Please use this identifier to cite or link to this item: http://buratest.brunel.ac.uk/handle/2438/1876
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dc.contributor.authorAli, M-
dc.contributor.authorAlshawi, S-
dc.date.accessioned2008-03-27T15:14:17Z-
dc.date.available2008-03-27T15:14:17Z-
dc.date.issued2003-
dc.identifier.citationCollECTeR (Europe), June 2003, National University of Ireland, Galway, Irelanden
dc.identifier.urihttp://bura.brunel.ac.uk/handle/2438/1876-
dc.description.abstractIn a competitive world there is a need for companies to maximise all their resources. One of the resources that are often overlooked is that of existing customer base. Customer relationship management (CRM) is a tool that is becoming increasingly popular as it provides a method of maximising existing customer resource as well as adding value from the customers’ perception. CRM consists of three simultaneous considerations that drive CRM strategy: (1) people, business culture and relationships, (2) processes, and (3) technology. In a globalise economy, cross-cultural is becoming of extreme importance to many researchers and practitioners, but there is a lack of literature on the impact of cross-cultural on CRM implementation. Multinational organizations face the situation of how to adopt CRM implementation process according to differences in culture factors from country to country.en
dc.format.extent149751 bytes-
dc.format.mimetypeapplication/pdf-
dc.language.isoen-
dc.publisherNational University of Ireland, Galway, Irelanden
dc.titleInvestigating the impact of cross-cultural on CRM implementation: a comparative studyen
dc.typeConference Paperen
Appears in Collections:Business and Management
Brunel Business School Research Papers

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