 Implementation effects in the relationship between CRM and its performanceIlaria Dalla Pozza, Oliver Goetz and Jean Michel Sahut Journal of Business Research, 2018, vol. 89, issue C, 391-403 Abstract: Customer relationship management (CRM) is one of the most frequently adopted management tools and has received much attention in the literature. From a company-wide perspective, CRM is viewed as a complex process requiring interventions in different company areas. Previous research has already highlighted the pitfalls and failures related to a partial and incomplete view of CRM. This study advances research on CRM by investigating the impact of the relative implementation time according to which interventions are implemented in different areas (customer management, CRM technology, organizational alignment, and CRM strategy) on CRM performance. The results of the empirical study reveal that compared to other critical CRM activities, a later implementation of organizational alignment activities has a negative impact on performance. Further, our results show that CRM implementations do not equally address the areas of customer acquisition, growth, and loyalty, since this clearly depends on company objectives and also on geographical differences. Keywords: Customer relationship management; Performances; Organizational alignment; Implementation time (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:89:y:2018:i:c:p:391-403 DOI: 10.1016/j.jbusres.2018.02.004 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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