Developing a CRM conceptual framework for the Mauritian Hotel Industry

Abstract

In the last two decades, relationship marketing and its off-spring Customer Relationship Management (CRM) have gained much foothold in the management and marketing disciplines as being a revolutionary concept fostering a customer-driven business model. CRM, in particular has generated an unparalleled buzz for being the flavor of the season with many articles and books written on it. However, the last few years have shifted the concern from the theoretical concept of CRM to the way it is implemented and should be implemented in industries and organisationswith due consideration given to the metrics. For some companies, CRM is only an IT- enabled sales and service function while for others, it goes a little further to communicating with customers regularly. CRM has an undeniable great potential contribution and must be positioned as the fundamental strategic process around which business activities are organized. Despite that, many CRM implementation projects fail to live up to expectations. This paper attempts to expand the effort on overcoming the CRM pitfalls by identifying and emphasizing on key success factors that may ensure a successful CRM implementation. The aim of this paper is to develop a CRM conceptual framework for the Mauritian Hotel Industry based on critical success factors such as top management commitment, technology, strategy, culture, people, knowledge management, change management, structure and process.