In regards to this thesis there are some restrictions placed on this thesis paper. What has happened in regards to the development of thesis, is that the mailing list was provided by RMIT University. The mailing list has been provided, and is based upon past relationships built by the university. The organisations involved may or may not have any business association with the university, and may have some business or professional links with the university. The second limitation of this thesis, is that surveys were submitted in a hardcopy and electronic format, in which is due to budget restrictions. A larger sample size would have been better, however in reality, due to financial restrictions at the time of this thesis, the sample size is limited. This is the reason as to why focus groups were not conducted for this thesis. The final restriction of this thesis, is that other informational questions had been rejected by the university’s ethics committee, as it would have required confidential corporate information to be accessed, in which is understandable. Thus more information or data is welcomed in the area of CRM and IT strategy planning. The accuracy of the data presented in this thesis is certified.
7.8 Conclusion
In conclusion, the IT strategy planning system of an organization can be used to establish, develop, and maintain a competitive advantage for an organization. CRM systems are an important component of IT, and more importantly IT strategy. CRM’s objective is to increase the proficiency and productivity in business. CRM systems can be integrated with the IT strategy of an organization. The IT strategy element best describes the human element of IT, in relation to training. CRM in conjunction with IT strategy helps facilitate better effective communication in an organization. From here the decision making process can be improved, as well as the situation awareness of an organization, in their respective marketplace. Vertical and horizontal are established concepts in business. However what CRM and IT strategy linkages promote, is that it defines backwards integration for a business, as well as to help support the strategic market position of an organization. Costs in an organisation can be reduced, and "value added" can be concentrated on for an organization, to achieve a sustainable competitive advantage.
What CRM and IT strategy does at a system level is that it helps to better understand the concepts and principles of these two sub topics in the umbrella of IT. In conclusion the implementation of a CRM system into an organization is worth the expense. The implementation of CRM into an organisation does lead to a competitive advantage, and can be adopted by organizations. In summary, it’s worth it.
References
Alle (2000). 'Reconfiguring the Value Network ', Journal of Business Strategy, vol. 21, no. 4, pp. 1-6.
Alt, R & Puschmann, T (2004). 'Successful Practices in Customer Relationship Management', paper presented to International Conference on Systems Sciences, Hawaii, vol. 7.
Baxter, N Collings, D & Adjali, I (2003). 'Agent-based modelling-intelligent customer relationship management', BT Technology Journal, vol. 21, no. 2, pp. 126-132.
Becker, J Ribbert, M & Dreiling, A (2002). 'Contribution of Meta Models to Systems Engineering - A CRM Example', University of Muenster Dept. of Information Systems, pp. 1-12.
Bentum, R & Stone, M (2005). 'Customer relationship management and the impact of corporate culture — A European study ', Database Marketing & Customer Strategy Management, vol. 13, no. 1, pp. 28-54.
Bligh, P (2004). CRM Unplugged: Releasing CRM'S Strategic Value. John Wiley & Sons, Inc.
Bose, R (2002). 'Customer relationship management: key components for IT success', Industrial Management & Data Systems, pp. 89-97.
Camarata, E, Camarata, M & Barker, R (1998). 'Integrating Internal and External Customer Relationships through Relationship Management: A Strategic Response to a Changing Global Environment', Journal of Business Research, vol. 41, no. 1, pp. 71-81.
Cao, Y & Gruca, TS (2005). 'Reducing Adverse Selection Through Customer Relationship Management', American Marketing Association, vol. 69, no. 4.
Chen, I & Popovich, K (2003). 'Understanding customer relationship management (CRM) People, process and technology', Business Process Management Journal, vol. 9, no .5, pp. 672-688.
Chen, Y, Justis, R, & Chong, P (2002). ' Franchising and Information Technology: A Framework', Idea Publishing Group, pp. 118–139.
Colgate, MR & Danaher, PJ (2000). 'Implementing a Customer Relationship Strategy: The Asymmetric Impact of Poor versus Excellent Execution', Journal of the Academy of Marketing Science, vol. 28, no. 3, pp. 375-87.
Cooper, MJ, Upton, N & Seaman, S (2005). 'Customer Relationship Management: A Comparative Analysis of Family and Nonfamily Business Practices', Journal of Small Business Management, vol. 43, no. 3, pp. 242-56.
Crosby, & Johnson, (2000). 'Is technology the new Holy Grail for customer loyalty?', Emerald Management Review, pp. 1-2.
