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Broady Preston

Apr 07, 2018

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    CRM and its usefulness in

    demonstrating quality in academiclibraries: a partnership approach

    Dr Judith Broady-PrestonDepartment of Information Studies, University of Wales,

    Aberystwyth (DIS,UWA), SY23 3AS, UK, email:[email protected]

    Presentation to the 7th Northumbria International

    Conference on Performance Measurement inLibraries and Information Services, 13-16 August2007, Spier Conference Centre, South Africa

    mailto:[email protected]:[email protected]
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    Outline

    Background

    Definition of terms

    Customer Relationship Marketing (CRM), Relationship Marketing (RM)and e-CRM

    Methodology

    Pilot studies UK and Malta

    Major project

    Pilot studies Results

    Partnership and collaboration

    Pros and cons

    Update on progress

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    Research background: drivers

    Competition: alternative information providers(Googlisation)

    theres the whole Internet out thereBrilliant for my sort of

    work. Researching articles, going through newspapers forreferences. The amount you can just download. Universitylibraries hardly get used these days (Professor Laurence

    Hawker in Brett, S. Murder in the Museum2003)

    it is easy for an academic library to become complacent

    because it has no natural information competitors on campus tostimulate the business instincts to market within an institutional

    structure (Dodsworth, 1998)

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    Research background: drivers

    Future role of librarians increased marginalisation?

    University of Wales, Bangor, and SOAS

    as a result of the explosion of information accessible via theInternet, coupled with the increasing sophistication of our userswith regard to information-seeking behaviour, our future role mustbe in stressing value-added service in the delivery of informationand one whichaddresses customer need directly (Broady-

    Preston and Preston, 1999)

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    Why CRM?

    Requirement to address customer need directly in

    competitive environment

    as colleges increasingly embrace distance learning and e-

    business, CRM will become stronger and more pervasive.Viewing students as customers provides a competitive advantage

    for higher education and enhances a colleges ability to attract,

    retain and serve its customers (Seeman and OHara, 2006)

    Range of models exists why CRM? Need to develop better understanding of how value is created

    for customers (Gronroos, 2007)

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    Why CRM?

    NB focus on service quality from customerperspective

    Significant role of customer in creating value as value

    co-producer (prosumer) Wang et al - [whilst] there is a significant body of

    knowledge about the concept of customer value and itsrelationships with service quality and customersatisfaction, there has been little empirical research onthe subject. Only a few studies have focused on howsuperior customer value is constituted in the perspectiveof customers (2004)

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    RM, CRM and e-CRM: definitions,distinctions, convergence and problems

    RM and CRM = not new concepts

    businesseshave managed relationships with their customers

    for centuries (Fletcher, 2001)

    Synonyms? RM

    is based on a notion of trusting cooperation with known

    customers (Besant and Sharp, 2000)

    views stakeholders as potential active partners who are capable

    of contributing, if reciprocal value is offered, to the effectivenessof the firms market purpose, i.e the competitive satisfaction ofcustomers through the development and provision of superiorcustomer value ( Tzokas and Saren, 2004)

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    RM, CRM and e-CRM: definitions,distinctions, convergence and problems

    CRM

    a generic term to describe processes thatseek to join up a

    company's customer-focused information systems and to trackdealings with individual customers throughout the relationship life

    cycleto meet individual customers needs more effectively andefficiently (Palmer, 2005)

    e-CRM - a misnomer?

    CRM traditionally focused on the electronic or e delivery of

    information per se. However, increasingly the terms are

    differentiated, with there being a growing body of work evaluatingthe systems used to integrate customer informationandexploring the use of websites in the creation of customerrelationships (Broady-Preston and Felice, 2006)

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    RM, CRM and e-CRM: definitions,distinctions, convergence and problems

    Convergence?

