Skip to content
Journal article

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

Reimann M, Schilke O, Thomas J ...see all

Journal of the Academy of Marketing Science (2009) pp. 1-21

  • 3

    Readers

    Mendeley users who have this article in their library.
  • N/A

    Citations

    Citations of this article.
  • N/A

    Views

    ScienceDirect users who have downloaded this article.
Sign in to save reference

Abstract

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. © 2009 Academy of Marketing Science.

Author-supplied keywords

  • Business strategy
  • CRM
  • Customer relationship management
  • Industry commoditization
  • Mediation
  • Structural equation modeling

Get free article suggestions today

Mendeley saves you time finding and organizing research

Sign up here
Already have an account ?Sign in

Authors

  • M Reimann

  • O Schilke

  • J S Thomas

Cite this document

Choose a citation style from the tabs below