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How do firms relate to their markets? Results of the multinational research study on contemporary marketing practices provide a reality check for educators and researchers championing the relational paradigm, CRM, and interactive marketing. This session will profile the history and scope of the CMP research programme, outlining what we have learned to date.

 

Over the past decade, the resource-based view (RBV) on the origins of competitive advantage has become one of the core theories in the strategy literature for addressing the question of performance heterogeneity among firms. This dialogue has largely been ignored in the sales and sales management research literature. The objective of this session is to examine the strategic role of the sales force within the RBV paradigm and to provide empirical evidence of the sales force’s contribution to an organization’s Customer Relating Capability from top management’s perspective.

 

Closing the Loop: When Talent-Driven CRM is the Key

Closing the Loop: When Talent-Driven CRM is the Key

In our plenary session, noted author and consultant Jill Dyche will review the CRM market, covering its progression from the glory days of the dot-com era of “customer at any cost,” to today’s pragmatic, payback-driven initiatives. Selecting examples from her bestseller, The CRM Handbook (Addison Wesley, 2002), Ms. Dyche will illustrate case studies of how yesterday’s customer-focused projects have become today’s strategic differentiators. She’ll also discuss how growing emphasis on data analysis and business performance measurement have shifted executives’ perspectives from CRM-as-project to an evolving portfolio of customer-driven initiatives, and she’ll explain why the trend toward offshore outsourcing doesn’t work for Customer Relationship Management.

 

 

 

The vantage point is that relationship marketing, CRM and one-to-one marketing have not been as successful as their proponents had hoped. One reason is that the buyer-seller dyad has not been put in a proper context. Many-to-many is an expression for focusing on the need for a network approach in marketing, not only for B2B but also for B2C. The presentation will include some of the themes from a book that will come out in June (in Swedish first) called "Many-to-Many Marketing".

Chair Panel of 4 speakers discussing Relationship Marketing.

Panel Discussion: B2B Customer Relationships: Views From Around the World

Panel Discussion: B2B Customer Relationships: Views From Around the World

Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the co-creation of value, and relationships. Today these new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange.

Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the co-creation of value, and relationships. Today these new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange.

Collaborative Customer Relationship Management: Motives, Structures, and Modes of Collaboration for Mass Customization.

Understanding how to effectively manage relationships with customers has become a very important topic to both academicians and practitioners in recent years. Yet, the existing academic literature and the practical applications of CRM strategies do not provide a clear indication of specifically what constitutes CRM processes. In this study, we (a) conceptualize a construct of the CRM process and its dimensions, (b) operationalize and validate this construct, and (c) empirically investigate the organizational performance consequences of implementing CRM processes. Our research questions are addressed in two cross-sectional studies across four different industries and three countries. Our first key outcome is a theoretically sound CRM process measure, which outlines three key stages -- namely the initiation, maintenance and termination phase. Our second key result is the finding that implementing CRM processes has a moderate positive association with both perceptual and objective company performance. The link between CRM processes and company performance is further subject to moderating effects of CRM compatible organizational alignment and CRM technology deployment.

Understanding how to effectively manage relationships with customers has become a very important topic to both academicians and practitioners in recent years. Yet, the existing academic literature and the practical applications of CRM strategies do not provide a clear indication of specifically what constitutes CRM processes. In this study, we (a) conceptualize a construct of the CRM process and its dimensions, (b) operationalize and validate this construct, and (c) empirically investigate the organizational performance consequences of implementing CRM processes. Our research questions are addressed in two cross-sectional studies across four different industries and three countries. Our first key outcome is a theoretically sound CRM process measure, which outlines three key stages -- namely the initiation, maintenance and termination phase. Our second key result is the finding that implementing CRM processes has a moderate positive association with both perceptual and objective company performance. The link between CRM processes and company performance is further subject to moderating effects of CRM compatible organizational alignment and CRM technology deployment...

CRM can be seen from many perspectives. This presentation takes the IMP point of view (Industrial Marketing and Purchasing Approach, also known as Interaction Approach and Network Approach) on customer relationships and its management. Hereby the presentation highlights similarities and differences between the IMP approach and other streams of CRM literature.

CRM can be seen from many perspectives. This presentation takes the IMP point of view (Industrial Marketing and Purchasing Approach, also known as Interaction Approach and Network Approach) on customer relationships and its management. Hereby the presentation highlights similarities and differences between the IMP approach and other streams of CRM literature.

CRM: An Organizational Strategy and Capability: This presentation examines the value of CRM processes by aligning the customer management strategy to the company’s strategic roadmap. It provides a perspective on how CRM process capability is an expertise-based resource (intellectual, market-based asset) that can be leveraged to enhance sustainable advantages and shareholder value. In doing so it links CRM to “double-loop” business models—i.e., the role of CRM in mastering the present and transforming future—and performance metrics.

CRM: An Organizational Strategy and Capability.

 

 

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