000			02084nam a22002897a 4500
003			ZW-GwMSU
005			20210511095306.0
008			210511b |||||||| |||| 00| 0 eng d
022			_a0965-254X
040			_aMSU _cMSU _erda
100	1		_aPeelen, Ed _eauthor
245	1	3	_aAn empirical study into the foundations of CRM success/ _cEd Peelen
264			_aAbingdon: _bRoutledge Taylor and Francis, _c2009
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of strategic marketing _vVolume 17 , number 6 ,
520			_aCustomer Relationship Management (CRM) has attracted the attention of both marketing practitioners and researchers over the last decade. Significant progress has been made in identifying and researching the components of CRM individually and in the design of a strategic framework. The role of CRM applications, customer information, customer interaction, customer loyalty and a customer-centric strategy has been the subject of research lately. However no comprehensive research has been conducted into the role of these CRM components in achieving CRM success across the line. Also we have yet to find research that empirically shows evidence for the relationship between each CRM component. The goal of our research is to determine the impact of CRM components on each other and on CRM success. We will strive to do so by using explorative qualitative research into CRM practitioners to formulate propositions. These propositions will in turn be tested in a quantitative analysis of data collected from 250 Dutch companies. Through building a Structural Equations Model (SEM), we determine the role and influence of the key components of CRM on each other and on CRM success.
650	4		_aCRM success
650	4		_aQualitative research
650	4		_aQuantitative research
700	1		_aMonfort, Kees van _eauthor
700	1		_aBeltman, Rob _eauthor
700	1		_aKlerkx, Arnoud _eAuthor
856			_uhttps://doi.org/10.1080/09652540903371695
942			_2lcc _cJA
999			_c157119 _d157119