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
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Adrian
Payne
& Pennie Frow
A
Strategic
Framework for Customer
Relationship Management
In this
article,
the authors
develop
a
conceptual
framework for customer
relationship management (CRM)
that
helps
broaden the
understanding
of CRM and its role in
enhancing
customer value
and,
as a
result,
shareholder
value. The authors
explore
definitional
aspects
of
CRM,
and
they identify
three alternative
perspectives
of CRM.
The authors
emphasize
the need for a
cross-functional, process-oriented approach
that
positions
CRM at a strate-
gic
level.
They identify
five
key
cross-functional CRM
processes:
a
strategy development process,
a value creation
process,
a multichannel
integration process,
an information
management process,
and a
performance
assessment
process. They develop
a new
conceptual
framework based on these
processes
and
explore
the role and function
of each element in the framework. The
synthesis
of the diverse
concepts
within the literature on CRM and rela-
tionship marketing
into a
single, process-based
framework should
provide deeper insight
into
achieving
success
with CRM
strategy
and
implementation.
ver the
past decade,
there has been an
explosion
of
interest in customer
relationship management
(CRM) by
both academics and executives. How-
ever, despite
an
increasing
amount of
published material,
most of which is
practitioner oriented,
there remains a lack
of
agreement
about what CRM is and how CRM
strategy
should be
developed.
The
purpose
of this article is to
develop
a
process-oriented conceptual
framework that
posi-
tions CRM at a
strategic
level
by identifying
the
key
cross-
functional
processes
involved in the
development
of CRM
strategy.
More
specifically,
the aims of this article are
.To
identify
alternative
perspectives
of
CRM,
.To
emphasize
the
importance
of a
strategic approach
to CRM
within a holistic
organizational context,
.To
propose
five
key generic
cross-functional
processes
that
organizations
can use to
develop
and deliver an effective
CRM
strategy,
and
.To
develop
a
process-based conceptual
framework for CRM
strategy development
and to review the role and
components
of each
process.
We
organize
this article in three main
parts. First,
we
explore
the role of CRM and
identify
three alternative
per-
spectives
of CRM.
Second,
we consider the need for a
cross-functional
process-based approach
to CRM. We
develop
criteria for
process
selection and
identify
five
key
CRM
processes. Third,
we
propose
a
strategic conceptual
framework that is constructed of these five
processes
and
examine the
components
of each
process.
The
development
of this framework is a
response
to a
challenge by Reinartz, Krafft,
and
Hoyer (2004),
who criti-
Adrian
Payne
is Professor of Services and
Relationship Marketing
and
Director of the Centre for CRM
(e-mail: [email protected]),
and
Pennie Frow is
Visiting
Fellow in
Marketing (e-mail: [email protected].
uk),
Cranfield School of
Management,
Cranfield
University.
The authors
acknowledge
the financial
support
of BT
plc
and SAS with this
research,
and
they
thank the three
anonymous
JM reviewers and the
consulting
edi-
tors for their
helpful
comments on
previous
versions of this article.
cize the severe lack of CRM research that takes a
broader,
more
strategic
focus. The article does not
explore people
issues related to CRM
implementation.
Customer relation-
ship management
can fail when a limited number of
employees
are committed to the
initiative; thus, employee
engagement
and
change management
are essential issues in
CRM
implementation.
In our
discussion,
we
emphasize
such
implementation
and
people
issues as a
priority
area for
further research.
CRM
Perspectives
and Definition
The term "customer
relationship management" emerged
in
the information
technology (IT)
vendor
community
and
practitioner community
in the mid-1990s. It is often used to
describe
technology-based
customer
solutions,
such as sales
force automation
(SFA).
In the academic
community,
the
terms
"relationship marketing"
and CRM are often used
interchangeably (Parvatiyar
and Sheth
2001). However,
CRM is more
commonly
used in the context of
technology
solutions and has been described as "information-enabled
relationship marketing" (Ryals
and
Payne 2001, p. 3).
Zablah, Beuenger,
and Johnston
(2003, p. 116) suggest
that
CRM is "a
philosophically-related offspring
to
relationship
marketing
which is for the most
part neglected
in the litera-
ture,"
and
they
conclude that "further
exploration
of CRM
and its related
phenomena
is not
only
warranted but also
desperately
needed."
A
significant problem
that
many organizations deciding
to
adopt
CRM face stems from the
great
deal of confusion
about what constitutes CRM. In interviews with
executives,
which formed
part
of our research
process (we
describe this
process subsequently),
we found a wide
range
of views
about what CRM means. To
some,
it meant direct
mail,
a
loyalty
card
scheme,
or a
database, whereas others envi-
sioned it as a
help
desk or a call center. Some said that it
was about
populating
a data warehouse or
undertaking
data
mining;
others considered CRM an e-commerce
solution,
such as the use of a
personalization engine
on the Internet
(c)
2005,
American
Marketing
Association Journal of
Marketing
ISSN: 0022-2429
(print),
1547-7185
(electronic)
167 Vol. 69
(October 2005),
167-176
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All use subject to JSTOR Terms and Conditions
or a relational database for SFA. This lack of a
widely
accepted
and
appropriate
definition of CRM can contribute
to the failure of a CRM
project
when an
organization
views
CRM from a limited
technology perspective
or undertakes
CRM on a
fragmented
basis.
