Dynamic capabilities: The missing link in CRM investments

  • Maklan S
  • Knox S
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The purpose of this paper is to illustrate the practical application of dynamic capabilities theory to improve investment decisions in customer relationship management (CRM). Design/methodology/approach – Action research (AR) allows managers to raise the tacit knowledge of their dynamic capabilities to a level where they can be identified and developed. A framework and a process for managing dynamic capabilities in marketing are presented. Findings – The findings relate to the nature of dynamic capabilities in marketing and how they are managed. Practical implications – Marketing managers can improve the return on investments in CRM. Originality/value – The paper presents a method for applying dynamic capabilities drawn from the resource-based view (RBV) to practical marketing p

Author-supplied keywords

  • Buyer-seller relationships
  • Consumer marketing
  • Customer satisfaction
  • Customer service management
  • Process analysis

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