An evaluation of divergent perspectives on customer relationship management: Towards a common understanding of an emerging phenomenon

Zablah, Alex R.; Bellenger, Danny N.; Johnston, Wesley J.

doi:10.1016/j.indmarman.2004.01.006

Cited by 453 publications

(396 citation statements)

References 85 publications

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“…The conceptual development of CRM is discussed more profoundly in chapter 2.1.1. The origins of CRM can be traced back to the concept of relationship marketing (Parvatiyar & Sheth 2001, Gebert et al 2003, Zablah et al 2004. However, in the line with Zablah et al (2004), this study considers that RM and CRM are different phenomena albeit interrelated and highly associated with each other.…”

Section: Customer Relationship Managementmentioning

confidence: 90%

“…The origins of CRM can be traced back to the concept of relationship marketing (Parvatiyar & Sheth 2001, Gebert et al 2003, Zablah et al 2004. However, in the line with Zablah et al (2004), this study considers that RM and CRM are different phenomena albeit interrelated and highly associated with each other. In other words, CRM is a specific relationship management domain (Zablah et al 2004, Boulding et al 2005.…”

Section: Customer Relationship Managementmentioning

confidence: 90%

“…Along with this paradigm shift, customer relationship management (CRM) has gained widespread popularity in the fields of many disciplines and industries (e.g. Zablah et al 2004, Boulding et al 2005, Payne & Frow 2005.…”

Section: Introductionmentioning

confidence: 99%

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Mobile Customer Relationship Management: a communication perspective

Sinisalo

Karjaluoto

2007

IJECRM

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This study examines communication through the mobile medium in customer relationship management (hereafter mCRM). Although the academic research on mCRM is gradually evolving, there is still a lack of empirical research on this topical issue. Therefore, the purpose of this study is to begin to fill this gap by enhancing the theoretical and practical understanding of mCRM.The empirical part of the study is conducted as a qualitative case study. Seven Finnish companies utilizing the mobile medium as a communication channel in CRM were selected for the empirical analysis. Interviews, observations and personal experiences gained within those companies form the main sources of data.The main theoretical contributions of the present study to existing academic literature are as follows. First, the study proposes the conceptualization of the focal phenomenon of the study, mCRM, and further elicits the salient characteristics of it. Second, following the conceptualization, the study focuses on communication as the core of the interaction between the company and the customer via the mobile medium. Accordingly, the study sheds light on the key elements of the communication process within mCRM and its various phases. Third, the study founds a theoretical framework for mCRM; identifying the customer relationship management, mobile commerce and communication literature streams that define mCRM theoretically. Fourth, the study elaborates on the specific role of the mobile medium as a channel within CRM and highlights the ways in which it differs from all other channels within the multichannel CRM environment.Although mCRM communication has an inherent potential to benefit both company and customer, it has been utilized quite cautiously to date. This is rather surprising given that, compared to other channels, the mobile medium has an exceptional ability to reach people. In addition, greater utilization of the mobile medium could save time and money. This is because many face-to-face encounters could easily be replaced by communication through the mobile medium. The study offers guidelines on aspects ranging from the initiation of mCRM to actual communication through mCRM. Hopefully, the findings of this study will encourage managers, regardless of industry, to consider whether their company could provide added-value of any kind through the use of the mobile medium to benefit their customer relationships.

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Section: Customer Relationship Managementmentioning

confidence: 90%

Section: Customer Relationship Managementmentioning

confidence: 90%

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Mobile Customer Relationship Management: a communication perspective

Sinisalo

Karjaluoto

2007

IJECRM

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“…Instead of attributes personal assistance, self-service, automated services, communities, and co-creation suggested by the proposer [12], we utilized different geographical markets where the retailer is present. The reason behind was, to capture the complexity of the model, we believed that the diversity of geographical presence will be more meaningful since the relationship mechanism is highly dependent on geographical (rather cultural) factors [13]. For the element "value" in the component "value proposition" we changed the elements referring to literature.…”

Section: A Bm Definition and Componentsmentioning

confidence: 99%

“…Variety of target customers and their different demands [15], [24] and differentiation in distribution channels [25] are obvious complexity drivers for SCM. Geographical market segments necessitate a variety of relationship management strategies adding complexity to SCM [13]. Value configuration (value adding activities) of a value network causes complexity due to the variety, diversity as well as connectivity of partners within the configuration [26].…”

Section: Bmc and Scm Orientationmentioning

confidence: 99%

Effect of Business Model Complexity on Supply Chain Management: A Case Study of Apparel Value Networks

Gunawardhana¹,

Suzuki²,

Enkawa³

2015

JOEBM

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Abstract-Focusing on the impact of business model (BM) on supply chain management (SCM), the paper takes a case study approach with six global apparel value networks to quantify the complexity created by the BM of a value network and to assess how SCM orientations differ among value networks owing to internal and external BM complexities. Results reveal a clear distinction among value networks in terms of BM complexities. Further, there are significant differences in areas of focus in SCM between high complex and less complex group proving that BM complexity matters significantly to SCM.Index Terms-Business model complexity, supply chain, apparel case study, value networks.

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