A measurement tool for customer relationship management processes

Abstract

Purpose -Customer relationship management (CRM) projects have a low success rate, which can be solved by better measurement of CRM process. The purpose of this paper is to define the CRM processes within a company and propose a tool for CRM measurement. Design/methodology/approach -An empirical study is conducted in industrial organizations in Turkey. The research is designed according to scale development literature. The responses from various industries (manufacturing, information technologies, tourism, service, retail, finance, logistics) were collected. Using exploratory factor analysis, 167 valid responses are analyzed. Findings -The paper provides a general understanding of CRM processes in customer-oriented perspective and proposes a measurement tool that addresses seven main processes which are: targeting management, customer information management, production/service customization, expansion management, referrals management, termination management and win back. Practical implications -The results of the analysis provides useful information for managers to define, measure and improve CRM process. Originality/value -The paper provides an enhanced review about CRM measurement literature. Based on this review, the paper defines seven CRM processes and maintains a tool for evaluation of these processes within a company.

Customer Relationship Management Scale for the Business-to-Consumer Market: Exploratory and Confirmatory Validation and Models Comparison

“…We found some CRM scales in the literature (e.g., Wilson & Vlosky, 1997;Sin, Tse & Yim, 2005;Öztaysi, Sezgin & Özok, 2011) but none focused on the customer's relationship marketing perception in the B2C market in general.…”

CRM: A Conceptual Framework of Enablers and Perspectives

“…In these researches Seivastava and colleagues (1999) also Zablah and colleagues (2004) examined these processes into two chiefly levels as micro and macro, as well current studies emphasized them (Öztaysi, Sezgin et al 2011). The micro level stress on management of customer interaction to maintain long period profitability and the macro level focuses on CRM as a companywide process (Day and Van den Bulte 2002;Payne and Frow 2005).…”

“…(Srivastava, Shervani et al 1999;Kohli, Piontek et al 2001;Day and Van den Bulte 2002;Öztaysi, Sezgin et al 2011). This approach covers managerial, human resource, technical, and economical aspects (Xu, Yen et al 2002).Managerial aspect that should understand is CRM works when supported via corporate culture which cuddles customer-focused objectives.…”

“…As a result, CRM relates to strategy, the management of the dual creation of value, the intelligent use of data and technology, the acquisition of customer knowledge and the diffusion of this knowledge to the appropriate stakeholders, the development of appropriate (long-term) relationships with specific customers and/or customer groups, and the integration of processes across the many areas of the firm and across the network of firms that collaborate to generate customer value (Boulding, Staelin et al 2005;Öztaysi, Sezgin et al 2011). According to the above discussion, the paper offers the following proposition:…”

“…Payne and Frow (2005) defined these processes as strategy development, value creation, channel integration, knowledge management and performance evaluation process (Kohli, Piontek et al 2001;Day and Van den Bulte 2002;Öztaysi, Sezgin et al 2011).the important analysis that require for the macro perspective include technology related, environment, and government and standards.…”