The definitions and
descriptions
of CRM that different
authors and authorities use
vary considerably, signifying
a
variety
of CRM
viewpoints.
To
identify
alternative
perspec-
tives of
CRM,
we considered definitions and
descriptions
of
CRM from a
range
of
sources,
which we summarize in the
Appendix.
We excluded
other,
similar definitions from this
list.
An
important aspect
of the CRM definition that we
wanted to examine was its association with
technology.
This is
important
because CRM
technology
is often incor-
rectly equated
with CRM
(Reinartz, Krafft,
and
Hoyer
2004),
and a
key
reason for CRM failure is
viewing
CRM
as a
technology
initiative
(Kale 2004).
For this
reason,
we
review the definitions in the
Appendix
with
special
attention
to their
emphasis
on
technology.
This review
suggests
that
CRM can be defined from at least three
perspectives:
nar-
rowly
and
tactically
as a
particular technology solution,
wide-ranging technology;
and customer centric. These
per-
spectives
can be
portrayed
as a continuum
(see Figure 1).
One
organization
we
interviewed,
which
spent
more
than $30 million on IT solutions and
systems integration,
described CRM
solely
in terms of its SFA
project.
At this
extreme,
CRM is defined
narrowly
and
tactically
as a
par-
ticular
technology
solution
(e.g.,
Khanna
2001).
We call
this CRM
"Perspective
1." Other
definitions,
such as that of
Kutner and
Cripps (1997), though
somewhat
broader,
also
fall into this
category.
In another
organization
that we
interviewed,
the term
CRM was used to refer to a wide
range
of customer-
oriented IT and Internet
solutions, reflecting
Stone and
Woodcock's
(2001)
definition. This
represented
CRM "Per-
spective 2,"
a
point
near the middle of the continuum.
"Perspective
3" reflects a more
strategic
and holistic
approach
to CRM that
emphasizes
the selective
manage-
ment of customer
relationships
to create shareholder value.
This reflects elements of several
previously
noted defini-
tions of
CRM, including
those of Buttle
(2001),
Glazer
(1997), Singh
and
Agrawal (2003),
and Swift
(2000).
Fol-
lowing
this
phase
of our
work,
we identified
Zablah,
Beuenger,
and Johnston's
(2003) research,
which
supported
our view of these
perspectives.
The
importance
of how CRM is defined is not
merely
semantic. Its definition
significantly
affects the
way
an
entire
organization accepts
and
practices
CRM. From a
strategic viewpoint,
CRM is not
simply
an IT solution that
is used to
acquire
and
grow
a customer
base;
it involves a
profound synthesis
of
strategic vision;
a
corporate
under-
standing
of the nature of customer value in a multichannel
environment;
the utilization of the
appropriate
information
management
and CRM
applications;
and
high-quality oper-
ations, fulfillment,
and service.
Thus,
we
propose
that in
any organization,
CRM should be
positioned
in the broad
strategic
context of
Perspective
3.
Swift
(2000) argues,
and we
concur,
that
organizations
will benefit from
adopting
a relevant
strategic
CRM defini-
tion for their firm and
ensuring
its consistent use
throughout
their
organization. Thus,
we
developed
a definition of CRM
that reflected
Perspective
3. We examined the CRM litera-
ture, synthesized aspects
of the various definitions into a
draft
definition,
and then tested it with
practicing managers.
As our research
progressed,
we went
through
several itera-
tions. The result is the
following definition,
which we use
for the
purposes
of this
study:
CRM is a
strategic approach
that is concerned with creat-
ing improved
shareholder value
through
the
development
of
appropriate relationships
with
key
customers and cus-
tomer
segments.
CRM unites the
potential
of
relationship
marketing strategies
and IT to create
profitable, long-term
relationships
with customers and other
key
stakeholders.
CRM
provides
enhanced
opportunities
to use data and
information to both understand customers and cocreate
value with them. This
requires
a cross-functional
integra-
tion of
processes, people, operations,
and
marketing capa-
bilities that is enabled
through information, technology,
and
applications.
This definition
provided guidance
for our
subsequent
research considerations and the
strategic
and cross-
functional
emphasis
of the
conceptual
framework we
developed.
FIGURE 1
The CRM Continuum
CRM Defined
Narrowly
and
Tactically
CRM Defined
Broadly
and
Strategically
CRM is about the
implementation
of a
specific technology
solution
project.
CRM is the
implementation
of an
integrated
series of
customer-oriented
technology
solutions.
CRM is a holistic
approach
to
managing
customer
relationships
to create shareholder
value.
168 / Journal of
Marketing,
October 2005
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Processes: A
Strategic Perspective
Gartner
(2001)
calls for a fresh
approach
to business
pro-
cesses in CRM that involves both
rethinking
how these
pro-
cesses
appear
to the customer and
reengineering
them to be
more customer centric. Kale
(2004) supports
this view and
argues
that a critical
aspect
of CRM involves
identifying
all
strategic processes
that take
place
between an
enterprise
and its customers. To address this
challenge
of
adopting
a
fresh
approach
to CRM
processes,
we aimed to
identify
the
key generic processes
relevant to CRM.
