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  3. Investigating the impact of knowledge management (KM) on the success of customer relationship management (CRM) and the effects of organizational intermediary factors in the insurance industry with an emphasis on life insurance

Investigating the impact of knowledge management (KM) on the success of customer relationship management (CRM) and the effects of organizational intermediary factors in the insurance industry with an emphasis on life insurance

Number of pages: 289 File Format: word File Code: 30314
Year: Not Specified University Degree: Master's degree Category: Management
Tags/Keywords: Communication management - CRM - Customer relationship management - Insurance industry - KM - Knowledge management - Life insurances - Organizational intermediary
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  • Summary of Investigating the impact of knowledge management (KM) on the success of customer relationship management (CRM) and the effects of organizational intermediary factors in the insurance industry with an emphasis on life insurance

    Dissertation for Master's degree (M.A)

    Treatment: "Insurance Management"

    Introduction:

    Currently, knowledge society or knowledge-based economy is characterized by factors such as increased competitiveness, technological innovation and the global nature of markets. In this regard, companies should pay a lot of attention to knowledge when conducting their business, because knowledge is considered a key factor for creating a competitive advantage (Garrido Moreno et al., 2011: 437). In addition, in recent years, knowledge is considered as a very important organizational resource, and growing attention has been paid to this concept (Alavi and Leidner [2], 2001: 108).

    Currently, knowledge management has become a research priority of the academic community and is one of the areas where companies are allocating a greater share of expenses for its implementation. (Salamador and Bueno [3], 2007: 1061). In this environment, the relationships of companies with the market are very important and have completely changed the marketing strategies of companies towards other communication approaches, and customer relationship management emphasizes that companies find it more profitable to maintain existing customers by developing long-term relationships that meet their needs than to attract new customers (Garrido Moreno et al., 2011: 437).

    These long-term relationships are largely based on customer knowledge and Customer relationship management and knowledge management systems not only improve the organization's ability to interact, attract and create personal relationships with customers, but also strengthen their ability to increase their knowledge about them (Zoo and Walton [4], 2005: 957).

    By reviewing the literature of many researches, in this research, the effect of knowledge management on the success of customer relationship management of Asia Insurance Company in Tehran will be investigated, and knowledge management as a determining factor. The success of customer relationship management will be analyzed along with other factors (technological and market-related factors). In this research, first the problem statement and the importance and necessity of the subject are described, and then the goals, theoretical framework, research assumptions, key terms and conceptual model are stated. "Knowledge management" enables access to the experiences, expertise and knowledge of employees for new capabilities, innovation and increasing the efficiency of organizations (Piroi, 1386). Currently, knowledge-based societies and knowledge-based economy have become important due to factors such as increased competition, technological innovation and the nature of the global market (Garido-Moreno and Padilla-Melendez [5], 2011: 437). In these societies, companies should pay attention to knowledge when conducting their business as a key factor that leads to the creation of a competitive advantage (Salamador and Bueno, 2007: 1067).

    Today, the creation of wealth from knowledge has become very important due to the tremendous technological developments in the world, so that in the 21st century, a knowledge-based economy is expected to be formed in many countries, and societies in National wealth and economic growth are measured in the form of ideas and technological knowledge and not in the form of materials and physical resources, they emerge and develop one after the other (Hosseini, 2013). And it has become one of the priorities of scientific research and it is one of the areas that has allocated a large share of costs for implementation in organizations (Garido-Moreno and Padilla-Melendez, 2011: 437). 4).