    RM and KMboth recognise the value to be created through

    appropriate synergies of technology, people and process (Rowley,2004

    based on Tzokas and Saren, 2004)

    Problems?

    customers may not wish for a relationship at all (see Palmer, 2005)

    If a relationship sought is long-term desirable?

    best offers/technology/public sector no choice

    repeat purchases/visits may result from lack of alternatives orconvenience

    online vs offlineimpact on loyalty and residue from past relationships

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    Methodology : Pilot studies

    Cross - case comparison studies employing use ofFocus groups

    Why?

    to explore

    suitability of methodology adopted

    extent of transferability, especially across national boundaries

    any similarities/differences in findings to illuminate larger scaleresearch project

    NBuse of multiple-case applicationsdevelops the empiricalevidence to support and sharpen the theory (Yin, 1994)

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    Methodology : Pilot studies

    Focus groups allow

    interaction amongst participants

    individuals to discuss and expand upon their experiences

    ascertaining needs of target groups , especially those sharingworkplace or occupation (see Walters, 2004)

    Why?

    strong in extracting active and spontaneous opinions due to

    mutual interaction among the participants and the less pressure[sic] on the interviewees part (Satoh et al, 2005)

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    Methodology: Large-scale project

    Scope

    UK

    Partnership academics and universitylibrarians

    SCONUL volunteers NB need to implementchange if necessary

    Employs action research methodology

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    Action research why?

    as change is intended to result, effective action

    research depends upon the agreement and

    commitment of those affected by it. This isusually generated by involving them directly inthe research process. In many instancesas

    equal partners (Dick, 2000)

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    Action research: definitions

    Rapoports 1970 definition:

    Action research aims to contribute both to the practical concerns of

    people in an immediate problematic situation and to the goals ofsocial science by joint collaboration within a mutually acceptable

    ethical framework (Rapoport, R.N. (1970) Three dilemmas ofaction research, Human Relations, 23, 499-513)

    Townsends 2000 version:

    A fancy term for a really great way for teachers to demonstrate their

    commitment to lifelong learning, satisfy their curiosity, collaborate

    with colleagues, inspire their students and document theirsuccesses (Townsend, D. (2000) Action Research.http://www.uleth.ca/edu/research/arnia/pdf/Action ResearchRevised.pdf )

    http://www.uleth.ca/edu/research/arnia/pdf/Action%20Research%20Revised.pdfhttp://www.uleth.ca/edu/research/arnia/pdf/Action%20Research%20Revised.pdfhttp://www.uleth.ca/edu/research/arnia/pdf/Action%20Research%20Revised.pdfhttp://www.uleth.ca/edu/research/arnia/pdf/Action%20Research%20Revised.pdf
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    Action research

    Action research is

    participative clients are involved as partners in the researchprocessnb not lab rats

    qualitative

    cyclic nb academic cycles

    reflective requires critical reflection on processes and outcomeseach cycle

    responsive needs to be able to respond to emerging needs of

    the situation (also flexible) emergent gradual process early cycles help inform later

    cycles test and refine interpretations nb links to learning

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    Action research

    works in natural language aids understanding andcommunication crucial in large projects

    critical reflection for each cycle reinforces shared understandingand lends rigour

    capable of encompassing wide variety of research methods viz Critical action research ( Carr and Kemmis, 1986)

    Soft systems methodology (Checkland, 1981)

    Qualitative evaluation/naturalistic inquiry (Lincoln and Guba,1989)

    used extensively in educational research nb links to informationliteracy research Parma study (see Vezzosi, 2006)

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    Pilot studies: Summary of results

    Two cases = differing aims and scope

    Results:

    establishment of communities of practice - library staff playing active role

    in formation and management (Malta)

    active participation in research centres and groups (UK)

    information literacy sessions offered for academics

    extensive training for library staff to undertake new roles

    increase in usage statistics and positive user evaluations

    Improved relationships and development of academic-librarycollaborations

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    Action research partnership andcollaboration

    Pros

    addresses contemporary professional concerns

    encourages reflective practitioner

    provides CPD opportunities for staff

    generates robust theory grounded in practice

    Cons

    time-consuming

    change

    results

    practical issues project management and development

    sample is self-selecting

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    Where are we now?

    Not as far forward as hoped!

    Plans

    convene Steering Group

    finalise full partnership

    acquire seedcorn funding for methodology training

    acquire funding to roll out partnership project

    Obstacle = TIME!!

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    Finally

    Thank-you for listening.

    Welcome comments, questions, suggestions.

    For further information email: [email protected]