A Strategic Framework for Customer Relationship

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A Strategic Framework for Customer Relationship Management Author(s): Adrian Payne and Pennie Frow Source: Journal of Marketing, Vol. 69, No. 4 (Oct., 2005), pp. 167-176 Published by: American Marketing Association Stable URL: http://www.jstor.org/stable/30166559 . Accessed: 10/10/2014 03:16 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp

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AdrianPayne & Pennie Frow

A Strategic forCustomer Framework Relationship Management

In this article,the authors develop a conceptual frameworkforcustomer relationshipmanagement (CRM) that helps broaden the understandingof CRM and its role in enhancingcustomervalue and, as a result,shareholder value. The authorsexplore definitional three alternativeperspectivesof CRM. aspects of CRM, and theyidentify The authorsemphasize the need fora cross-functional, process-orientedapproach thatpositionsCRM at a stratefivekeycross-functional CRM processes: a strategydevelopmentprocess, a value creation gic level.They identify an information process, process, a multichannel integration managementprocess, and a performanceassessment based on these processes and explorethe role and function process. They develop a new conceptual framework of each element in the framework. The synthesisof the diverse concepts withinthe literatureon CRM and relashould providedeeper insightintoachievingsuccess tionshipmarketingintoa single, process-based framework withCRM strategyand implementation.

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thepastdecade,therehas been an explosionof interestin customerrelationshipmanagement (CRM) by both academicsand executives.However,despitean increasingamountof publishedmaterial, mostof whichis practitioner thereremainsa lack oriented, of agreement aboutwhatCRM is and how CRM strategy should be developed.The purposeof this articleis to thatposidevelopa process-oriented conceptualframework tionsCRM at a strategic levelby identifying thekeycrossfunctional of CRM processesinvolvedin thedevelopment More aims the of this article are strategy. specifically, .To identify alternative ofCRM, perspectives .Toemphasize theimportance ofa strategic toCRM approach within a holistic context, organizational .To proposefivekeygeneric cross-functional that processes can use to developand deliveran effective organizations CRMstrategy, and .To developa process-based framework forCRM conceptual andtoreview theroleandcomponents strategy development ofeachprocess.

cize theseverelack of CRM researchthattakesa broader, morestrategic focus.The articledoes not explorepeople issuesrelatedto CRM implementation. Customerrelationship managementcan fail when a limitednumberof to theinitiative; thus,employee employeesare committed andchangemanagement areessentialissuesin engagement CRM implementation. In our discussion,we emphasize suchimplementation andpeopleissuesas a priority areafor further research.

CRM Perspectives and Definition

The term"customer relationship management" emergedin the information vendor and technology(IT) community in the It is often to mid-1990s. used practitioner community describetechnology-based customer such as sales solutions, forceautomation the (SFA). In the academiccommunity, terms"relationship and CRM are often used marketing" interchangeably (Parvatiyarand Sheth 2001). However, CRM is morecommonly used in thecontextof technology solutions and has been described as "information-enabled We organizethisarticlein threemainparts.First,we and relationship marketing" (Ryals Payne 2001, p. 3). threealternative exploretheroleof CRM and identify perand Johnston Zablah, (2003, Beuenger, p. 116) suggestthat spectivesof CRM. Second, we considerthe need for a CRM is "a to relationship philosophically-related offspring cross-functional process-basedapproach to CRM. We which is for the most in theliteramarketing part neglected fivekey developcriteriaforprocessselectionand identify and conclude that "further of CRM ture," they exploration CRM processes.Third,we proposea strategic conceptual and its related is not warranted butalso phenomena only framework thatis constructed of thesefiveprocessesand needed." desperately examinethecomponents ofeachprocess. A significant problemthatmanyorganizations deciding The development of thisframework is a responseto a to CRM face stems from the deal of confusion adopt great and Krafft, Hoyer(2004), whocritichallengebyReinartz, aboutwhatconstitutes CRM. In interviews withexecutives, whichformed of our research part process(we describethis we a wide rangeof views Adrian is found Professor of Services and and process subsequently), Payne Relationship Marketing Director oftheCentre forCRM(e-mail: and aboutwhatCRM means.To some,it meantdirectmail,a [email protected]), Pennie Frow isVisiting inMarketing Fellow (e-mail: [email protected]. loyaltycard scheme,or a database,whereasothersenviSchoolofManagement, Cranfield Theauthors sionedit as a uk),Cranfield University. help desk or a call center.Some said thatit thefinancial ofBTplcandSASwith thisresearch, acknowledge support was about a datawarehouseor undertaking data populating andthey thank thethree JMreviewers andtheconsulting edianonymous others considered CRM an e-commerce mining; solution, tors for their onprevious comments versions ofthis article. helpful suchas theuse of a personalization engineon theInternet (c)2005,American Association Marketing ISSN:0022-2429 1547-7185 (print), (electronic)