    Knowledge management is related to the creation and development of an organization's knowledge assets with the attitude of achieving the goals of the organization and requires all activities that are related to identifying, sharing and creating knowledge. This work requires systems to create and maintain knowledge resources, foster and facilitate knowledge. In this regard, successful organizations are those that consider knowledge as an asset and develop organizational values ??and norms that support the creation and sharing of knowledge. Today, the focus is on customer relationship management, and naturally, more emphasis is placed on keeping and growing existing customers instead of finding new customers.By using customer relationship management (CRM), today's organizations seek to achieve methods of measuring customer profitability and long-term value creation for their customers (Greve and Albers [7], 2006: 2). (Barnster [8], 2001), therefore, considering the powerful role of customers in today's world and their comprehensive awareness of the information market and services, access to information and various service delivery channels to use services, the issue of how to properly communicate with customers and strive to maintain this relationship in the long term is one of the most important issues affecting the durability and stability of organizations in the field of competition and their greater profitability. Therefore, the need to create a strategy to manage this relationship and accurate and correct planning to measure, monitor and manage them in organizations including Asia Insurance Company is well felt. According to the mentioned cases, the importance of knowledge management and the emphasis on customer retention and profitability of current customers, the use of CRM is felt. Otherwise, the organization will experience an increase in costs, competitive failure, a decrease in loyal customers and ultimately a decrease in profitability. Creating a CRM strategy makes the organization more capable, efficient and effective. In this research, an attempt is made to answer the question of whether knowledge management is effective on the success of customer relationship management? The main question of the research: What is the effect of knowledge management on the success of customer relationship management? But in the meantime, there are successful organizations that use the opportunities created to their advantage with the help of management tools and new technologies. Knowledge management is one of these tools. In today's world, knowledge is of particular importance as a key resource for the survival of organizations, because the competition between organizations to capture knowledge increases every day. The importance of organizational knowledge in commercial organizations and non-profit organizations such as insurance companies has been fully revealed. Today, when new technologies have caused changes in the environment of insurance companies, knowledge management allows insurance companies to provide better services to customers using these new technologies. In recent years, organizations with integrated customer relationship management and knowledge management are trying to realize the key role of customer relationship management success (Daus et al.[9], 2005: 169).

    Identifying customer value is the task of knowledge management and as a determinant of a wide range of profiles among current customers. Technology can help knowledge management so that information processing power can effectively use technology and cooperation with customers requires a strong understanding of the exchange of latent knowledge and the anticipation of new knowledge. In other words, the goal of knowledge management is to transform hidden knowledge into visible knowledge and vice versa, and it can identify the needs of customers and provide them in the best way (Garido-Moreno and Padilla-Melendez, 2011: 438).

    Due to the increase in competition between private and government insurance companies and the importance of attracting and retaining customers, the importance of customer relationship management in insurance companies has increased. Customers have caused a change in the dynamic environment of the market due to the increasing factor, easy access to a lot of information and as a result of having the right to choose unprecedentedly. In today's world, "customers" are the main source of capability and competitive advantage[10] of organizations (Prahald and Hamel[11], 1990: 80).

    In a market where technologically empowered customers can enter into a dynamic dialogue with manufacturers, organizations are forced to accept customers as partners in value creation, because now customers have changed from passive spectators to active actors. (Prahald and Ramawi[12], 2002).

    In such a situation, there are organizations that can perform marketing operations and provide services better than competitors and increase their profit by gaining customer satisfaction and maintaining their loyalty. Today, this work has been made possible by using the concept of customer orientation or customer relationship management

  • Contents & References of Investigating the impact of knowledge management (KM) on the success of customer relationship management (CRM) and the effects of organizational intermediary factors in the insurance industry with an emphasis on life insurance

    List:

    List of contents

    1-1 Introduction: 2

    1-2 Description and expression of the research problem: 3

    1-3 Importance and necessity of the research: 5

    1-4 Research objectives. 7

    1-5 Research hypotheses: 1-6-1 8

    1-6-1 Thematic domain: 9

    1-6-2 Spatial domain: 9

    1-6-3 Time domain: 9

    1-7 Community and research sample: 10

    1-8 Research method: 10

    1-9 Data collection tools: 11

    10-1 operational definitions of research terms: 11

    Chapter II. 14

    2-1 Part I: Knowledge. 15

    2-1-1 Introduction to knowledge. 15

    2-1-2 The historical process of moving organizations towards knowledge-based organizations. 15

