Journal Article
Understanding how to effectively manage relationships with customers has become a very important topic to both academics and practitioners in recent years. Yet the existing academic literature and the practical applications of CRM strategies do not provide a clear indication of specifically what constitutes CRM processes.
In this study, the authors (a) conceptualize a construct of the CRM process and its dimensions, (b) operationalize and validate this construct, and (c) empirically investigate the organizational performance consequences of implementing CRM processes. Their research questions are addressed in two cross-sectional studies across four different industries and three countries.
The first key outcome is a theoretically sound CRM process measure which outlines three key stages - namely the initiation, maintenance and termination phase. Their second key result is the finding that implementing CRM processes has a moderate positive association with both perceptual and objective company performance.
