Over the last several decades technology has continued to change the way organizations manage, strategize, communicate, build relationships, procure vendors, create marketing campaigns, and track customer inquiries. According to (Tanner Jr, Ahearne, Leigh, Mason, & Moncrief, 2005) CRM currently ranks in the top five of most corporate strategies in over 60% of companies, as these systems allow leaders to manage processes, communicate more with their customers, while growing organizational marketing effectiveness and increasing customer and vendor retention rates. Additionally, Tanner Jr, et al., (2005) identified three important aspects of most CRM systems. The first is Strategic CRM, which is the organizational decision making process that helps define and/or build a customer-oriented business strategy with their business processes, and technology implementation. In other words, “the ability to define and implement a right customer → right strategy → right organization → right channel → right people → right rewards success model” (p. 169). The second is Analytical CRM, which are the processes used to analyze customer and industry information in order to provide information that is more accurate and will guide the company’s future marketing efforts. Finally, Operational CRM, which is the business process such as sales, marketing, service, support, etc. All of these important aspects of CRM and resource allocations across all channels accompany a firm’s relationship strategy and point to four issues at the strategic level (1) account management issues, (2) organizational or sales structure, (3) cultural issues, and (4) enterprise-level knowledge management.
(1) Account management issues- a strategic issue that involves how sales organizations use CRM to review the different way that accounts are managed (i.e. territory, key account management, and collaboration).
(2) Organizational and/or sales structure- CRM has allowed more organizations to place more emphasis on selling based on customer needs across many different organizational departments (i.e. field and divisional sales, electronic and team selling, call centers, supply-chain personal and vendors, partners, etc).
(3) Cultural issues- the degree to which an organizations culture may or may not be more inclined towards a CRM implementation (i.e. sales organizations commission based tend to be non-supportive of CRM versus those organizations that offer base plus commissions).
(4) Enterprise-level knowledge management- CRM systems allow leaders the ability to access vast amounts of information in order to predict, develop, and market new products and/or services. This enabling can create a general view of an organizations customer, which in turn can create even more sales and marketing campaigns that are effective.
As more and more organizations gain a better understanding of CRM, these systems will require more researchers to look at the specific benefits that CRM technology can provide a company throughout the entire organization. Therefore, Tanner Jr, et al., (2005) framework, and research for use in analyzing systems such as CRM and Sales Force Automation (SFA) could enable more organizations to achieve even higher levels of performance, procure more vendors, ROI, sales, satisfaction, and enhanced business relationships. Since these five variables are also some of the same drivers in my research analysis this study just like the others analyzed over the last several weeks should allow me the opportunity to determine if the proposed framework in this study will be the best way to determine if a CRM technology is the most important change initiative in SCM. Over the next two weeks, I will make my determination and of course report my findings for additional feedback or comment. Otherwise, if I do deem CRM to be the most important you can expect a more thorough analysis and discussion of this system in the weeks and months ahead as I apply other scholarly pieces into a real world dissertation that will be published in late 2012. Until next time, keep smiling, as it really does look good on you! Cheers
Showing posts with label marketing. Show all posts
Showing posts with label marketing. Show all posts
Wednesday, March 23, 2011
Friday, March 11, 2011
Measuring Customer Relationship Management (CRM) Effectiveness in Order to Reduce Costs and Increase Sales
There are a number of applications or systems that an organization can use evaluate their current market share, profit margins, customer relationships, loyalty, and satisfaction. One such application or technological system most commonly used to analyze these trends is referred to as Customer Relationship Management (CRM). According to (Ja-Shen, Yen, Li, & Ching, 2009) CRM systems are a major marketing and/or services tool that can help an organization take full advantage of its customers by identifying trends in their customers buying behaviors, needs, and future expectations in order to maintain and grow relationships. Although a number of studies have researched and proven that a CRM implementation can enhance an organizations performance with increases in sales, few have focused on how these same systems can further develop more customer relationships, while increasing a company’s market share. As a result of these findings (Ja-Shen, et al., 2009) recent study examined three other factors (marketing, operations, and human resources) of CRM, which they believed could help organizations improve or grow their customer relationships, thus creating more organizational profitability and market share.
