Managing Customer Relations in a Modern Business Environment: Towards an Ecosystem-Based Sustainable CRM Model

The adoption of Customer Relationship Management (CRM) has witnessed tremendous growth across sectors, geographies, and management cultures in the last several decades. The perception of CRM as an IT-based tool has undergone a paradigm shift and is now treated as a strategic indulgence by modern-day businesses where IT is an indispensable enabler. CRM has garnered the interest of both academicians and practitioners over the years. In this article, the authors establish the value of sustainability in CRM and make an attempt at proposing a conceptual framework for modern businesses through its integration with various social networking sites that produces volumes of real-time data. The article also explores the importance of Customer Experience Management (CEM). The authors provide a thorough investigation of CRM models in the period of 1990 to 2016 through a survey of the literature explaining the need for managing experiences and engagement around existing CRM processes. In addition to exploring the intricate relationship between CRM and CEM, the authors also provide an interactive ecosystem-based framework for the creation of a sustainable CRM framework.     

客户关系管理研究进展及其未来发展方向

客户关系管理在过去十多年得到了快速发展。然而目前由于不同学者研究视角和研究出发点等方面差异,他们研究的结论并不相同,甚至是相互矛盾,因此有必要从客户关系管理的理论基础、客户关系管理的内涵及其演进、客户关系管理对组织绩效的影响效应等几个方面对该领域现状进行了系统研究,并在此基础上探明现有研究存在的局限及其未来发展趋势。     

Business Buyer Relationship Management Through Seamless Internet Integration

Abstract

There is a growing need to look specifically at Internet integration into business relationship management tactics, beyond sustaining current customers. The Internet enables active implementation of a business buyer relationship management (BBRM) orientation through the facilitation of information sharing and buyer connectivity across various buying conditions. Using Internet tools, the goal of merely sustaining present buyers now appears insufficient. BBRM takes into account that these tools must be effectively utilized across a variety of buying situations including how sellers and buyers come together, stay together and inevitably remake their business relationships endure. BBRM makes effective use of Internet technologies despite various buying situations to enable seller-buyer relationship formation, maintenance and long-term continuation.     

客户关系管理的SCOPE模型

大力发展客户关系管理,增强竞争力,提高企业利润,是企业的一个必然选择。根据客户、供应商、企业主或投资商、员工、第三方合作伙伴这五个客户关系管理的主要方面,提出了客户关系管理的S.C.O.P.E模型。企业应以客户为核心,关注战略性重要客户,提高客户满意度,进行客户组合分析并采取相应的策略,同时只有与供应商、企业主/投资商、员工、伙伴这四个方面相互协作、相互发展,才能为客户创造、提供价值,实现客户关系管理的成功。     

Unpicking antecedents of CRM adoption: a two-stage model

Most CRM work focuses on consumer applications. This paper addresses the operational adoption issues facing the organisation deploying CRM practices. There are a plethora of challenges facing organisations when adopting CRM. Previous research is limited to either examining the CRM adoption process at an individual/employees level or an organisational level. Hence, in this paper the myriad of organisational, marketing and technical antecedents that seem to impinge upon employee perceptions and organisational implementation of CRM are structured in a two-stage model. Using a stratified sample of 10 organisations across 4 sectors, 7 hypotheses are tested on data collected from 301 practitioners. A two-stage model is analysed using structural equation modelling. Findings reveal that CRM implementation relates to employee perceptions of CRM. This paper deepens our understanding of organisational practices to adopt CRM, so as an organisation properly profits from the expected benefits of CRM.     

