The goal of this preface is to describe how the special section on customer relationship management (CRM) was developed. In May 2003, Richard Staelin, Executive Director of the Teradata Center for Customer Relationship Management at Duke University, proposed that Journal of Marketing ( JM) publish a special section. The proposal included activities that were designed to promote interactions among marketing academics and practitioners; the goal was to stimulate dialogue and new research on CRM. I found the proposal attractive because CRM is a broad-based topic that interests many marketers. After extensive discussion, the American Marketing Association (AMA) and the Teradata Center formally agreed to cosponsor the special section. Subsequently, there was a conference on Relationship Marketing and Customer Relationship Management (cochaired by Michael Ehret, Wesley Johnston, Michael Kleinaltenkamp, and Lou Pelton) that took place at Freie Universität Berlin in the summer of 2003; 1 a conference on Customer Management (cosponsored by the Marketing Science Institute and the Teradata Center) that was held at Duke University in March 2004; and two special sessions on CRM that were featured at the AMA Winter Educators' Conference held in San Antonio, Tex., in February 2005. The conferences provided many opportunities for dialogue, and the response from marketers who attended these events was enthusiastic. I also invited Richard Staelin and William Boulding (Executive Codirector of the Teradata Center) to work with me as consulting editors for the special section, and they agreed. A call for papers requested that authors submit their manuscripts to JM by May 2004. The consulting editors and I evaluated every submission with the assistance of an expert panel that included Leonard Berry, John Deighton, Michael Ehret, Christian Grönroos, Sunil Gupta, Wayne Hoyer, Wagner Kamakura, Wesley Johnston, Donald R. Lehmann, Charlotte Mason, Carl Mela, Scott Neslin, Roland Rust, Michel Wedel, and Valarie Zeithaml. All submissions underwent JM's standard double-blind review process, and members of JM's editorial review board served as reviewers. I would like to express my appreciation to everyone who participated in the development of the special section. The culmination of our work together is a set of nine articles and two essays that advance the science and practice of CRM. I hope that these articles stimulate new intellectual discoveries. —Ruth N. Bolton

In this article we argue that the Industrial Internet of Things (IIoT) offers new opportunities and harbors threats that companies are not able to address with existing business models. Entrepreneurship and Transaction Cost Theories are used to explore the conditions for designing nonownership business models for the emerging IIoT with its implications for sharing uncertain opportunities and downsides, and for transforming these uncertainties into business opportunities. Nonownership contracts are introduced as the basis for business model design and are proposed as an architecture for the productive sharing of uncertainties in IIoT manufacturing networks. The following three main types of IIoT-enabled business models were identified: (1) Provision of manufacturing assets, maintenance and repair, and their operation, (2) innovative information and analytical services that help manufacturing (e.g., based on artificial intelligence, big data, and analytics), and (3) new services targeted at end-users (e.g., offering efficient customization by integrating end-users into the manufacturing and supply chain ecosystem).

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Why have services grown into the dominant sector of developed economies? Our analysis of macroeconomic data shows that business services make the strongest contribution to the rise of the service sector. We integrate three related economic theories of the firm to explain business services in shaping firms, industries and economies. Business service providers relieve their clients from the costs of asset ownership (Property Rights Theory), unlock management capacity (Resource-Based View) and support their clients in navigating their firm's boundaries towards their most valuable business opportunities (Entrepreneurial Theory of the Firm). We show how these theories build on the non-ownership value provided by business services that result from sound division of labor between organizations. We highlight three areas that call for research and provide opportunities for service science: (1) Systematic design of business-models for fostering service performance, (2) the transformation of high-tech-products into service-hubs, and (3) service-driven innovation and the transformation of R&D into a service industry. [Service Science, ISSN 2164-3962 (print), ISSN 2164-3970 (online), was published by Services Science Global (SSG) from 2009 to 2011 as issues under ISBN 978-1-4276-2090-3.]