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Journal ofMarketing Vol.69 (October 2005),167-176

or a relationaldatabasefor SFA. This lack of a widely of CRM can contribute definition acceptedand appropriate views to thefailureofa CRM projectwhenan organization or undertakes CRM froma limitedtechnology perspective basis. CRM on a fragmented of CRM thatdifferent and descriptions The definitions a use varyconsiderably, authorsand authorities signifying alternative of To CRM identify perspecvariety viewpoints. of definitions anddescriptions tivesofCRM, we considered in the CRM froma rangeof sources,whichwe summarize fromthis Appendix.We excludedother,similardefinitions list. thatwe An important aspect of the CRM definition wantedto examinewas its associationwithtechnology. is oftenincorThis is important becauseCRM technology rectlyequated with CRM (Reinartz,Krafft,and Hoyer 2004), and a keyreasonforCRM failureis viewingCRM initiative as a technology (Kale 2004). For thisreason,we intheAppendixwithspecialattention reviewthedefinitions This reviewsuggeststhat to theiremphasison technology. narCRM can be definedfromat leastthreeperspectives: and as a solution, tactically particulartechnology rowly and customercentric.Thesepertechnology; wide-ranging as a continuum (see Figure1). spectivescan be portrayed which spentmore One organizationwe interviewed, than$30 millionon IT solutionsand systemsintegration, describedCRM solelyin termsof its SFA project.At this and tacticallyas a parCRM is definednarrowly extreme, ticulartechnologysolution(e.g., Khanna2001). We call suchas thatof 1." Otherdefinitions, thisCRM "Perspective Kutnerand Cripps(1997), thoughsomewhatbroader,also fallintothiscategory. the term In anotherorganization thatwe interviewed, CRM was used to referto a wide range of customerorientedIT and Internetsolutions,reflecting Stone and Thisrepresented CRM "PerWoodcock's(2001) definition. spective2," a pointnearthemiddleofthecontinuum. "Perspective3" reflectsa more strategicand holistic approachto CRM thatemphasizesthe selectivemanageto createshareholder value. mentof customer relationships This reflectselementsof severalpreviouslynoteddefinitions of CRM, includingthose of Buttle(2001), Glazer

(1997), Singhand Agrawal(2003), and Swift(2000). Following this phase of our work,we identifiedZablah, whichsupported (2003) research, Beuenger,andJohnston's ourviewoftheseperspectives. The importance of how CRM is definedis notmerely affectsthe way an semantic.Its definitionsignificantly entireorganizationaccepts and practicesCRM. From a CRM is notsimplyan IT solutionthat strategic viewpoint, is used to acquireand growa customer base; it involvesa of a vision; corporateunderprofoundsynthesis strategic in a multichannel of the nature of customer value standing information theutilization of theappropriate environment; and and CRM applications; high-quality opermanagement and service.Thus,we proposethatin ations,fulfillment, CRM shouldbe positionedin thebroad anyorganization, of context 3. Perspective strategic Swift(2000) argues,and we concur,thatorganizations CRM definiwillbenefitfromadoptinga relevantstrategic itsconsistent use throughout tionfortheirfirmandensuring ofCRM theirorganization. Thus,we developeda definition thatreflected 3. We examinedtheCRM literaPerspective intoa ture,synthesized aspectsof the variousdefinitions andthentesteditwithpracticing draftdefinition, managers. we wentthrough severaliteraAs ourresearchprogressed, whichwe use tions.The resultis thefollowingdefinition, forthepurposesofthisstudy: thatis concerned withcreatCRMis a strategic approach thedevelopment shareholder valuethrough ingimproved withkeycustomers andcusofappropriate relationships ofrelationship CRMunites thepotential tomer segments. andIT tocreate strategies profitable, long-term marketing withcustomers andother keystakeholders. relationships to use dataand CRM provides enhanced opportunities andcocreate to bothunderstand customers information valuewiththem. Thisrequires a cross-functional integraandmarketing tionofprocesses, capapeople,operations, bilitiesthatis enabledthrough information, technology, andapplications. This definitionprovidedguidance for our subsequent research considerationsand the strategicand crossfunctionalemphasis of the conceptual frameworkwe developed.

FIGURE 1 The CRM Continuum CRM Defined Narrowly and Tactically

CRM is about the ofa implementation specifictechnology solutionproject.

CRM Defined Broadly and Strategically

CRM is the ofan implementation integratedseries of customer-oriented technologysolutions.

CRM is a holistic approach to managing customerrelationships to create shareholder value.

