Payne, A.F.T. and Frow, P.E. (2005), “A Strategic Framework for CRM”, Journal of Marketing, 69 (4), 167-176.
In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation.
Download Presentation Slides
Customer Relationship Management, Equity and Lifetime Value; Marketing Metrics; Marketing Organization; Marketing Strategy; Multi/Omnichannel Marketing
Special thanks to Kelley Gullo, Ph.D. candidate at Duke University, for her support in working with authors on submissions to this program.
More from the Journal of Marketing