Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Abstract

Purpose – The purpose of this paper is to propose a research model exploring the link between knowledge management processes and customer relationship management (CRM) performance. It seeks to answer two research questions: What are the effective drivers of knowledge management processes in the context of a CRM initiative? Do these processes make a real impact on CRM performance? Design/methodology/approach – The paper is based on data obtained from a sample of 93 service companies located in Spain. The authors conducted a structural equation modeling analysis using PLS to test the proposed hypotheses. Findings – It was observed that both technological and organizational readiness were effective drivers of knowledge management. However, it was contrasted also that the usage of social media tools was not significantly related to knowledge management. Results show a real impact of knowledge management processes on CRM performance, so companies can understand how to implement successfully those initiatives. Research limitations/implications – The main limitations of the study are that it was based on cross-sectional data and that variables were measured based on the perceptions of general managers. Practical implications – Service companies need to invest in technological infrastructures, and create an appropriate organizational climate (top management support, employees commitment) in order to promote effective knowledge management processes, that will enable CRM success, paving the way for the development of marketing innovations. Originality/value – This is the first empirical work that examines in confirmatory way what are the main drivers of knowledge management processes, including in the analysis the impact of both organizational and technological readiness, and considering also the usage of social media tools, in the context of a CRM initiative.

Proposed Analytic Framework for Student Relationship Management based on a Systematic Review of CRM Systems Literature

“…The analyses indicated that there were strong relationships among the recognized factors throughout the model. This is in accord with References [16][17][18][19][20][21][22][23][24][25][26][27][28][29][30][31][32][33][34][35], who have theoretically hypothesized there are significant relationships between the strategic practices ( Table 2) and CRM results/success. Empirically, Yim et al [19] indicated these four critical dimensions significantly influence CRM results.…”

“…Garrido-Moreno et al [33] To present a research framework that explores the link between knowledge management processes and CRM performance…”

“…According to the descriptive classification of Zablah et al [44], CRM is described in the available literature as a (1) process [18,19,21,30], aiming at establishing the relational flows and developing the process of creating and sustaining a fully profitable portfolio of relationships with the customers; (2) strategy [16,19,[21][22][23]25,[32][33][34]45], aiming at embedding the customer satisfaction-retention-loyalty chain to develop sustainable relationships with the customers that are (potentially) valuable; (3) philosophy [44], aiming at achieving customer centricity for the organizational sustainability; (4) capability [29], aiming at developing the organizational knowledge and capability to construct the sustainable relationships with the respective customers toward business excellence; and/or (5) technological tool [17,24], aiming at mingling marketing, sales, and knowledge-capable systems to create partnerships.…”

“…There are many evidences of the positive influence of KM on CRM success, and, consequently, the organizational performance internally and externally [16,17,[19][20][21][23][24][25][26][27][29][30][31][32][33][34][35]. From a viewpoint of CRM, knowledge can be regarded as the experiential learning for the sake of excellence [21].…”

Market Orientation and Marketing Innovation Activities in the Czech Manufacturing Sector

“…There is a quite high failure rate in marketing innovation projects regarding the implementation of customer relationship management (CRM) information systems. Without appropriate knowledge about management processes, failure is imminent because managers must be able to get information and knowledge from the customer data (Garrido-Moreno et al 2015) and have the appropriate infrastructure (hardware, software, etc. ).…”