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Processes: A StrategicPerspective

Gartner(2001) calls fora freshapproachto businessprocessesin CRM thatinvolvesbothrethinking howtheseprocesses appearto thecustomer andreengineering themto be morecustomer centric.Kale (2004) supports thisviewand all arguesthata criticalaspectofCRM involvesidentifying that take between an strategicprocesses place enterprise and its customers. To addressthischallengeof adoptinga freshapproachto CRM processes,we aimedto identify the relevant to CRM. keygenericprocesses We examinedtheliterature to identify criteappropriate ria forprocessselectionbutfoundlittleworkin thisarea, withtheexceptionof thecontribution Sherby Srivastava, vani,andFahey(1999),whoestablishfourprocessselection criteria formarketing andbusinessprocesses.We chosetheir workas a starting of process pointforthe identification selectioncriteriaforCRM. The criteriatheseauthorspropose are as follows:First,theprocessesshouldcomprisea smallsetthataddressestaskscriticalto theachievement of an organization's goals. Second,each processshouldcontributeto the value creationprocess.Third,each process shouldbe ata strategic ormacrolevel.Fourth, theprocesses needto manifest clearinterrelationships. As partof ourresearch, we conducteda workshop with a panelof 34 highlyexperienced CRM practitioners, all of whomhadextensive in theCRM andIT sectors. experience The director ofa leadingresearchandmanagement institute specializingin theCRM and IT sectorsselectedthepanel. were selectedon the basis of the following Participants attributes to ensurethattheywere knowledgeableabout and its operation:substantial CRM, its implementation, and industrial management experience(average of 17.2 years),maturity (averageage of 40.2 years),international and representation international experience(managersfrom nine countriesattended;most of themhad international and academicqualifications experience), (degreeor equivaIn the first of the which involvedsmall lent). part workshop, the reviewed and unanigroupsessions, panel subsequently that these four criteria were mouslyagreed fullyappropriate forselectingCRM processes.However,theyalso proposed two further criteria:First,each processshouldbe crossfunctional in nature,and second,each processwould be consideredby experienced as beingbothlogipractitioners cal andbeneficialto understanding anddevelopingstrategic CRM activities.We used these six criteriato select key genericCRM processes.

A ConceptualFramework forCRM

Grabner-Kraeuter andMoedritscher (2002) suggestthatthe absenceof a strategic framework forCRM fromwhichto definesuccessis one reasonforthedisappointing resultsof Thisviewwas supported bothbythe manyCRM initiatives. seniorexecutiveswe interviewed duringour researchand by Gartner's(2001) research.Our nextchallengeswereto identify key genericCRM processesusingthepreviously describedselectioncriteriaandto developthemintoa conforCRM strategy ceptualframework development. Our literature reviewfoundthatfewCRM frameworks exist;thosethatdid werenotbased on a process-oriented

of CRM. For example, cross-functional conceptualization forCRM Sue and Morin(2001, p. 6) outlinea framework basedon initiatives, but and expectedresults, contributions, this is not processbased, and "manyinitiativesare not in theframework." identified Winer(2001, p. 91) explicitly a "basic which contains a set of 7 basic model, develops a of database customer components: activity;analysesof thedatabase;giventheanalyses,decisionsaboutwhichcustomersto target;toolsfortargeting thecustomers; how to build relationships withthe targetedcustomers;privacy thesuccessof theCRM issues;and metricsformeasuring program." Again,thismodel,thoughuseful,is nota crossfunctional This gap in the process-based conceptualization. literature suggeststhatthereis a needfora new systematic framework. process-basedCRM strategy Synthesisof the diverseconceptsin theliterature on CRM and relationship intoa single,process-basedframework should marketing to helpcompaniesachievegreater providepracticalinsights successwithCRM strategy andimplementation. development Interaction Research and theoryare typicallybased on Conceptualframeworks commonsense,and expericombiningpreviousliterature, ence (Eisenhardt1989). In thisresearch,we integrated a withlearningfromfield-based synthesisof the literature interactions withexecutives to developandrefinetheCRM strategyframework.In this approach, we used what Gummesson(2002a) terms"interactionresearch."This formof researchoriginates fromhis viewthat"interaction and communication play a crucialrole" in the stagesof researchand that testingconcepts, ideas, and results interaction withdifferent through targetgroupsis "an integral part of the whole researchprocess" (p. 345). The sourcesforthesefield-based whichincludeexecuinsights, tivesprimarily fromlarge enterprises in the business-tobusinessand business-to-consumer sectors,includedthe following: 'Anexpert executives; panelof34 highly experienced 'Interviews with20 executives in CRM,marketing, working andIT rolesincompanies inthefinancial services sector; 'Interviews withsixexecutives from and largeCRMvendors with five executivesfromthreeCRM and strategy consultancies; 'Individual andgroupdiscussions withCRM,marketing, and IT managers at workshops with18 CRM vendors, analysts, andtheirclients, Accenture, Baan,BroadVision, including Chordiant, EDS, E.piphany, Hewlett-Packard, IBM,Gartner, NCR Teradata,Peoplesoft, Oracle,SAP, SAS Institute, Siebel,Sybase,andUnisys; theframework as a planning toolinthefinancial ser'Piloting vicesandautomotive and sectors; as a planning toolin twocompanies: 'Usingtheframework and globallogistics. Six workglobaltelecommunications shopswereheldineachcompany. Process Identificationand the CRM Framework We beganby identifying possiblegenericCRM processes fromtheCRM andrelatedbusinessliterature. We thendiscussed these tentativeprocesses interactively with the The outcomeofthisworkwas a short groupsofexecutives. A Strategic Framework forCRMI 169

