Customer relationship management: A capabilities portfolio perspective

Plakoyiannaki, Emmanuella; Tzokas, Nikolaos

doi:10.1057/palgrave.jdm.3240004

Cited by 99 publications

(66 citation statements)

References 33 publications

(34 reference statements)

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“…Some authors began the discussion about the importance of a company's capabilities in the adoption of CRM (Day 2000, Dibb & Meadows 2004, Plakoyiannaki & Tzokas 2002. In order to adopt and manage a CRM initiative, organisational processes are being constantly thought over (Gibbert et al 2002).…”

Section: Dynamic Capabilities: a Crm Perspectivementioning

confidence: 99%

“…in order to identify the need or opportunity for change. Plakoyiannaki and Tzokas (2002) proposed a list of CRM critical processes: (a) creating a corporate culture conducive to customer orientation, learning and innovation; (b) making customer value a key component of the corporate strategy and planning process; (c) collecting and transforming customer data to aid strategic and operational decision making; (d) appreciating, identifying and nurturing knowledge creation, dissemination and use within the organisation; (e) developing clear market segments and customer portfolios; (f) defining, developing and delivering the value proposition; (g) using campaign and channel management as part of the valuable proposition; and (h) measuring performance at each stage of the process to navigate decision making. Each process related to a CRM strategy needs to be improved over time in an organisation.…”

Section: Dynamic Capabilities: a Crm Perspectivementioning

confidence: 99%

“…Plakoyiannaki and Tzokas (2002) suggest that market orientation and learning capabilities are deeply embedded in the CRM system, customer insight generation and knowledge discovery, value, and performance measurement processes. It is crucial to emphasise that mistakes also play a significant role in the evolution of dynamic capabilities (Eisenhardt & Martin 2000).…”

Section: Dynamic Capabilities: a Crm Perspectivementioning

confidence: 99%

“…Analytical capabilities are linked to technological artefacts and knowledge, and they play an active role in enhancing relationships with customers (Plakoyiannaki & Tzokas 2002). This capability shows that while customer data are readily available through existing CRM database software packages, data alone do not lead to customer knowledge.…”

Section: Analytical Capabilitiesmentioning

confidence: 99%

See 3 more Smart Citations

The impact of virtual communities on e-loyalty: a conceptual framework

Krumay

Brandtweiner

Zauner

2011

IJIMA

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Customer Relationship Management (CRM) adoption is both a relevant research topic in academia and a challenge for practitioners. We understand CRM as a complex concept that includes technology, strategy and philosophy. In this research, we propose an analysis of CRM organisational dynamic capabilities. The main goal is to apply a dynamic capabilities perspective to analyse how companies can improve their CRM initiatives. In order to achieve this purpose, a qualitative, interpretative, case-based research strategy was implemented. We conducted a case study in a Portuguese telecommunication enterprise for one year. The case study was based on semi-structured interviews and document analysis. We used qualitative techniques to analyse the collected data and ground our interpretation in a dynamic capabilities theoretical approach. We propose a theoretical framework related to CRM dynamic capability that is corroborated with empirical evidence. We believe that because organisations which adopt a CRM strategy are in a competitive environment, a dynamic model needs to be used to analyse and explain how they can improve their CRM strategy in order to achieve success.

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Section: Dynamic Capabilities: a Crm Perspectivementioning

confidence: 99%

Section: Dynamic Capabilities: a Crm Perspectivementioning

confidence: 99%

Section: Dynamic Capabilities: a Crm Perspectivementioning

confidence: 99%

Section: Analytical Capabilitiesmentioning

confidence: 99%

See 2 more Smart Citations

The impact of virtual communities on e-loyalty: a conceptual framework

Krumay

Brandtweiner

Zauner

2011

IJIMA

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“…Many authors considered CRM as a modus operandi for RM (e.g. Plakoyiannaki & Tzokas 2002, Stefanou et al 2003, Gummesson 2004). For instance, Gummesson (2004) defined CRM as the values and strategies of relationship marketing -with particular emphasis on customer relationships -turned into practical application.…”

Section: Conceptual Development Of Crmmentioning

confidence: 99%

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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