基于数据挖掘技术的客户关系管理应用研究

本文先分析了客户关系管理定义和功能、接着分析了数据挖掘的流程,最后浅析了数据挖掘技术在企业客户关系管理中的具体应用。     

试论顾客忠诚的影响因素与理论模型

随着市场竞争的日趋加剧和顾客争夺成本的提高,顾客忠诚的形成与维持问题已经成为市场营销理论界与企业界关注的一个焦点。但是,到目前为止,有关顾客忠诚的影响因素及其作用机制研究仍然缺乏。本文基于国外相关文献评述,对顾客忠诚的内涵及其影响因素进行分析,探讨顾客忠诚形成的理论模型及其机制。     

Customer Retention Strategies of Fast-Food Outlets in South Africa: A Focus on Kentucky Fried Chicken (KFC), Nando's,and Steers

The primary aim of the research was to critically analyze and evaluate the different customer retention strategies being implemented by fast-food outlets such as Kentucky Fried Chicken (KFC), Nando's, and Steers in South Africa. The fast-food industry in South Africa is experiencing numerous market-related changes, which range from intense globalization forces to heightening competition levels. The pressure on businesses today is further increased by a market where the customer acquisition rate is slowing, customer loyalty is decreasing, and sales cycles are lengthening. In such an environment, losing a valuable customer to a competitor can have a significant impact on profitability and growth. As a result, many companies have shifted their focus from customer acquisition to customer retention. The research was primarily concerned with assessing customer relationship management, relationship marketing, and communication through technology as strategies to maintain intimate relationships with customers. Personal interviews and in-depth interviews with the help of questionnaires were used to collect primary data in the research. The results indicated that KFC, Nando's, and Steers adopt similar marketing strategies or use the same concepts to manage their relationships with both internal and external customers and other stakeholders. These strategies and concepts include customer relationship management, relationship marketing, and technological means of communication.     

People-driven processes in customer relationship management

Customer relationship management (CRM) is one of the most popular strategies for an organization to satisfy its customers and obtain growth profits. Much attention of the research to date, however, has been paid to strategy, implementation, and organization performance, with the people dimension in CRM being under-researched. This study attempts to investigate the importance of people-driven processes of CRM in organizations and identify factors affecting the effectiveness of people-driven CRM processes. A multiple case study approach was applied and in-depth interviews were conducted with managers from four case companies to identify the factors influencing the people-driven CRM processes. Four dependency factors affecting the effectiveness of people-driven processes were identified, including customer emotional needs, customer involvement, employee capabilities, and organizational customer-oriented culture.     

A Foot in the Door: Relationship Marketing Efforts Towards Transaction-Oriented Customers

Despite the growing awareness and use of relationship marketing principles, there are still limitations to the range of exchange situations to which relationship marketing is applicable. Customers may resist suppliers' attempts to become intimate. This contribution deals with how suppliers seek to overcome customer unwillingness, through an investigative case study. Seven propositions are developed on the marketing relationship policies followed by suppliers seeking to initiate, maintain and terminate relations with transaction-oriented customers.     

Toward a contingency theory of CRM adoption

Acknowledging the paucity of research on customers who are the targets of customer relationship management (CRM) efforts, this paper presents a contingency theory framework and set of research propositions suggesting that successful CRM adoption is contingent on a variety of contextual factors that influence value exchange in B2B channel relationships. Grounded in theoretical perspectives on the customer selection process, channel governance, transaction costs, power distribution in marketing channels, and dynamic capabilities, the authors identify five broad categories of variables potentially important in studying CRM adoption and directly affecting CRM success/failure.     

Customer Relationship Management: A Strategic Perspective

Over the last decade and a half Customer Relationship Management (CRM) has developed into an area of major significance. However, there is considerable confusion in the academic and managerial literature about what is meant by CRM and how if differs from relationship marketing. Further, despite heavy investment by organizations in CRM, there is extensive reporting of CRM’s failure to achieve anticipated results in the literature. This article reviews the conceptual differences between CRM and relationship marketing and defines these terms. It argues that, in many organizations, CRM failures have occurred through a lack of strategic focus. Key strategic issues are identified. A CRM Strategy Matrix is presented which considers the strategic context of companies and the implications for the development of their CRM strategies. Four alternative approaches towards building customer relationships are identified and migration paths between them are reviewed. Implications for implementing CRM strategy and future research are discussed.