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list of sevenprocesses.We thenused theexpertpanel of CRM executives whohad assistedin thedevelexperienced opmentof the processselectionschemato nominatethe andto agree CRM processesthattheyconsidered important on thosethatwerethemostrelevantand generic.Afteran initialgroupworkshop, each panel memberindependently a list his or her view of the key completed representing genericprocessesthatmet the six previouslyagreed-on The datawerefedbackto thisgroup,anda processcriteria. detaileddiscussionfollowedto help confirmour underoftheprocesscategories. standing As a resultof thisinteractive method,fiveCRM proall five wereidentified; cessesthatmettheselectioncriteria were agreedon as important genericprocessesby more Subsethantwo-thirds of the groupin the firstiteration. of theseas key quently,we receivedstrongconfirmation genericCRM processesby severalof theothergroupsof fivegenericprocesseswere(1) the The resultant managers. strategydevelopmentprocess, (2) the value creation integration process,(4) the process,(3) the multichannel information management process,and (5) theperformance assessment process. thesefivekeygenericCRM proWe thenincorporated Thisinitial cessesintoa preliminary conceptualframework. and the developmentof subsequentversions framework refinedby ourinteracwerebothinformed by and further executivegroups:mangersfromthe tionswithtwoprimary previouslynoted companies and executivesfromthree CRM consultingfirms.Participantsat severalacademic conferenceson CRM and relationshipmarketingalso andcriticisms ofpreviousversions. assistedwithcomments we combineda Withevolvingversionsof theframework, interactions field-based literature with of relevant synthesis a conwent framework The the through involving groups. and minorrevisions; siderablenumberof majoriterations thefinalversionappearsin Figure2. set illustrates theinteractive Thisconceptualframework of strategicprocesses thatcommenceswith a detailed reviewof an organization's (thestrategy developstrategy in busimentprocess)and concludeswithan improvement ness resultsand increasedshare value (the performance advanassessmentprocess).The conceptthatcompetitive and customer for the of value the creation from stems tage forthe businessand associatedcocreationactivities(the value creationprocess)is well developedin themarketing For largecompanies,CRM activitywill involve literature. usingcustomerand otherrelecollectingand intelligently vantdata (theinformation process)to builda consistently superiorcustomerexperienceand enduringcustomerrelaintegration process).The iterationships(themultichannel is highlighted tivenatureof CRM strategy by development in Figthearrowsbetweentheprocessesin bothdirections ure 2; they representinteractionand feedback loops betweenthedifferent processes.The circulararrowsin the value creationprocessreflectthe cocreationprocess.We in each now examinethe key componentswe identified interaction used the we our with As work, prior process. of these process researchmethodin the identification components.

StrategyDevelopmentProcess

This processrequiresa dual focus on the organization's businessstrategy and its customerstrategy. How well the two interrelate affectsthe success of its fundamentally CRM strategy. Business Strategy mustbe consideredfirstto determine The businessstrategy shouldbe developedand how it howthecustomerstrategy shouldevolveovertime.The businessstrategy processcan of a company's commencewitha reviewor articulation vision, especiallyas it relatesto CRM (e.g., Davidson 2002). Next, the industryand competitiveenvironment should be reviewed.Traditionalindustryanalysis (e.g., Porter1980) shouldbe augmented by morecontemporary Christensen Slaterand Olson 2002) 2001; approaches(e.g., andNalebuff1997), to includeco-opetition (Brandenburger anddeeperenvironmental networks analysis(Achrol1997), and and theimpactof disruptive (Christensen technologies Overdorf 2000). Customer Strategy of is usuallytheresponsibility Whereasbusinessstrategy directheboard,andthestrategy thechiefexecutiveofficer, of the is typicallytheresponsibility tor,customerstrategy AlthoughCRM requiresa crossmarketing department. based functional approach,it is oftenvestedin functionally Whendifferent roles,includingIT and marketing. departmentsare involvedin the two areas of strategy development,specialemphasisshouldbe placed on thealignment ofbusinessstrategy. andintegration involvesexaminingtheexistingand Customerstrategy whichformsofsegcustomer base andidentifying potential As are mostappropriate. partof thisprocess,the mentation for needsto considerthelevel of subdivision organization This involves or segmentgranularity. customersegments, a macro,micro,or one-to-one decisionsaboutwhether segis mentation (Rubin1997). approach appropriate Several authorsemphasizethe potentialfor shifting or one-to-one, froma mass marketto an individualized, environment. opportuniExploitinge-commerce marketing of the economiccharacteristics ties and the fundamental can enable a muchdeeperlevel of segmentation Internet in mostotherchannels(e.g., thanis affordable granularity thestrategy Peppersand Rogers1993, 1997). In summary, ofbusiprocessinvolvesa detailedassessment development cusof an and the development ness strategy appropriate a with the This shouldprovide tomerstrategy. enterprise its and to on which develop clearerplatform implement CRM activities.