We examined the literature to
identify appropriate
crite-
ria for
process
selection but found little work in this
area,
with the
exception
of the contribution
by Srivastava,
Sher-
vani,
and
Fahey (1999),
who establish four
process
selection
criteria for
marketing
and business
processes.
We chose their
work as a
starting point
for the identification of
process
selection criteria for CRM. The criteria these authors
pro-
pose
are as follows:
First,
the
processes
should
comprise
a
small set that addresses tasks critical to the achievement of
an
organization's goals. Second,
each
process
should con-
tribute to the value creation
process. Third,
each
process
should be at a
strategic
or macro level.
Fourth,
the
processes
need to manifest clear
interrelationships.
As
part
of our
research,
we conducted a
workshop
with
a
panel
of 34
highly experienced
CRM
practitioners,
all of
whom had extensive
experience
in the CRM and IT sectors.
The director of a
leading
research and
management
institute
specializing
in the CRM and IT sectors selected the
panel.
Participants
were selected on the basis of the
following
attributes to ensure that
they
were
knowledgeable
about
CRM,
its
implementation,
and its
operation:
substantial
management
and industrial
experience (average
of 17.2
years), maturity (average age
of 40.2
years),
international
representation
and international
experience (managers
from
nine countries
attended;
most of them had international
experience),
and academic
qualifications (degree
or
equiva-
lent).
In the first
part
of the
workshop,
which involved small
group sessions,
the
panel
reviewed and
subsequently
unani-
mously agreed
that these four criteria were
fully appropriate
for
selecting
CRM
processes. However, they
also
proposed
two further criteria:
First,
each
process
should be cross-
functional in
nature,
and
second,
each
process
would be
considered
by experienced practitioners
as
being
both
logi-
cal and beneficial to
understanding
and
developing strategic
CRM activities. We used these six criteria to select
key
generic
CRM
processes.
A
Conceptual
Framework for CRM
Grabner-Kraeuter and Moedritscher
(2002) suggest
that the
absence of a
strategic
framework for CRM from which to
define success is one reason for the
disappointing
results of
many
CRM initiatives. This view was
supported
both
by
the
senior executives we interviewed
during
our research and
by
Gartner's
(2001)
research. Our next
challenges
were to
identify key generic
CRM
processes using
the
previously
described selection criteria and to
develop
them into a con-
ceptual
framework for CRM
strategy development.
Our literature review found that few CRM frameworks
exist;
those that did were not based on a
process-oriented
cross-functional
conceptualization
of CRM. For
example,
Sue and Morin
(2001, p. 6)
outline a framework for CRM
based on
initiatives, expected results,
and
contributions,
but
this is not
process based,
and
"many
initiatives are not
explicitly
identified in the framework." Winer
(2001, p. 91)
develops
a "basic
model,
which contains a set of 7 basic
components:
a database of customer
activity; analyses
of
the
database; given
the
analyses,
decisions about which cus-
tomers to
target;
tools for
targeting
the
customers;
how to
build
relationships
with the
targeted customers; privacy
issues;
and metrics for
measuring
the success of the CRM
program." Again,
this
model,
though useful,
is not a cross-
functional
process-based conceptualization.
This
gap
in the
literature
suggests
that there is a need for a new
systematic
process-based
CRM
strategy
framework.
Synthesis
of the
diverse
concepts
in the literature on CRM and
relationship
marketing
into a
single, process-based
framework should
provide practical insights
to
help companies
achieve
greater
success with CRM
strategy development
and
implementation.
Interaction Research
Conceptual
frameworks and
theory
are
typically
based on
combining previous literature,
common
sense,
and
experi-
ence
(Eisenhardt 1989).
In this
research,
we
integrated
a
synthesis
of the literature with
learning
from field-based
interactions with executives to
develop
and refine the CRM
strategy
framework. In this
approach,
we used what
Gummesson
(2002a)
terms "interaction research." This
form of research
originates
from his view that "interaction
and communication
play
a crucial role" in the
stages
of
research and that
testing concepts, ideas,
and results
through
interaction with different
target groups
is "an inte-
gral part
of the whole research
process" (p. 345).
The
sources for these field-based
insights,
which include execu-
tives
primarily
from
large enterprises
in the business-to-
business and business-to-consumer
sectors,
included the
following:
'An
expert panel
of 34
highly experienced executives;
'Interviews with 20 executives
working
in
CRM,
marketing,
and IT roles in
companies
in the financial services
sector;
'Interviews with six executives from
large
CRM vendors and
with five executives from three CRM and
strategy
consultancies;
'Individual and
group
discussions with
CRM, marketing,
and
IT
managers
at
workshops
with 18 CRM
vendors, analysts,
and their
clients,
including Accenture, Baan, BroadVision,
Chordiant, EDS, E.piphany, Hewlett-Packard, IBM, Gartner,
NCR
Teradata, Peoplesoft, Oracle, SAP, SAS
Institute,
Siebel, Sybase,
and
Unisys;
'Piloting
the framework as a
planning
tool in the financial ser-
vices and automotive
sectors;
and
'Using
the framework as a
planning
tool in two
companies:
global
telecommunications and
global logistics.
