Total Quality Management Vol. 21, No.

1, January 2010, 79 92

The TQM extension: Total customer relationship management

Chun-Hsien Sua , August Tsaib and Chu-Ling Hsua
Department of Business Administration, Chang Jung Christian University, 396, Sec.l, Chang Jung Rd, Kway Jen, Tainan, 711, Taiwan, R.O.C; bDepartment of Industrial Engineering & Management, Ching Yun University, No.229, Jianxing Rd., Zhongli City, Taoyuan County 320, Taiwan, R.O.C. From reviewing literature pertaining to customer relationship management (CRM), most research has focused partially on protable customers, customer segmentation, information technology, or value creation. Curry and Kkolou (2004) found that CRM has revealed many aspects that closely resemble the total quality management (TQM) approach. A comprehensive viewpoint put forward in this study is going to propose a concept of total customer relationship management (TCRM). Since ISO 9000 QMS (International Organization for Standardization 9000 Quality Management System) is always available and useful in the eld of TQM implementation, it is introduced offering the framework with ve components. Issues and content pertaining to CRM literature are classied and lodged into these components as elements. The TCRM system, therefore, is composed of ve components and their own elements, as shown in Table 1. It is proposed hopefully to validate CRM activities more effectively, to pursue business excellence in CRM practice, as well as to have CRM become a mission covering all members, resources, processes and endeavours of an organisation. Keywords: ISO 9000; quality management system (QMS); customer relationship management (CRM); total customer relationship management (TCRM)
a

Introduction Day and Van Den Bulte (2002) dene CRM as a cross-functional process for achieving a continuous dialogue with customers, across all their contact and access points, with personalised treatment for the most valuable customers, to increase customer retention and the effectiveness of marketing initiatives. Customer relationship management (CRM) takes a wider view and is an attitude to customers and to the organisation itself, which dynamically integrates sales, marketing and customer care services to create and add value for the company and its customers (Ricardom, 2006). Fletcher and Taplin (2001) dened CRM as a set of business processes and overall policies designed to capture, retain and provide service to customers. Chen and Popovich (2003) proposed that CRM is a coherent and complete set of processes and technologies for managing relationships with current and potential customers and associates of the company, using the marketing, sales and service departments, regardless of the channel of communication. Nykamp (2001) proposed a universal, underlying cycle of activities that should drive all CRM initiatives. They are (1) acquiring and retaining customers; (2) understanding and differentiating customers; (3) interaction and delivery of increased value to customers; and

Corresponding author. Email: s0220@mail.cjcu.edu.tw

ISSN 1478-3363 print/ISSN 1478-3371 online # 2010 Taylor & Francis DOI: 10.1080/14783360903492678 http://www.informaworld.com

80

C.-H. Su et al.

Table 1. The TCRM system and its elements. Framework from ISO 9000 QMS Customer-related processes Existing elements from CRM literature review Adding elements from ISO 9000 QMS (suggested)

Management responsibility

Resource management

Product or service realisation

Measurement, analysis and improvement

(1) Inputs from customers: communication, (1) Review of requirements contact points and decoding related to the product (2) Outputs to customers: customisation, satisfaction and trust, to gain customers loyalty (1) CRM culture (management (1) Planning commitment) (2) Customer focus (2) Responsibility, authority and communication (3) CRM strategy (policy) (3) Management review (1) Human resource (1) Provision of resources (2) Infrastructure with elements of CRM computer system, Internet technology, IT system tools and data warehouses, and IT infrastructure and architecture (3) Work environment (4) Customer knowledge management with elements of good processes and systems to manage customer knowledge, knowledge updating, customer knowledge application and intelligence dissemination (5) Customer knowledge competence with elements of market intelligence, what to know and how to do and e-business applications (1) Production and service provision with (1) Planning of product elements of exibility, aligning products realisation to customers needs, fullling their expectations, building/sustaining trust, as well as facilitating satisfaction and CRM capabilities (2) Design and development (3) Purchasing (4) Control of monitoring and measuring devices (1) Measurement (1) Internal audit (2) Analysis (3) Monitoring and measurement of processes (2) Control of nonconforming products/ services

(4) development and customisation of products and services to meet customers needs. As a cycle, the stages are naturally interdependent and continuous, as shown in Figure 1. To substantiate the preceding CRM denitions and ndings, CRM involves activities of cross-functional processes, continuous dialogue with customers, all contact and access points, as well as increasing customer retention and the effectiveness of marketing initiatives. It also involves a set of business processes and overall policies, integrating

