Hasil Pencarian  ::  Simpan CSV :: Kembali

Abstrak :
Di tengah transformasi bisnis digital, peran customer knowledge dalam membangun customer relationship di perusahaan multinasional (MNEs) menjadi semakin relevan. Perusahaan beralih ke strategi Customer Relationship Management (CRM) dan Knowledge Management (KM) untuk memahami lebih dalam dan melayani pelanggan mereka. Perusahaan memilih untuk mengintegrasikan proses, produk, dan obyektif bisnis untuk menciptakan hubungan jangka panjang yang menguntungkan. Praktik CRM fokus pada perilaku dan preferensi pelanggan, sementara KM menangkap dan membagi Customer Knowledge (CK) di seluruh organisasi. Kombinasi ini membantu MNEs dalam menciptakan pengalaman pelanggan yang konsisten, meningkatkan komunikasi, dan memanfaatkan informasi untuk mendorong inovasi dan perkembangan bisnis. Sayangnya, persimpangan antara CRM dan KM belum diselidiki secara mendalam dalam dunia nyata. Studi ini akan mengeksplorasi hubungan antara KM dan CRM melalui CK, menentukan peran faktor customer knowledge dalam membangun customer relationships. Delapan manajer dari berbagai latar belakang fungsional diwawancarai, dan sembilan faktor CK diidentifikasi sebagai pengaruh terhadap customer relationships selama proses pra-pembelian, pembelian, dan pasca-pembelian. Temuan utama ini meliputi complexity, product development, cohesive branding, delivery of value, seamless customer journey, providing guidance/nudges, conversion, brand equity, and brand leadership; dibagi menjadi tiga kategori: Customer Interaction (CI), Customer Experience (CX), dan Customer Success (CS). ......Amid digital business transformations, the role of customer knowledge in building customer relationships in multinational enterprises (MNEs) is becoming increasingly important. Companies are turning to customer relationship management (CRM) and knowledge management (KM) strategies to better understand and serve their customers. Opting to integrate processes, products, and goals to create profitable and long-term relationships. CRM practices gain insights into customer behavior and preferences, while KM captures and share customer knowledge (CK) across the organization. This culmination assists MNES in creating a consistent customer experience, improving communication, and leveraging insights to drive innovation and growth. Unfortunately, the overlap between CRM and KM has yet to be investigated in the real world. This study will explore the relationship between KM and CRM via CK, determining the role of customer knowledge factors in building customer relationships. Eight managers from various functional backgrounds were interviewed, and nine CK factors were identified as influencing customer relationships during the pre-purchase, purchase, and post-purchase process. These main findings include complexity, product development, cohesive branding, delivery of value, seamless customer journey, providing guidance/nudges, conversion, brand equity, and brand leadership; divided into three categories: Customer Interaction (CI), Customer Experience (CX), and Customer Success (CS).

Abstrak :
Memperkuat value-chain MNE (Multinational Enterprises) membutuhkan ketahanan dari perusahaan cabang mereka yang terus menghadapi tantangan atas ketersinambungannya secara global. Peneliti sebelumnya telah mengemukakan bahwa flexibilitas dalam memasuki, mengubah, dan meninggalkan aliansi di host-country, bisa mengangkat masalah yang timbul di sana, sehingga memudahkan subsidiary mengambil pilihan-pilihan strategis yang diinginkan. Namun, ada beberapa aspek yang perlu dipertimbangkan sebelum flexibilitas strategi dilakukan. Studi empiris secara quantitatif yang berlandaskan pada teori "Resource-Based View" dalam konteks manajemen strategi internasional ini, maka, akan mengambil makna dari penemuan atas aspek strategi flexibilitas dari latar belakang tersebut. Berfokus pada hubungan antara aliansi strategis dan faktor penentu dan integrasi vertikal dengan perusahaan induk, penelitian ini pun menguji bahasan tersebut menggunakan regresi OLS. Pengaruh moderasi dari risiko politik host-country juga kemampuan internal perusahaan cabang untuk networking melalui manajer berlatar belakang asing bagi host-country, diselidiki melalui survei terhadap manajer operational di level menengah dalam perusahaan kecil hingga besar yang mendiami berbagai negara berisiko politik. Dari sampel ini, ditemukan implikasi manajerial yang membuktikan bahwa keterikatan ke perusahaan induk mendukung pengambilan keputusan mengenai aliansi di host-country karena desentralisasi yang ada dalam perusahaan cabang, namun, dapat terganggu oleh risiko politik dan kemampuan manajer asing dalam membangun hubungan dengan partner. Penelitian ini membantu mengklarifikasi koneksi bentuk integrasi vertikal antara perusahaan cabang dan induk yang ada, dengan pilihan-pilihan aliansi strategis, di dalam situasi politik yang mengancam serta komposisi manajer asing yang telah ditetapkan. ......Strengthening MNEs (Multinational Enterprises) value-chain requires their subsidiaries' sustainability that are constantly challenged due to being globally interconnected. Previous researcheshave posited that flexibility in entering, modifying, and exiting alliances in the host-country, could alleviate the issue, enabling subsidiaries to pursue desired strategic choices. Several considerable aspects, nevertheless, should be weighed prior to its execution. This quantitative empirical study upon the reource-based view foundation, thus derives from that finding and focus on strategic alliance's relationship with a detrimentally affecting factor, vertical integration with the parent company, as tested using OLS regression. Moderating influences from the host-country's political risk and their internal ability to form networking in the host-country through foreign managers are surveyed on middle-level operational managers from small to large companies residing in various politically risky countries. From there, the managerial implications draw that integratedness to parent companies promotes alliance decision-making due to decentralization in subsidiaries but can be hampered by host-country's political risk and foreign managers' established bond with partners. This research helps clarify the connection between settled vertical integration to strategic alliances choices, with given political threats and prospective foreign manager composition.