    2-1-2-1 Agricultural economy: 15

    2-1-2-2 Natural resources economy: 16

    2-1-2-3 Industrial revolution: 16

    2-1-2-4 Product revolution: 16

    2-1-2-5 Information revolution: 16

    2-1-2-6 Knowledge revolution: 17

    2-1-3 Concept of data, information and knowledge: 17

    2-1-3-1 Data: 17

    2-1-3-2 Information: 18

    2-1-3-3 Knowledge (Knowledge): 18

    2-1-4 Definitions of knowledge: 19

    2-1-5 Common views on knowledge: 20

    2-1-6 Relationships of data, information and knowledge: 20

    2-1-6-1 Relationships of data, information and knowledge according to Bajaria 20

    2- 1-6-2 Data, information and knowledge relations according to Clarke and Rallo: 21

    2-1-6-3 Data, information and knowledge relations according to Boist: 22

    2-1-7 Interaction of data, information, knowledge and decision: 23

    2-1-8 Separated factors of information and knowledge: 25

    2-1- 9 types of knowledge: 27

    2-1-9-1 Aristotle's classification: 27

    2-1-9-2 tacit knowledge and explicit knowledge: 27

    2-1-9-3 personal knowledge and organizational knowledge: 28

    2-1-9-4 functional knowledge: 29

    2- 1-9-5 Epistemological division of knowledge: 30

    2-1-9-6 Formal knowledge and informal knowledge: 30

    2-1-9-7 Structured knowledge and unstructured knowledge: 31

    2-1-9-8 Declarative knowledge and procedural knowledge: 32

    2-1- 9-9 Ryle's classification of knowledge: 32

    2-1-9-10 main knowledge and secondary knowledge: 32

    2-1-9-11 McLoop knowledge classification: 33

    2-2 The second part: knowledge management. 34

    2-2-1 Introduction to knowledge management: 34

    2-2-2 What is knowledge management?. 35

    2-2-3 Definition of knowledge management: 35

    2-2-4 History of knowledge management: 37

    2-2-5 The evolution of knowledge management: 40

    2-2-6 Knowledge management schools: 42

    2-2-6-1 Economic school: 43

    2-2-6-2 organizational school: 43

    2-2-6-3 strategic school: 43

    2-2-7 views of knowledge management: 45

    2-2-7-1 first view: knowledge as a capital: 45

    2-2-7-2 second view: knowledge as a tool: 45

    2-2-8 Generations of knowledge management: 46

    2-2-8-1 Technology-oriented or resource-based knowledge management: 46

    2-2-8-2 Human-oriented knowledge management: 46

    2-2-8-3 Transition from technology-oriented knowledge management to human-oriented knowledge management: 48

    2-2-9 characteristics of knowledge management: 49

    2-2-10 principles of knowledge management: 50

    2-2-11 theories of knowledge management: 53

    2-2-12 stages of knowledge management: 54

    2-2-12-1 intelligent processes: 54

    2-2-12-2 Knowledge-based goods and services: 54

    2-2-12-3 Innovative concepts of business: 54

    2-2-12-4 Creating vital knowledge systems and joining work systems with knowledge systems: 55

    2-2-13 Benefits of knowledge management: 55

    2-2-14 Application of knowledge management in strategic decisions: 61

    2-2-15 Knowledge management challenges and the skills to solve it: 62

    2-2-16 knowledge management obstacles. 66

    2-2-16-1 Human factors: 66

    2-2-16-2 Organizational factors: 66

    2-2-16-3 Cultural factors: 67

    2-2-16-4 Political factors: 67

    2-2-16-5 Technical factors and Technological: 67

    2-2-17 knowledge management models. 68

    2-17-2-1 Milton model: 68

    2-2-17-2 Nonakautakochi spiral model: 70

    2-2-17-5 multi-factor model of knowledge management systems development: 75

    2-2-17-6 four ring model: 76

    2-2-17-7 knowledge life cycle model:68

    2-2-17-1 Milton model: 68

    2-2-17-2 Nonakautakochi spiral model: 70

    2-2-17-5 multi-factor model of knowledge management systems development: 75

    2-2-17-6 four-ring model: 76

    2-2-17-7 knowledge life cycle model: 77

    2-2-17-8 Beckman's model: 77

    2-2-17-9 Seventy model: 78

    2-2-17-10 Beckwitz and Williams (1999) model: 79

    2-2- 11-17 Building foundations model: 82

    2-2-17-12 General model of knowledge: 84

    2-2-17-13 Stewhalls model (model based on knowledge processes): 86

    2-2-17-14 Hesig model: 87

    2-2-18 Knowledge management customer 89

    2-2-18-1 Definition of customer knowledge management. 89

    2-2-18-2 elements of customer knowledge management. 90

    2-2-19 Comparison of knowledge management, customer knowledge management and customer relationship management: 92