Total Quality Management

81

Figure 1. CRM core cycle of activities (Nykamp, 2001).

sales, marketing and customer care services, as well as a coherent and complete set of processes and technologies for managing relationships. In addition, Curry and Kkolou (2004) concluded that CRM has revealed many aspects that closely resemble the total quality management (TQM) approach. Since ISO 9000 QMS (International Organization for Standardization 9000 Quality Management System) is always available and useful in the eld of TQM implementation, it is introduced offering the framework with ve components. Therefore, the ISO 9000 QMS is proposed to integrate those CRM activities namely total customer relationship management (TCRM) in this research. The validity of ISO 9000 QMS stems, largely, from the fact that the best minds worldwide have contributed to its development and maintenance, and the fact that many companies have reported real business gains because of its implementation (Aldowaisan & Ashraf, 2006). Figure 2 (derived from the ISO 9000 QMS) has a circle in which there are four components: (1) management responsibility; (2) resource management; (3) product or service realisation; and (4) measurement, analysis and improvement. These four components operate and interact in the circle. Furthermore, the circle interacts with and delivers quality products to customers needs (customer focus). Finally, continuous improvement of ISO 9000 QMS produces organisations long-term competitiveness in the quality campaign. This article begins with a review of CRM material and ISO 9000 QMS. Subsequently, the research method structured by the ISO 9000 QMS is constructed. Thirdly, the discussions and results lodging CRM issues and content into ISO 9000 QMS components as elements to become the TCRM system follow, and consequently the conclusions of this study are presented. The TCRM system is constructed hopefully to make CRM activities much more effective. Methods The method of literature review is used in this research to construct the TCRM system. Therefore, publication literature of CRM is compared and reviewed sequentially. As

82

C.-H. Su et al.

Figure 2. ISO 9000 quality management system model.

CRM and ISO 9000 QMS are both concentrated on customer focus, the element of customer-related processes in the component of product or service realisation of ISO 9000 QMS will be treated as an independent component discussed in this research. The twodimensional conceptual framework, constructed as Figure 3, consists of the horizontal dimension that reects the CRM issues and content, and the vertical dimension that depicts the customer-related processes and those ISO 9000 QMS components that are going to be integrated to become the TCRM system. Concisely, the TCRM components being (1) customer-related processes; (2) management responsibility; (3) resource management; (4) product or service realisation; and (5) measurement, analysis and improvement, integrate relevant issues and contents of CRM in them. Discussions and results The TCRM components, into which issues and content pertaining to CRM literature are classied and lodged as elements, including (1) customer-related processes; (2) management responsibility; (3) resource management; (4) product or service realisation; and (5) measurement, analysis, and improvement, will be discussed sequentially through this section.

Figure 3. The TCRM system, integrated from ISO 9000 QMS and CRM.

Total Quality Management

83

Customer-related processes For customer-related processes, business-customer interfaces are divided into two elements inputs from customers, and outputs to customers discussed in this section. Inputs from customers It has been recognised that the study of complaining behaviour has implications for such critical phenomena as brand loyalty and repurchase intentions (Blodgett et al., 1993; Davidow & Leigh, 1998; Day, 1984; LaBarbera & Mazursky, 1983). Stone et al. (1996) proposed that the customer relation can be reinforced by effective customer interaction, including (1) contacts with company staff front line and other; (2) outbound contact management mail, telephone, sales visits and deliveries; and (3) transactions price, value and terms. According to Kutner and Cripps (1997), customers vary in their needs, preferences, buying behaviour and price sensitivity; furthermore, by understanding customer drivers and customer protability, companies can tailor their offerings to maximise the overall value of their customer portfolio. A companys touch (contact) points can include the Internet, email, sales, direct mail, telemarketing operations, call centres, advertising, fax, pagers, stores and kiosks. CRM integrates touch points around a common view of the customer (Eckerson & Watson, 2000). CRM is an active, participatory and interactive relationship between business and customer. The objective is to achieve a comprehensive view of customers, and be able to consistently anticipate and react to their needs with targeted and effective activities at every customer touch point (Piccoli et al., 2003). CRM is an enterprise approach to understanding and inuencing customer behaviour through meaningful communication to improve customer acquisition, customer retention, customer loyalty and customer protability (Swift, 2000). Inputs from customers start with communication at contact points to collect customers information, followed by decoding to meet customers wants. Outputs to customers Overall satisfaction has a strong positive effect on customer loyalty intentions across a wide range of product and service categories (Fornell, 1992; Fornell et al., 1996). For customers, CRM offers customisation, simplicity and convenience for completing transactions, regardless of the channel used for interaction (Gulati & Garino, 2000). CRM is a customer-focused business strategy that aims to increase customer satisfaction and customer loyalty by offering a more responsive and customised service to each customer (Croteau & Li, 2003). CRM is the process of acquiring, retaining and growing protable customers. It requires a clear focus on the service attributes that represent value to the customer and create loyalty (Handen, 2000). Reinartz et al. (2003) suggested CRM applications are likely to have an effect on customer satisfaction for at least the following reasons: customisation, perceived quality of the offering, reliability of consumption experiences, and managing customer relationships more effectively. Trust is an important feature or aspect in the building and development of quality relationships through a process of making and keeping promises (Dwyer et al., 1987; Gronroos, 1990; Hewett & Bearden, 2001). In addition, trust is a key factor affecting commitment to the business relationship especially in international partnerships (Mudambi & Aggarwal, 2003). According to Berry (1995), relationship marketing is built on the foundation of trust. In relation to customer loyalty, Reichheld and Schefter (2000) highlight the importance of trust in that to gain loyalty of customers, you must rst gain trust.