运用CRM提升客户忠诚度的途径探讨

提升客户忠诚度是当前营销领域的一个热点和难点,良好客户服务是提升客户忠诚度的最佳方法。为营造以客户为中心的业务流程、建设客户数据库、完善客户服务、开展客户分析和个性化服务,在CRM支持下提高客户忠诚度的途径,运用CRM中的分析型功能收集、整合和分析客户数据以提高客户忠诚度。     

Using CRM to Model Firm Performance in a Business-to-Business Market

Customer relationship management (CRM) is the widely accepted approach for gathering, examining, understanding and translating information related to customers into managerial action. CRM is investigated in the context of new product performance (NPP). CRM enhances NPP as well as firm performance. This study investigates the impact of CRM on NPP through the moderation of top management support and an innovative culture, as well as the impact of CRM on firm performance through the mediation of NPP. A questionnaire survey is used for data collection from marketing managers of 159 firms in Pakistan in the B-to-B market. Hypotheses were tested using SEM in SMART PLS. This research shows that CRM directly affects firm performance, while NPP partially mediates the relationship of CRM and firm performance. These findings have significant implications for the practitioner. This study delivers insights to managers and academicians about the role of CRM in enhancing NPP and improving firm performance. In general, the study provides new insights into CRM by integrating top management support and an innovative culture. The research extends our understanding that top management support and innovative culture do not moderate the relationship of CRM with new product performance in a B-to-B context.     

基于顾客满意度的企业业务流程优化模型研究

顾客满意度已经成为评价企业经营绩效的重要指标。依据顾客满意度来再造企业内部的经营管理是企业界面临的迫切问题。质量功能展开,也称为质量屋,能够将顾客满意度与企业运营过程的优化系统结合,是一种有效的企业过程优化方法。以质量屋为基本原理,确定基本因素,采用分层序列法构建基于顾客满意度的业务流程优化模型,不失为一种科学有效的企业过程优化方法。     

论商业银行的顾客获取战略——关系营销视角的思考

顾客获取与顾客保持对于商业银行的客户关系管理同样重要。在关系营销的框架下,从战略层面为商业银行寻求顾客获取的基本流程,突出顾客获取与顾客保持的衔接,并确定潜在目标范围,选择顾客获取战略,保持与客户的长期关系。     

关系营销理论与顾客关系管理

关系营销将建立和发展与相关个人、企业组织的关系作为市场营销的关键变量 ,把握了现代市场竞争的时代特点 ,体现了电子商务时代的互动性、合作性和个性化发展趋势。因特网作为一种有效的双向沟通渠道 ,使企业与顾客之间可以实现低成本、高效率的沟通和交流 ,为关系营销提供了有效的技术保障。在电子商务时代 ,抢占市场的关键已从管理营销组合转变为企业与顾客的互动关系管理 ,顾客关系管理为关系营销提供了有效的技术支持     

关系营销是客户关系管理的核心理念和指导思想

关系营销是客户关系管理的核心理念和指导思想,客户关系管理的核心是客户关系。通过客户关系管理这一过程,企业最大程度地掌握和利用顾客信息,以培养和增强顾客的忠诚度,实现顾客的终身挽留。关系营销与客户关系管理进行有效整合,可以使关系营销理论得到全新发展,也让客户关系管理理论在中国的环境中得到更好的发挥和实现。     

The impact of customer relationship management capability on innovation and performance advantages: testing a mediated model

Abstract

Customer relationship management (CRM) and innovation are widely considered to be valuable capabilities associated with competitive advantage. However, there is a lack of research demonstrating how they work together to produce performance advantages. This research investigates the mediating role of innovation between CRM and performance. The authors examine the direct impact of both CRM and innovation on firm performance. Moreover, they investigate the role of innovation as a mediating mechanism to explain the effect of CRM on performance. The authors use structural equation modelling to test the relationships among these constructs. The results support the direct impact of CRM and innovation on performance. Also, the findings indicate that the indirect effect of CRM on firm performance through innovation is significant. These results reinforce the view that developing close relationships with customers enhances a firm's ability to innovate.