People-driven processes in customer relationship management

Abstract

Customer relationship management (CRM) is one of the most popular strategies for an organization to satisfy its customers and obtain growth profits. Much attention of the research to date, however, has been paid to strategy, implementation, and organization performance, with the people dimension in CRM being under-researched. This study attempts to investigate the importance of people-driven processes of CRM in organizations and identify factors affecting the effectiveness of people-driven CRM processes. A multiple case study approach was applied and in-depth interviews were conducted with managers from four case companies to identify the factors influencing the people-driven CRM processes. Four dependency factors affecting the effectiveness of people-driven processes were identified, including customer emotional needs, customer involvement, employee capabilities, and organizational customer-oriented culture.

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