What gets measured gets better

Abstract

Some marketers define customer relationship management (CRM) as a company-wide philosophy involving organisational realignment and culture change, as well as technology implementation. In practice, CRM has become inextricably associated with the installation of software packages. CRM, a business strategy intended to gain market share and competitive advantage through improving customer loyalty, has been discredited because of over-reliance on technology. Given the results of IT industry analysts' findings on the way CRM success or failure is measured, if it is measured at all, perhaps CRM systems as well as CRM strategy have had an unfair press. Re-launching CRM step-by-step with a balanced metrics framework, including the customer experience, may be the way forward. ABSTRACT FROM AUTHOR Copyright of Journal of Targeting, Measurement & Analysis for Marketing is the property of Palgrave Macmillan Ltd. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)