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Purpose-Customer retention has been a significant topic since the mid-1990s, but little research has been conducted into management processes that are associated with excellent customer retention performance. This research investigates the associations between customer retention outcomes and a number of management processes including customer retention planning, budgeting and accountability and the presence of a documented complaints-handling process. Design/methodology/approach-This is carried out using a quantitative survey of 170 companies in Australia. Participants represented all major standard industrial classification (SIC) codes. Findings-It was found that excellence at customer retention is positively and significantly associated with the presence of documented complaints-handling processes. None of the other variables is significantly associated with the dependent variable. Research limitations/implications-This research has limited generalisability to other regions and the self-report nature of the data is not independently corroborated. Practical implications-The research emphasises the importance of developing and implementing documented complaints-handling processes. Future research should examine whether standardised processes such as those embodied in ISO 10002 are more effective than ad hoc processes. Originality/value-The major contribution of this paper is the clear link that it establishes between customer retention performance and the presence of a documented complaints-handling process.

Asymmetric information is at the heart of situations involving trust. In the case of B2C Internet commerce, the information asymmetry typically relates to the difficulty that consumers have of distinguishing between "trustworthy" and "untrustworthy" Web merchants. The impasse can be resolved by the use of signals by trustworthy Web merchants to differentiate themselves from untrustworthy ones. Using an experimental design where subjects are exposed to a series of purchase choices, we investigate three possible signals, an unconditional money-back guarantee, branding, and privacy statement, and test their efficacy. Our empirical results confirm the predictions suggested by signalling theory. PsycINFO classification: 3900JEL classification: D82, M21

We review and critique the research literature on sales force automation (SFA). SFA involves the application of information technology to support the sales function. SFA software provides functionality that helps companies manage sales pipelines, track contacts and configure products, inter alia. The paper is organized into four main sections. First, we review the SFA environment, identifying definitions, vendor classifications and software attributes. We then move to a review and classification of the academic research that has been published on SFA. We find that the entire body of SFA knowledge attempts to answer just four questions: Why do organizations adopt SFA? What are the organizational impacts of SFA? What accounts for the success or failure of SFA projects? What accounts for variance in salesperson adoption of SFA? We then critique this body of knowledge on a number of theoretical and methodological grounds, and finally propose a research agenda for the future.

He teaches and researches in customer relationship management, advertising and marketing research. When he is not teaching or consulting, you can fi nd him enjoying a glass of Australian wine on the beach. ABSTRACT Despite the growth in social media, managers are still unclear as to how it can be used to benefi t their organisations. Part of the problem stems from confusing customers with online community members through the popularisation of the term ' social customer relationship management ' (social CRM). This term is a misnomer because online community members are not necessarily customers of the organisation. A better term is community relationship management (that is, CoRM) because it more accurately refl ects what people do in online communities-connect, converse, create and collaborate. Organisations can take advantage of these predispositions by using marketing research and public relations, nurturing opinion leaders or advocates, placing and creating advertisements, developing new products, lowering the cost-toserve, building brand loyalty and sales, and amplifying buzz and visibility for the organisation.