Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing

Srivastava, Rajendra K.; Shervani, Tasadduq A.; Fahey, Liam

doi:10.2307/1252110

Cited by 513 publications

(275 citation statements)

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“…On this basis, this study adopts a process view of CRM (e.g. Srivastava et al 1999, Zablah et al 2004, Reinartz et al 2004). According to this view "CRM is concerned with the development and maintenance of a portfolio of profitmaximizing customer relationships that is likely to include exchange relationships that vary along the transactional-relational continuum" (Zablah et al 2004: 481).…”

Section: Customer Relationship Managementmentioning

confidence: 99%

“…This study adopts a process view of CRM (Srivastava et al 1999, Chen & Popovich 2003, Zablah et al 2004, Lambert 2010. According to Srivastava et al (1999 ) CRM as a process addresses all aspects of identifying customers, creating customer knowledge, building customer relationships and shaping customer perceptions of the organization and its products.…”

Section: Crm As a Processmentioning

confidence: 99%

“…According to Srivastava et al (1999 ) CRM as a process addresses all aspects of identifying customers, creating customer knowledge, building customer relationships and shaping customer perceptions of the organization and its products.…”

Section: Crm As a Processmentioning

confidence: 99%

“…Furthermore, it is of critical importance for 41 companies to interact with customers and manage relationships differently at each phase (Srivastava et al 1998). Furthermore, this macro-level process can be further divided into highly related sub-processes (Srivastava et al 1999). One of these sub-processes of CRM is interaction management (e.g.…”

Section: Crm As a Processmentioning

confidence: 99%

“…Companies can interact with the customers more appropriately when the information on them is detailed and up-to-date (Jayachandran et al 2005). The essence of CRM is, thus, to learn about customers needs and identify how best to satisfy them (Srivastava et al 1999). Without this identification and understanding, customers are invisible to the company and, therefore, unmanageable (Park & Kim 2003).…”

Section: Crm As a Processmentioning

confidence: 99%

See 4 more Smart Citations

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: 99%