Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation

Marion Steel, Chris Dubelaar, Michael T. Ewing

Research output: Contribution to journalArticleResearchpeer-review

20 Citations (Scopus)

Abstract

This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.

Original languageEnglish
Pages (from-to)1328-1344
Number of pages17
JournalIndustrial Marketing Management
Volume42
Issue number8
DOIs
Publication statusPublished - Nov 2013

Fingerprint

Customer expectations
Industry
Organizational context
Customer relationship management
Evaluation
Longitudinal case study
Contextual factors
Organizational structure

Cite this

@article{8ef77c777bd54564a45931ab23f36105,
title = "Developing customised CRM projects: The role of industry norms, organisational context and customer expectations on CRM implementation",
abstract = "This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.",
author = "Marion Steel and Chris Dubelaar and Ewing, {Michael T.}",
year = "2013",
month = "11",
doi = "10.1016/j.indmarman.2012.08.009",
language = "English",
volume = "42",
pages = "1328--1344",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier",
number = "8",

}

Developing customised CRM projects : The role of industry norms, organisational context and customer expectations on CRM implementation. / Steel, Marion; Dubelaar, Chris; Ewing, Michael T.

In: Industrial Marketing Management, Vol. 42, No. 8, 11.2013, p. 1328-1344.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Developing customised CRM projects

T2 - The role of industry norms, organisational context and customer expectations on CRM implementation

AU - Steel, Marion

AU - Dubelaar, Chris

AU - Ewing, Michael T.

PY - 2013/11

Y1 - 2013/11

N2 - This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.

AB - This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.

UR - http://www.scopus.com/inward/record.url?scp=84888204426&partnerID=8YFLogxK

U2 - 10.1016/j.indmarman.2012.08.009

DO - 10.1016/j.indmarman.2012.08.009

M3 - Article

VL - 42

SP - 1328

EP - 1344

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

IS - 8

ER -