A Measure for Companies' Customer Portfolio Management

Purpose/Contribution: Customer portfolio management (CPM) is one of the key areas of customer-relationship and network management in business markets. However, there is scant research about the implementation of this concept in business. This article contributes to this conceptually rich but empirically nascent field of CPM research by (1) conceptualizing customer portfolio management, (2) forming a measure for it, (3) validating the suggested measure, and (4) suggesting implications for future research and management.

Methodology: A CPM construct is proposed based on the synthesizing of the theory and the findings from a qualitative field study of companies' management practices. The suggested construct is formative and consists of the following four dimensions: analysis efforts, analysis design, responsiveness efforts, and responsiveness design. Hence, this conceptualization takes into account both the strength and style of companies' CPM practices. The measure is validated following Diamantopoulos and Winklhofer's (2001) Diamantopoulos, A. and Winklhofer, H. 2001. Index construction with formative indicators: An alternative to scale development. Journal of Marketing Research, 38(2): 269–277. [Crossref], [Web of Science ®] , [Google Scholar] guidelines for developing formative measures. Together with the content validity established in the conceptual phase of the research, the results from a cross-industry survey of 212 companies give support to the construct validity of the suggested CPM measure. Partial least squares modeling is applied in validating the measure.

Implications: This study gives an extensive, up-to-date review of customer portfolio management and provides measures for future research on companies' CPM practices and performance. Further, the theory and the field study highlighted several central topics that should be addressed in future CPM studies. The resulting managerial implications derive from the discussion on the key aspects of developing CPM practices in business.     

Emergent Internet Technology Applications for Relationship Marketing

Abstract

In this paper we bring together the concepts of Relationship Marketing (RM) in the marketing literature and Customer Relationship Management (CRM) in Information Systems (IS) literature to identify and assess emergent Internet-based Information Technologies (IT) that add value for consumers. We focus on the customer's perspective by identifying the key benefits consumers seek when they enter into IT-mediated interactions with sellers. We review the IS-CRM literature and identify 8 critical IT categories that have the potential for changing how buyers and sellers establish and maintain relationships in the Internet era. Subsequently, we introduce a conceptual model, which considers the nature of the consumer's involvement with sellers through emergent Internet-based technologies in juxtaposition to potential technology-based benefits to consumers. We then discuss the implications of this proposed direction. Finally, we discuss a future research agenda, which considers the use of IT in relationship management.     

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.     

机票销售客户信息管理与分析子系统的分析与设计

本文从CRM的核心理念出发,根据机票销售的业务流程特征,在对用户需求进行深入挖掘的基础上,运用生命周期法和VB编程语言设计并开发了机票销售的客户信息管理与分析子系统。     

CRM动态能力维度对顾客资产的作用机制研究

顾客资产是企业的一项关键资产,对其进行有效的评估及管理将有利于企业绩效的提高,因此,建立和维持CRM动态能力将使企业具有持续的竞争优势.文章从上述这一个新的视角构建了顾客资产的效果机制模型.同时,分别从市场导向、社会网络能力、资源重构三个维度的重要性验证了对营销效果和顾客资产的影响存在差异性,并发现了营销情报与顾客响应的内在统一性.     

数据挖掘技术在知识型CRM中的应用研究

企业在实施知识型CRM过程中,如果能够对海量的数据进行有效快速深入地分析和处理,就可以找出有价值的知识,能为企业做出正确的经营决策、捕捉瞬间即失的市场机会提供极大的帮助,并能从中获得丰厚的社会和经济效益。     

基于K—means算法的电子政务用户细分模型研究

在系统阐释电子政务发展阶段的基础上,将CRM及其客户细分理念引入电子政务领域,构建用户细分模型,并进行实证分析,结果表明,细分结果能够为个性化服务的实现创造条件。     

CRM管理分析

当今电子商务,商务活动模式有了很大转变,由此引发了一些管理模式和理念的变化。分析了CRM(客户关系管理)在电子商务环境下的管理,对客户关系管理在电子商务中的应用做了详细探讨并建立了通用模型,指出了电子商务环境下的客户关系管理的发展趋势。     

银行业客户服务中心发展路径探讨

客户服务中心产业在短短数年里发展迅猛,银行客户服务中心在行业内规模较大,投资较高,银行客户服务中心该如何发展呢?目前普遍有IP发展"路线",多渠道发展"路线",EAI发展"路线",CRM发展"路线"等,银行业客户服务中心应具备多渠道发展路线。     

The CRM process in retail and service sector firms in Japan: Loyalty development and financial return

Research on customer relationship management (CRM) in general has focused on the effects of customer satisfaction with CRM, customer retention and profit management, and the effects of CRM technique on performance. Conceptually, however, a sequence of effects of CRM is expected, from CRM implementation to financial performance, but this sequence has not been explored. Whilst several definitions of CRM have been proposed, this article defines CRM as relationship-development programmes based on IT. CRM is regarded as the integration of relationship technology (i.e. data consolidating and data mining) with loyalty schemes. Survey research was conducted in Japan in the retail and service industries to test three hypotheses: (1) a firm's relationship orientation has a positive effect on CRM implementation (data warehousing, data mining, using customer data for decision making); (2) CRM implementation has a positive effect on return on equity; and (3) CRM implementation has an indirect effect on return on equity, mediated by customisation. Using a structural equation model the first hypothesis was supported, but the third hypothesis was only partially supported. In these analyses a direct effect of CRM implementation on return on equity (ROE) was supported; however, a negative impact of customisation on ROE was found.