When an organization improves its relationship between marketing, operations, and human resources, they become better equipped to disseminate CRM data, which can then lead the organization to make additional innovations, while taking responsive actions. (Ja-Shen, et al., 2009) refer to this dimension of CRM as the Information Technology (IT) or Customer-Focused Information Technology (CFIT) segment, which is the first of three dimensions of interest in their analysis that supports the operations of a company’s CRM processes. The second dimension of interest in (Ja-Shen, et al., 2009) study was referred to as Relationship Marketing (RM), which was identified as the root efforts of a CRM process that can help an organization manage and improve its new and existing relationships with its customers in order to increase customer satisfaction, all while creating additional long-term profitability. Finally, (Ja-Shen, et al., 2009) referred to the third dimension of interest in their study as Customer-Focused Organizational Climate (CFOC) or the human resource side, which deals with an organizations culture to accept, use, and build upon any CRM system in order to help the organization develop, maintain, and grow customer relationships.
(Ja-Shen, et al., 2009) empirical study found that together (marketing, operations, and human resources) with (CFIT, RM, and CFOC) the most common view of CRM as a marketing application or complement of a company’s information technology or CFIT should also include the other two dimensions (RM and CFOC). If an organization wants to excel in the global market it is imperative that more organizations focus not only on advancing their information technology through systems such as CRM but that they also need to use CRM system data to create additional programs that focus more on the retention of current customers (needs) and acquisition of new customers (expectations). Only then will more businesses develop deeper understandings of their customer bases, while being able to target and market more effectively, resulting in more value, satisfaction, and cross or up-selling possibilities.
While the concept of CRM is an increasingly popular and hot topic throughout the world, research into the systems effectiveness on increased market share, profitability, customer relationships, and satisfaction is rather limited. Therefore, (Ja-Shen, et al., 2009) analysis provide three important dimensions (1) RM, (2) CFIT, and (3) CFOC of Customer Relationship Management Effectiveness (CRME). In order to improve the understanding of CRM systems it is dimensions such as these that managers will need to consider as they are continuing to identify the strengths and weaknesses of these programs, so they can continue to retain, update, and analyze the mass amounts of data collected to develop a deeper understanding of customers needs and wants. More importantly, these factors are even more important for individuals that want to reduce costs, while finding new ways to increase sales, Return on Investments (ROI), or enhancing their business’s performance.
This analysis of CRM systems is yet another example of the type of benefits that this supply chain function can provide organizations that truly are looking to grow their business. Therefore, I will continue to provide additional updates into this niche market, as I continue to refine my research in hopes of finding the supply chain function that can contribute most to the additional growth of Small-to-Medium Enterprises (SMEs). Of course, your opinions are always welcome as I truly welcome any additional insights that you may be able to provide. Otherwise, keep smiling since it really does look good on you—Cheers!!!
References
Ja-Shen, C., Yen, H. J. R., Li, E. Y., & Ching, R. K. H. (2009). Measuring CRM effectiveness: Construct development, validation, and application of a process-oriented model. Total Quality Management & Business Excellence, 20(3), 283-299.
When an organization improves its relationship between marketing, operations, and human resources, they become better equipped to disseminate CRM data, which can then lead the organization to make additional innovations, while taking responsive actions. (Ja-Shen, et al., 2009) refer to this dimension of CRM as the Information Technology (IT) or Customer-Focused Information Technology (CFIT) segment, which is the first of three dimensions of interest in their analysis that supports the operations of a company’s CRM processes. The second dimension of interest in (Ja-Shen, et al., 2009) study was referred to as Relationship Marketing (RM), which was identified as the root efforts of a CRM process that can help an organization manage and improve its new and existing relationships with its customers in order to increase customer satisfaction, all while creating additional long-term profitability. Finally, (Ja-Shen, et al., 2009) referred to the third dimension of interest in their study as Customer-Focused Organizational Climate (CFOC) or the human resource side, which deals with an organizations culture to accept, use, and build upon any CRM system in order to help the organization develop, maintain, and grow customer relationships.
(Ja-Shen, et al., 2009) empirical study found that together (marketing, operations, and human resources) with (CFIT, RM, and CFOC) the most common view of CRM as a marketing application or complement of a company’s information technology or CFIT should also include the other two dimensions (RM and CFOC). If an organization wants to excel in the global market it is imperative that more organizations focus not only on advancing their information technology through systems such as CRM but that they also need to use CRM system data to create additional programs that focus more on the retention of current customers (needs) and acquisition of new customers (expectations). Only then will more businesses develop deeper understandings of their customer bases, while being able to target and market more effectively, resulting in more value, satisfaction, and cross or up-selling possibilities.