Six work-
shops
were held in each
company.
Process Identification and the CRM Framework
We
began by identifying possible generic
CRM
processes
from the CRM and related business literature. We then dis-
cussed these tentative
processes interactively
with the
groups
of executives. The outcome of this work was a short
A
Strategic
Framework for CRM I 169
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All use subject to JSTOR Terms and Conditions
list of seven
processes.
We then used the
expert panel
of
experienced
CRM executives who had assisted in the devel-
opment
of the
process
selection schema to nominate the
CRM
processes
that
they
considered
important
and to
agree
on those that were the most relevant and
generic.
After an
initial
group workshop,
each
panel
member
independently
completed
a list
representing
his or her view of the
key
generic processes
that met the six
previously agreed-on
process
criteria. The data were fed back to this
group,
and a
detailed discussion followed to
help
confirm our under-
standing
of the
process categories.
As a result of this interactive
method,
five CRM
pro-
cesses that met the selection criteria were
identified;
all five
were
agreed
on as
important generic processes by
more
than two-thirds of the
group
in the first iteration. Subse-
quently,
we received
strong
confirmation of these as
key
generic
CRM
processes by
several of the other
groups
of
managers.
The resultant five
generic processes
were
(1)
the
strategy development process, (2)
the value creation
process, (3)
the multichannel
integration process, (4)
the
information
management process,
and
(5)
the
performance
assessment
process.
We then
incorporated
these five
key generic
CRM
pro-
cesses into a
preliminary conceptual
framework. This initial
framework and the
development
of
subsequent
versions
were both informed
by
and further refined
by
our interac-
tions with two
primary
executive
groups: mangers
from the
previously
noted
companies
and executives from three
CRM
consulting
firms.
Participants
at several academic
conferences on CRM and
relationship marketing
also
assisted with comments and criticisms of
previous
versions.
With
evolving
versions of the
framework,
we combined a
synthesis
of relevant literature with field-based interactions
involving
the
groups.
The framework went
through
a con-
siderable number of
major
iterations and minor
revisions;
the final version
appears
in
Figure
2.
This
conceptual
framework illustrates the interactive set
of
strategic processes
that commences with a detailed
review of an
organization's strategy (the strategy develop-
ment
process)
and concludes with an
improvement
in busi-
ness results and increased share value
(the performance
assessment
process).
The
concept
that
competitive
advan-
tage
stems from the creation of value for the customer and
for the business and associated cocreation activities
(the
value creation
process)
is well
developed
in the
marketing
literature. For
large companies,
CRM
activity
will involve
collecting
and
intelligently using
customer and other rele-
vant data
(the
information
process)
to build a
consistently
superior
customer
experience
and
enduring
customer rela-
tionships (the
multichannel
integration process).
The itera-
tive nature of CRM
strategy development
is
highlighted by
the arrows between the
processes
in both directions in
Fig-
ure
2; they represent
interaction and feedback
loops
between the different
processes.
The circular arrows in the
value creation
process
reflect the cocreation
process.
We
now examine the
key components
we identified in each
process.
As with our
prior
work,
we used the interaction
research method in the identification of these
process
components.
Strategy Development
Process
This
process requires
a dual focus on the
organization's
business
strategy
and its customer
strategy.
How well the
two interrelate
fundamentally
affects the success of its
CRM
strategy.
Business
Strategy
The business
strategy
must be considered first to determine
how the customer
strategy
should be
developed
and how it
should evolve over time. The business
strategy process
can
commence with a review or articulation of a
company's
vision, especially
as it relates to CRM
(e.g.,
Davidson
2002). Next,
the
industry
and
competitive
environment
should be reviewed. Traditional
industry analysis (e.g.,
Porter
1980)
should be
augmented by
more
contemporary
approaches (e.g.,
Christensen
2001;
Slater and Olson
2002)
to include
co-opetition (Brandenburger
and Nalebuff
1997),
networks and
deeper
environmental
analysis (Achrol 1997),
and the
impact
of
disruptive technologies (Christensen
and
Overdorf
2000).
Customer
Strategy
Whereas business
strategy
is
usually
the
responsibility
of
the chief executive
officer,
the
board,
and the
strategy
direc-
tor,
customer
strategy
is
typically
the
responsibility
of the
marketing department. Although
CRM
requires
a cross-
functional
approach,
it is often vested in
functionally
based
roles, including
IT and
marketing.
When different
depart-
ments are involved in the two areas of
strategy develop-
ment, special emphasis
should be
placed
on the
alignment
and
integration
of business
strategy.
Customer
strategy
involves
examining
the
existing
and
potential
customer base and
identifying
which forms of
seg-
mentation are most
appropriate.
As
part
of this
process,
the
organization
needs to consider the level of subdivision for
customer
segments,
or
segment granularity.
This involves
decisions about whether a
macro, micro,
or one-to-one
seg-
mentation
approach
is
appropriate (Rubin 1997).
Several authors
emphasize
the
potential
for
shifting
from a mass market to an individualized,
or
one-to-one,
marketing
environment.
