Customer Relationship Management: from Strategy to Implementation

Adrian Payne · Pennie Frow

365 citations0/0 files storedJournal of Marketing Management

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Corporate Governance and Management Marketing and Advertising Strategies Customer Service Quality and Loyalty

Abstract

This article examines Customer Relationship Management, or CRM, from the perspective of strategy formulation and implementation. We commence by reviewing the origins and role of CRM and highlighting the importance of adopting a cross-functional approach to CRM strategy formulation. We examine alternative approaches to CRM strategy development and, using an 'interaction research' approach, propose a model that addresses both CRM strategy and implementation. We identify four critical implementation components of a successful CRM programme and examine these in the context of five key cross-functional CRM processes. The model structure is used to help identify a research agenda

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References

1994The Commitment-Trust Theory of Relationship Marketing 2003Evolving to a New Dominant Logic for Marketing 1997The balanced scorecard: Translating strategy into action 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1993Process innovation: reengineering work through information technology 1994Putting the Service-Profit Chain to Work 2019Welcome to the experience economy 2004Co‐creating unique value with customers

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2014CRM to social CRM: the integration of new technologies into customer relationship management 2016Customer relationship management mechanisms: A systematic review of the state of the art literature and recommendations for future research 2012A review of customer relationship management: successes, advances, pitfalls and futures 2009Customer relationship management as a business process 2008What makes for CRM system success — Or failure?2011

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