Croteau, A & Bergeron, F (2001). 'An information technology trilogy: business strategy, technological deployment and organizational performance ', The Journal of Strategic Information Systems, vol. 10, no. 2, pp. 77-99.
Doeringer, P & Terkla, D G (1995). 'Business Strategy and Cross-Industry Clusters', Economic Development Quarterly, vol. 9, no. 3, pp. 225-37.
Dyche, J (2001). The CRM Handbook A Business Guide to Customer Relationship Management, Addison-Wesley, NJ.
Dyllick, T & Hockerts, K (2002). 'Beyond the business case for corporate sustainability', Business Strategy and the Environment, vol. 11, no. 2, pp. 130-44.
Falconer, D & Hodget, R (1996). 'A survey of strategic information system planning in Australian companies', Information Systems Conference of New Zealand, pp. 85- 95.
Finnegan, D & Willcocks, LP (2007). Implementing CRM: From Technology to Knowledge, Wiley Series in Information Systems, John Wiley & Sons, Ltd West Sussex.
Gronross, C (1991). 'From marketing mix to relationship marketing – towards a paradigm shift in marketing', Asia-Australia Marketing Journal, vol. 2, no. 1, pp. 322 - 339.
Gartlan, J & Shanks, G (2007). 'The Alignment of Business and Information Technology Strategy in Australia', vol. 14, no. 2, pp. 113–139.
Geib M, Reichold A, Kolbe, L & Brenner, W (2005). 'Architecture for Customer Relationship Management Approaches in Financial Services', paper presented to International Conference on System Sciences, Hawaii.
Ghemawat P (2003). 'Semiglobalization and international business strategy', Journal of International Business Studies, vol. 34, pp. 138-52.
Goldsmith N (1991). 'Linking IT Planning to Business Strategy ', Long Range Planning, vol. 24, no. 6, pp. 66-77.
Gratton L, Hailey-Hope V, Stiles P, & Truss C (1999). 'Linking Individual Performance to Business Strategy: The People Process Model', Human Resource Management, vol. 38, no. 1, pp. 17-31.
Gunasekaran A, Love P, Rahimi F, & Miele R (2001). 'A model for investment justification in information technology projects', International Journal of Information Management, vol. 21, pp. 349-364.
Gupta A, & Govindarajab. V (1984). 'Business Unit Strategy, Managerial Characteristics, and Business Unit Effectiveness at Strategy Implementation', Academy of Management Journal, vol. 27, no. 1, pp. 25-41.
Gupta, M & Jana, D (2003). 'E-government evaluation: a framework and case study', Government Information Quarterly', vol. 20, pp. 365-387.
Hagel, J & Brown, JS (2001). 'Your Next IT Strategy', Harvard Business review, October, pp. 105-113.
Hakansson, H & Snehota, I (2006). 'No business is an island: The network concept of business strategy', Scandinavian Journal of Management, vol. 22, no. 3, pp. 256-70.
Hawking, P. & Stein, A (2004). 'Revisiting ERP Systems: Benefit Realisation in Proceedings of the 37th Annual Hawaii International Conference on System Sciences', vol. 8, pp. 80-227.
Hawking, P., Foster S, & Stein, A (2008). ' The adoption and use of business intelligence solutions in Australia in International Journal of Intelligent Systems Technologies and Applications', vol. 4, pp. 327-340.
Henderson, B (1989). 'The Origin of Strategy', Harvard Business Review, vol. November-December, pp. 1-6.
Hunter, G, Diochon, M, Pugsley, D & Wright, B (2002). 'Unique Challenges for Small Business Adoption of Information Technology: The Case of the Nova Scotia Ten', Idea Publishing Group, pp. 98–117.
IBM (2006). 'IBM Express IT Strategy Assessment', On Demand Express Portfolio, viewed 17th June 2011, <
http://www.07.ibm.com/businesscenter/au/specialoffers/pdf/33406_ExpressITStrateg yAssess_v6.pdf.>
Jones, N (2002). Customer Relationship Management, A Practical Approach to Effective Strategy, Financial World Publishing, Kent.
Kannan, P & Rao, H (2001). 'Introduction to the special issue: decision support issues in customer relationship management and interactive marketing for e-commerce ', Decision Support Systems, vol. 32, no. 2, pp. 83-84.