Exploiting
e-commerce
opportuni-
ties and the fundamental economic characteristics of the
Internet can enable a much
deeper
level of
segmentation
granularity
than is affordable in most other channels
(e.g.,
Peppers
and
Rogers 1993, 1997).
In
summary,
the
strategy
development process
involves a detailed assessment of busi-
ness
strategy
and the
development
of an
appropriate
cus-
tomer
strategy.
This should
provide
the
enterprise
with a
clearer
platform
on which to
develop
and
implement
its
CRM activities.
Value Creation Process
The value creation
process
transforms the
outputs
of the
strategy development process
into
programs
that both
extract and deliver value. The three
key
elements of the
value creation
process
are
(1) determining
what value the
company
can
provide
to its customer; (2) determining
what
value the
company
can receives from its customers;
and
(3)
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A
Strategic
Framework for CRM / 171
Customer segment lifetime value analysis
Physical virtual
Intrigated channel management
FIGURE
2
A
Conceptual
Framework
for
CRM
Strategy
Strategy
Development
Value
Creation
Multichannel
Integration
Performance
Process
Process
Process
Assessment
Process
Business
Strategy
?Business
vision
?Industry
and
competitive characteristics
Customer
Strategy
?Customer
choice
and
customer
characteristics
?Segment
granularity
Value
Customer
Receives
?Value
proposition
?Value
assessment
Cocreation
vf4
Value
Organization
Receives
?Acquisition
economics
?Retention
economics
Data
Repository
Shareholder
Results
?Employer
value
?Customer
value
?Shareholder
valu(
?Cost
reduction
Performance
Monitoring
?Standards ?Quantitative
and
qualitative measurement
?Results
and
key
performance
indicators
Sales
force
Outlets
Telephony
Direct
marketing
Electronic
commerce
Mobile
commerce
IT
systems
Analysis
tools
Front
office
applications
Back
office
applications
Information
Management
Process
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by successfully managing
this value
exchange,
which
involves a
process
of cocreation or
coproduction,
maximiz-
ing
the lifetime value of desirable customer
segments.
The Value the Customer Receives
The value the customer receives from the
organization
draws on the
concept
of the benefits that enhance the cus-
tomer offer
(Levitt 1969;
Lovelock
1995). However,
there is
now a
logic,
which has evolved from earlier
thinking
in
business-to-business and services
marketing,
that views the
customer as a cocreator and
coproducer (Bendapudi
and
Leone
2003;
Prahalad and
Ramaswamy
2004; Vargo
and
Lusch
2004).
These benefits can be
integrated
in the form
of a value
proposition (e.g., Lanning
and Michaels
1988;
Lanning
and
Phillips 1991)
that
explains
the
relationship
among
the
performance
of the
product,
the fulfillment of
the customer's
needs,
and the total cost to the customer over
the customer
relationship
life
cycle (Lanning
and Michaels
1988). Lanning's (1998)
later work on value
propositions
reflects the cocreation
perspective.
However,
a more
detailed
synthesis
of work in this area is needed in further
research.
To determine whether the value
proposition
is
likely
to
result in a
superior
customer
experience,
a
company
should
undertake a value assessment to
quantify
the relative
impor-
tance that customers
place
on the various attributes of a
product. Analytical
tools such as
conjoint analysis
can be
used to
identify
customers that share common
preferences
in terms of
product
attributes. Such tools
may
also reveal
substantial market
segments
with service needs that are not
fully
catered to
by
the attributes of
existing
offers.
The Value the
Organization
Receives and Lifetime
Value
From this
perspective,
customer value is the outcome of the
coproduction
of
value,
the
deployment
of
improved acquisi-
tion and retention
strategies,
and the utilization of effective
channel
management.
Fundamental to this
concept
of cus-
tomer value are two
key
elements that
require
further
research. First,
it is
necessary
to determine how
existing
and
potential
customer
profitability
varies across different cus-
tomers and customer
segments.
Second,
the economics of
customer
acquisition
and customer retention and
opportuni-
ties for
cross-selling, up-selling,
and
building
customer
advocacy
must be understood. How these elements con-
tribute to
increasing
customer lifetime value is
integral
to
value creation.
Customer retention
represents
a
significant part
of the
research on value creation. For
example,
Reichheld and
Sasser
(1990) identify
the net
present
value
profit improve-
ment of
retaining
customers,
and Rust and Zahorik
(1993)
and
Rust, Zahorik,
and
Keiningham (1995)
outline
proce-
dures for
assessing
the
impact
of satisfaction and
quality
improvement
efforts on customer retention and market
share. More
recently,
research has
emphasized
customer
equity (e.g., Blattberg
and
Deighton
1996; Hogan, Lemon,
and Rust
2002; Rust, Lemon,
and Zeithaml
2004).
Calculat-
ing
the customer lifetime value of different
segments
enables
organizations
to focus on the most
profitable
cus-
tomers and customer
segments.
The value creation
process
is a crucial
component
of CRM because it translates busi-
ness and customer
strategies
into
specific
value
proposition
statements that demonstrate what value is to be delivered to
customers,
and
thus,
it
explains
what value is to be received
by
the
organization, including
the
potential
for cocreation.
