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CRM) of Knowledge Intensive Business Services (KIBS Fast Strategy of Knowledge Management (KM) in Customer Relationship Management (CRM) of Knowledge Intensive Business Services (KIBS) Pugdee Manaves ABSTRACT The research attempts to develop a Fast Strategy by proposing a Taxonomy of the Critical Success Factors (CSFs) of Customer Relationship Management (CRM) in the Thai Industry. Customers are the best assets of the organization. As an increasing number of organizations realize the importance of becoming more customer-centric in today’s competitive economy, they must have deep knowledge about their customers, products, and services internally and externally. The enterprise executives must know the CSFs that will drive their CRM to help foster a customer-centric business strategy in order for them to grow their business. The CSFs will be derived from interviewing of 9 executives from 9 Small and Medium Enterprises SMEs, focusing on the Knowledge Intensive Services (KIBS) in Thailand, which have implemented CRM. The initial results will develop the proposed baseline CSFs Taxonomy. For this study, the initial results will be validated and seek for the contributions of the CSFs Taxonomy to the related management concepts, which includes Knowledge Management (KM), Strategic Leadership, and Strategic Management, and then the final CSFs Taxonomy is developed from the initial base CSFs Taxonomy with the results from the validation. Experts’ comments have been used as a major input for this particular validation process. The finding from the experiment shows that the taxonomy is demonstrated to be useful for the executives to improve their performance measurement systems, helps them build the companies’ Fast Strategy, and transfer knowledge and experience to newly promoted or second generation executives smoothly and most likely to speed up to the mature stage. In addition, the taxonomy contributes to the Knowledge Management (KM), Strategic Leadership, and Strategic Management. This proposed taxonomy has both potential benefits and limitations that will be addressed throughout the paper. Keywords: Customer Relationship Management (CRM), Fast Strategy, Critical Success Factors (CSFs), Performance Management, and Business Performance. บทคดยั ่อ การวิจยครั ้ังน้ีมีวตถั ุประสงคเพ์ ื่อพฒนากลยั ทธุ ์แบบรวดเร็ว โดยการเสนอตวแบบการจั ดหมวดหมั ู่ ของปัจจยสั าคํ ญของความสั าเรํ ็จ (Critical Success Factors, CSFs) ของการบริหารความสัมพนธั ์ลูกคา้ (Customer Relationship Management, CRM) ของอุตสาหกรรมในประเทศไทย ท้งนั ้ี ลูกคา้ คือ สินทรัพย์ ที่สําคญทั ี่สุดขององค์การ ทาใหํ ้หลายองคการม์ ีความตระหนักถึงความสําคญของลั ูกคาเพ้ ่ิมมากข้ึนใน สภาพการแข่งขนทางเศรษฐกั ิจปัจจุบนั ซ่ึงจะตองม้ ีความรู้เชิงลึกเกี่ยวกบลั ูกคา้ สินคาและบร้ ิการท้งั ภายในและภายนอกองค์การ ผูบร้ ิหารขององค์การจะตองม้ ีความรู้เรื่องปัจจัยสําคญของความสั ําเร็จ สําหรับการพฒนาความสั ัมพนธั ์ลูกคา้ เพื่อสนับสนุนกลยุทธ์ธุรกิจแบบลูกคาเป้ ็นศูนยกลางเพ์ ื่อการ เจริญเติบโตทางธุรกิจ ปัจจัยสําคญของความสั ําเร็จได้ถูกพฒนาจากการสั ัมภาษณ์ผูบร้ ิหารองค์การ จานวนํ 9 ท่าน จากองคการธ์ ุรกิจขนาดกลางและขนาดเลก็ (Small and Medium Enterprises, SMES) จานวนํ 9 องคการ์ ซ่ึงดาเนํ ินธุรกิจหลกดั านบร้ ิการแบบการใชองค้ ความร์ ู้เป็นหลกในประเทศไทยั ซ่ึงไดม้ ี การดาเนํ ินแผนงานดานการบร้ ิหารความสัมพนธั ์ลูกคา้ ผลลพธั ์เบ้ืองตนท้ ี่ไดมาจะถ้ ูกพฒนาเปั ็นตวแบบั การจดหมวดหมั ู่พ้ืนฐานของปัจจยสั าคํ ญของความสั าเรํ ็จ (The Proposed Baseline CSFs Taxonomy) สาหรํ ับการศึกษาคร้ังน้ี ผลลพธั ์ที่ไดเบ้ ้ืองตนจะถ้ ูกยืนยนและหาประโยชนั ์ที่ไดร้ ับกบองคั ความร์ ู้ดาน้ การจดการอั ื่นที่เกี่ยวของ้ ไดแก้ ่ การจดการองคั ความร์ ู้ (Knowledge Management, KM) ผนู้ าเชํ ิงกลยทธุ ์ (Strategic Leadership) และการจดการเชั ิงกลยทธุ ์ (Strategic Management) และนาผลการยํ นยื นมาปรั ับ ปรุงพฒนาตั วแบบการจั ดหมวดหมั ู่ปัจจยสั ําคญของความสั ําเร็จต่อไป ความคิดเห็นและขอเสนอแนะ้ ของผเชู้ ี่ยวชาญจะถกนู ามาใชํ เป้ ็นหลกในกระบวนการยั นยื นผลการศั ึกษา จากผลการวิจยพบวั า่ งานวิจยั มีประโยชน์อยางมากส่ าหรํ ับผบรู้ ิหาร ในการปรับปรุงระบบการวดผลงานและชั ่วยให้องคการสามารถ์ สร้างกลยุทธ์แบบรวดเร็วและถ่ายทอดความรู้และประสบการณ์ให้กบผั ไดู้ ร้ ับการเลื่อนตาแหนํ ่งใหม่ หรือผบรู้ ิหารรุ่นที่สองให้สามารถดาเนํ ินธุรกิจไดอย้ างราบร่ ื่น ซ่ึงธุรกิจมกจะมั ีแนวโนมเข้ าส้ ู่ช่วงคงที่ (Mature Stage) นอกจากน้ี ยงเปั ็นแนวทางในการจดการองคั ความร์ ู้ การพฒนาผั นู้ าเชํ ิงกลยทธุ ์และการ จดการเชั ิงกลยทธุ ์ อยางไรก่ ็ตาม ตวแบบการจั ดหมวดหมั ู่ปัจจยสั าคํ ญของความสั าเรํ ็จมีศกยภาพทั ี่จะก่อ ใหเก้ ิดประโยชน์ และในขณะเดียวกนกั ย็ งมั ีขอจ้ ากํ ดหลายประการั ซ่ึงมีรายละเอียดอยในผลงานวู่ จิ ยนั ้ี Introduction possible within a small organization. However, large In today’s uncertain, competitive and volatile organizations that have ventured geographically and business world, where is affected by technology and provided numerous customers touch points (such as globalization, in order