Customer relationship management research (1992‐2002)

Abstract

PurposeTo review the academic literature on customer relationship management (CRM), provide a comprehensive bibliography and propose a method of classifying that literature.Design/methodology/approachA range of online databases were searched to provide a comprehensive listing of journal articles on CRM. Six hundred articles were identified and reviewed for their direct relevance to CRM. Two hundred and five articles were subsequently selected. Each of these articles was further reviewed and classified. The review and classification process was independently verified. All papers were allocated to the main and sub‐categories based on the major focus of each paper.FindingsPapers and research on CRM falls into five broad categories (CRM – General, Marketing, Sales, Service and Support, and IT and IS) and a further 34 sub‐categories. The most popular areas covered by the papers lay in the sub‐category of CRM management, planning and strategy; and CRM general, concept, and study followed by papers in software, tools and systems; data mining, knowledge management, and e‐commerce.Originality/valueThis is the first identifiable academic literature review of CRM research. The bibliography provides an academic database of the literature between 1992 and 2002 covering 89 journals. The classification approach provides a means to conceptualise the coverage of CRM and the relative popularity of CRM topic areas.

Labeling Customers Using Discovered Knowledge Case Study: Automobile Insurance Industry

“…Customer data and information technology (IT) tools form the foundation of any successful CRM strategy. Also, the rapid growth of the Internet and its connected technologies has extremely increased the opportunities for marketing and transformed the way that relationships between companies and their customers are managed [14].…”

“…Customer data and information technology (IT) tools form the foundation of any successful CRM strategy. Also, the rapid growth of the Internet and its connected technologies has extremely increased the opportunities for marketing and transformed the way that relationships between companies and their customers are managed [14].From the architecture point of view, the CRM framework can be classified into operational and analytical ([1]; [8]; [21]). Operational CRM apply to the automation of business processes, while analytical CRM refers to the analysis of customer characteristics and behaviors to support the organization's customer management strategies.…”

Customer Relationship Management Implementation and its Implication to Customer Loyalty in Hospitality Industry

“…Therefore, there is no agreed definition of CRM (Ngai, 2005;Kevork &Vrecho-poulos, 2009;Hamid, 2009).…”

Customer Relationship Management (CRM) Practices towards Customer Brand Engagement: Evidence from the Hotel Industry in Sri Lanka

“…Establishing, maintaining and enhancing customer relationships have always been an important aspect of business. However, over the last few years there has been a significant increase in Customer Relationship Management (CRM) related research (Kamakura et al, 2005;Ngai, 2005). Although CRM is considered by many academics as a business philosophy closely related to relationship marketing, marketing academics have begun to explore in depth and examine the linkages between CRM practices, relationship marketing and business relationships as it provides opportunities for sustainable competitive advantages.…”

“…The CRM practices offer the potential for substantial benefits to corporations through improved customer relationships, customer retention, satisfaction, customer brand engagement and enhanced profitability (Bohling et al, 2006;Payne & Frow, 2005). However, the challenge for many enterprises is finding a way to exploit and sustain competitive advantage by leveraging CRM practices, relationship marketing and customer brand engagement effectively (Chalmeta, 2006;Ngai, 2005). Thus, the goal of CRM is to line up business processes and customer strategies for long term customer loyalty and profitability (Rigby, Reichheld, & Schefter, 2002).…”