Paths to continuous improvement of a CRM strategy

Lluís G. Renart () and Carles Cabré
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Lluís G. Renart: IESE Business School – University of Navarra
Carles Cabré: IESE Business School – University of Navarra

Tržište/Market, 2008, vol. 20, issue 1, 61-77

Abstract: The concept of relationship marketing has led to a paradigm change in marketing. Over the last few decades, numerous studies have analyzed the impact of customer relationship management (CRM) programs on customer satisfaction and loyalty. Quite a few CRM programs have been found to have little or no impact. Having already published several articles and cases on the subject, in this paper we set out to answer the following question: assuming a company already has a reasonably successful CRM strategy in place, how can it continuously adapt and improve that strategy? Our recommendation is that such companies implement a continuous improvement process at four different but complementary levels: first, review and reinforce the company’s mission, culture and values; second, reconsider and, if necessary, redesign the CRM strategy; third, manage the various relationship-building activities more effectively; and lastly, review and, if necessary, improve the quality of material and human resources, program execution and process governance. A systematic review of these four levels or “paths” of improvement should help generate and maintain high quality relationships over time.

Keywords: relationship marketing; customer relationship management; customer loyalty; relationship quality (search for similar items in EconPapers)
Date: 2008
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Citations: View citations in EconPapers (1)

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