    2-2-20 customer relationship management based on customer knowledge: 94

    2-3- Part three: customer relationship management. 98

    2-3-1 Introduction to customer relationship management: 98

    2-3-2 History of customer relationship management and importance: 99

    2-3-2-1 period of industrial revolution (manual production to mass production): 99

    2-3-2-2 period of quality revolution (mass production to continuous improvement): 99

    2-3-2-3 customer revolution period (continuous improvement to mass order): 100

    2-3-3 What is customer relationship management?. 101

    2-3-4 CRM definitions: 101

    2-3-5 The concept of customer relationship management: 104

    2-3-6 How customer relationship management works: 105

    2-3-7 Factors affecting the success of customer relationship management (CRM): 107

    2-3-8 Components of customer relationship management: 111

    2-3-9 Different perspectives on CRM: 111

    2-3-9-1 Customer relationship management as a process: 111

    2-3-9-2 Customer relationship management as a strategy: 112

    2-3-9-3 Customer relationship management as A philosophy: 113

    2-3-9-4 customer relationship management as a capability: 113

    2-3-9-5 customer relationship management as a technology: 114

    2-3-10 technological dimensions of customer relationship management: 116

    2-3-10-1 operational CRM: 117

    2-3-10-2 Analytical CRM: 117

    2-3-10-3 Participatory (interactive) CRM: 117

    2-3-4 Benefits of CRM implementation: 118

    2-3-12 Benefits of customers from establishing a relationship with the organization: 119

    2-3-12 drivers of attention to CRM: 120

    1-2-3-12 internal stimuli: 120

    2-3-12-2 e-commerce stimuli: 121

    2-3-11-3 stimuli of primary goals: 121

    2-3-12 implementation process of customer relationship management: 121

    2-3-13 principles of CRM. 123

    2-3-14 Basic assumptions of customer relationship management: 124

    2-3-15 CRM goals according to Barnett and Swift: 125

    2-3-15-1 Customer retention: 127

    2-3-15-2 Maintenance and retention of valuable customers: 128

    2-3-15-3 Customer databases and direct marketing: 128

    2-3-16 Customer orientation and customer orientation: 130

    2-3-16 Customer orientation and success of customer relationship management: 133

    2-3-17 Customer relationship management (CRM) service processes: 134

    2-3-18 knowledge flows in customer relationship management processes: 135

    2-3-19 customer relationship management (CRM) support processes. 137

    2-3-20 Customer Relationship Management (CRM) Analysis Processes: 138

    2-3-21 Customer Relationship Management (CRM) Success and Customer Relationship Management Implementation Results: 139

    2-3-22 Knowledge Management (KM) Capabilities and Customer Relationship Management (CRM) Success: 140

    2-3-23 Variables CRM organization and success: 141

    2-3-24 Technology and customer relationship management success. 142

    2-3-24 Reasons for organizations to move towards investment based on CRM: 143

    2-3-25 Theoretical basis of customer relationship management. 143

    2-4 Insurance Industry: 146

    2-5-2 Economic Importance of Insurance: 148

    2-5-3 Insurance Markets: 150

    2-5-4 Insurance Marketing Objectives: 151

    2-5-5 Types of Insurance: 151

    2-5-5- 1 Social insurances (compulsory): 151

    2-5-5-2 Commercial insurances. 152

    2-5-5-3 in life insurance. 152

    2-5-5-3-1 Definition of life insurance.

Investigating the impact of knowledge management (KM) on the success of customer relationship management (CRM) and the effects of organizational intermediary factors in the insurance industry with an emphasis on life insurance
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