AJIBM  Vol.8 No.3 , March 2018
Customer Strategy for Implementing Customer Relationship Management in Corporation with the Value-Based Network Analysis Approach
Abstract: With the new technology, organizations increasingly recognize the importance of managing customer relationships, and many of them have been deployed to customer relationship management (CRM) in order to serve customers better and build close relationships with them. On the other hand, the recognition of valued customers and their management has become an important issue. In today’s world, the business market is a complex network of tangible and intangible value relationships whose identification and optimal management is important. If these relationships are not optimally managed, it can lead to a great deal of harm to the organization and; on the other hand, if these relationships can be properly identified and managed, they can organize huge profits with the least cost. In this article, the target organization that focuses on the network, as well as its corporate clients, has been reviewed, and a model for explaining customer strategy for implementing CRM in a company (Saba Corporation in Iran) as an example has been presented. Further, on the characteristics of its customers, the organization’s policy has also been implemented. To do this, first, corporate customers focus on the value they focus on (customer lifetime value or CLV), and then the value chain will be implemented across the different segments of the corporate customer focus. By implementing the value chain among the various sections of the corporate customers, the hub can design suitable marketing programs for managing value paths and allocate appropriate budgets for each path.
Cite this paper: Kalani, E. , Elhami, A. , Mashreghi, M. , Kazem-Zadeh, R. and Kamrani, E. (2018) Customer Strategy for Implementing Customer Relationship Management in Corporation with the Value-Based Network Analysis Approach. American Journal of Industrial and Business Management, 8, 537-547. doi: 10.4236/ajibm.2018.83035.

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