Customer relationship management and the impact of corporate culture — A European study

Abstract

Customer relationship management (CRM) has been in use for about ten years. After the post-2001 economic downturn, CRM attracted less interest in many organisations, as many benefits did not materialise. Cost-cutting strategies prevailed, despite many firms facing problems of decreasing loyalty and declining shares-of-wallet in an increasingly competitive environment. Cultural aspects emerged as important in determining success or failure in CRM implementation. This paper explores the connection between CRM implementation and culture. The model of 'CRM culture building elements' presented here shows the tight connection between customer orientation and learning and the relationship between organisational climate and the respective occupational sub-cultures. [ABSTRACT FROM AUTHOR]