ValueCreationProcess

the outputsof the The value creationprocesstransforms that both into programs process strategydevelopment extractand delivervalue. The threekey elementsof the whatvalue the value creationprocessare (1) determining what companycan provideto itscustomer;(2) determining and (3) valuethecompanycan receivesfromitscustomers;

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and

valu( value value Process Results Performance Assessment Shareholder

and

reduction

performance

Monitoring Performance

?Employer ?Customer ?Shareholder ?Cost

measurement key indicators qualitative ?Standards ?Quantitative ?Results

office Back applications

Intrigated channel management office Process Front applications

Integration

Strategy CRM 2 for

Process force

Sales

Outlets

Multichannel

marketing Repository Mobile Electronic Telephony commerce commerce Direct Data tools

virtual

Physical

Analysis

FIGURE Framework

Management

Information

Customer segment lifetime value analysis

Conceptual A Creation Process Value

vf4

Customer assessment Receives

proposition Value ?Value ?Value

Value Receives Cocreation Organization economics economics

vision and Strategy Process Business Strategy Development

competitive characteristics ?Business ?Industry

systems IT

?Acquisition ?Retention

choice granularity Strategy customer Customer

andcharacteristics ?Customer ?Segment

A Strategic Framework forCRM/171

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by successfullymanagingthis value exchange,which maximizinvolvesa processof cocreationor coproduction, the of customer lifetime desirable value segments. ing The Value the Customer Receives The value the customerreceives fromthe organization drawson theconceptof thebenefitsthatenhancethecustomeroffer(Levitt1969;Lovelock1995).However,thereis in now a logic, whichhas evolvedfromearlierthinking and servicesmarketing, thatviewsthe business-to-business customeras a cocreatorand coproducer(Bendapudiand Leone 2003; Prahaladand Ramaswamy2004; Vargoand in theform Lusch 2004). These benefitscan be integrated and Michaels of a value proposition 1988; (e.g., Lanning the that and 1991) relationship explains Phillips Lanning of of the product,thefulfillment amongtheperformance over thecustomer's needs,andthetotalcosttothecustomer lifecycle(Lanningand Michaels thecustomer relationship 1988). Lanning's(1998) laterworkon value propositions reflectsthe cocreationperspective.However, a more of workin thisarea is neededin further detailedsynthesis research. is likelyto whether thevalueproposition To determine a companyshould customer resultin a superior experience, therelativeimporto quantify a valueassessment undertake of a tancethatcustomersplace on the variousattributes product.Analyticaltools such as conjointanalysiscan be thatsharecommonpreferences customers used to identify Such tools mayalso reveal in termsof productattributes. withserviceneedsthatare not marketsegments substantial ofexistingoffers. the attributes fullycateredto by The Value the Organization Receives and Lifetime Value valueis theoutcomeofthe customer Fromthisperspective, ofimproved the of acquisicoproduction value, deployment of effective the utilization and and retention tion strategies, to thisconceptof cusFundamental channelmanagement. tomervalue are two key elementsthatrequirefurther and howexisting research. First,itis necessaryto determine cusdifferent across varies customer profitability potential tomersand customersegments.Second,theeconomicsof andopportuniretention customer acquisitionandcustomer ties for cross-selling,up-selling,and buildingcustomer advocacymustbe understood.How theseelementsconto increasingcustomerlifetimevalue is integralto tribute valuecreation. a significant Customerretention partof the represents and Reichheld researchon value creation.For example, value thenetpresent Sasser(1990) identify improveprofit and Rustand Zahorik(1993) mentof retaining customers, and Rust,Zahorik,and Keiningham(1995) outlineproceand quality duresforassessingthe impactof satisfaction market and retention on customer efforts improvement researchhas emphasizedcustomer share.More recently, and Deighton1996; Hogan,Lemon, equity(e.g., Blattberg andRust2002; Rust,Lemon,andZeithaml2004). Calculatsegments ing the customerlifetimevalue of different custo focuson themostprofitable enablesorganizations

tomersand customersegments. The valuecreationprocess of CRM becauseit translates busiis a crucialcomponent value into ness andcustomer strategies specific proposition thatdemonstrate whatvalueis to be deliveredto statements andthus,itexplainswhatvalueis to be received customers, forcocreation. thepotential the including by organization,

