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Left Behind Expectations - How to Prevent CRM Implementations from Failing

Author

Listed:
  • Becker Jan U.

    (Assistant Professor of Marketing and Innovation, Kühne Logistics University, Hamburg, Germany)

  • Greve Goetz

    (Professor of Marketing and Sales, Hamburg School of Business Administration, Hamburg, Germany)

  • Albers Sönke

    (Professor of Marketing, Kühne Logistics University, Hamburg, Germany)

Abstract

This article discusses performance drivers of CRM projects and is particularly relevant for managers seeking to optimize their companies CRM efforts. Despite the billions of dollars that have been spent on the implementation of customer relationship management (CRM) systems, many of the adopting companies are unhappy with the results. This can be due to two reasons: first, either the CRM projects are poorly implemented and thus do not perform accordingly, or, second, companies expect too much from CRM systems. This research examines how technological and organizational implementations as well as internal support affect the objectives of CRM with regard to initiating, maintaining, and retaining customer relationships. The results indicate that internal support is an important factor for the performance of CRM implementation. Further, it helps to have a clear focus for a CRM system to specifically address diverse functions such as the acquisition, maintenance, and retention of customers and to tailor implementation effort to the needs of the major functions

Suggested Citation

  • Becker Jan U. & Greve Goetz & Albers Sönke, 2010. "Left Behind Expectations - How to Prevent CRM Implementations from Failing," GfK Marketing Intelligence Review, Sciendo, vol. 2(2), pages 34-41, November.
    • Handle: RePEc:vrs:gfkmir:v:2:y:2010:i:2:p:34-41:n:5
    DOI: 10.2478/gfkmir-2014-0061
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    Cited by:

    1. Christian-Albrechts-Universität zu Kiel, Institut für Betriebswirtschaftslehre (Ed.), 2011. "Jahresbericht 2010," Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel 654, Christian-Albrechts-Universität zu Kiel, Institut für Betriebswirtschaftslehre.

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