While the concept of CRM is an increasingly popular and hot topic throughout the world, research into the systems effectiveness on increased market share, profitability, customer relationships, and satisfaction is rather limited. Therefore, (Ja-Shen, et al., 2009) analysis provide three important dimensions (1) RM, (2) CFIT, and (3) CFOC of Customer Relationship Management Effectiveness (CRME). In order to improve the understanding of CRM systems it is dimensions such as these that managers will need to consider as they are continuing to identify the strengths and weaknesses of these programs, so they can continue to retain, update, and analyze the mass amounts of data collected to develop a deeper understanding of customers needs and wants. More importantly, these factors are even more important for individuals that want to reduce costs, while finding new ways to increase sales, Return on Investments (ROI), or enhancing their business’s performance.
This analysis of CRM systems is yet another example of the type of benefits that this supply chain function can provide organizations that truly are looking to grow their business. Therefore, I will continue to provide additional updates into this niche market, as I continue to refine my research in hopes of finding the supply chain function that can contribute most to the additional growth of Small-to-Medium Enterprises (SMEs). Of course, your opinions are always welcome as I truly welcome any additional insights that you may be able to provide. Otherwise, keep smiling since it really does look good on you—Cheers!!!
References
Ja-Shen, C., Yen, H. J. R., Li, E. Y., & Ching, R. K. H. (2009). Measuring CRM effectiveness: Construct development, validation, and application of a process-oriented model. Total Quality Management & Business Excellence, 20(3), 283-299.
Monday, February 28, 2011
Are e-Technologies such as Customer Relationship Management (CRM) changing how Organizations Market, Sell, and Provide Customer Service for their Products and/or Services?
Are e-Technologies such as Customer Relationship Management (CRM) continuing to change the ways that organizations market, sell, and provide customer service for their products and services? According to (Ross, 2005) Yes! In fact, (Ross, 2005) describes and provides some of the main functions of most CRM programs. CRM has three essential responsibilities (1) Marketing; (2) Sales, and (3) Service and collectively these three functions can help an organization improve on the best ways to provide its customers with better and/or expanded relationships, which in turn usually result in additional company profits. CRM has been around for quite some time but over the last several years, CRM programs have continued to be one of the hottest segments, as they continue to evolve due to the growing popularity of the internet and new computerized toolsets. As a result of these advances organizations are continuing to use new CRM programs to create even more visibility of their products and services, while attracting, retaining, and enhancing new and/or existing customer bases.
It can be argued that sales is the most important function of a CRM program but how can this be when the program is not the one who actually makes the sale? Thus, (Ross, 2005) suggests that a salesperson’s role should become even more important than before, as CRM programs advance and more sales professionals develop more defined and mutually supportive relationships between their companies, with suppliers, and customers. This now changing sales force paradigm, assisted by CRM programs will more than likely continue to broaden both selling and buying habits of all small to large organizations in the years ahead. For that reason (Ross, 2005) further defines the major components and functionalities of CRM and Sales Force Automation (SFA)
(1) Contact Management- one of the first components of CRM, which enables a company to manage prospect information, while providing follow-up and tracking information
(2) Account Management- this segment allows employees and managers useful ways to effectively market products to that of customer wants
(3) Sales Management- this tool was designed to help employees keep track of a set of sales activities in order to promote sales, while providing reminders and greater productivity
(4) Opportunity Management- this segment is often referred to as the pipeline of potential customers that highlights a new opportunity, those involved, potential revenue, and proposed closing date for a product or service
(5) Quotation Management- this component assists individuals in the configuration of pricing, inventory, and process availability for a prospective customer
(6) Knowledge Management- tools that assist in the standardizing and automation of the sales process where information such as policies, presentation materials, contracts, etc. can be stored and used for further analysis and reporting
Once a company understands some if not all of these segments, which are important to their continued long-term growth they will be more equipped to handle any problems that may occur after a sale. Once considered a drain on profitability of a company’s revenues, customer service through investments in programs such as CRM has now become a necessity that creates growth, hence a vital link between an organization and other supply chain processes. (Ross, 2005) leaves readers with six metrics developed by (Giffler, 1998; Pechi, 2000):
• On average a company will lose half its customers over a 5-year timeframe
• If a company reduces defections by 5%, then they could boost profits from 25-85%
• An organization typically spends 5x more on customer acquisition than on retention
• 65-85% percent of customers who defect do so without being dissatisfied with their former supplier
• A completely satisfied customer is 6x more likely to make an additional purchase than a satisfied customer
• Happy customers tend to tell five people about their experience versus a dissatisfied customer who will tell at least 9
Over the last few weeks, I have continued my examination of CRM, which is an important element of SCM, enhanced business performance, and long-term growth. Much like the previous works examined (Ross, 2005) does an excellent job at defining some of the main reasons that leaders need to consider and develop this element when constructing a long-term strategic plan. In the changing landscape of business and supply chain processes technology that assists employees with buying, selling, etc. will do nothing but improve organizational efficiency and effectiveness, while providing additional resources that allow more interaction with customers and the marketplace. Therefore, CRM has and will continue to be my emphasis of analysis over the next several weeks, as I continue to develop a niche subject for business leaders to consider in finding a better way to manage and utilize collected data to their advantage, which is part of the larger part of my Doctoral research.
