Electronic Records Management - Paper Example

Introduction

The success of an organization is bounded on the kind of management approach it deploys. In this case, the management system profoundly impacts the development of culture, which influences how workers engage and utilize resources. Among the numerous approaches, electronic records management (ERM) and customer relationship management (CRM) plays a vital role in shaping how an organization engages in production and marketing activities. Normally, ERM is an automated system that assists leaders to control records regardless of their structure. On the other hand, CRM is an integration of practices, strategies, and technology, which enhances the control and analysis of clients’ interaction, thus, enhancing customers’ retention (Thakur & Workman, 2016). Therefore, the application of these two managerial approaches triggers positive outcomes within the organization.

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Customer Relationship Management (CRM)

In a business environment, the application of CRM highly benefits an organization as it creates a good relationship with customers. As such, the approach assists the management in understanding numerous systems to deploy, thus, improve customer interactions. Through the approach, an organization develops strategies that assist in retaining existing customers, which plays a vital role in expanding the business (Guha et al., 2016). Additionally, the application of CRM assists the organization in gaining an insight into the clients’ behaviors, which is an integral aspect of changing how the firm operates to ensure customers are provided with the best services (Juanamasta et al., 2019). In this case, the application of CRM aims at recognizing the value of customers, thus, creating a good environment for interaction. Due to the improvement of the customer relationship, the organization may experience a positive increase in the sale as it anticipates the needs based on historical trends (Thakur & Workman, 2016). Moreover, the approach gives management an opportunity to identify the needs more efficiently, thus, ensuring clients are provided with products that best fit their needs. Through the approach, the organization gains a positive reputation in the marketplace, which is an integral aspect of enhancing growth.

In marketing performance, retail vendors provide a background environment that assists an organization in understanding more about customers. Normally, there is a close connection between clients and retail vendors, and this provides a background condition that an organization may use to acquire crucial information about customers (Thakur & Workman, 2016). Through the support of retail vendors, the organization acquires information about which products are highly purchased (Juanamasta et al., 2019). The aspect allows the organization to develop an insight into which goods best fit customers’ needs. For instance, the application of CRM assists the management in introducing products and services based on customer preference, which is an integral action in enhancing the performance.

Within the organization, the internal staff plays a vital role, especially in engaging in activities that improve customer relationships. In this case, the internal staff is required to produce goods and services that best fit the needs of customers, thus, increasing loyalty and satisfaction (Thakur & Workman, 2016). Through the production of quality products, the staff will effectively manage to promote customers’ retention, and this will help in improving business performance (Juanamasta et al., 2019). Additionally, the production of quality products assists the customers to increase their trust toward numerous goods the organization is selling.

The application of CRM is associated with numerous aspects that the organization may use as a strength to enhance performance. In particular, the application of CRM in the organization helps in improving business performance due to the capability to retain clients (Juanamasta et al., 2019). Additionally, customers’ loyalty plays a vital role, especially when an organization is introducing a new product on the market. In this case, the customer loyalty influences clients to purchase new products, thus, enhancing the success of an organization (Thakur & Workman, 2016). Despite the positive approach of CRM, the technique may be associated with several weaknesses that hinder its outcomes. In specific, the application of the approach relies on the kind of training system an organization deploys (Juanamasta et al., 2019). As such, the lack of better training may hinder staff from developing positive insight toward the outcome of the system (Guha et al., 2016). Furthermore, the success of CRM relies on the kind of technology, such as software, which is integrated into the process (Thakur & Workman, 2016). Most of this software engage extra cost, thus, affecting the income rate.

The concentration on the satisfaction of the customers is an integral aspect that the organization may use as a competitive advantage. In this case, the provision of products and services that best fit client needs may positively impact how the company performs in the market (Juanamasta et al., 2019). As such, customer satisfaction may influence the kind of strategies the organization deploys to enhance performance (Thakur & Workman, 2016). The approach affects the kind of activities an organization engages, and this helps in enhancing operational efficiency.

Electronic Records Management (ERM)

This management approach focuses on improving performance based on the effective application of receipt and records. As a way of enhancing recording, the management approach encourages the use of electronic devices, such as software, which assists in collecting and maintaining information by disposition and processing of data (Mukred et al., 2018). Additionally, ERM relies on the application of the automation process and procedures in data collection and analysis (Mukred et al., 2016). Through the approach, the organization is able to effectively keep information about books, papers, maps, pictures, and much more. As such, the organization will effectively benefit by ensuring all practices required in the productions are effectively engaged.

