Customer Relationship Management (CRM) Metrics: What's the Holdup?

Timothy Shea, Ahern Brown, D. Steven White, Catherine Curran-Kelly and Michael Griffin
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Timothy Shea: University of Massachusetts Dartmouth, USA
Ahern Brown: HDR Inc., USA
D. Steven White: University of Massachusetts Dartmouth, USA
Catherine Curran-Kelly: University of Massachusetts Dartmouth, USA
Michael Griffin: University of Massachusetts Dartmouth, USA

International Journal of Enterprise Information Systems (IJEIS), 2006, vol. 2, issue 3, 1-9

Abstract: Adopting a focus on CRM has been an industry standard for nearly two decades. While evidence suggests that a majority of the attempts to implement CRM systems fail, no single reason for the failures has been identified. Assuming that CRM implementation is an extension of a customer-oriented business strategy and assuming successful integration with Enterprise Information Systems such as Enterprise Resource Planning (ERP) systems, the authors contend that the lack of valid and reliable CRM metrics leads to the perception of failed CRM implementation. Only through the development, application, and use of CRM metrics can organizations hope to achieve their CRM goals.

Date: 2006
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