Kaplan, R (1994). 'Devising a balanced scorecard matched to business strategy', Planning Review, vol. September/October, pp. 15-9.
Kaplan, R & Norton, D, P (2000). 'Having Trouble with Your Strategy? Then Map It', Harvard Business review, no. September-October, pp. 1-11.
Kotorov, R (2003). 'Customer relationship management: strategic lessons and future directions', Business Process Management Journal, vol. 9, no. 5, pp. 566-571.
Law, M, Lau, T & Wong, Y (2003). 'From customer relationship management to customer-managed relationship: unraveling the paradox with a co-creative perspective', Marketing Intelligence & Planning, vol. 21, no. 1, pp. 51-60.
Leary, C, Rao, S & Perry, C (2004). 'Improving customer relationship management through database/Internet marketing', European Journal of Marketing, vol. 38, no. 3/4, pp. 338-354.
Lederer, A & Hannu, S (1996). 'Toward a theory of strategic information systems planning', Journal of Strategic Information Systems, pp. 237-252.
Lencioni, P (2000). The Four Obsessions of an Extraordinary Executive, 1st edn, The four obsessions of an extraordinary executive: a leadership fable, Jossey-Bass, San Francisco.
Li, J, Fok, W, Fok, L & Hartman, S (2002). 'The impact of QM maturity upon the extent and effectiveness of customer relationship management systems', vol. 7, no. 4, pp. 212-24.
Light, B (2001). 'A Review of the Issues Associated with customer relationship management systems', pp. 566-571.
Massey, A, Montoya-Weiss, M & Holcom, K (2001). 'Re-engineering the customer relationship: leveraging knowledge assets at IBM ', Decision Support Systems, vol. 32, no. 2, pp. 155-170.
McAdam, R & Bailie, B (2002). 'Business performance measures and alignment impact on strategy The role of business improvement models', International Journal of Operations & Production Management, vol. 22, no. 9, pp. 972-96.
Memel, D Scott, J, McMillan, D, Easton, S, Donelson, SM, Campbell, G, Sheehan, M & Ewing, T (2001). 'Development and Implementation of an Information Management and Information Technology Strategy for Improving Healthcare Services: A Case Study', Journal of Healthcare Information Management, vol. 15, no. 3, pp. 261-285.
Meier, A, Werro, N, Albrecht, M & Sarakinos, M (2005). 'Using a Fuzzy Classification Query Language for Customer Relationship Management', paper presented to Proceedings of the 31st international conference on Very large data bases Trondheim, pp. 1-404.
Moran, K. (1995). Investment Apprasial for Non-Financial Managers. Investment Apprasial for Non-Financial Managers - A-Step-by-Step Guide to Making Profitable Decisions, London.
Murphy, D & Copp, A (2006). Customer Relationship Mangement & Customer Service, 1st edn, Tilde University Press, Prahran.
Nalebuff, B & Brandenburger, A (1997). 'Co-opetition: Competitive and cooperative business strategies for the digital economy', Strategy & Leadership, vol. November/December, pp. 28-29.
Nath, R (2001). 'Aligning MIS with the Business Goals', Information & Management, pp. 71-79.
Ngai E (2005). 'Customer relationship management research (1992-2002) An academic literature review and classification', Marketing Intelligence & Planning, vol. 23, no. 6, pp. 582 - 605.
Pita, Z Cheong, F, & Corbitt, B (2008). 'Approaches and Methodologies for Strategic Information Systems Planning: an Empirical Study in Australia'. ACIS 2008 Proceedings, Paper 1.
Porter, M (1979a). 'How competitive forces shape strategy', The Mckinsey Quarterly, pp. 34 - 50.
Porter, M (1979b). 'How competitive forces shape strategy', Harvard Business Review, vol. March-April, pp. 91-101.
Porter, M (2001). 'Strategy and the Internet', Harvard Business Review OnPoint Article, vol. March, pp. 1-21.
Pumelt, R (1993). 'Evaluating Business Strategy', viewed 12th March 2011, <http://www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Papers/EVAL2.pdf.>
Ritter, T & Gemunden, H (2004). 'The impact of a company’s business strategy on its technological competence, network competence and innovation success', Journal of Business Research, vol. 57, no. 5, pp. 548-556.
Rochlin, G (1989), 'Informal organizational networking as a crisis- avoidance strategy: US naval flight operations as a case study', Organization & Environment, pp.1-19.