84

C.-H. Su et al.

Outputs to customers start with customisation, satisfaction and trust, then gain more by customers loyalty. Results In the component of customer-related processes, ISO 9000 QMS has elements of (1) determination of requirements related to the product/service; (2) review of requirements related to the product; and (3) customer communication, while CRM has two aspects to focus on inputs from customers with elements of communication, contact points and decoding as well as outputs to customers with elements of customisation, satisfaction and trust to gain customers loyalty. Therefore, this review reveals that the TCRM system could reinforce CRM by adding the ISO 9000 QMS element of review of requirements related to the product. Management responsibility For management responsibility, elements of CRM culture and strategy and results are discussed in this section. CRM culture Relationship management requires a strategic change from a product or process-focused culture towards a customer-focused culture (Christopher et al., 1991; Peck, 1995; Ryals & Knox, 2001). To meet customer expectations, it is necessary to develop a culture that is customer oriented. Customer orientation (focus) is a type of organisational culture and it makes organisations more responsive to customer needs (Deshpande & Webster, 1989). Furthermore, a customer-oriented culture is essential for the quality and extension of customer-knowledge creation and dissemination, as well as the implementation of a relationship-management strategy (Tzokas & Saren, 2004). Strategy The core issue of a strategic plan is determining the rms long-term policy for managing customer relationships to increase overall prots (Peltier & Schribrowsky, 1997). A CRM business strategy includes marketing, operations, sales, customer service, human resources, R&D and nance, as well as information technology and the Internet to maximise the protability of customer interactions (Chen & Popovich, 2003). Formulating CRM strategies can also create valuable marketing opportunities, increase customer value and enhance customer satisfaction in the pursuit of business excellence (Lin & Su, 2003). A strategy stressing the allocation of the companys sales and marketing resources to some customers more than others should be based on careful analyses of customer protability and how different kinds of customer portfolios affect marketing and sales effectiveness and corporate performance (Raaij et al., 2003). Although CRM requires a cross-functional approach, when different departments are involved in strategy development, special emphasis should be placed on the alignment and integration of business strategy (Payne & Frow, 2005). Furthermore, CRM is a customer-focused business strategy that dynamically integrates sales, marketing and customer care services in order to create and add value for the company and its customers. In addition, creating an effective system for managing relationships means companies need to radically change their own behaviour and dene a real CRM strategy (Chalmeta, 2006).

