Customer relationship management in retailing: A content analysis of retail trade journals

Anderson, Joan L.; Jolly, Laura; Fairhurst, Ann

doi:10.1016/j.jretconser.2007.02.009

Cited by 84 publications

(53 citation statements)

References 18 publications

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“…These valuable insights, based on big data analytics, enable organizations to take actions in regard to laying out products in ways that induce customers to buy related ones together. This not only increases company sales, but also contributes to customer satisfaction, relationship management and loyalty, thus jointly contributing to business performance (Anderson, Jolly and Fairhurst, 2007;Erevelles, Fukawa and Swayne, 2016;Lantz, 2015). Overall, there is strong evidence to suggest that analytical applications and business domain knowledge produce insights that lead organizations to take relevant BDD actions, subsequently improving their performance (Akhtar et al, 2018;Chen and Zhang, 2014;Dutta and Bose, 2015;Sheng, Amankwah-Amoah and Wang, 2017).…”

Section: Linkages Between the Use Of Bds Teams' Skills Bdd Actions Amentioning

confidence: 99%

Big Data‐Savvy Teams’ Skills, Big Data‐Driven Actions and Business Performance

Akhtar

Frynas

Mellahi

et al. 2019

British J of Management

130

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Prior studies on big data analytics have emphasized the importance of specific big data skills and capabilities for organizational success; however, they have largely neglected to investigate the use of cross‐functional teams’ skills and links to the role played by relevant data‐driven actions and business performance. Drawing on the resource‐based view (RBV) of the firm and on unique data collected from 240 big data experts working in global agrifood networks, we examine the links between the use of big data‐savvy (BDS) teams’ skills, big data‐driven (BDD) actions and business performance. BDS teams depend on multi‐disciplinary skills (e.g. computing, mathematics, statistics, machine learning and business domain knowledge) that help them turn their traditional business operations into modern data‐driven insights (e.g. knowing real‐time price changes and customer preferences), leading to BDD actions that enhance business performance. Our results, raised from structural equation modelling, indicate that BDS teams’ skills that produce valuable insights are the key determinants for BDD actions, which ultimately contribute to business performance. We further demonstrate that those organizations that emphasize BDD actions perform better compared to those that do not focus on such applications and relevant insights.

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Section: Linkages Between the Use Of Bds Teams' Skills Bdd Actions Amentioning

confidence: 99%

Big Data‐Savvy Teams’ Skills, Big Data‐Driven Actions and Business Performance

Akhtar

Frynas

Mellahi

et al. 2019

British J of Management

130

View full text Add to dashboard Cite

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“…Trend analyses were performed to investigate the development and progress, and to draw out a picture from the retrospection to represent the current status of quality development in Taiwan. In the third step, content analysis (Anderson et al, 2007) was conducted to further investigate the developmental trends. Content analyses from the quality management literature are among others Ahire et al (1995), Sila & Ebrahimpour (2002); Rahman & Sohal (2002).…”

Section: Methodsmentioning

confidence: 99%

Development of quality management in Taiwan the past, present and future

Chen

Wang

et al. 2014

Total Quality Management & Business Excellence

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Quality management (QM) has been popular and widely used in Taiwan since the 1960s. However, it has been found that a review of its development is lacking. Hence, this paper aims to examine the history and the evolution of QM in Taiwan, and to take a step further to look for cues for shaping its future development. The research purpose of this paper is more specifically to review the development of QM during the period from 1970 to 2012. Quality Magazine, the most popular reading material on QM in Taiwan, has been selected as the search database. The overall review result shows that the development of QM in Taiwan has three developmental phases: (1) the quality technologies and tools focus period (1970-1985); (2) the QM system integration period (1986-2000) and (3) the quality in service industry development period (2001-2012). In light of the overall as well as the detailed review results, senior quality experts were invited for consultation, discussion and prediction of the needs and the future development of QM in Taiwan

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“…Retailers aim to benefit from relationships with customers (Anderson et al, 2007) by employing customer relationship management (CRM), a holistic approach to creating stakeholder value (Payne and Frow, 2005). The establishment of long-term relationships with stakeholders, including customers, suppliers, employees and competitors, is a key instrument for increasing competitiveness (Hunt, 2002).…”

Section: Marketing and Supply Chain Interfaces Customer Relationship mentioning

confidence: 99%