The role of analytical CRM on salesperson use of competitive intelligence

Abstract

Purpose The purpose of this paper is to identify the impact of analytical customer relationship management (CRM) on salesperson information use behavior. Design/methodology/approach To achieve the aim of this paper, a vignette experiment was undertaken. The data used for the final analysis included 125 professional salespeople across multiple industries. Findings This paper focuses on the personal use of competitive intelligence. The authors find that to maximize the effectiveness of using competitive intelligence, the salesperson must become adept at both choosing the correct pa`rtners to trust and properly valuing information. Properly valuing information can be accomplished through the use of analytical CRM. Practical implications The managerial implications of this paper are straightforward yet important. CRM providers have improved the tools available to salespeople (e.g., heat maps) and have partnered with other large scale providers of customer and market information (e.g., global marketing research firms) to provide a analytical tool that is user friendly to salespeople. Yet, many firms still use simplified CRM platforms, which do little more for the salesperson than offer an opportunity to document notes. Sales firms should move toward this analytical CRM system because it improves the salesperson’s ability to value information and increases the salesperson’s ability to use intelligence to link products to buyer needs. Originality/value This paper contributes to theory through confirming the importance of analytical CRM on salesperson’s information use behavior by using a motivation, opportunity and ability framework. Additionally, a methodological contribution was made through the development of an information value scale.

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