Multichannel IntegrationProcess

The multichannel integration processis arguablyone ofthe mostimportant processesin CRM becauseit takestheoutand value creationprocesses putsof thebusinessstrategy themintovalue-addingactivitieswithcusand translates tomers.However,thereis onlya smallamountofpublished in CRM (e.g., Friedworkon themultichannel integration manand Furey1999; Funk2002; Kraft2000; Sudharshan inteand Sanchez 1998; Wagner2000). The multichannel most what the on about grationprocessfocuses decisions of channelsto use are; how to combinations appropriate ensurethatthecustomerexperienceshighlypositiveinteractionswithinthosechannels;and whena customerinteractswithmorethanone channel,howto createand present a singleunifiedviewofthecustomer. Channel Options a hybrid Today,manycompaniesenterthemarketthrough channelmodel (Friedmanand Furey1999; Moriartyand Moran1990) thatinvolvesmultiplechannels,suchas field and directmail, businesspartners, sales forces,Internet, of channels number There a are by growing telephony. withitscustomers. whicha companycan interact Through an iterativeprocess, we categorizedthe many channel optionsintosix categoriesbroadlybased on thebalanceof physicalor virtualcontact(see Figure2). Theseinclude(1) sales force,includingfieldaccountmanagement, service, and personalrepresentation; (2) outlets,includingretail includbranches,stores,depots,and kiosks;(3) telephony, center and call traditional telex, facsimile, telephone, ing contact;(4) directmarketing, includingdirectmail,radio, television(butexcludinge-commerce);(5) and traditional and interactive e-commerce, includinge-mail,theInternet, includingmobile digitaltelevision;and (6) m-commerce, wiretext service and short messaging, message telephony, less applicationprotocol,and 3G mobile services.Some to maximize channelsare now beingused in combination for and commercial return; example,thereis colexposure Internet and laborative relaychat,usedbycompabrowsing nies suchas Lands End, and voice overIP (Internet protoInternet. and the both which col), integrates telephony Integrated Channel Management channelsrelieson theabilityto uphold Managingintegrated channels. different acrossmultiple, thesamehighstandards that channel for each of standards a set established Having customerexperienceforthatchandefinesan outstanding thechancan thenworkto integrate nel, theorganization nels. The conceptof the "perfectcustomerexperience," forthecompanyin thecontextof whichmustbe affordable is a thesegmentsin whichit operatesand its competition,

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newconcept.Thisconceptis nowbeingembraced relatively in industry by companiessuch as TNT, Toyota'sLexus, and Guinness butithas yettoreceivemuch Breweries, Oce, in theacademicliterature. attention multichannel Therefore, a it repreis critical in CRM because integration process sentsthepointof cocreationof customer value.However,a succompany'sabilityto executemultichannel integration is on the cessfully heavilydependent organization's ability to gatherand deploycustomerinformation fromall channelsandto integrate itwithotherrelevant information.

Information ManagementProcess

The information management processis concernedwiththe dataandinformacollection, collation,anduse ofcustomer tionfromall customercontactpointsto generatecustomer insightandappropriate marketing responses.The keymaterial elementsof the information management processare thedatarepository, whichprovidesa corporate memoryof IT which include the customers; systems, organization's computerhardware,software,and middleware;analysis which tools; and frontofficeand back officeapplications, the activities involved in support many interfacing directly withcustomers and managinginternal adminisoperations, andsupplierrelationships tration, 2001). (Greenberg Data Repository The datarepository providesa powerful corporate memory of customers, an integrated datastorethatis enterprisewide dataanalyses.In largerorganizations, it capableof relevant maycomprisea datawarehouse(Agosta1999; Swift2000) and relateddata martsand databases.Thereare twoforms ofdatawarehouse, theconventional datawarehouseandthe datastore.The latterstoresonlytheinformation operational forall customers. An necessaryto providea singleidentity data modelis used to managethisdata converenterprise sion processto minimizedata duplicationand to resolve betweendatabases. anyinconsistencies IT Systems Information referto thecomputer hardtechnology systems wareand therelatedsoftware and middleware used in the organization.Often,technologyintegrationis required beforedatabasescan be integrated intoa data warehouse and useraccess can be providedacrossthecompany.Howand IT ever,the historicalseparationbetweenmarketing sometimes issues at theorganizational presentsintegration level (Glazer 1997). The organization's capacityto scale to largersysexistingsystemsor to plan forthemigration temswithout business is disrupting operations critical. Analytical Tools The analyticaltools thatenable effective use of the data warehousecan be foundin generaldata-mining packages and in specificsoftware applicationpackages.Data mining enablestheanalysisof largequantitiesof data to discover meaningful patternsand relationships (e.g., Groth2000; Peacock 1998). More specificsoftwareapplicationpackages includeanalyticaltools thatfocus on such tasks as

