254
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035   $a(PQKBTitleCode)TC0000894525
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035   $a(DE-He213)978-3-642-35554-7
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100   $a20130523d2013      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aCustomer relationship management in the financial industry $eorganizational processes and technology innovation /$fFederico Rajola
205   $a2nd ed.
210   $aBerlin ;$aNew York $cSpringer$dc2013
215   $a1 online resource (186 p.)
225 1 $aManagement for professionals
300   $aDescription based upon print version of record.
311   $a3-642-43564-5 
311   $a3-642-35553-6 
320   $aIncludes bibliographical references.
327   $aIntroduction -- 1. IT is Business: Some Emerging Reflections an IT Governance of CTM Projects -- 2. The Theoretical Framework of CRM -- 3. CRM Project Organization in the Financial Industry -- 4. CRM 2-0 in the Financial Industry.- 5. The Organization of Data Warehouse Activities -- 6. Organization of Knowledge Discovery and Customer Insight Activities -- 7. Data Mining Techniques -- 8. The Evolution of Customer Relationship and Customer Value -- 9. Main Benefits and Organizational Impacts of CRM within the Bank -- 10. Data Mining Systems supporting the Marketing Functions: The Experience of Banca Monte dei Pachi di Siena -- 11. Conclusion.
330   $aAn integrated view of IT and business processes through extended IT governance allows financial institutions to innovate operations which improve business and organizational performance. However, financial institutions still face challenges with CRM systems in delivering expected results due to lack of complete business integration.  Increased exchange of knowledge between customers and the amount of such data available is steadily becoming a challenge for companies, especially in extending internal systems to global information systems with the purpose to collect and update data on a global scale. In this book, Prof. Rajola analyses different aspects of CRM systems taking both an organizational and a technological perspective.  He adopts a theoretical framework to unpack issues associated with the need for companies to integrate operations and business processes. The emphasis is then drawn to development of effective CRM (and CRM 2.0) initiatives by making use of illustrative case studies of successful CRM systems implementation in the financial industry. The framework adopted in this book can be used by both scholars and managers to evaluate the interdependencies between operations, business processes, and CRM systems.   .  .
410  0$aManagement for professionals.
606   $aCustomer relations$xManagement
606   $aFinancial institutions$xManagement
615  0$aCustomer relations$xManagement.
615  0$aFinancial institutions$xManagement.
676   $a332.10688
700   $aRajola$b Federico$0118057
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910438250703321
996   $aCustomer Relationship Management in the Financial Industry$92536641
997   $aUNINA