With customer-relationship management (CRM) no longer a buzzword among trendsetters, organizations in all types of industries initially rushed to embrace it. Although a seductively attractive concept, the implementation of CRM proved difficult, however, and organizations are struggling with realizing their vision of a CRM organization. To help managers assessing the stage of relationships between their organization and the organization's business customers we consider the automotive industry. Based upon our case organization and its relationships with numerous business customers we develop a practical tool to question, identify, and prioritize critical aspects of customer-relationship management. First, we identify key areas in CRM. Secondly, we investigate how the chosen case organization has managed each of these key CRM areas over a broad range of business-customer relationships. Thirdly, we acknowledge that many organizations simultaneously have different types (transaction-relationship continuum) of business customers. We finish the article with a discussion of the study's limitations, and suggest avenues for future research. D

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Advances in information technology have changed not only traditional goods and services, but also business-to-consumer relationships in terms of interactivity. For example, by facilitating access to company data, offering additional services, and/or providing self-service options through the World Wide Web, consumer requests can be recorded, handled faster, and dealt with more individually in a cost-effective manner. This article examines the extent to which companies in the Dutch food retailing sector are using the World Wide Web and its associated technologies to conduct their business. Employing the electronic commerce architecture suggested by Basu and Muylle (1999, 2002), Muylle and Basu (2003), we analyse the commercial Web sites of Dutch food retail companies (numbering 34 in all) to determine which commerce processes are being supported online in this sector. The results of the research provide insights to academics on the adoption of electronic commerce in a particular industry sector and to food retail managers on their competitors' usage of the World Wide Web. Our findings show that, generally, support for electronic commerce processes and sub-processes is merely 16 per cent of the considered sample. Most retailers use the Internet only as a medium of communications, although others have set up commercial Web sites that provide higher customer support. Several sub-processes appear to be supported such as core logistics, online search of products, and price information display and determination. With the exception of search, there is practically no online customisation possible in the processes. A high correlation was observed between search, valuation, and authentication on the one hand and support for online payment on the other hand. Lastly, there is no significant difference between regional/national retailers or firm size, especially for the search and valuation processes, which share close to identical extent of support.