campaignmanagement analysis,creditscoring,and customerprofiling. Front Officeand Back OfficeApplications Frontofficeapplicationsare the technologiesa company uses to supportall thoseactivitiesthatinvolvedirectinterfacewithcustomers, SFA andcall centermanageincluding ment.Back officeapplicationssupportinternal administrationactivitiesand supplierrelationships, includinghuman warehouse resources,procurement, management, logistics software,and some financialprocesses.A key concern aboutthe frontand back officesystemsofferedby CRM vendorsis thattheyaresufficiently connected andcocoordinatedto improvecustomer and workflow. relationships CRM Technology MarketParticipants Gartnersegmentsvendorsof CRM applicationsand CRM serviceprovidersinto specificcategories(Radcliffeand (2001) and Jacobsen(1999) Kirkby2002), and Greenberg detailed reviews of CRM vendors'products.The provide for CRM CRM key segments applicationsare Integrated and Enterprise ResourcePlanningSuite(e.g., Oracle,PeopleSoft,SAP), CRM Suite(e.g., Epiphany,Siebel), CRM Framework(e.g., Chordiant),CRM Best of Breed (e.g., NCR Teradata;Broadvision),and "Build itYourself'(e.g., andconsulIBM, Oracle,Sun).The CRM serviceproviders tantsthatoffer implementation support specializein thefollowingareas: corporatestrategy(e.g., McKinsey,Bain); CRM strategy(e.g., Peppers& Rogers,Vectia); change management, organization design, training, human and so forth(e.g.,Accenture);businesstransforresources, mation(e.g., IBM); infrastructure buildingand systems outsourcintegration (e.g., Siemens,Unisys);infrastructure ing (e.g., EDS, CSC); businessinsight,research,and so forth(e.g., SAS); and businessprocessoutsourcing (e.g., and scalableoptions Acxiom).The needforcomprehensive has createdscope formanynew productsfromCRM vendors.However,despitetheirclaim to be "completeCRM solutionproviders," fewsoftware vendorscan providethe fullrangeof functionality thata completeCRM business strategy requires. The information management processprovidesa means ofsharingrelevant customer andotherinformation throughout the enterprise and "replicating the mindof the customer."To ensurethattechnology solutionssupportCRM, itis important to conductIT planningfroma perspective of a seamlesscustomer serviceratherthanplanning providing forfunctional or product-centered and actividepartments ties.Furthermore, data analysistoolsshouldmeasurebusiness activities. This kindof analysisprovidesthebasis for theperformance assessment process.

Performance AssessmentProcess

The performance assessmentprocesscoversthe essential task of ensuringthatthe organization's strategicaims in termsof CRM are beingdeliveredto an appropriate and standard and that a basis for future acceptable improvement is established.This processcan be viewedas havingtwo A Strategic Framework forCRM1173

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main components:shareholderresults,whichprovidea macroview of the overallrelationships thatdriveperforwhichprovidesa mance, and performance monitoring, moredetailed,microviewof metricsand keyperformance indicators. Shareholder Results To achievetheultimateobjectiveof CRM, thedeliveryof shareholder theorganization shouldconsiderhowto results, build employeevalue, customervalue, and shareholder valueandhowto reducecosts.Recentresearchon relationand shareholders has shipsamongemployees,customers, the need to a more informed and inteemphasized adopt thelinkagesamongthem.The gratedapproachto exploiting serviceprofitchainmodeland relatedresearchfocuseson therelationships establishing amongemployeesatisfaction, customerloyalty, and shareholder value (e.g., profitability, Heskettet al. 1994; Loveman 1998). Organizations also needtofocuson costreduction Two means of opportunities. costreduction are especiallyrelevantto CRM: deployment of technologies services rangingfromautomated telephony toWebservicesandtheuse ofnewelectronic channelssuch as online,self-service facilities. The development ofmodels in such as the serviceprofitchain has been important to consider the effectiveness CRM at of companies enabling a strategic levelin termsofimproving shareholder results. Performance Monitoring Despitea growingcall forcompaniesto be morecustomer thereis concernthat,in general,themetricsused oriented, by companiesto measureand monitortheirCRM performance are not well developed or well communicated. Ambler's(2002) researchfindings raiseparticular concern., he findsthatkeyaspectsof CRM, suchas customersatisfactionandcustomer retention, onlyreachtheboardin 36% and51% ofcompanies,respectively. Even whenthesemetricsreachtheboardlevel,itis notclearhowdeeplytheyare and how muchtimeis spenton them.Tradiunderstood whichtendto be measurement tionalperformance systems, functionallydriven,may be inappropriatefor crossfunctional CRM. Recent effortsto providecross-functional measures, suchas thebalancedscorecard(Kaplan and Norton1996), of thebalancedscorecard are a usefuladvance.The format thatcan enablesa widerangeofmetricsdesigns.Indicators revealfuturefinancialresults,not just historicalresults, need to be consideredas partof thisprocess.Standards, indicatorsforCRM should metrics,and key performance standards reflecttheperformance necessaryacrossthefive to ensure that CRM activitiesare planned majorprocesses and thata feedbackloop existsto and practicedeffectively and organizational maximizeperformance improvement learning.A considerationof "returnon relationships" further metrics 2004) willassistin identifying (Gummesson to theenterprise. thatarerelevant

