CRM 2.0 and Mobile CRM: A Framework Proposal and Study in European Recruitment Agencies

CRM 2.0 and Mobile CRM: A Framework Proposal and Study in European Recruitment Agencies

Tânia Isabel Gregório (University of Lisbon, Portugal) and Pedro Isaías (The University of Queensland, Australia)
Copyright: © 2017 |Pages: 21
DOI: 10.4018/978-1-5225-2492-2.ch015

Abstract

Companies are becoming more focused on customers and on new ways to approach them individually. Mobile technologies and Web 2.0 have been pushing companies to evolve in this area. This research is focused on the way Customer Relationship Management (CRM) systems are used, on a European level, by recruiting companies to assist candidates in finding a satisfactory job. A framework is presented to identify how CRM 2.0 and mCRM (mobile CRM) can help candidates to find jobs in a personalized way. A set of four hypotheses have been defined. To gain a better understanding of these CRM systems, the methodology used in the exploratory study was quantitative, employing a non-probabilistic sampling technique, with 35 recruiting agencies being studied. Results showed that the use of software in recruiting agencies is quite common and that CRM 2.0 is present in the vast majority of the studied companies. When it comes to mobile CRM, there's still much to be explored in this channel, as agencies focus their resources on Web 2.0, leaving this channel's great potential of mobile CRM unused.
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2. Crm

In order to provide a deeper understanding of CRM, this section begins by presenting a brief description of CRM, a concise historical perspective and some of CRM’s concepts. This is followed by the presentation of Critical Success Factors for CRM Implementation in section 3.1. Sections 3.2 and 3.3 are about CRM 2.0 and mobile CRM, respectively. Finally, section 3.4 will briefly discuss the relationship between CRM and the methods of recruitment of agencies.

The origin of CRM derived from the concept of relationship marketing (RM), which RM aims to form long-term relationships with customers by repudiating approaches that focus on products rather than the clients (Debnath, Datta & Mukhopadhyay, 2016). An organisation’s success is greatly influenced by its understanding of its clients’ needs (King & Burgess, 2008), which is CRM’s main concern. It represents a strategic shift that invests in the creation of added value for the customer. CRM has been evolving to incorporate more recent technology, namely Web 2.0 (Orenga-Roglá, Chalmeta, 2016).

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