A process-oriented perspective on customer relationship management and organizational performance: An empirical investigation

Keramati, Abbas; Mehrabi, Hamed; Mojir, Navid

doi:10.1016/j.indmarman.2010.02.001

Cited by 144 publications

(126 citation statements)

References 56 publications

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“…The RBV has garnered significant attention in marketing strategy, information technology (IT) and information systems literature in order to determine the specific mix of resources, and hence capabilities that are necessary in order to achieve superior levels of firm performance; given that a focus on technological resources alone has been found insufficient as a means of gaining a competitive advantage (Coltman, 2007a;Rapp et al, 2010). Therefore, it is evident that CRM literature is nested within the RBV (Coltman, 2007a;Kermati, Mehrabi, & Mojir, 2010;Rapp et al, 2010) and that the success of CRM initiatives extends beyond the deployment of technological resources alone to the combination of technological, human and business-related resources. It is the combination of these resources that facilitate the development of capabilities in managing customer relationships (Coltman, 2007a).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Extending customer relationship management into a social context

Diffley

McCole

2015

The Service Industries Journal

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Informed by the resource-based view, this study draws on customer relationship management (CRM) and value co-creation literature to develop a framework examining the impact of social networking sites on processes to manage customer relationships. Facilitating the depth and networked interactions necessary to truly engage customers, social networking sites act as a means of enhancing customer relationships through the co-creation of value, moving CRM into a social context.Tested and validated on a data set of hotels, the main contribution of the study to service research lies in the extension of CRM processes, termed relational information processes, to include value co-creation processes due to the social capabilities afforded by social networking sites. Information technology competency and social media orientation act as critical antecedents to these processes, which have a positive impact on both financial and non-financial aspects of firm performance. The theoretical and managerial implications of these findings are discussed accordingly.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Extending customer relationship management into a social context

Diffley

McCole

2015

The Service Industries Journal

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“…When the trade show is happening, the interactive website can help employees demonstrate the products and services of the organization as well as help capture queries and solve client problems (Prasad, Ramamurthy, & Naidu, 2001). A well-integrated website can also help achieve Thus, as suggested in the b2b literature (Hart et al, 2004;Keramati, Mehrabi, & Mojir, 2010), at each activity level CRM and IT integration in trade shows can enhance the overall perceived quality, efficiency of communication between interested parties, and help organizations achieve sales promotion objectives.…”

Section: Background Literature and Hypotheses Developmentmentioning

confidence: 99%

IT usage for enhancing trade show performance: evidence from the aviation services

Singh

Shukla

Kalafatis

2017

JBIM

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Abstract:Purpose While trade shows still remain an important CRM tool, recent advancements in information technology have raised concerns about the future of trade shows. This study examines the antecedents and consequences of information technology (IT) integration into trade shows. Design/methodology/approach The study employs a questionnaire-based survey with senior and middle managers in the aviation services, resulting in 135 valid responses. The data were analyzed using partial least squares structural equation modelling (PLS-SEM). FindingsThe findings demonstrate differential but significant impact of perceptions towards website design and firm motivations towards the integration IT in the three stages of trade shows marketing. The results also demonstrate significant impact of IT usage on the perceptions towards the accomplishment of trade show objectives. Further, the results vary according to the levels of experience of the professionals. Research LimitationsThis study did not account for the differences in perceptions towards IT implementation across personnel from different departments, such as IT, finance and operations management. In addition, it did not examine situational factors and individual characteristics as additional antecedents of IT usage in trade shows, including pricing, ROI, convenience and the social media. Practical ImplicationsExhibitors are advised to integrate IT in supporting pre-trade show activities to approach potential customers. Exhibitors should integrate electronic interactions and personal communications during the show to reduce the amount of unanswered customer queries, focusing on timeliness and accuracy of information content, ease of navigation, and graphic attractiveness of corporate websites, as effective CRM tools. Originality/value This paper offers insights into hitherto unknown aspects of trade show performance. The results have managerial implications for adopti n g IT as a CRM tool for effective trade show management.

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“…CRM technologies are the tools that enable business to leverage information from their databases; to get and give the right information to or from the right person at the right time. Some of CRM parts are [17]:…”

Section: Relationship Marketing and Customer Relation Managementmentioning

confidence: 99%