Efforts made in extant literature to link the components of customer relationship management (CRM) strategy to its implementation are insufficient. This paper aims to…
Efforts made in extant literature to link the components of customer relationship management (CRM) strategy to its implementation are insufficient. This paper aims to provide insights on the core components of CRM and the implementation of CRM strategy.
A case study of CRM implementation at a large Swedish firm was carried out using open‐ended, face‐to‐face and telephone interview methods to collect data from key informants at both strategic and operative levels. The empirical studies focused on technical and cognitive aspects necessary for successful implementation of a sustainable CRM strategy.
Results show that relationships are not only a tactical weapon, but represent a different, strategic approach to buyer‐seller exchange. Findings also show that implementing sustainable CRM strategy requires the endorsement by and commitment from top management, systematic cross‐functional communication, and mandatory customer loyalty training programmes for all employees.
Attempts made in extant literature to define CRM have been varied. A theoretical model on which future empirical analysis should be based when conceptualizing CRM should consist of a business strategy, a business philosophy and a database application, thereby forming a tripod.
CRM is a strategic business and process issue, not merely a technology solution as most often conceived in practice. The CRM process is a continuous learning process where information about individual customer is transformed into a customer relationship.
A process‐oriented integrative framework that facilitate successful implementation of a sustainable CRM strategy. It links components of CRM strategy with the key dimension of its implementation. The depth of the anchorage of this paper in the body of literature is a contribution.