2004
DOI: 10.1016/j.indmarman.2004.01.006
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An evaluation of divergent perspectives on customer relationship management: Towards a common understanding of an emerging phenomenon

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Cited by 461 publications
(424 citation statements)
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References 86 publications
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“…The conceptual development of CRM is discussed more profoundly in chapter 2.1.1. The origins of CRM can be traced back to the concept of relationship marketing (Parvatiyar & Sheth 2001, Gebert et al 2003, Zablah et al 2004. 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.…”
Section: Customer Relationship Managementmentioning
confidence: 90%
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“…The conceptual development of CRM is discussed more profoundly in chapter 2.1.1. The origins of CRM can be traced back to the concept of relationship marketing (Parvatiyar & Sheth 2001, Gebert et al 2003, Zablah et al 2004. 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.…”
Section: Customer Relationship Managementmentioning
confidence: 90%
“…The origins of CRM can be traced back to the concept of relationship marketing (Parvatiyar & Sheth 2001, Gebert et al 2003, Zablah et al 2004. 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.…”
Section: Customer Relationship Managementmentioning
confidence: 90%
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“…Instead of attributes personal assistance, self-service, automated services, communities, and co-creation suggested by the proposer [12], we utilized different geographical markets where the retailer is present. The reason behind was, to capture the complexity of the model, we believed that the diversity of geographical presence will be more meaningful since the relationship mechanism is highly dependent on geographical (rather cultural) factors [13]. For the element "value" in the component "value proposition" we changed the elements referring to literature.…”
Section: A Bm Definition and Componentsmentioning
confidence: 99%
“…Variety of target customers and their different demands [15], [24] and differentiation in distribution channels [25] are obvious complexity drivers for SCM. Geographical market segments necessitate a variety of relationship management strategies adding complexity to SCM [13]. Value configuration (value adding activities) of a value network causes complexity due to the variety, diversity as well as connectivity of partners within the configuration [26].…”
Section: Bmc and Scm Orientationmentioning
confidence: 99%