Roh, T, Ahn, C & Han, I (2005). 'The priority factor model for customer relationship management system success', Expert Systems with Applications, vol. 28, no. 4, pp. 641-54.
Sabherwal, R & Chan, Y (2001). 'Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders ', Information Systems Research, vol. 12, no. 1, pp. 11-33.
Samson, D & Teriovski, M (1999). 'The relationship between total quality management practices and operational performance', Journal of Operations Management, vol. 17, no. 4, pp. 393-409.
Schabetsberger, T Gross, E, Haux, R, Lechleitner, G, Pellizzar, T, Schindelwig, K, Stark, C, Vogl, R & Wilhelmy, I (2004). 'Approaches Towards a Regional, Shared Electronic Patient Record for Health Care Facilities of Different Health Care Organizations - IT- Strategy and First Results', IOS Press, pp. 979-982.
Schamp, W & Alvstam, C (2005). 'Linking Industries Across the World: Processing of Global Networking', 1st Edn, Ashgate Publishing, England, pp. 126-129.
Schoder, D & Madeja, N (2004). 'Is Customer relationship management a success factor in electronic commerce?', Journal of Electronic Commerce Research, vol. 5, no. 1, pp. 38-53.
Smaczny, T (2001). 'Is an alignment between business and information technology the appropriate paradigm to manage IT in today;s organisation? ', vol. 39, no. 10, pp. 797-802.
Smith, T & Reece, J (1999). 'The relationship of strategy, fit, productivity, and business performance in a services setting ', Journal of Operations Management, vol. 17, no. 2, pp. 145-161.
Sohal, A & Fitzpatrick, P (2002). 'IT governance and management in large Australian organisation', International Journal of Production Economics, pp. 97-112.
Sohal, A & Ng, L (1998). 'The role and impact of information technology in Australian business', Journal of Information Technology, vol. 13, pp. 201-217.
Solingen, R (2004). 'Measuring the ROI of software process improvement', IEEE Software, vol. 21, pp. 32-38.
Stalk, G & Evans-Clark, P (1992). 'Competing on capabilities: The new rules of corporate strategy', Harvard Business Review, vol. 70, no. 2, pp. 57-69.
Storbacka, K Strandvik, T & Gronroos, C (1994). 'Managing Customer Relationships for Profit: The Dynamics of Relationship Quality', International Journal of Service Industry Management, vol. 5, no. 5, pp. 21-38.
Verhoef, P & Donkers, B (2001). 'Predicting customer potential value an application in the insurance industry', Decision Support Systems, vol. 32, no. 3, pp. 189-199.
Walsham, G. & Waema, T. (1994). 'Information systems strategy and implementation: a case study of a building society', ACM Transactions on Information Systems (TOIS), vol. 12, pp. 1-24.
Wang, S, Chen, W, Ong, C , Liu, L. & Chuang, Y (2006). 'RFID Application in Hospitals: A Case Study on a Demonstration RFID Project in a Taiwan Hospital', 39th Hawaii International Conference on Systems Sciences, vol. 8, pp.1-10.
Whittington, R (1996). 'Strategy as practice', Long Range Planning, vol. 29, no. 5, pp. 731-735.
Wikipedia (2008a). Amazon, viewed 24th October 2008, < http://en.wikipedia.org/wiki/Amazon.com.>
Wikipedia (2008b) Dell, viewed 24th October 2008, < http://en.wikipedia.org/wiki/Dell.>
Wikipedia (2008c). Wells Fargo, viewed 24th October 2008, < http://en.wikipedia.org/wiki/Wells_Fargo.>
Williams, F Souza, D Rosenfeldt, M & Kassaee, M (1995). 'Manufacturing strategy, business strategy and firm performance in a mature industry', Journal of Operations Management, vol. 13, no. 1, pp. 19-33.
Winer, R (2001). 'A Framework for Customer Relationship Management', California Management Review, vol. 43, no. 4, pp. 89-105.
Xu, Yuring; Yen, David, Lin, Binshan & Chous, D (2002). 'Adopting customer relationship management technology', Industrial Management & Data Systems, vol. 102, no. 8, pp.442-452.