Discussion

In thisarticle,we developa cross-functional, process-based thataimstohelpcompaniesavoid framework CRM strategy

thepotential problemsassociatedwitha narrowtechnological definition of CRM and realize strategicbenefits.Our researchwas based on largeindustrial companiesbecause thesize and complexity of suchenterprises is likelyto present the greatestCRM challenges.We did not examine issues relatedto small or medium-sizedcompaniesand in thiswork. organizations nonprofit Thisstudycontributes to themarketing literature in severalways.First,ourworkextendsa managerialperspective thatstressestheimportance ofcross-functional processesin CRM strategyand contributes to the positioningof the literapoorlydefinedCRM conceptwithinthe marketing ture.Second,itprovidesa process-based frameconceptual workforstrategic CRM and identifies keyelementswithin each process.Third,it makesa contribution to thelimited on interaction literature research.Finally,theresearchrepresentsa grounded contribution thatoffers managersinsight intothedevelopment and implementation of CRM strateTo this framework has been used date, gies. by companies to addressseveralissues,includingsurfacing problematic CRM issues,planningthekeycomponents of a CRM stratwhichprocesscomponents of CRM should egy,identifying receivepriority, forchange,and benchcreatinga platform othercompanies'CRM activities. marking Muchresearchremainsto be donein theexploration of themultifaceted natureofCRM. Sheth(1996) notesthatfor an emerging itis important to have management discipline, an acceptabledefinition thatencompassesall facetsto focus and growthof knowledgein thediscipline. understanding He proposesa multistage processforachievingthisthat thedomain,agreeingon a definition, beginswithdelimiting anddevelopingexplanameasures, developing performance The framework we proposein thisarticleoffers torytheory. a potentially usefulstarting of pointforthe development into these improvedinsight aspectsof CRM theory.The thedomain,agreeingon a definition for taskof delimiting a an research will be and CRM, building evolving agenda tobuildsuch processinthisnascentarea.We do notattempt we emphaa researchagendain thecurrent work;however, and related size the importance of CRM implementation people issues as an area in which furtherresearchis urgentlyneeded. Initial work by Ebner and colleagues (2002), Gummesson(2002b, c), Henneberg(2003), Pettit andSchefter (2002) provides (2002), andRigby,Reichheld, a usefulplatformfromwhichto develop this important researcharea.

Appendix and Descriptions Some Definitions ofCRM

.CRMis ane-commerce 2001). (Khanna application and e.CRM is a termformethodologies, technologies, to used commerce capabilities by companies managecustomer 2001). (StoneandWoodcock relationships thatbelongsinall areas initiative .CRM is anenterprisewide ofanorganization 2003). (SinghandAgrawal andprocessofacquiring, .CRM is a comprehensive strategy withselective customers to create andpartnering retaining, andthecustomer valueforthecompany (Parvitiyar superior andSheth2001).

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of long.CRM is aboutthedevelopment and maintenance withstrategically beneficial term, sigrelationships mutually nificant customers 2001). (Buttle is for .CRM includes numerous butthebasictheme aspects, tobecomemorecustomer-centric. Methods are thecompany toolsandInternet and Web-based presence (Gosney primarily Boehm2000). ofone-to-one market.CRMcanbe viewedas anapplication to an individual ingandrelationship marketing, responding on thebasisofwhatthecustomer customer saysandwhat andDorf elseis known aboutthatcustomer Rogers, (Peppers, 1999). thatenablesorganizations to .CRMis a management approach of profitable cusand increaseretention attract, identify, withthem tomers bymanaging relationships (Hobby1999).

.CRM involvesusingexistingcustomerinformation to andcustomer service (Couldimprove company profitability well1999). .CRMattempts toprovide a strategic between informabridge tiontechnology andmarketing aimedat building strategies and profitability. This requires long-term relationships "information-intensive (Glazer1997). strategies" .CRMis data-driven andCripps1997). (Kutner marketing .CRM is an enterprise to andinfluapproach understanding behavior communicathrough meaningful encingcustomer tionto improve customer customer retention, acquisition, customer andcustomer (Swift 2000). loyalty, profitability

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