Customer relationship management: Barnard's foundations

Abstract

Purpose

The purpose of this paper is to delve into Barnard's works to construct foundations of customer relationship management (CRM).

Design/methodology/approach

The paper identifies Barnard's insights on customer participation using a post‐analytic method and uses them as inputs to the analysis of current CRM practices.

Findings

As an outcome of the analysis, the paper identifies the practices that are likely to lead to more effective participatory behavior of customers.

Research limitations/implications

Examining CRM from a historical perspective can open promising avenues for future research.

Practical implications

CRM programs should incorporate the practice of customer relations management in order to provide managers with the knowledge base required for appropriate decision making.

Originality/value

By placing contemporary discussions of CRM in its seminal historical context, scholars can draw upon a wealth of historical inputs to advance the study of how collaborations with customers can be nurtured effectively.

Citation

Novicevic, M., Sloan, H., Duke, A., Holmes, E. and Breland, J. (2006), "Customer relationship management: Barnard's foundations", Journal of Management History, Vol. 12 No. 3, pp. 306-318. https://doi.org/10.1108/17511340610670205