Appendix A – Survey Instrument
School of Business Information Technology
CRM as a tool for IT Strategy Planning
Survey
The questionnaire will take approximately 15 minutes to complete. The survey can be returned by placing the completed survey in the supplied postage-paid envelope. You can also choose to complete the survey online at:
http://www.surveymonkey.com/s.aspx?sm=XO4LdWkHP8wLj_2b_2b_2bfflPTQ_3d_3d
Section 1: Demographics
Q1) What is your position in the organisation? (please fill in)
______________________________________________________________________________
Q2) What is the name of your organisation? (please fill in)
______________________________________________________________________________
Q3) What type is your organisation? (please tick one
box)
a) Government Organisation b) Statutory Authority c) Private Company d) Government Owned Company e) Other: (please fill in below)
Other: ______________________________________________________________________________ ______________________________________________________________________________
Q4) How many people does your organisation employ? (please tick one box)
a) 1 – 5 b) 6 – 25 c) 26 - 100 d) 101 – 500 e) 501 - 1000 f) 1001 – 5000 g) 5000 +
Advertising Aerospace Agriculture Apparel Architecture Automotive Biotechnology Chemicals Construction Consulting Defence eCommerce Education Electronics Energy Engineering Entertainment Environmental Financial Services Food and Beverage Government Hardware Healthcare Hospitality Insurance Legal Manufacturing Media Non-Profit Pharmaceutical Public Real Estate Research Restaurant Retail Software Technology Tele-communications Transportation Travel Other
Other: ______________________________________________________________________________
______________________________________________________________________________
Section 2: CRM Usage
Q6) What CRM system do you have? (please tick all boxes that
apply)
In-house developed SAP/R2 SAP/R3 Microsoft CRM SEBEL NetSuite CRM+ Maximizer CRM
Other (Please fill in below)
Other: ______________________________________________________________________________
______________________________________________________________________________
Q7) How long is it since you implemented your current CRM system? (please tick one box)
Less than 1 Year
1 - 2 Years 3 - 4 Years 5 Years plus
Not Very Effective Effective
1 2 3 4 5
Q9) Please indicate whether your CRM system benefits your organisation in the following ways?
(please fill in) No Major Benefit Benefit a) Shared or distributed customer data 1 2 3 4 5 b) Cost reduction 1 2 3 4 5 c) Better customer service 1 2 3 4 5 d) Increased customer loyalty 1 2 3 4 5 e) Increased customer satisfaction 1 2 3 4 5 f) Better customer retention 1 2 3 4 5 g) More repeat business 1 2 3 4 5 h) More new business 1 2 3 4 5 i) More profit 1 2 3 4 5 g) Other: (Please explain) 1 2 3 4 5
Other: ______________________________________________________________________________ ______________________________________________________________________________
Q10) Please indicate the level of importance of the following CRM functions to your
organisation?
Not Very Do not
Important Important use at all a) Staff Management 1 2 3 4 5 x b) Lead Generation 1 2 3 4 5 x c) Sales Management 1 2 3 4 5 x d) Customer Service Management 1 2 3 4 5 x e) Process Management 1 2 3 4 5 x f) Report Management 1 2 3 4 5 x g) Analysis Management and Forecasting 1 2 3 4 5 x h) Other: 1 __________________________ 1 2 3 4 5 x i) Other: 2 ___________________________ 1 2 3 4 5 x j) Other: 3 ___________________________ 1 2 3 4 5 x
Q11) How much of a problem are the following issues in relation to your use of your
company’s CRM system? (please fill in)
Not a Major
Problem Problem a) Lack of Training 1 2 3 4 5 b) CRM system not supported by management 1 2 3 4 5 c) CRM system not used 1 2 3 4 5 d) Not enough information about CRM system 1 2 3 4 5 for users e) Over budget 1 2 3 4 5 f) Other: 1 _____________________________ 1 2 3 4 5 g) Other: 2 _____________________________ 1 2 3 4 5 h) Other: 3 _____________________________ 1 2 3 4 5
Section 3: IT Strategy Planning Process
Q12) How often does your organisation update its IT strategy? (please tick one box)
Every Year Every 2 Years Every 3 Years Every 4 years Greater than 4 years Other: (Please explain)
Other: ______________________________________________________________________________ ______________________________________________________________________________
Q13) Rate the importance of each of the following uses of IT in your organisation? (please fill in)
Not Very
Important Important N/A a) Get a complete picture of your customer 1 2 3 4 5 x b) Connect and streamline your business 1 2 3 4 5 x processes
c) Take advantage of smooth integration with 1 2 3 4 5 x other IS
d) Work beyond the reach of your network 1 2 3 4 5 x e) Customize and integrate with other products 1 2 3 4 5 x and services
f) Other: 1____________________________ 1 2 3 4 5 x g) Other: 2____________________________ 1 2 3 4 5 x h) Other: 3____________________________ 1 2 3 4 5 x
Q14) How important are the following aims in formulating your company’s IT strategy? (please fill in)
Not Very
Important Important N/A
a) Get a complete picture of your customer 1 2 3 4 5 x b) Aligning IT resources with business goals and direction 1 2 3 4 5 x c) Leveraging IT to drive innovation and revenue growth 1 2 3 4 5 x d) Developing operational changes that can reduce costs 1 2 3 4 5 x e) Improving the effectiveness of IT service delivery 1 2 3 4 5 x f) Other: 1___________________________________ 1 2 3 4 5 x g) Other: 2___________________________________ 1 2 3 4 5 x
Q15) Which of the following roles in your company are involved in the I.T strategy planning process?
