The purpose of this study is to investigate the effects of customer relationship management (CRM) practices on customer satisfaction and firm performance in…
The purpose of this study is to investigate the effects of customer relationship management (CRM) practices on customer satisfaction and firm performance in business‐to‐business (B2B) markets.
A model is developed and empirically tested through survey data obtained from 113 Turkish B2B companies.
The results indicate that CRM adoption has a significant positive effect on both customer satisfaction and organizational performance in B2B settings. CRM adoption is also found to affect organizational marketing performance significantly, but not financial performance. Additionally, the results reveal that enhanced customer satisfaction leads to better organizational performance in the B2B organization. Environmental dynamism and competition was found to have a negative moderating effect on the relationship between customer satisfaction and organizational performance.
The paper contributes to existing literature by incorporating customer‐facing CRM processes as a construct in the proposed model. The conclusions drawn have implications for both CRM and B2B research literature.
Despite its significance in salespeople management, salespeople expectation management has received little attention in the literature, especially in the industrial…
Despite its significance in salespeople management, salespeople expectation management has received little attention in the literature, especially in the industrial marketing literature. In response, the purpose of this study is to leverage the expectation confirmation theory to present a conceptual framework that provides an effective tool for salespeople expectation management.
This study first explores the application and strategic implications of expectation-confirmation theory in salespeople expectation management and theorizes that salespeople establish pre-expectations (expectations that are developed before joining the firm), experience multiple stages of the expectation-confirmation process throughout their sales career with a firm and – in each stage – establish either a longer-term commitment to or permanent disengagement from the firm.
A winning strategy for sales organizations is to recognize salespeople expectations and to meet or beat these expectations. Salespeople expectation management is particularly important in sales organizations that frequently find aligning sales force management strategies with organizational imperatives to be challenging.
This study extends expectation-confirmation theory by presenting a conceptual framework that: identifies the existence of pre-expectations of salespeople and their outcomes; recognizes that the expectation-confirmation process occurs across multiple stages in the salespeople’s career cycle; recognizes that the level of expectations in previous stages of one’s career cycle influences the level of expectations in subsequent stages; and conceptualizes the non-linear relationship between expectations, tenure and turnover intentions.
The multiple expectation-confirmation framework can be used for effective salespeople expectation and turnover management and may also serve as a general model of organizational interventions.