Total Quality Management

85

Results In the component of management responsibility, ISO 9000 QMS has elements of (1) management commitment; (2) customer focus; (3) quality policy; (4) planning; (5) responsibility, authority and communication; as well as (6) management review, while CRM only has elements of (1) CRM culture (management commitment); (2) customer focus; and (3) CRM strategy (policy). Therefore, this review reveals that the TCRM system could reinforce CRM by adding some ISO 9000 QMS elements of (1) planning; (2) responsibility, authority and communication; and (3) management review. Resource management For resource management, elements of human resource, infrastructure, work environment, customer knowledge management, customer knowledge competence, and results are discussed in this section. Human resource The companys people are, ultimately, the key to the whole CRM strategy. They are the part that determines its success or failure and they must not be undervalued. It is therefore fundamental that they know about the project and resolve their fears, worries and doubts before it is implemented (Chalmeta, 2006). Infrastructure The key to designing a CRM computer system is the intelligent integration of technological and functional components that allow a connection between the front ofce (sales, marketing and customer service) and back ofce (nancial, logistics, warehousing, accounting, human resources, and so forth) systems (Strauss & Frost, 2002). Arnott and Bridgewater (2002) suggest that Internet interactivity increases marketers ability to understand customer behaviour, which can help them offer products or services according to what customers want. Companies that do not take advantage of Internet technology are viewed as not delivering value added services to their customers, so are at a competitive disadvantage. Boyle (2001) further reported that the effect of adopting Internet technology as a substitute for a traditional channel of the buyer seller relationship has increased. In addition, Bradshaw and Brash (2001) found companies become more efcient in managing relationships with the use of Internet technology. Some researchers present information technology (IT) as a key element, even the core of CRM. They claim that the Internet and other IT tools enable relationship marketing. This is particularly stressed by the term e-CRM, where data mining offers new opportunities to store and integrate customer and other information and use it to innovate in marketing strategies (Eggert & Fassot, 2001). The IT architecture determines which information systems support and manage business processes, and how information systems interact with each other. This includes front-ofce applications and back-ofce systems. Integration of enterprise resource-planning systems is necessary to support business processes effectively (Brown & Gulycz, 2001). Also, information technology system tools and data warehouses must be accessible to all employees to allow them to analyse customer data accurately, including analysing customers purchasing behaviour (Woodcock et al., 2003). To support customer and business processes a well-organised IT infrastructure and architecture is needed to communicate effectively through the

86

C.-H. Su et al.

whole organisation (Zikmund et al., 2003). A CRM IT solution combines the acquisition of customer information from the company with the application of a series of technologies for managing that information and converting it into business knowledge (like data warehousing/OLAP (Chalmeta & Grangel, 2005)). Work environment Stone et al. (1996) proposed that the customer relation could be reinforced by effective customer interaction with the physical service environment. Customer knowledge management Koenig and Srikantaiah (2000) believed that having good processes and systems to manage customer knowledge is important. CRM involves (1) acquiring and continuously updating knowledge about customer needs, motivations and behaviour over the lifetime of the relationship; and (2) applying customer knowledge to continuously improve performance through a process of learning from successes and failures (Gebert et al., 2002). Any intelligence that has a potential bearing on the outcome of buyer seller interactions is considered especially valuable (e.g. customer value drivers, changing preferences, cross-selling opportunities, etc.). Finally, any intelligence that is generated needs to be disseminated to all members of the organisation who either have direct contact with the customers (i.e. boundary-spanners) or have an inuence over the marketing mix elements of a rms operations (Campbell, 2003; Ryals & Knox, 2001). Customer knowledge competence Some CRM literature suggests that the requisite market intelligence is generated through the effective execution of a knowledge management process (Campbell, 2003; Crosby & Johnson, 2001; Fahey et al., 2001; Massey et al., 2001; Plakoyiannaki & Tzokas, 2002; Stefanou & Sarmaniotis, 2003) and that the resulting intelligence is utilised to build the prot maximising portfolio of customer relationships by enabling rms to select the right customers, prioritise relationships, and productively manage interactions with them (Hansotia, 2002; Hirschowitz, 2001; Reinartz et al., 2003; Rigby et al., 2002). Possessing customer knowledge will assist an organisation to access new customer segments, achieve greater customer loyalty among its clientele, and provide customised products or services that mirror customers needs (Croteau & Li, 2003). What do managers need to know about their customers and how is that information used to develop a complete CRM perspective? Winer (2001) proposed a CRM model which consists of seven basic components comprising (1) a database of customer activity; (2) analyses of the database; (3) given the analyses, decisions about which customers to target; (4) tools for targeting the customers; (5) how to build relationships with the targeted customers; (6) privacy issues; and (7) metrics for measuring the success of the CRM programme. Campbell (2003) conceptualises customer knowledge competence as being composed of four organisational processes, which are (1) a customer information process; (2) marketing IT interface; (3) senior management involvement; and (4) employee evaluation and reward systems that generate and integrate customer knowledge within the organisation. CRM belongs to e-business applications which are developing fast not only thanks to new possibilities brought by technology, but also thanks to changing attitudes and expectations of customers. It is not enough to listen carefully to the customer requirements; it

