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Executive Management
The need for information that is strategic in scope, meaning its implications on the long-term performance of the company, is critical. The information needs of executives are significantly different from any other department in that they must be able to see across all functional areas yet also synthesize or process the information from a functional standpoint as well. Due to all of these factors, the need for an executive information system is critical, especially in those industries that have rapidly changing product lifecycles and razor-thin gross margins (Reimann, Schilke, Thomas, 2010). There is also the need executives have to quickly determining cause-and-effect of their strategies. An executive information system needs to be capable of creating and reporting in real-time the implications of strategies with metrics and key performance indicators (KPIs) as well. When an organization has the ability to see the results of their strategies quickly, the coordination of CRM, customer service, product development, product management, product marketing and many other functional areas integrate together much more effectively than would otherwise be the case (Reimann, Schilke, Thomas, 2010).
Conclusion
The role of sales and marketing, customer service and executive management all combine to create the competitive advantages companies rely on for attracting and keeping customers. Instead of seeing a company as a silo, which the functional definitions...
The successful use of these applications can create even greater levels of performance through information collaboration and greater levels of interprocess integration -- which all translates into goals being accomplishable at a much greater rate.
References
Andreas Andronikidis, Andreas C. Georgiou, Katerina Gotzamani, & Konstantina Kamvysi. (2009). The application of quality function deployment in service quality management. TQM Journal, 21(4), 319-333.
Terrance Casey. (2004). Automation, Self-Service, and Analytics: Improve the Customer Relationship. American Water Works Association. Journal, 96(8), 34. Retrieved August 15, 2010, from ABI/INFORM Trade & Industry. (Document ID: 691484961).
Chang, W., Park, J., & Chaiy, S. (2010). How does CRM technology transform into organizational performance? A mediating role of marketing capability. Journal of Business Research, 63(8), 849.
Reimann, M., Schilke, O., & Thomas, J.. (2010). Customer relationship management and firm performance: the mediating role of business strategy. Academy of Marketing Science. Journal, 38(3), 326.
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