to survive in the competitive remote locations, call centers, Web access, sales and global economy, the organizations have to well marketing representatives), have acknowledged that manage knowledge to create competitive advantage. information systems can provide knowledge, fast Over the last decade, organizations of all types and response, fast answers, a unified face to the customer sizes have increasingly realized the importance of and a holistic view of the customer (Jutla et al., customer satisfaction. Customer satisfaction can lead 2001). Most of today’s large organizations are to customer loyalty, customer retention and business organized along functional units spanning sales, profits. It is widely understood that keeping existing customer support and service, marketing, finance, customers is far less costly than winning new ones. and accounting. As these large organizations undergo Consequently, customer satisfaction has become one various organizational growth stages, coupled with of the key operational goals of many organizations. the unprecedented advancements in technology, Such organizations have invested heavily in improving functional units have deployed best of breed systems performance in customer satisfaction. that help address their current needs. These best of Customer Relationship Management (CRM) is a breed systems quickly became disparate systems that concept that enables an organization to provide specific lacked common integration and created dispersed services to each individual customer and, as a result, customer’s operational and historical data across the create customer intimacy. CRM may be used to create organizations. personalized one-to-one experience that will give the Organization are also considering different individual customer a sense of being cared for; thus customer acquisition and retention mechanism opening up new marketing opportunities based on the ranging from convenience of self-service, ubiquitous preferences and history of the customer (Peppers, availability through multiple access methods, Rogers and Dorf, 1999). creating a sense of community about the product or CRM is not a new concept and has existed in service, and configurable products or services inno- some form in most organizations. The underlying vation based on customer knowledge. Based on premise of CRM, caring and responding to customers’ customer knowledge, cross-selling and up-selling of needs on a continual basis, has been around for goods and services, at all customer touch-points, several years. Organizations, of all sizes, have used a have also become major business drivers. Companies form of customer-oriented strategy to compete and need more information and it must be learned fast. survive in their respective customer segments. Fast learning is competitive weapon No1 (English & Before the establishment of large organizations and Bogan, 1994). Fast strategy is the key of the strategy the deployment of various customers touch points agility (Doz & Kosonen, 2008). Three key dimen- such as multiple branches, call centers, and the Web, sions of strategic agility are as follows: organizations were practicing customer relationship ◦ Strategic sensitivity management based on the traditional one-on-one ◦ Collective commitment customer relationship. Managing traditional one-to- ◦ Resource fluidity one customer relationship, on an individual basis, is Problem Statement In all Western countries, knowledge-intensive Small businesses play an important role in the business services (KIBS) are among the fastest economy of any country because of their flexibility growing sectors of economy. KIBS firms are expert and ability to innovate. In nearly every country, they companies that provide services to other companies play a significant role in providing employment and organizations. Typical KIBS industries are opportunities and supporting large-scale manu- IT services, R&D services, technical consultancy, facturing firms (Gunaasekaran et al., 2000). Small and legal, financial and management consultancy and Medium Enterprises (SMEs) are critical to almost marketing communications. Besides their growth, every national and local economy because of their KIBS have aroused interest as an essential part of the potential to grow larger (Duan and Kinman, 2000). knowledge and innovation infrastructure of national Small businesses are increasingly recognized as the and regional economies. By nature the knowledge- life blood of modern economics (Ghobadian and intensive business services (KIBS) are consultative Gallear, 1996). The Office of Small and Medium and usually highly customized. In these services it is Enterprises Promotion of Thailand (2004) reported common to end up in unique situations where the that most of the SMEs are family firms. In
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