Total Quality Management

87

is important to cooperate with them, i.e. give them the opportunity to take part in new products and services creation by motivating them to communicate and help dene new products and services (Dohnal, 2001). Results In the component of resource management, ISO 9000 QMS has elements of (1) provision of resources; (2) human resources; (3) infrastructure; and (4) work environment, while CRM has ve aspects being (1) human resource; (2) infrastructure with elements of CRM computer system, Internet technology, IT system tools and data warehouses, and IT infrastructure and architecture; (3) work environment; (4) customer knowledge management with elements of good processes and systems to manage customer knowledge, knowledge updating, customer knowledge application and intelligence dissemination; and (5) customer knowledge competence with elements of market intelligence, what to know and how to do, and e-business applications. Therefore, this review reveals that the TCRM system could reinforce CRM by adding the ISO 9000 QMS element of provision of resources. Product or service realisation In this section, the element of Production and service provision and its results are discussed. Production and service provision Flexibility is helpful to establish a one-to-one customer relationship. This also brings endto-end business solutions to ensure long-term success in managing customer relationships based on ongoing learning with the help of information (Dwivedi & Momaya, 2003). The creation of long-term customer relationships depends upon continually aligning products to customers needs, fullling their expectations, building/sustaining trust and facilitating satisfaction (Harness & Harness, 2004). In general, CRM capabilities refer to the mix of human, physical (including technological) and organisational resources that enable rms to execute the knowledge and interaction management processes. In other words, the management must decide whether the rm can execute the CRM processes as they have been specied given the rms current mix of resources (Zablah et al., 2004). Results In the component of product or service realisation, ISO 9000 QMS has elements of (1) planning of product realisation; (2) customer-related processes; (3) design and development; (4) purchasing; (5) production and service provision; as well as (6) control of monitoring and measuring devices, while CRM has only a component of production and service provision with elements of exibility, aligning products to customers needs, fullling their expectations, building/sustaining trust, as well as facilitating satisfaction and CRM capabilities. Therefore, this review discloses that the TCRM system could reinforce CRM by adding some ISO 9000 QMS elements of (1) planning of product realisation; (2) design and development; (3) purchasing; and (4) control of monitoring and measuring devices, while customer-related processes has been an independent TCRM component.

88

C.-H. Su et al.

Measurement, analysis and improvement For measurement, analysis and improvement, elements of measurement and analysis, monitoring and measurement of processes, improvement and results are discussed in this section. Measurement and analysis The three customer metrics are customer retention rate, customer satisfaction and customer protability (Jutla et al., 2001). These are considered strong predictors for behavioural variables such as repurchase intentions, word-of-mouth recommendations or loyalty (Eggert & Ulaga, 2002). CRM involves (Gebert et al., 2002) measuring both inputs across all functions including marketing, sales and service costs and outputs in terms of customer revenue, prot and value. Storbacka (1997) proposes a two-dimensional segmentation based on protability and volume. Firms can subsequently develop segment-specic service concepts, based on the sales volume and protability of customers (Zeithaml et al., 2001). Moreover, a classication based on volume and protability can provide direction for customer retention and customer development programmes, particularly when future sales potential is also taken into consideration. Reichheld (2001) argues that customer retention has a link to a rms long-term protability. At customer level, the concept of customer protability may be dened as the income less costs that a specic customer generates over a given period of time. So dened, customer protability refers to a suppliers value of having a specic customer, and not to the customers value of having a specic supplier. Knie-Andersen (2001) proposed two types of customer protability. One is accounting-based in the sense that customer protability is calculated on the basis of the income statement of the enterprise, while the other one solely consists in customer protability being the protability derived from the single customer. Customer loyalty is affected by perceived value, trust, habit and customer satisfaction; customer satisfaction was found to play a crucial intervening role in the relationship of perceived value and trust to loyalty (Lin & Wang, 2006). Monitoring and measurement of processes CRM is a continuous process to trace and develop a responsive path for obtaining value from customers, as well as creating value for customers, according to changes in industrial conditions (Wang & Hong, 2006). Improvement Gebert et al. (2002) dened improvement as applying customer knowledge to continuously improve performance through a process of learning from successes and failures. Results In the component of measurement, analysis and improvement, ISO 9000 QMS has elements of (1) monitoring (internal audit) and measurement; (2) monitoring and measurement of processes; (3) control of non-conforming products; (4) analysis of data; and (5) improvement, while CRM has elements of (1) measurement; (2) monitoring and

