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Developing a global CRM strategy

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posted on 2024-06-06, 11:04 authored by M Shumanov, M Ewing
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. © 2009, IGI Global.

History

Chapter number

7

Pagination

81-93

Open access

  • Yes

ISBN-13

9781605660905

ISBN-10

1605660906

Publication classification

BN.1 Other book chapter, or book chapter not attributed to Deakin

Copyright notice

2009, IGI Global

Extent

25

Editor/Contributor(s)

Hunter MG

Publisher

IGI Global

Title of book

Selected readings on strategic information systems

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