by : WERNER REINARTZ
Published : Journal of Marketing Research Vol. XLI (August 2004), 293–305
An understanding of how to manage customer relationships effectively has become an important topic for both academicians and practitioners in recent years. Organizations are realizing that customers have different economic value to the company, and they are subsequently adapting their customer offerings and communications strategy accordingly. Thus, organizations are, in essence, moving away from product- or brand-centric marketing toward a customer-centric approach.
Nevertheless, some key problems need to be addressed. Although the conceptual underpinnings of a customer relationship management (CRM) strategy are hardly questioned, the implementation challenges appear to be enormous, as evidenced by commercial market research studies.
These studies provide some convergent validity that approximately 70% of CRM projects result in either losses or no bottom-line improvement in company performance (Gartner Group 2003).
Previous studies have focused on components of CRM strategy, such as the link between satisfaction and business performance (Kamakura et al. 2002), the link between customer loyalty and profitability (Reinartz and Kumar 2000), customer profitability heterogeneity (Niraj, Gupta, and Narasimhan 2001), and customer loyalty programs (Verhoef 2003). However, there is a severe lack of research that takes a broader, strategic focus across firms. . . . .. . (baca_selengkapnya )
Nevertheless, some key problems need to be addressed. Although the conceptual underpinnings of a customer relationship management (CRM) strategy are hardly questioned, the implementation challenges appear to be enormous, as evidenced by commercial market research studies.
These studies provide some convergent validity that approximately 70% of CRM projects result in either losses or no bottom-line improvement in company performance (Gartner Group 2003).
Previous studies have focused on components of CRM strategy, such as the link between satisfaction and business performance (Kamakura et al. 2002), the link between customer loyalty and profitability (Reinartz and Kumar 2000), customer profitability heterogeneity (Niraj, Gupta, and Narasimhan 2001), and customer loyalty programs (Verhoef 2003). However, there is a severe lack of research that takes a broader, strategic focus across firms. . . . .. . (baca_selengkapnya )
Artikel lengkap dikompilasi oleh/hubungi :
Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).
Kanaidi, SE., M.Si (Penulis, Peneliti, PeBisnis, Trainer dan Dosen Marketing Management).
e-mail ke : kana_ati@yahoo.com atau kanaidi@poltekpos.ac.id
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