Current issue of

CRM in Malaysia
Customer relationship management
implementation: A case study in Malaysian
public higher learning institution
Present By:
Nur ul Ain Binti Nordin
Noor Afifah Binti Ahmad Anwal
Nur Amalina Binti Mohd Nasir
Nur Adilah Binti Mazlan
Nor Fazlyana Binti Hamzah

INTRODUCTION
Mission of Malaysia Higher Learning
Strategic Planning
Challenges in CRM
Research Model
Intellectual Dimensions
Social Dimensions
Technology Dimensions

MISSION
Malaysian Higher Learning Strategic
Planning:
To improve internal operations by
concentrating more to customer
To helps educational institution to
increase their customer satisfaction

CRM CHALLENGES
Business scales increase, technological
and behavioral trends put distance
between managers and customers
Lack appropriate executive sponsorship
Inappropriate application design approach

RESEARCH MODEL
INTELLECTUAL
DIMENSIONS
SOCIAL
DIMENSIONS
TECHNOLOGY
DIMENSIONS

INTELLECTUAL
DIMENSIONS
STRATEGY
STRUCTURE
PLANNING

STRATEGY
ORIENTATION

According to Reynold (2003) suggenst CRM definition are the

business strategy, process, culture and technology that
enables organization to optimize revenue and increase value
through understanding and satisfying the individual customers
needs

LEADERSHIP

When a business makes the decision to purchase a new CRM

solution, or upgrade an existing one, that decision almost
always comes from executive management. It may come as
the result of feedback and requests from employees, but
ultimately its up to the companys leadership team to take
action.

MANAGEMENT
SUPPORT

Regularly communicating how employees are integrating CRM

into the processes
On going strategy to help team close more deals

CHAMPION

Start small, think big and act fast

STRUCTURE

Organization
Structure

Business
Process

Initiative
Reward

PLANNING

Corporate

Business
Unit

Information
Technology

SOCIAL DIMENSIONS
CULTURE
STAKEHOLDERS
INTERACTION
DOMAIN KNOWLEDGE

CULTURE
INTEGRATED
CULTURE

CULTURAL
PERSPECTIVE

DIFFERENTIATED
CULTURE

FRAGMENTED
CULTURE

STAKEHOLDERS INTERACTION

Technological
Savy

Dynamics
Involvement

DOMAIN KNOWLEDGE

Within Business
Unit

Across Business Units

Sharing

TECHNOLOGY DIMENSIONS
CRM
Application

Technology
Dimensions

Knowledge
Management

IT
Capability

CRM APPLICATION
Scope
The scope of function to be implemented
For example : Sales / Marketing department

Complexity
The complexity of CRM application need to be reduced in
order to lowering the risk of CRM failure

Customization
Customization, tailoring the CRM application based on
our needs and company objective towards CRM
application
Minimal Customization to avoid failure in CRM

IT CAPABILITY
Project Management
specific expertise depending on the milestones being delivered, or the given
phase of the project. at specific moments in the schedule,
It Project Management must be able to define CRM application scope, define,
analysing, visioning, planning and designing as well as ensuring technology
applied align with company CRM objective.

Skilled Team
Highly skilled IT/IS engineer and has grown from a small to a large company
In-house; System were created and maintain using available tools. They are
more expert and knowledgeable about the system as it is created and maintain
by inhouse professional

Similar Implementation
Is there any similar CRM system implemented before as it will be guideline for
the company to identify weaknesses of system to be implemented and what
improvement can be made gap analysis

KNOWLEDGE MANAGEMENT
Integration
An integration of people, Process and technology that seeks to
understands companys customer

Data Warehouse
Is a large store of data accumulated from a wide range of
sources within a company to guide management decision.
This customer related information from various systems needed
to be brought in, analysed, cleansed and distributed to various
customer touch-points across the enterprise, so that the various
stakeholders

Infrastructure
This includes physical IT assets in terms of hardware,
software and networks (Broadbent, et..al, 1999) on which
systems are built

CONCLUSION