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The purpose of this study is twofold. First, in order to guarantee a coherent discussion about mobile customer relationship management (mCRM), this paper presents a conceptualization of mCRM delineating its unique characteristics. Second, the authors develop the empirically grounded framework of the underlying issues in the initiation of mCRM.

A single‐case‐study method is used for the empirical component of the study in order to gain a holistic view of the case and access to latent and confidential information of the company under scrutiny. Semi‐structured interviews of the key informants of the company form the main data source through which the issues are identified and the proposed framework is built.

The proposed framework identifies issues that can be divided into three categories (exogenous, endogenous and mCRM‐specific) the company has to take into account when moving towards mCRM.

Since, this is a single‐case study the findings cannot be generalized and used in other contexts without reservation.

When planning to initiate mCRM, the illustrated framework includes all the vital issues that should be considered and serves as a preliminary guideline from which to approach mobile CRM.

This paper shed light on the emerging phenomenon known as mCRM.

The purpose of this paper is to examine the barriers associated with the adoption and use of mobile sales force automation (SFA) systems from a salesperson’s perspective.

A qualitative investigation of two business-to-business companies was conducted. Data collected from ten semi-structured interviews with directors or sales managers were analyzed to understand the main barriers to SFA system adoption.

The study confirms the existence of three barriers (customer knowledge, quality of information and the characteristics of mobile devices) to a mobile SFA system use and identifies two additional barriers: lack of time and optimization issues.

The explorative nature of the study and the qualitative method employed limit the generalizability of the results. The propositions could be further validated and tested with a wider population.

Organizations wishing to speed the adoption of a mobile SFA system should evaluate the importance and significance of the five identified barriers to adoption, and plan how to overcome them. It is important for the providers of the mobile SFA systems to focus on developing systems that can exploit the different characteristics of each channel and, in parallel, overcome the inherent limitations of any single channel. The content of an SFA system should be customizable for each type of mobile device.

Ever increasing mobility has led to a rise in the use of smartphones and tablet PCs (tablets) in business and the consequent growth in the use of SFA systems. Although SFA systems have been studied for roughly 30 years, little is known of the impact of newly developed mobile devices on sales management and sales personnel.

The purpose of the paper is to investigate an intentionally developed business network (IDBN) for mobile marketing (m‐marketing).

The IDBN for m‐marketing is studied in the light of a literature review of m‐marketing and IDBNs. In addition to this, a case study has been conducted.

It was found that in m‐marketing there are several phases that need to be completed successfully. Resources and capabilities are different in each phase, and thereby the coordination of these is central to the success of the network. Additionally, the creator of the IDBN has a critical role in creating a common goal for the network. In a new technology context, the external technology advisor, such as the consulting agency, has a paramount position as facilitator of knowledge on the new technology in the initiation phase of the network.

More empirical research efforts need to be focused on studying IDBNs as a way to organize exchanges between various organizations. This paper is qualitative and provides ideas for future research.

Advertisers and advertising agencies are faced with the challenge to develop resources and capabilities for grasping and conducting novel m‐marketing campaigns. One way to cope with this change is to orchestrate a business network around m‐marketing. The paper finds that number and quality of companies is dependent on technological experience and familiarity with digital advertising forms.

The paper is significant for two reasons. First, it presents the m‐marketing process and the resources and capabilities needed in detail. Second, this study provides insights into an unexplored area of IDBNs.