Total Quality Management

89

measurement of processes; (3) analysis of data; and (4) improvement. Therefore, this review uncovers that the TCRM system could reinforce CRM by adding some ISO 9000 QMS elements of (1) internal audit; and (2) control of non-conforming products/ services. Conclusions Summarising the results of the discussions of the TCRM components, Table 1 shows the TCRM system and its elements. In this table, there are two types of elements listed, named Elements from CRM literature review and Adding elements from ISO 9000 QMS (suggested). The former are collected from literature review in the CRM world, whereas the latter are suggested from elements of ISO 9000 QMS that have not been found in reviewing CRM literature in this article. The TCRM system starts with the ISO 9000 QMS framework accompanying the CRM literature review to construct the whole picture. There are some limitations because not all research papers pertaining to CRM can be reviewed in this study. Therefore, elements reside in these TCRM components that could be decient in the real world of CRM. Consequently, the framework of the TCRM system has been constructed in this research. Industries, companies, leadership, time, geography, and so forth could vary elements lodged in this TCRM system. Any user could add or simplify elements of this constructed TCRM system to t his/her needs hopefully to validate CRM activities much more effectively, to pursue business excellence in CRM practice, as well as to have CRM become a mission covering all members, resources, processes and endeavours of an organisation. References
Aldowaisan, T.A., & Ashraf, Y.S. (2006). An ISO 9001:2000-based framework for realizing quality in small businesses. Omega, 34, 231235. Arnott, D.C., & Bridgewater, S. (2002). Internet, interaction and implications for marketing. Marketing Intelligence and Planning, 20, 8695. Berry, L. (1995). Relationship marketing of services: Growing interest, emerging perspectives. Journal of the Academy of Marketing Science, 23, 236245. Blodgett, J.G., Granbois, D.H., & Walters, R.G. (1993). The effects of perceived justice on complainants negative word-of-mouth behavior and repatriate intentions. Journal of Retailing, 69, 399427. Boyle, B.A. (2001). The internet in industrial channels: Its use in (and effects on) exchange relationships. Journal of Business and Industrial Marketing, 16, 452469. Bradshaw, D., & Brash, C. (2001). Managing customer relationships in the e-business world: How to personalize computer relationships for increased protability. International Journal of Retail & Distribution Management, 29, 520529. Brown, S.A., & Gulycz, M. (2002). Performance-driven CRM. Toronto: John Wiley & Sons. Campbell, A.J. (2003). Creating customer knowledge competence: Managing customer relationship management programs strategically. Industrial Marketing Management, 32, 375383. Chalmeta, R. (2006). Methodology for customer relationship management. Journal of Systems and Software, 79, 10151024. Chalmeta, R., & Grangel, R. (2005). Performance measurement systems for virtual enterprise integration. Computer Integrated Manufacturing, 18, 7384. Chen, I.J., & Popovich, K. (2003). Understanding customer relationship management (CRM): People, process and technology. Business Process Management Journal, 9(5), 672687. Christopher, M., Payne, A., & Ballantyne, D. (1991). Relationship marketing. Oxford: ButterworthHeinemann. Crosby, L.A., & Johnson, S.L. (2001). The democratization of data. Marketing Management, 10, 89.

90

C.-H. Su et al.