Of course any opinions, suggestions, or thoughts as to the importance of this or other supply chain concepts is also appreciated, as I continue to look for the most effective ways to build sales, increase awareness, and create additional long-term growth for SMEs and MNCs alike!
References
Ross, D. F. (2005). E-CRM from a supply chain management perspective. Information Systems Management, 22(1), 37.
It can be argued that sales is the most important function of a CRM program but how can this be when the program is not the one who actually makes the sale? Thus, (Ross, 2005) suggests that a salesperson’s role should become even more important than before, as CRM programs advance and more sales professionals develop more defined and mutually supportive relationships between their companies, with suppliers, and customers. This now changing sales force paradigm, assisted by CRM programs will more than likely continue to broaden both selling and buying habits of all small to large organizations in the years ahead. For that reason (Ross, 2005) further defines the major components and functionalities of CRM and Sales Force Automation (SFA)
(1) Contact Management- one of the first components of CRM, which enables a company to manage prospect information, while providing follow-up and tracking information
(2) Account Management- this segment allows employees and managers useful ways to effectively market products to that of customer wants
(3) Sales Management- this tool was designed to help employees keep track of a set of sales activities in order to promote sales, while providing reminders and greater productivity
(4) Opportunity Management- this segment is often referred to as the pipeline of potential customers that highlights a new opportunity, those involved, potential revenue, and proposed closing date for a product or service
(5) Quotation Management- this component assists individuals in the configuration of pricing, inventory, and process availability for a prospective customer
(6) Knowledge Management- tools that assist in the standardizing and automation of the sales process where information such as policies, presentation materials, contracts, etc. can be stored and used for further analysis and reporting
Once a company understands some if not all of these segments, which are important to their continued long-term growth they will be more equipped to handle any problems that may occur after a sale. Once considered a drain on profitability of a company’s revenues, customer service through investments in programs such as CRM has now become a necessity that creates growth, hence a vital link between an organization and other supply chain processes. (Ross, 2005) leaves readers with six metrics developed by (Giffler, 1998; Pechi, 2000):
• On average a company will lose half its customers over a 5-year timeframe
• If a company reduces defections by 5%, then they could boost profits from 25-85%
• An organization typically spends 5x more on customer acquisition than on retention
• 65-85% percent of customers who defect do so without being dissatisfied with their former supplier
• A completely satisfied customer is 6x more likely to make an additional purchase than a satisfied customer
• Happy customers tend to tell five people about their experience versus a dissatisfied customer who will tell at least 9
Over the last few weeks, I have continued my examination of CRM, which is an important element of SCM, enhanced business performance, and long-term growth. Much like the previous works examined (Ross, 2005) does an excellent job at defining some of the main reasons that leaders need to consider and develop this element when constructing a long-term strategic plan. In the changing landscape of business and supply chain processes technology that assists employees with buying, selling, etc. will do nothing but improve organizational efficiency and effectiveness, while providing additional resources that allow more interaction with customers and the marketplace. Therefore, CRM has and will continue to be my emphasis of analysis over the next several weeks, as I continue to develop a niche subject for business leaders to consider in finding a better way to manage and utilize collected data to their advantage, which is part of the larger part of my Doctoral research.
Of course any opinions, suggestions, or thoughts as to the importance of this or other supply chain concepts is also appreciated, as I continue to look for the most effective ways to build sales, increase awareness, and create additional long-term growth for SMEs and MNCs alike!
