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Customer Relationship Management (CRM) Metrics: What's the Holdup?
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Author(s): Timothy Shea (University of Massachusetts Dartmouth, USA), Ahern Brown (HDR Inc., USA), D. Steven White (University of Massachusetts Dartmouth, USA), Catharine Curran-Kelly (University of Massachusetts Dartmouth, USA)and Michael Griffin (University of Massachusetts Dartmouth, USA)
Copyright: 2009
Pages: 7
Source title:
Selected Readings on Strategic Information Systems
Source Author(s)/Editor(s): M. Gordon Hunter (University of Lethbridge, Canada)
DOI: 10.4018/978-1-60566-090-5.ch020
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Abstract
Adopting a focus on CRM has been an industry standard for nearly two decades. While evidence suggests that a majority of the attempts to implement CRM systems fail, no single reason for the failures has been identified. Assuming that CRM implementation is an extension of a customeroriented business strategy and assuming successful integration with Enterprise Information Systems such as Enterprise Resource Planning (ERP) systems, the authors contend that the lack of valid and reliable CRM metrics leads to the perception of failed CRM implementation. Only through the development, application, and use of CRM metrics can organizations hope to achieve their CRM goals.
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