Multichannel
Integration
Process
The multichannel
integration process
is
arguably
one of the
most
important processes
in CRM because it takes the out-
puts
of the business
strategy
and value creation
processes
and translates them into
value-adding
activities with cus-
tomers.
However,
there is
only
a small amount of
published
work on the multichannel
integration
in CRM
(e.g.,
Fried-
man and
Furey 1999;
Funk
2002;
Kraft
2000;
Sudharshan
and Sanchez
1998; Wagner 2000).
The multichannel inte-
gration process
focuses on decisions about what the most
appropriate
combinations of channels to use
are;
how to
ensure that the customer
experiences highly positive
inter-
actions within those
channels;
and when a customer inter-
acts with more than one
channel,
how to create and
present
a
single
unified view of the customer.
Channel
Options
Today, many companies
enter the market
through
a
hybrid
channel model
(Friedman
and
Furey 1999; Moriarty
and
Moran
1990)
that involves
multiple
channels,
such as field
sales
forces, Internet,
direct
mail,
business
partners,
and
telephony.
There are a
growing
number of channels
by
which a
company
can interact with its customers.
Through
an iterative
process,
we
categorized
the
many
channel
options
into six
categories broadly
based on the balance of
physical
or virtual contact
(see Figure 2).
These include
(1)
sales force, including
field account
management,
service,
and
personal representation; (2) outlets, including
retail
branches, stores, depots,
and
kiosks; (3) telephony,
includ-
ing
traditional
telephone,
facsimile, telex,
and call center
contact; (4)
direct
marketing, including
direct
mail, radio,
and traditional television
(but excluding e-commerce); (5)
e-commerce, including
e-mail,
the Internet,
and interactive
digital
television;
and
(6) m-commerce, including
mobile
telephony,
short
message
service and text
messaging,
wire-
less
application protocol,
and 3G mobile services. Some
channels are now
being
used in combination to maximize
commercial
exposure
and return;
for
example,
there is col-
laborative
browsing
and Internet
relay chat,
used
by compa-
nies such as Lands
End,
and voice over IP
(Internet proto-
col),
which
integrates
both
telephony
and the Internet.
Integrated
Channel
Management
Managing integrated
channels relies on the
ability
to
uphold
the same
high
standards across
multiple,
different channels.
Having
established a set of standards for each channel that
defines an
outstanding
customer
experience
for that chan-
nel,
the
organization
can then work to
integrate
the chan-
nels. The
concept
of the
"perfect
customer
experience,"
which must be affordable for the
company
in the context of
the
segments
in which it
operates
and its
competition,
is a
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relatively
new
concept.
This
concept
is now
being
embraced
in
industry by companies
such as
TNT, Toyota's Lexus,
Oce,
and Guinness
Breweries,
but it has
yet
to receive much
attention in the academic literature.
Therefore,
multichannel
integration
is a critical
process
in CRM because it
repre-
sents the
point
of cocreation of customer value.
However,
a
company's ability
to execute multichannel
integration
suc-
cessfully
is
heavily dependent
on the
organization's ability
to
gather
and
deploy
customer information from all chan-
nels and to
integrate
it with other relevant information.
Information
Management
Process
The information
management process
is concerned with the
collection, collation,
and use of customer data and informa-
tion from all customer contact
points
to
generate
customer
insight
and
appropriate marketing responses.
The
key
mate-
rial elements of the information
management process
are
the data
repository,
which
provides
a
corporate memory
of
customers;
IT
systems,
which include the
organization's
computer hardware, software,
and
middleware; analysis
tools;
and front office and back office
applications,
which
support
the
many
activities involved in
interfacing directly
with customers and
managing
internal
operations,
adminis-
tration,
and
supplier relationships (Greenberg 2001).
Data
Repository
The data
repository provides
a
powerful corporate memory
of
customers,
an
integrated enterprisewide
data store that is
capable
of relevant data
analyses.
In
larger organizations,
it
may comprise
a data warehouse
(Agosta 1999;
Swift
2000)
and related data marts and databases. There are two forms
of data
warehouse,
the conventional data warehouse and the
operational
data store. The latter stores
only
the information
necessary
to
provide
a
single identity
for all customers. An
enterprise
data model is used to
manage
this data conver-
sion
process
to minimize data
duplication
and to resolve
any
inconsistencies between databases.
IT
Systems
Information
technology systems
refer to the
computer
hard-
ware and the related software and middleware used in the
organization. Often,
technology integration
is
required
before databases can be
integrated
into a data warehouse
and user access can be
provided
across the
company.
How-
ever,
the historical
separation
between
marketing
and IT
sometimes
presents integration
issues at the
organizational
level
(Glazer 1997).
The
organization's capacity
to scale
existing systems
or to
plan
for the
migration
to
larger sys-
tems without
disrupting
business
operations
is critical.
Analytical
Tools
The
analytical
tools that enable effective use of the data
warehouse can be found in
general data-mining packages
and in
specific
software
application packages.
Data
mining
enables the
analysis
of
large quantities
of data to discover
meaningful patterns
and
relationships (e.g.,
Groth
2000;
Peacock
1998).