References
Ross, D. F. (2005). E-CRM from a supply chain management perspective. Information Systems Management, 22(1), 37.
Sunday, February 13, 2011
Customer Relationship Management (CRM) as an Important Business Process in Supply Chain Management (SCM)
As mentioned in my previous post on Feb. 12th, 2011 (Wu, 2010) described some of the ways CRM has/is becoming a critical part of organizational and/or strategic planning, as competitive pressures increase and customers continue to defect from large and small organizations alike. Expanding on some of these same principles (Lambert, 2010) also examined some of the reasons why some organizations succeed while others continue to fail at managing this business process, especially in regards to Supply Chain Management (SCM). In fact, (Lambert, 2010) explains that CRM and SCM provide four important linkages (See Figure 1.3) within and throughout the supply chain, which all result in increased profitability of one or multiple customers over any given time.
(Figure is Omitted from this post but available at http://www.image.seventimesseven.com/CRM-and-Supplier-Relationship-Management.jpg) Figure 1.3. CRM and Supplier Relationship Management
As noted in Figure 1.3, the success or failure of a CRM process is growth and/or profitability and if harnessed correctly then CRM software could provide managers within a company the ability to gather more data from more customers, while providing customized products and/or services that should increase customer relationships and loyalty. On the other hand, (Lambert, 2010) also explains that there are also four main reason that CRM implementation could fail or decrease growth and/or profitability. The first is implementing a CRM system before a clear strategy is created. The second is implementing a CRM system before preparing and/or embracing the organization for such an advancement. The third is assuming that a CRM system is the answer (i.e. the more is better approach) and finally not understanding how to build relationships correctly or with the wrong clients. As far as creating a strategy for CRM implementation success (Lambert, 2010) identified five strategic sub-processes that are extremely valuable.
(1) Review corporate and marketing strategies- The CRM team should consistently review the corporate and/or marketing strategies to make sure that the company now and later continues to target the correct markets.
(2) Identify criteria for segmenting customers- This sub-process of CRM should help identify the criterion that is used to segment different customers in different markets.
(3) Provide a clear set of guidelines for product and/or service agreements- In this sub-process the CRM team should develop a set of guidelines that identify the revenue and/or costs associated with certain product or services.
(4) Develop a set of frameworks or metrics- This sub-process involves identifying the main areas of interest in regards to specific customers on the company’s profitability.
(5) Develop a set of guidelines to share- The CRM team should use this sub-process to develop specific processes that are being ignored, which could create win-win solutions for both the company and customer if solved.
In addition, to the five sub-processes (Lambert, 2010) also discusses seven operational sub-processes that closely relate to the first five discussed strategic processes, however Lambert adds (1) the need to continue monitoring customer accounts internally for any abnormal trends and (2) the additional need to measure performance by generating profitability reports for both internal and external analysis.
If an organization prepares properly by following some if not all of these strategic and operational steps described by Lambert in a CRM system implementation, then the chances of growing profits, relationships, and effectiveness in a Business-to-Business (B2B) or Business-to-Customer (B2C) setting are greatly increased. However, the ultimate measure of success in a CRM implementation across the enterprise and throughout the supply chain is the financial growth of the entire network as CRM systems should be a more effective way to migrate everyone to the most successful and efficient structures.
As discussed by (Lambert, 2010) there are many reasons that CRM implementation succeeds as well as many reasons why CRM implementation fails. Although the main people responsible for a success (i.e. information technology, sales, marketing, etc), there is no reason to suggest or believe that other organizational leaders in finance, logistics, research, administration, etc should not contribute to a successful launch or re-invention. As with any successful process, usually it is not only one person responsible for success but also the entire team as a whole. If more companies embrace this frame of thinking, then more companies will likely benefit from a CRM implementation or any technological advancement that an organization is considering in order to build, grow, and cultivate relationships that will last a lifetime. Relying on technology alone is not enough and those who embrace this frame of thinking will ultimately end up looking at the project in the end as what went wrong. Therefore, in order to avoid that thinking later, remember to strategically plan the work and work the plan. This is what I am doing now, as I continue to research and analyze the best and most efficient ways or systems such as CRM that organizations can utilize in order to create better Return on Investment (ROI), enhanced business performance, or additional long-term growth as I prepare to enter the applied research phase of my Doctoral work. This is my second report on CRM analysis, which is in agreement with the findings of (Wu, 2010), thus making this another important piece of my Dissertation, and as always I warmly welcome any comments, questions, or suggestions
References
Lambert, D., M. (2010). Customer relationship management as a business process. The Journal of Business & Industrial Marketing, 25(1), 4.
