Journal Article10.1509/JMKG.2005.69.4.155
A Customer Relationship Management Roadmap: What Is Known, Potential Pitfalls, and Where to Go
TL;DR: In this article, the authors describe how the special section on customer relationship management (CRM) was developed and describe the activities that were designed to promote interactions among marketing academics and practitioners.
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Abstract: The goal of this preface is to describe how the special section on customer relationship management (CRM) was developed. In May 2003, Richard Staelin, Executive Director of the Teradata Center for Customer Relationship Management at Duke University, proposed that Journal of Marketing (JM) publish a special section. The proposal included activities that were designed to promote interactions among marketing academics and practitioners; the goal was to stimulate dialogue and new research on CRM. I found the proposal attractive because CRM is a broad-based topic that interests many marketers. After extensive discussion, the American Marketing Association (AMA) and the Teradata Center formally agreed to cosponsor the special section. Subsequently, there was a conference on Relationship Marketing and Customer Relationship Management (cochaired by Michael Ehret, Wesley Johnston, Michael Kleinaltenkamp, and Lou Pelton) that took place at Freie Universitat Berlin in the summer of 2003; a conference on Cus...
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Citations
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Customer relationship challenges following international acquisitions
TL;DR: In this article, an important task following international acquisitions is to coordinate customer relationships; that is, to organize customer interfaces and possibly establish new relationships between cu..., i.e., customer relationships.
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A network perspective of account manager performance
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TL;DR: In this paper, a conceptual model of the account management process that isolates the social connections of more versus less effective account managers is presented, and a social network perspective is offered to explore the web of internal working relationships that account managers activate.
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Organizational IT Maturity (OITM): A Measure of Organizational Readiness and Effectiveness to Obtain Value from Its Information Technology
TL;DR: This article focuses on what has to be done on the enterprise side to enable this maturation with an approach that isolates and describes useful factors that enable a business to become more mature with respect to IT.
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Customer Relationship Management (CRM) Technology and Organization Performance: Is Marketing Capability a Missing Link? An Empirical Study in the Malaysian Hotel Industry
TL;DR: In this paper, the authors used marketing capabilities (planning and implementation) as mediators between CRM technology and organization performance and found that CRM technologies are associated with four dimensions of organization performance (i.e. financial, customer, internal process and learning and growth).
References
The Commitment-Trust Theory of Relationship Marketing
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•Journal Article
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