More
specific
software
application pack-
ages
include
analytical
tools that focus on such tasks as
campaign management analysis,
credit
scoring,
and cus-
tomer
profiling.
Front Office and Back Office
Applications
Front office
applications
are the
technologies
a
company
uses to
support
all those activities that involve direct inter-
face with
customers, including
SFA and call center
manage-
ment. Back office
applications support
internal administra-
tion activities and
supplier relationships, including
human
resources, procurement,
warehouse
management, logistics
software,
and some financial
processes.
A
key
concern
about the front and back office
systems
offered
by
CRM
vendors is that
they
are
sufficiently
connected and cocoordi-
nated to
improve
customer
relationships
and workflow.
CRM
Technology
Market
Participants
Gartner
segments
vendors of CRM
applications
and CRM
service
providers
into
specific categories (Radcliffe
and
Kirkby 2002),
and
Greenberg (2001)
and Jacobsen
(1999)
provide
detailed reviews of CRM vendors'
products.
The
key segments
for CRM
applications
are
Integrated
CRM
and
Enterprise
Resource
Planning
Suite
(e.g., Oracle,
Peo-
pleSoft, SAP),
CRM Suite
(e.g., Epiphany, Siebel),
CRM
Framework
(e.g., Chordiant),
CRM Best of Breed
(e.g.,
NCR
Teradata; Broadvision),
and "Build it Yourself'
(e.g.,
IBM, Oracle, Sun).
The CRM service
providers
and consul-
tants that offer
implementation support specialize
in the fol-
lowing
areas:
corporate strategy (e.g., McKinsey, Bain);
CRM
strategy (e.g., Peppers
&
Rogers, Vectia); change
management, organization design, training,
human
resources,
and so forth
(e.g., Accenture);
business transfor-
mation
(e.g., IBM);
infrastructure
building
and
systems
integration (e.g., Siemens,
Unisys);
infrastructure outsourc-
ing (e.g., EDS, CSC);
business
insight, research,
and so
forth
(e.g., SAS);
and business
process outsourcing (e.g.,
Acxiom).
The need for
comprehensive
and scalable
options
has created
scope
for
many
new
products
from CRM ven-
dors.
However,
despite
their claim to be
"complete
CRM
solution
providers,"
few software vendors can
provide
the
full
range
of
functionality
that a
complete
CRM business
strategy requires.
The information
management process provides
a means
of
sharing
relevant customer and other information
through-
out the
enterprise
and
"replicating
the mind of the cus-
tomer." To ensure that
technology
solutions
support CRM,
it is
important
to conduct IT
planning
from a
perspective
of
providing
a seamless customer service rather than
planning
for functional or
product-centered departments
and activi-
ties.
Furthermore,
data
analysis
tools should measure busi-
ness activities. This kind of
analysis provides
the basis for
the
performance
assessment
process.
Performance Assessment Process
The
performance
assessment
process
covers the essential
task of
ensuring
that the
organization's strategic
aims in
terms of CRM are
being
delivered to an
appropriate
and
acceptable
standard and that a basis for future
improvement
is established. This
process
can be viewed as
having
two
A
Strategic
Framework for CRM 1173
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main
components:
shareholder
results,
which
provide
a
macro view of the overall
relationships
that drive
perfor-
mance,
and
performance monitoring,
which
provides
a
more
detailed,
micro view of metrics and
key performance
indicators.
Shareholder Results
To achieve the ultimate
objective
of
CRM,
the
delivery
of
shareholder
results,
the
organization
should consider how to
build
employee value,
customer
value,
and shareholder
value and how to reduce costs. Recent research on relation-
ships among employees, customers,
and shareholders has
emphasized
the need to
adopt
a more informed and inte-
grated approach
to
exploiting
the
linkages among
them. The
service
profit
chain model and related research focuses on
establishing
the
relationships among employee satisfaction,
customer
loyalty, profitability,
and shareholder value
(e.g.,
Heskett et al.
1994;
Loveman
1998). Organizations
also
need to focus on cost reduction
opportunities.
Two means of
cost reduction are
especially
relevant to CRM:
deployment
of
technologies ranging
from automated
telephony
services
to Web services and the use of new electronic channels such
as
online,
self-service facilities. The
development
of models
such as the service
profit
chain has been
important
in
enabling companies
to consider the effectiveness of CRM at
a
strategic
level in terms of
improving
shareholder results.
Performance
Monitoring
Despite
a
growing
call for
companies
to be more customer
oriented,
there is concern
that,
in
general,
the metrics used
by companies
to measure and monitor their CRM
perfor-
mance are not well
developed
or well communicated.
Ambler's
(2002)
research
findings
raise
particular concern.,
he finds that
key aspects
of
CRM,
such as customer satis-
faction and customer
retention, only
reach the board in 36%
and 51% of
companies, respectively.
Even when these met-
rics reach the board
level,
it is not clear how
deeply they
are
understood and how much time is
spent
on them. Tradi-
tional
performance
measurement
systems,
which tend to be
functionally driven, may
be
inappropriate
for cross-
functional CRM.
Recent efforts to
provide
cross-functional
measures,
such as the balanced scorecard
(Kaplan
and Norton
1996),
are a useful advance. The format of the balanced scorecard
enables a wide
range
of metrics
designs.
