Two interrelated frameworks proposed for mapping and performance measurement of customer relationship management strategies
by Panagiotis I. Soukakos, Nikolaos B. Georgopoulos, Victoria Pekka-Economou
International Journal of Knowledge and Learning (IJKL), Vol. 3, No. 2/3, 2007

Abstract: One of the major developments within today's business practice is the increasing interest in Customer Relationship Management (CRM). The strategy known as CRM optimises values as profitability, revenue and customer satisfaction (what and why) by organising around customer segments, fostering customer-satisfying behaviours and implementing customer-centric business models (how). CRM technologies should enable greater customer insight, increased customer access and more effective customer interactions (outcomes). In the last years, however, scepticism has replaced the initial enthusiasm about CRM. Many of the CRM initiatives fail for a number of reasons; three of the most significant ones are the following: (a) the board has little customer/CRM understanding or involvement, (b) lack of specifically designed strategy and (c) no measures or monitoring of benefits derived from CRM. To date, the body of research on CRM has ignored these strategic implementation issues. This paper exhibits a methodology for the development, mapping and performance measurement of CRM strategies. In the context of this methodology, two frameworks are introduced.

Online publication date: Mon, 29-Oct-2007

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