A Customer Relationship Management Roadmap: What is Known, Potential Pitfalls, and Where to Go

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 Universität Berlin in the summer of 2003; 1 a conference on Customer Management (cosponsored by the Marketing Science Institute and the Teradata Center) that was held at Duke University in March 2004; and two special sessions on CRM that were featured at the AMA Winter Educators' Conference held in San Antonio, Tex., in February 2005. The conferences provided many opportunities for dialogue, and the response from marketers who attended these events was enthusiastic. I also invited Richard Staelin and William Boulding (Executive Codirector of the Teradata Center) to work with me as consulting editors for the special section, and they agreed. A call for papers requested that authors submit their manuscripts to JM by May 2004. The consulting editors and I evaluated every submission with the assistance of an expert panel that included Leonard Berry, John Deighton, Michael Ehret, Christian Grönroos, Sunil Gupta, Wayne Hoyer, Wagner Kamakura, Wesley Johnston, Donald R. Lehmann, Charlotte Mason, Carl Mela, Scott Neslin, Roland Rust, Michel Wedel, and Valarie Zeithaml. All submissions underwent JM's standard double-blind review process, and members of JM's editorial review board served as reviewers. I would like to express my appreciation to everyone who participated in the development of the special section. The culmination of our work together is a set of nine articles and two essays that advance the science and practice of CRM. I hope that these articles stimulate new intellectual discoveries. —Ruth N. Bolton

Mobile Customer Relationship Management: a communication perspective

“…Newell & Newell- Lemon (2001) Understanding the new rules of wireless CRM -anytime, anywhere-is critical to organizations' long-term success Kannan et al (2001) wireless [mobile] technology is ideal to implement the concept of CRM Martyn (2001) Mobile customers relationship management systems (MCRM) will be a requisite to compete and retain customers who are mobile users Barnes & Scornavacca (2004) The convergence between marketing, CRM and m-commerce represents a potentially powerful platform for wireless marketing Payne & Frow (2004) Call for research on how organizations use new mobile technologies when engaging with customers in the CRM context Boulding et al (2005) CRM research should focus on sub-processes, instead of entire CRM, since CRM is too complex and integrative for one study. Frow & Payne (2009) What is the current and future role of different channels in CRM?…”

“…However, in the line with Zablah et al (2004), this study considers that RM and CRM are different phenomena albeit interrelated and highly associated with each other. In other words, CRM is a specific relationship management domain (Zablah et al 2004, Boulding et al 2005. On this basis, this study adopts a process view of CRM (e.g.…”

“…These papers are most often published in journals concentrating on management practice, such as the Harvard Business Review. In parallel with the increasing interest in the phenomenon, CRM research has broken free from the "normative burden" inherent to practical CRM literature and the confusion around the concept of CRM seems to be slowly decreasing (Sinisalo 2007a, Boulding et al 2005.…”

“…In other words, CRM is a specific relationship management domain having unique elements (Zablah et al 2004, Boulding et al 2005.…”

“…Along with this paradigm shift, customer relationship management (CRM) has gained widespread popularity in the fields of many disciplines and industries (e.g. Zablah et al 2004, Boulding et al 2005, Payne & Frow 2005.…”