Croteau, A.M., & Li, P. (2003). Critical success factors of CRM technological initiatives. Canadian Journal of Administrative Sciences, 20, 2134. Curry, A., & Kkolou, E. (2004). Evaluating CRM to contribute to TQM improvement: A cross-case comparison. The TQM Magazine, 16, 314324. Davidow, M., & Leigh, J.H. (1998). The effects of organizational complaint responses on consumer satisfaction, word-of-mouth activity, and repurchase intentions. Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior, 11, 91102. Day, G.S., & Van den Bulte, C. (2002). Superiority in customer relationship management: Consequences for competitive advantage and performance. (Working paper) The Wharton School, University of Pennsylvania, pp. 149. Day, R.L. (1984). Modeling choices among alternative responses to dissatisfaction. In T.C. Kinnear (Ed.), Advances in consumer research. (Vol. 11, pp. 496 499). Ann Arbor, MI: Association for Consumer Research. Deshpande, R., & Webster, F.E. (1989). Organizational culture and marketing: Dening the research agenda. Journal of Marketing, 53(1), 315. Dohnal, J. (2001). CRM and customer centric culture. From Idea to Knowledge, Frontiers of e-Business Research, 59 70. Dwivedi, R., & Momaya, K. (2003). Stakeholder exibility in e-business environment: A case of an automobile company. Global Journal of Flexible Systems Management, 4, 2132. Dwyer, F.R., Schurr, P.H., & Oh, S. (1987). Developing buyer seller relationship. Journal of Marketing, 51, 1127. Eckerson, W., & Watson, H. (2000). Harnessing customer information for strategic advantage: Technical challenges and business solutions (Special Report). Chatsworth, CA: The Data Warehousing Institute. Eggert, A. & Fassot, G. (2001). Electronic customer relationship management. Stuttgart. Eggert, A., & Ulaga, W. (2002). Customer perceived value: A substitute for satisfaction in business markets? Journal of Business & Industrial Marketing, 17(2/3), 107118. Fahey, L., Srivastava, R., Sharon, J.S., & Smith, D.E. (2001). Linking e-business and operating processes: The role of knowledge management. IBM Systems Journal, 40(4), 889907. Fletcher, D.S., & Taplin, I.M. (2001). Understanding organizational evolution: Its impact on management and performance. Westport, CT: Greenwood Press. Fornell, C. (1992). A national customer satisfaction barometer: The Swedish experience. Journal of Marketing, 56, 622. Fornell, C., Johnson, M.D., Anderson, E.W., Cha, J., & Everitt-Bryant, B. (1996). The American customer satisfaction index: Nature, purchase, and ndings. Journal of Marketing, 60, 718. Gebert, H., Geib, M., Kolbe, L., & Riempp, G. (2002). Towards customer knowledge management: Integrating customer relationship management and knowledge management concepts. The Second International Conference on Electronic Business (pp. 262272), Taipei, Taiwan, December 10 13. Gronroos, C. (1990). Service management and marketing: Managing the moment of truth in service competition. Lexington, MA: Lexington Books. Gulati, R., & Garino, J. (2000). Get the right mix of bricks & clicks. Business Review, 78(3), 107114. Handen, L. (2000). Putting CRM to work: The rise of the relationship. Toronto: Wiley. Hansotia, B. (2002). Gearing up for CRM: Antecedents to successful implementation. Journal of Database Marketing & Customer Strategy Management, 10, 121132. Harness, D.R., & Harness, T. (2004). The new customer relationship management tool product elimination. Service Industries Journal, 24(2), 6780. Hewett, K., & Bearden, W.O. (2001). Dependence, trust, and relational behavior on the part of foreign subsidiary marketing operations: Implications for managing global marketing operations. Journal of Marketing, 65, 5166. Hirschowitz, A. (2001). Closing the CRM loop: The 21st century marketers challenge: Transforming customer insight into customer value. Journal of Targeting, Measurement and Analysis for Marketing, 10(2), 168178. Injazz, D., & Karen, P. (2004). Understanding customer relationship management (CRM): People, process and technology. Retrieved from http://www.emeraldinsight.com/1463-7154.htm