Indicators that can
reveal future financial
results,
not
just
historical
results,
need to be considered as
part
of this
process. Standards,
metrics,
and
key performance
indicators for CRM should
reflect the
performance
standards
necessary
across the five
major processes
to ensure that CRM activities are
planned
and
practiced effectively
and that a feedback
loop
exists to
maximize
performance improvement
and
organizational
learning.
A consideration of "return on
relationships"
(Gummesson 2004)
will assist in
identifying
further metrics
that are relevant to the
enterprise.
Discussion
In this
article,
we
develop
a
cross-functional, process-based
CRM
strategy
framework that aims to
help companies
avoid
the
potential problems
associated with a narrow
technologi-
cal definition of CRM and realize
strategic
benefits. Our
research was based on
large
industrial
companies
because
the size and
complexity
of such
enterprises
is
likely
to
pre-
sent the
greatest
CRM
challenges.
We did not examine
issues related to small or medium-sized
companies
and
nonprofit organizations
in this work.
This
study
contributes to the
marketing
literature in sev-
eral
ways. First,
our work extends a
managerial perspective
that stresses the
importance
of cross-functional
processes
in
CRM
strategy
and contributes to the
positioning
of the
poorly
defined CRM
concept
within the
marketing
litera-
ture.
Second,
it
provides
a
process-based conceptual
frame-
work for
strategic
CRM and identifies
key
elements within
each
process. Third,
it makes a contribution to the limited
literature on interaction research.
Finally,
the research
rep-
resents a
grounded
contribution that offers
managers insight
into the
development
and
implementation
of CRM strate-
gies.
To
date,
this framework has been used
by companies
to address several
issues, including surfacing problematic
CRM
issues, planning
the
key components
of a CRM strat-
egy, identifying
which
process components
of CRM should
receive
priority, creating
a
platform
for
change,
and bench-
marking
other
companies'
CRM activities.
Much research remains to be done in the
exploration
of
the multifaceted nature of CRM. Sheth
(1996)
notes that for
an
emerging management discipline,
it is
important
to have
an
acceptable
definition that
encompasses
all facets to focus
understanding
and
growth
of
knowledge
in the
discipline.
He
proposes
a
multistage process
for
achieving
this that
begins
with
delimiting
the
domain, agreeing
on a
definition,
developing performance measures,
and
developing explana-
tory theory.
The framework we
propose
in this article offers
a
potentially
useful
starting point
for the
development
of
improved insight
into these
aspects
of CRM
theory.
The
task of
delimiting
the
domain, agreeing
on a definition for
CRM,
and
building
a research
agenda
will be an
evolving
process
in this nascent area. We do not
attempt
to build such
a research
agenda
in the current
work; however,
we
empha-
size the
importance
of CRM
implementation
and related
people
issues as an area in which further research is
urgently
needed. Initial work
by
Ebner and
colleagues
(2002),
Gummesson
(2002b, c), Henneberg (2003),
Pettit
(2002),
and
Rigby, Reichheld,
and Schefter
(2002) provides
a useful
platform
from which to
develop
this
important
research area.
Appendix
Some Definitions and
Descriptions
of CRM
.CRM is an e-commerce
application (Khanna 2001).
.CRM is a term for
methodologies, technologies,
and e-
commerce
capabilities
used
by companies
to
manage
cus-
tomer
relationships (Stone
and Woodcock
2001).
.CRM is an
enterprisewide
initiative that
belongs
in all areas
of an
organization (Singh
and
Agrawal 2003).
.CRM is a
comprehensive strategy
and
process
of
acquiring,
retaining,
and
partnering
with selective customers to create
superior
value for the
company
and the customer
(Parvitiyar
and Sheth
2001).
1741 Journal of
Marketing,
October 2005
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.CRM is about the
development
and maintenance of
long-
term, mutually
beneficial
relationships
with
strategically sig-
nificant customers
(Buttle 2001).
.CRM includes numerous
aspects,
but the basic theme is for
the
company
to become more customer-centric. Methods are
primarily
Web-based tools and Internet
presence (Gosney
and
Boehm
2000).
.CRM can be viewed as an
application
of one-to-one market-
ing
and
relationship marketing, responding
to an individual
customer on the basis of what the customer
says
and what
else is known about that customer
(Peppers, Rogers,
and Dorf
1999).
.CRM is a
management approach
that enables
organizations
to
identify, attract,
and increase retention of
profitable
cus-
tomers
by managing relationships
with them
(Hobby 1999).
.CRM involves
using existing
customer information to
improve company profitability
and customer service
(Could-
well
1999).
.CRM
attempts
to
provide
a
strategic bridge
between informa-
tion
technology
and
marketing strategies
aimed at
building
long-term relationships
and
profitability.
This
requires
"information-intensive
strategies" (Glazer 1997).
.CRM is data-driven
marketing (Kutner
and
Cripps 1997).
.CRM is an
enterprise approach
to
understanding
and influ-
encing
customer behavior
through meaningful
communica-
tion to
improve
customer
acquisition,
customer retention,
customer
loyalty,
and customer
profitability (Swift 2000).
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