Developing a global CRM strategy

Shumanov, Michael and Ewing, Michael 2007, Developing a global CRM strategy, International journal of e-business research, vol. 3, no. 2, pp. 70-82, doi: 10.4018/jebr.2007040106.

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Title Developing a global CRM strategy
Author(s) Shumanov, Michael
Ewing, MichaelORCID iD for Ewing, Michael
Journal name International journal of e-business research
Volume number 3
Issue number 2
Start page 70
End page 82
Total pages 13
Publisher IGI Global
Place of publication Hershey, Pa.
Publication date 2007-01-01
ISSN 1548-1131
Summary While the managerial rationale for adopting customer relationship management (CRM) has been fairly well articulated in the literature, research on strategy development is scant. Moreover, reports of “CRM failures” in the popular business press have done little to inspire confidence. To date, what little research has been conducted in the area of CRM strategy development has been confined to a single country (often the U.S.). Global CRM strategy development issues have yet to be specifically addressed, particularly which elements of CRM strategy should be centralised/decentralised. The present study examines the complexities of global CRM strategy using the case of a leading financial services company. Interviews are conducted in 20 countries. Global Head Office and external IT consultant perspectives are also considered. Our findings confirm that a hybrid approach has wide practical appeal and that subsidiary orientation towards centralisation/decentralisation is moderated by firm/market size and sophistication. © 2007, IGI Global. All rights reserved.
Language eng
DOI 10.4018/jebr.2007040106
Field of Research 0806 Information Systems
1505 Marketing
HERDC Research category CN.1 Other journal article
Copyright notice ©2007, Idea Group
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Document type: Journal Article
Collection: Faculty of Business and Law
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