Total Quality Management

91

Jutla, D., Craig, J., & Bodarik, P. (2001). Enabling and measuring electronic customer relationship management readiness. In Proceedings of the 34th Annual Hawaii International Conference on System Sciences Organizational Systems and Technologies Track (pp. 110), Mavi, Hawaii, January 36, 2001. Knie-Andersen, M. (2001). The relationship between customer satisfaction, customer loyalty and customer protability. Denmark: University of Aarhus. Koenig, M.E., & Srikantaiah, T.K. (2000). The evolution of knowledge management. In M.E. Koenig & T.K. Srikantaiah (Eds.), Knowledge management of the information professional. ASIS Monograph Series (pp. 23 36). Medford, NJ: Information Today for American Society for Information Science. Kutner, S., & Cripps, J. (1997). Managing the customer portfolio of healthcare enterprises. The Healthcare Forum Journal, 40(5), 5254. LaBarbera, P., & Mazursky, D. (1983). A longitudinal assessment of consumer satisfaction/dissatisfaction: The dynamic aspect of the cognitive process. Journal of Marketing Research, 20, 393404. Lin, H.H., & Wang, Y.S. (2006). An examination of the determinants of customer loyalty in mobile commerce contexts. Information & Management, 43, 271282. Lin, Y., & Su, H. (2003). Strategic analysis of customer relationship management: A eld study on hotel enterprises. Total Quality Management & Business Excellence, 14, 715731. Massey, A.P., Montoya-Weiss, M.M., & Holcom, K. (2001). Re-engineering the customer relationship: Leveraging knowledge assets at IBM. Decision Support Systems, 32, 155170. Mudambi, S., & Aggarwal, R. (2003). Industrial distributors: Can they survive in the new economy? Industrial Marketing Management, 32, 317325. Nykamp, M. (2001). The customer differential: The complete guide to implementing. New York: AMACOM. Payne, A., & Frow, P. (2005). A strategic framework for customer relationship management. Journal of Marketing, 69(4), 167176. Peck, H. (1995). Building customer relationships through internal marketing: A review of an emerged eld. In A. Payne (Ed.), Advances in relationship marketing. London: Kogan. Peltier, J.W., & Schribrowsky, J.A. (1997). The use of need-based segmentation for developing segment-specic direct marketing strategies. Journal of Direct Marketing, 11(4), 5362. Piccoli, G., Oconnor, P., Capaccioli, C., & Alvarez, R. (2003). Customer relationship management a driver for change in the structure of the US lodging industry. Cornell Hotel and Restaurant Administration Quarterly, 61, 6173. Plakoyiannaki, E., & Tzokas, N. (2002). Customer relationship management: A capabilities portfolio perspective. Journal of Database Marketing & Customer Strategy Management, 9, 228237. Raaij, E.M.V., Vernooij, M.J.A., & van Triest, S. (2003). The implementation of customer protability analysis: A case study. Industrial Marketing Management, 32(7), 573583. Reichheld, F.F. (2001). Loyalty rules: How todays leaders build lasting relationships. Boston, MA: Harvard Business School Press. Reichheld, F.F., & Schefter, P. (2000). E-loyalty: Your secret weapon on the web. Harvard Business Review, 78(4), 105113. Reinartz, W.J., Krafft, M., & Hoyer, W.D. (2003). Measuring the customer relationship management construct and linking it to performance outcomes. Working Paper Series of the Teradata Center for Customer Relationship Management, Duke University. Ricardom, C. (2006). Methodology for customer relationship management. The Journal of Systems and Software, 79, 10151024. Rigby, D.K., Reichheld, F.F., & Schefter, P. (2002). Avoid the four perils of CRM. Harvard Business Review, 80(2), 101109. Ryals, L., & Knox, S. (2001). Cross-functional issues in the implementation of relationship marketing through customer relationship management. European Management Journal, 19, 534542. Stefanou, C.J., & Sarmaniotis, C. (2003). CRM and customer-centric knowledge management: An empirical research. Business Process Management Journal, 9(5), 617634. Stone, M., Woodcock, N., & Wilson, M. (1996). Managing the change from marketing planning to customer relationship management. Long Range Planning, 29(5), 675683.

92

C.-H. Su et al.

Storbacka, K. (1997). Segmentation base on customer protability: A retrospective analysis of retail bank customer base. Journal of Marketing Management, 13, 479492. Strauss, J., & Frost, R. (2002). Customer relationship management, e-marketing (2nd ed.). New York: Prentice Hall. Swift, R.S. (2000). Accelerating customer relationships using CRM and relationship technologies. Upper Saddle River, NJ: Prentice Hall. Tzokas, N., & Saren, M. (2004). Competitive advantage, knowledge and relationship marketing: Where, what and how? Journal of Business and Industrial Marketing, 19, 124135. Wang, H.F., & Hong, W.K. (2006). Managing customer protability in a competitive market by continuous data mining. Industrial Marketing Management, 35, 715723. Winer, R.S. (2001). A framework for customer relationship management. California Management Review, 43(4), 89105. Woodcock, N., Stone, M., & Foss, B. (2003). The customer management scorecard. London: Kogan Page. Zablah, A.R., Bellenger, D.N., & Johnston, W.J. (2004). An evaluation of divergent perspectives on customer relationship management: Towards a common understanding of an emerging phenomenon. Industrial Marketing Management, 33(6), 475489. Zeithaml, V.A., Rust, R., & Lemon, K. (2001). The customer pyramid: Creating and serving protable customers. California Management Review, 43(4), 118142. Zikmund, W.G., McLeod Jr, R., & Gilbert, F.W. (2003). Customer relationship management. New York: John Wiley & Sons.

Copyright of Total Quality Management & Business Excellence is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.