In the application of ERM, retail vendors offer crucial information to an organization to ensure products align with client needs (Mukred et al., 2018). In this case, retail vendors create a good ground that organizations use to acquire crucial data that is used in enhancing performance (Mukred et al., 2016). Through the information provided by vendors, it is easier for an organization to engage practices that serve the needs of clients.

Through the application of ERM, it is easier for the internal staff to apply and follow all steps as required by management. During implementation, the internal staff relies on software to ensure full compliance with all regulations (Mukred et al., 2016). Additionally, the system helps the internal staff to develop cost-effective products, and this helps in increasing the overall performance.

In an organization, the use of ERM helps in management in increasing work efficiency, and this is seen as major strength associated with the system. Due to an effective recording system, management is able to deploy a cost-effective system, thus, improving the overall performance (Mukred et al., 2016). However, the lack of effective skills in the electronic system may trigger poor recording, thus, affecting how the organization engages in activities (Mukred et al., 2018). For the system to be effective, the organization needs to deploy advances electronic systems, which are costly to install and maintain.

Conclusion

The integration of cost-effective activities may act as a competitive advantage that the management may use to enhance its performance (Mukred et al., 2018). The approach may influence the management to change its performance strategies, thus, engaging activities that best fit the needs of clients (Mukred et al., 2016). This is an integral aspect that ERM may use to change the performance of an organization, which is an essential aspect of demonstrating performance improvement.

References

Guha, S., Harrigan, P., & Soutar, G. (2018). Linking social media to customer relationship management (CRM): A qualitative study on SMEs. Journal of Small Business & Entrepreneurship, 30(3), 193-214. https://www.tandfonline.com/doi/pdf/10.1080/08276331.2017.1399628?casa_token=-KTQSyuyHjIAAAAA:YNfa9tFp-VzROYC26rulBtskJy0sE27fUJZGF1Lauu4FVL3RnyyefWmh3AocnEsIk8xjx3F0WzzIpD-7

Juanamasta, I. G., Wati, N. M. N., Hendrawati, E., Wahyuni, W., Pramudianti, M., Wisnujati, N. S., ... & Astanto, D. (2019). The role of customer service through customer relationship management (CRM) to increase customer loyalty and good image. Int. J. Sci. Technol. Res, 8(10). https://www.researchgate.net/profile/M_Chairul_Basrun_Umanailo2/publication/336878065_The_Role_Of_Customer_Service_Through_Customer_Relationship_Management_CRM_To_Increase_Customer_Loyalty_And_Good_Image/links/5db832ed92851c8180134601/The-Role-Of-Customer-Service-Through-Customer-Relationship-Management-CRM-To-Increase-Customer-Loyalty-And-Good-Image.pdf

Mukred, M., M Yusof, Z., Mokhtar, U. A., & Abdul Manap, N. (2016). Electronic records management system adoption readiness framework for higher professional education institutions in Yemen. International Journal on Advanced Science, Engineering and Information Technology, 6(6), 804-811.
https://core.ac.uk/download/pdf/325990524.pdf

Mukred, M., Yusof, Z. M., Asma’Mokhtar, U., & Fauzi, F. (2018, June). A framework for electronic records management system adoption in the higher professional education: individual, technological and environmental factors. In International Conference of Reliable Information and Communication Technology (pp. 840-849). Springer, Cham. https://www.researchgate.net/profile/Muaadh_Mukred/publication/327545716_A_Framework_for_Electronic_Records_Management_System_Adoption_in_the_Higher_Professional_Education_Individual_Technological_and_Environmental_Factors_Proceedings_of_the_3rd_International_Conference_of/links/5d4a88d2a6fdcc370a80f38e/A-Framework-for-Electronic-Records-Management-System-Adoption-in-the-Higher-Professional-Education-Individual-Technological-and-Environmental-Factors-Proceedings-of-the-3rd-International-Conference-o.pdf

Thakur, R., & Workman, L. (2016). Customer portfolio management (CPM) for improved customer relationship management (CRM): Are your customers platinum, gold, silver, or bronze?. Journal of Business Research, 69(10), 4095-4102.
http://www.academia.edu/download/44895311/JBR_2016.pdf.