Value Of CRM Research Articles

Fit in cause-related marketing: An integrative retrospective

ABSTRACTThirteen years ago, “The role of brand-cause fit in the effectiveness of cause-related marketing campaigns” was published in the Journal of Business Research. Since then it has been cited over 400 times according to Google Scholar, making it among the top 100 most cited articles published by that journal. The paper’s contribution and impact may be explained by the fact that it demonstrated for the first time that fit in cause-related marketing can impact choice. In addition, the paper used a methodology (choice conjoint) that was, at the time, somewhat novel in the consumer research context. As a result, the paper not only demonstrated the importance of brand-cause fit in CRM, it also demonstrated how choice conjoint could be used to estimate dollar metric values for cause marketing and fit using the stated preferences of individuals making multiple hypothetical choices. Interestingly, these estimates of the dollar value of CRM were lower than the (somewhat high) donation amounts used. This essay attempts to (1) provide background into how the studies came about, (2) give insight into what the paper accomplished (i.e. why it achieved such high impact), (3) describe the subsequent developments in the field of fit in cause marketing by exploring a subset of the 400+ papers which have cited the original work, (4) discuss the managerial implications, and (5) discuss open research questions in this interesting area.

Studies on analyzing single uranium-bearing particle by FT-TIMS

Isotopic ratio of single uranium-bearing particle in swipe samples was very important for safeguards environmental sampling. For this purpose, an improved FT-TIMS method was developed in this work: (1) Uranium-bearing particles are suspended in the solution of cellulose nitrate commixed with isoamyl acetate, and then spread onto a glass surface, the solution was dried to form a transparent film; (2) After irradiating and etching, uranium-bearing particles can be found and located under microscope. The small part of the film contained one uranium-bearing particle is then cut off and transferred to a filament of TIMS; (3) Isotopic ratio of the particle is determined by TIMS. The problem of particles losing has been avoided in the process of sample preparing, particle locating and transferring. The deviation of the result from the certified value of CRM was less than 5%.

A basic measurement model for reference material preparation

The basic model \( x_{\text{CRM}} = x_{\text{char}} + \delta x_{\text{bb}} + \delta x_{\text{sts}} + \delta x_{\text{lts}} \) in the ISO Guide 35 for the evaluation of uncertainty is reviewed. In the basic model, the authors of the Guide assume that the homogeneity and stability studies are designed in such a way that the values of the error terms are zero, but their uncertainties are not. Based on their assumption, it is shown that the basic model in the Guide requires output quantity xCRM to be employed as input quantities to define δxbb, δxsts, and δxlts, which results in circular reasoning on the value of CRM. In order to revise the basic model in the Guide, a proposed basic model Y = X is derived from the general model Y = X(1 + b′T) in the Guide as the special case of T = 0. The uncertainty evaluation for the proposed model is discussed. It is shown that it is not necessary to evaluate the uncertainty due to the between-bottle inhomogeneity ubb separately, when a single method is employed in the characterization. The ubb is shown to be one of the uncertainty components of the certified value xchar, because xchar is the mean value of at least 10 bottles.

Customer relationship management and firm performance: the mediating role of business strategy

As managers and academics increasingly raise issues about the real value of CRM, the authors question its direct and unconditional performance effect. The study advances research on CRM by investigating the role of critical mechanisms underlying the CRM-performance link. Drawing from the sources → positions → performance framework, the authors build a research model in which two strategic postures of firms—differentiation and cost leadership—mediate the effect of CRM on firm performance. This investigation also contributes to the literature by drawing attention to the differential impact of CRM in diverse industry environments. The study analyzes data from in-depth field interviews and a large-scale, cross-industry survey, and results reveal that CRM does not affect firm performance directly. Rather, the CRM-performance link is fully mediated by differentiation and cost leadership. In addition, CRM’s impact on differentiation is greater when industry commoditization is high.

The strategic value of CRM: a technology adoption perspective

A conceptual model, grounded in the literature, that depicts the impact of the level of CRM technology adoption on business‐to‐business (B2B) relationships is developed and explored. A firm's CRM technology adoption is considered as an antecedent to relationship strength and relationship performance. The model depicts both market and technology orientation of the firm as impacting the level of CRM technology adoption within a firm. The authors propose that the level of CRM technology adoption subsequently affects B2B relationship strength and performance.

Twelve steps to CRM without eating an elephant

PurposeImplementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them.Design/methodology/approachThe incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes.FindingsA 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement.Practical implicationsFrom a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment.Originality/valueFor organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.

The need for a new go-to-market strategy in Europe: How to survive and thrive in the new more complex healthcare marketplace

is a research analyst at Peppers & Rogers Group, Europe. Since joining the firm, Rodrigo has specialised in the Life Sciences Industry and has conducted extensive research on the value and relevance of CRM in the Life Sciences sector. Rodrigo holds a Bachelor's degree in Marketing and Psychology and a Master's degree in Marketing Management from Cranfield University. Keywords customer relationship management, European Pharmaceuticals, go-to-market model, key influencers, prescription drugs Abstract The European branded pharmaceutical industry is experiencing the most challenging business environment in years. As in other pharma markets in the world, the marketplace is increasingly difficult for the leading players. Generic attacks, parallel imports, meagre pipelines and patent challenges all affect the traditional business model. This paper focuses on the European pharmaceutical market in particular and explores the most recent changes within the regulatory environment that affect pharmaceutical companies. The paper depicts the increasing complexity of the network of influencers and concludes by looking at how pharmaceuticals companies can adapt to the changing conditions through the application of customer-centric interaction strategies. Sales and marketing will no longer be focused on a relatively small (and sceptical) group of customers, but will have to learn how to interact with other stakeholders such as payers, patients, nurses and pharmacists.

Return on relationships (ROR): the value of relationship marketing and CRM in business‐to‐business contexts

This article is about ongoing efforts to come to grips with the question: Does relationship marketing pay? The question is discussed under the umbrella concept return on relationships. Much of what is being done in relationship marketing and customer relationship management has a bearing on both business‐to‐business and business‐to‐consumer marketing, and on manufacturing as well as services. Although there is a shortage of empirical research and proven practice, the article aims to show current efforts to generate knowledge of return on relationships, with particular emphasis on business‐to‐business environments. The article ends with action strategies to improve return on relationships, and a summary of conclusions.

A Method for Evaluating Membrane Compliance and System Compliance in Undrained Cyclic Shear Tests

ABSTRACT A method for evaluating system compliance and membrane compliance is proposed. Only changes in pore pressure and axial stress due to undrained cyclic loading at small shear strain amplitude are necessary to evaluate the value of system compliance ratio C r . Pore pressure coefficient JB-value is also necessary to calculate the value of membrane compliance ratio CRM. These parameters can be obtained by nondestructive tests before destructive tests with large strain amplitude on soil specimens. The proposed method is applied to both reconstituted and undisturbed specimens. The test results imply that: (1) For reconstituted specimens, the values of normalized membrane penetration S calculated by CRM indicate satisfactory consistency with other investigators’ results. Therefore the values of CRM can be successfully estimated by the proposed method. (2) A treatment for minimizing the unevenness of lateral surface of undisturbed specimens, has an effect of reducing the value of CRM. (3) For undisturbed samples tested in this study, the values of C r calculated by the method gave a consistent explanation of differences in pore pressure response characteristics of the specimens from the view of influence of the lateral surface treatment.