(please fill in) Not Very
Involved Involved N/A
a) CRM Manager 1 2 3 4 5 x b) CIO 1 2 3 4 5 x c) CEO 1 2 3 4 5 x d) Board Members 1 2 3 4 5 x e) IT Operation Staff 1 2 3 4 5 x
f) Business Operation Staff 1 2 3 4 5 x
g) Other: 1___________________________________ 1 2 3 4 5 x
h) Other: 2___________________________________ 1 2 3 4 5 x
i) Other: 3___________________________________ 1 2 3 4 5 x
Q16) What IT techniques does your organisation use in relation to their IT strategy? (please fill in) IT Portfolio Management Knowledge Management Business Intelligence
Benchmarking
Other: (Please explain) Other: ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________
Section 4: Business Capabilities
Q17) What is your organisation’s primary competitive strategy? (please fill in) Price Leadership Product Differentiation Niche Product Differentiation
Niche Price Leadership
Other: (Please explain)
Other: ______________________________________________________________________________
Q18) How effective is your organisation in the following areas? (please fill in)
Not Very
Effective Effective N/A
a) Developing IT Systems 1 2 3 4 5 x
b) Managing IT Infrastructure 1 2 3 4 5 x
c) Outsourcing IT Functions 1 2 3 4 5 x
d) IT Governance 1 2 3 4 5 x
e) Targeting areas in which IT can add value 1 2 3 4 5 x
f) Introducing areas in which IT can add value 1 2 3 4 5 x
Q19) How important are each of the following issues when your organisation develops its IT strategy?
(please fill in) Not Very Important Important N/A
a) Collaboration between IT and business operations 1 2 3 4 5 x
b) Integration between IT strategy and business strategy 1 2 3 4 5 x
c) Business Innovation 1 2 3 4 5 x
d) Multi year planning 1 2 3 4 5 x
e) Opportunities to use emerging technology 1 2 3 4 5 x
f) IT capabilities of competitors 1 2 3 4 5 x
Q20) Overall how strongly aligned to your business processes is your IT strategy planning?
(please fill in) Not Aligned Strongly
at All Aligned
Section 5: Linking CRM to your IT strategy planning
Q21) How useful are the following outputs from your CRM in the I.T. strategy planning
process?
(please fill in)
Not Very Useful Useful N/A
a) Analysis of customer interaction 1 2 3 4 5 x
b) Customer profiles 1 2 3 4 5 x
c) Customer complaint data 1 2 3 4 5 x
d) Sales data 1 2 3 4 5 x
e) Data on reliability of products/services 1 2 3 4 5 x
f) Customer forecasting 1 2 3 4 5 x
g) Staff performance data 1 2 3 4 5 x
h) Other: 1___________________________________ 1 2 3 4 5 x
i) Other: 2___________________________________ 1 2 3 4 5 x
j) Other: 3___________________________________ 1 2 3 4 5 x
Q22) Overall how useful is your CRM system in assisting your IT strategy planning?
(please fill in) Not Very Useful useful 1 2 3 4 5 The information you provide will be treated in the strictest confidence. No individual will ever be identified. It may be used from time to time, but only for RMIT University related communications, or research. If you have any questions please contact Omar Peasnell at [email protected] or Dr. Martin Dick at [email protected]. I would like to receive a copy of the results of this research Yes No
If Yes, Email Address or Postal Address:
______________________________________________________________________________