Identifying issues in customer relationship management at Merck-Medco

Torkzadeh, Gholamreza; Chang, Jerry Cha-Jan; Hansen, Gregory W.

doi:10.1016/j.dss.2005.10.003

Cited by 42 publications

(20 citation statements)

References 37 publications

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“…Research into the adoption of CRM suggests that reported failures of CRM projects may be due to aspects of implementation or strategy (Ang & Buttle, 2006;Bohling et al, 2006;Torkzadeh, Chang, & Hansen, 2006). Implementation issues that have been linked to failed CRM projects include lack of an adaptive and learning culture geared for change (Hart, Hogg, & Banerjee, 2004), problems with staff training or loss of customer facing staff (Colgate & Danaher, 2000) and existing processes that are inadequate for the current or desired relationship levels (Kotorov, 2003;McGregor, 2003).…”

Section: Introductionmentioning

confidence: 95%

Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

Steel

Dubelaar

Ewing

2013

Industrial Marketing Management

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Section: Introductionmentioning

confidence: 95%

Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

Steel

Dubelaar

Ewing

2013

Industrial Marketing Management

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“…The CRM domain gradually diversified as researchers became interested in topics such as customer lifetime value (Peppard, 2000;Reichheld, 1996), CRM adoption and implementation (Hansotia, 2002;Hsieh, 2009;King and Burgess, 2008;Ko et al, 2008;Krasnikov et al, 2009;Richard et al, 2007;Wilson et al, 2007), information systems (Chalmeta, 2006;Chang, 2007;Roh et al, 2005;Teo et al, 2006;Torkzadeh et al, 2006) and the interrelationship between CRM and efficient knowledge management (du Plessis and Boon, 2004; see also Reychav and Weisberg, 2009). Despite efforts at redefinition (e.g.…”

Section: Fragmentation Of Crm: Wavementioning

confidence: 99%

Customer relationship management: the evolving role of customer data

Saarijärvi

Karjaluoto

Kuusela

2013

Marketing Intelligence &Amp; Planning

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Purpose -Customer relationship management (CRM) developed a separate identity as a result of companies utilising customer data in managing customer relationships. In this evolution, CRM became a heavily company-oriented construct: customer data were used instrumentally to serve companies' purposes. However, as companies increasingly shift attention from selling products to serving customers, traditional CRM activities, such as segmentation and cross-selling, may prove inappropriate owing to their inherent orientation towards selling more products to customers. The perspective on customer data usage needs to better address the strategic goal of serving customers. Consequently, the purpose of the paper is to reconfigure the role of customer data within the CRM framework. Design/methodology/approach -CRM literature is briefly reviewed and a case study is conducted to empirically illustrate how customer data can be used also for the benefit of the customer. Findings -As a result, four CRM waves are identified that characterise the evolving role of customer data in CRM and help identify new directions for customer data usage. The focus is shifted from the internal to the external use of customer data: customer data are increasingly understood to be a resource for the customer's -not just the firm's -value creation. Originality/value -The paper introduces a fresh perspective to CRM by exploring the evolving role of customer data within the CRM framework. New directions for customer data are introduced that have major implications both theoretically and practically.

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“…For confirming the refined model and testing the hypothesis, the authors conducted a second phase of data collection [47]. They asked PMI's Information Systems Specific Interest Group (ISSIG) Director of Professional Development to post the survey to the organization's official website.…”

Section: Data Collectionmentioning

confidence: 99%