MODEL DEVELOPMENT OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) STRATEGY BASED ON CUSTOMER ENGAGEMENT AND ORGANIZATIONAL CRM CAPABILITIES WITH A CASE STUDY OF PT. EIGERINDO MULTIPRODUK INDUSTRI

• Main Author: Qurrota A'yun, Arifah
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/85030
• Institution: Institut Teknologi Bandung

CRM technology adoption is predicted to increase until 2030. However, the majority of companies that implement CRM experience failure, in the form of dissatisfaction with the results of CRM implementation compared to the costs spent. This can be prevented by formulating a CRM Strategy that fits the needs of the company. Strategies can be formulated by analyzing the external and internal conditions of the company. In CRM, external conditions can be assessed from customer engagement, while internal conditions can be evaluated from organizational CRM capability. Different levels of Customer Engagement will cause different customer behaviors. CRM strategy will obviously be different, if customer behavior is dissimilar. In addition, the CRM Strategy should consider the CRM Capability of the organization. Strategies that do not consider capabilities will be a wasting of resources and the performance results will not be satisfying. The purpose of this research is to determine a CRM Strategy model based on Customer Engagement and Organizational CRM Capability. This research uses a historical case study method with a single research object. The research object studied is PT Eigerindo Multi Produk Industri or known as Eiger. Eiger is a fashion company that sells outdoor equipment. Eiger was chosen as the research object because it is a company that has excelled in implementing CRM programs for 30 years of business. Eiger has 4 periods of CRM from the beginning to the present. Eiger has high Customer Engagement from the beginning of its business. This is because the niche market of Eiger's products is people who do outdoor activities, so Eiger needs a good relationship with its customers. CRM strategies are designed to improve relationships with customers. This proves the research model, if Customer Engagement is high, then use a CRM Strategy that aims to improve relationships with customers. iv Eiger's CRM Capability in period 2 is at a poor level, while Eiger's CRM Capability in periods 3 and 4 is at an improving level. The CRM strategy used in period 2 was resource-based, characterized by CRM programs held using only the organization's internal resources, such as fun climbing and sponsorship programs. While the CRM strategy used in periods 3 and 4 is customer knowledge-based, characterized by programs that collect, analyze, or use customer knowledge. Examples are Forum Group Discussions (FGD), member cards, events, personalized services, etc. This also proves the research model developed.