Wu, Y. (2010). Applying the strategic approach to assess customer relationship management. International Journal of Organizational Innovation (Online), 2(3), 186.
(Figure is Omitted from this post but available at http://www.image.seventimesseven.com/CRM-and-Supplier-Relationship-Management.jpg) Figure 1.3. CRM and Supplier Relationship Management
As noted in Figure 1.3, the success or failure of a CRM process is growth and/or profitability and if harnessed correctly then CRM software could provide managers within a company the ability to gather more data from more customers, while providing customized products and/or services that should increase customer relationships and loyalty. On the other hand, (Lambert, 2010) also explains that there are also four main reason that CRM implementation could fail or decrease growth and/or profitability. The first is implementing a CRM system before a clear strategy is created. The second is implementing a CRM system before preparing and/or embracing the organization for such an advancement. The third is assuming that a CRM system is the answer (i.e. the more is better approach) and finally not understanding how to build relationships correctly or with the wrong clients. As far as creating a strategy for CRM implementation success (Lambert, 2010) identified five strategic sub-processes that are extremely valuable.
(1) Review corporate and marketing strategies- The CRM team should consistently review the corporate and/or marketing strategies to make sure that the company now and later continues to target the correct markets.
(2) Identify criteria for segmenting customers- This sub-process of CRM should help identify the criterion that is used to segment different customers in different markets.
(3) Provide a clear set of guidelines for product and/or service agreements- In this sub-process the CRM team should develop a set of guidelines that identify the revenue and/or costs associated with certain product or services.
(4) Develop a set of frameworks or metrics- This sub-process involves identifying the main areas of interest in regards to specific customers on the company’s profitability.
(5) Develop a set of guidelines to share- The CRM team should use this sub-process to develop specific processes that are being ignored, which could create win-win solutions for both the company and customer if solved.
In addition, to the five sub-processes (Lambert, 2010) also discusses seven operational sub-processes that closely relate to the first five discussed strategic processes, however Lambert adds (1) the need to continue monitoring customer accounts internally for any abnormal trends and (2) the additional need to measure performance by generating profitability reports for both internal and external analysis.
If an organization prepares properly by following some if not all of these strategic and operational steps described by Lambert in a CRM system implementation, then the chances of growing profits, relationships, and effectiveness in a Business-to-Business (B2B) or Business-to-Customer (B2C) setting are greatly increased. However, the ultimate measure of success in a CRM implementation across the enterprise and throughout the supply chain is the financial growth of the entire network as CRM systems should be a more effective way to migrate everyone to the most successful and efficient structures.
As discussed by (Lambert, 2010) there are many reasons that CRM implementation succeeds as well as many reasons why CRM implementation fails. Although the main people responsible for a success (i.e. information technology, sales, marketing, etc), there is no reason to suggest or believe that other organizational leaders in finance, logistics, research, administration, etc should not contribute to a successful launch or re-invention. As with any successful process, usually it is not only one person responsible for success but also the entire team as a whole. If more companies embrace this frame of thinking, then more companies will likely benefit from a CRM implementation or any technological advancement that an organization is considering in order to build, grow, and cultivate relationships that will last a lifetime. Relying on technology alone is not enough and those who embrace this frame of thinking will ultimately end up looking at the project in the end as what went wrong. Therefore, in order to avoid that thinking later, remember to strategically plan the work and work the plan. This is what I am doing now, as I continue to research and analyze the best and most efficient ways or systems such as CRM that organizations can utilize in order to create better Return on Investment (ROI), enhanced business performance, or additional long-term growth as I prepare to enter the applied research phase of my Doctoral work. This is my second report on CRM analysis, which is in agreement with the findings of (Wu, 2010), thus making this another important piece of my Dissertation, and as always I warmly welcome any comments, questions, or suggestions
References
Lambert, D., M. (2010). Customer relationship management as a business process. The Journal of Business & Industrial Marketing, 25(1), 4.
Wu, Y. (2010). Applying the strategic approach to assess customer relationship management. International Journal of Organizational Innovation (Online), 2(3), 186.
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