Marketing relationnel : de quoi parle-t-on ?

Tsapi, Victor

doi:10.1051/larsg:1999007

Cited by 2 publications

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“…Information management process relies more on subjective information (Haley and Tan, 1996). Higher importance of group dynamism and family (Tsapi, 1999) make dual value creation process more complex because of higher numbers of actors involved in making decision. Stronger information silos across functions and less willingness to share information makes cross-functional integration more complex (Martinsons, 1991).…”

Section: Crm In Emerging Countries Of Asiamentioning

confidence: 99%

Role of Dynamic Capability and Information Technology in Customer Relationship Management: A Study of Indian Companies

Desai¹,

Sahu²,

Sinha³

2007

Vikalpa: The Journal for Decision Makers

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There is a growing body of academic and practitioner literature on Customer Relationship Management (CRM), most of the research in this field being conducted in the Western context. In the emerging countries of Asia, the difference is not only about the level of technology adoption and infrastructure, but also about the way decisions are made the and technology is used to form relations, and the deeply-rooted values of employees and customers who drive the competitive performance of CRM. These contextual peculiarities of CRM have got important implications for the sources of competitive performance in the process of CRM. It has been well accepted that CRM is a strategic initiative. But, surprisingly, the CRM literature is largely silent on the issue of competitive reaction in dynamic markets of emerging Asian economies. In such markets, the domain of CRM is characterized by lots of changes. Managers cannot rely on only static firm's resources that they have assembled to take CRM decisions and drive competitive advantage. Drawing from the theoretical argument in strategic management, i.e., dynamic capability approach, this study identifies sources of competitive performance for the process of CRM in dynamic capability. It is an organization's ability to continuously improve, innovate, and reconfigure resources to match the evolving environmental needs. Information technology (IT) competence has been considered as an important moderator of the relationship between dynamic capability and competitive performance. The study articulates the drivers of dynamic capability for CRM. Further, the study investigates the main effects, as well as the interaction effects of IT and dynamic capability on competitive performance of the CRM process. A questionnaire survey has been conducted, and data collected from a sample of 334 cross-functional executives of 29 organizations from Indian banking, telecom, and retail industry. Some of the important findings of the study are as follows: In the emerging markets of Asia, dynamic capability played a crucial role in gaining competitive CRM performance across all three industries. In the highly dynamic and competitive Indian telecom industry, the dynamic capability played the most important role. Important drivers of dynamic capability also include social networking capability with the other capabilities related to integration and market orientation. Contrary to the findings of the few studies in the Western context, CRM technology had positive effects on competitive CRM performance; it also enhanced the dynamic capability- competitive CRM performance relationships. In the absence of appropriate dynamic capabilities in the CRM process, the use of CRM technology might do more harm than good.

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Section: Crm In Emerging Countries Of Asiamentioning

confidence: 99%

Role of Dynamic Capability and Information Technology in Customer Relationship Management: A Study of Indian Companies

Desai¹,

Sahu²,

Sinha³

2007

Vikalpa: The Journal for Decision Makers

View full text Add to dashboard Cite

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“…Based on the work of Tsapi (1999), the comparison of the terms individualism and community enables us to Figure 2: Two Universes, Two Visions of Business better understand this difference. In the community philosophy, the most important attributes revolve around self-awareness as a member of a community (family, working group, nation).…”

Section: Business and Cultural Valuesmentioning

confidence: 99%

Relationship Marketing in Emerging Economies: Some Lessons for the Future

Flambard-Ruaud¹

2005

Vikalpa: The Journal for Decision Makers

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Relationship marketing as a philosophy and a set of practices is now widely accepted by both academics and practitioners. At the centre of the relationship marketing paradigm is the notion that making the most out of existing clients is essential for long-term profitability. Retaining clients by developing relationships with them is crucial to establishing and maintaining a competitive advantage in the market. But, moving away from an analysis of needs to an analysis of the customer, from management of the transaction to management of the relationship marks a fundamental shift which positions relationship marketing as a double innovation: conceptual innovation (it has evolved into an entirely new and separate concept) and organizational innovation (it imposes transformation on organizations that are not limited to the marketing function but require the participation of all components of the firm). But, perceptions on what exactly constitutes relationship marketing may differ in various cultural settings.Indeed, the theoretical domains that relationship marketing has traditionally drawn upon have been Western theories developed in economics, psychology, and management. Having largely exhausted these sources, it is now perhaps time to look more widely and consider less traditional paradigms from a broader range of cultures. The author suggests looking at Eastern cultures where relationships have provided the foundations for business activity for thousands of years.This article is an initial attempt to bridge the gap in existing literature as no adequate conceptual framework exists as yet. It aims to contribute to the knowledge of the reasons for the emergence of relationship marketing in Western economies and makes a brief comparison of the study of relationships in Western and Eastern literature so as to identify how culturally-based relationships are formed. In particular, the focus is on the Chinese complex concept of guanxi (loosely translated as 'connections' though 'relationships' might be better) and its importance in relationship development. This framework is the starting point for a set of criteria to be taken into account before transferring relationship marketing in emerging economies.In conclusion, this exploratory paper highlights the following:Theory transgresses economies whether they are emerging or not. Marketing has always studied relationships between institutions (B2B) and between institutions and customers (B2C). The basic rules of marketing, therefore, remain the same whatever the economy. What changes is the context.The environment is and remains multi-cultural. In that sense, the dangers of ethnocentrism must be avoided and, on the contrary, the phenomena of acculturation and local appropriation must be embraced. To be successfully implemented, relationship marketing should reflect the value system of the population to which it is targeted.

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Marketing relationnel : de quoi parle-t-on ?

Cited by 2 publications

References 0 publications

Role of Dynamic Capability and Information Technology in Customer Relationship Management: A Study of Indian Companies

Role of Dynamic Capability and Information Technology in Customer Relationship Management: A Study of Indian Companies

Relationship Marketing in Emerging Economies: Some Lessons for the Future

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