La gestión de las relaciones con clientes (CRM) en empresas industrialesNivel de desarrollo y generación de beneficios

  1. Juan Manuel Ramón-Jerónimo 1
  2. Raquel Flórez-López 1
  1. 1 Universidad Pablo de Olavide

    Universidad Pablo de Olavide

    Sevilla, España


DYNA management

ISSN: 2340-6585

Year of publication: 2013

Volume: 1

Issue: 1

Type: Article


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Customer Relationship Management (CRM) allows to face challenges as increasing competition and demand heterogeneity. But CRM does not always generate positive results, and could even deteriorate customer relationships and profitability. Reasons of CRM failure include the lack of an integral framework for measuring the benefits of multiple CRM dimensions. In this paper, a multidimensional measurement model is proposed to analyse the development and success of CRM, based on five groups of benefit drivers: CRM organization (managerial level), CRM organization (human resources), key customer focus, technology-based CRM, and knowledge management. These five dimensions were validated on a sample of 110 data from an on-line survey of Spanish industrial firms. Exploratory factor analysis and cluster analysis were used to identify four groups with different CRM characteristics; in any case, low values for organisational values were obtained. Then, causal relationships between CRM dimensions and CRM benefits were analysed, including valueequity performance indicators (product’s relative quality, service and price), and financial performance indicators (earnings, profitability). Results confirmed a positive relationship between the development of CRM dimensions and performance. In particular, it suggested a key role of organizational factors on CRM financial success, with nonfinancial factors being a necessary but no sufficient condition for firm’s profitability. Besides, the proposed measurement scale could be suitable as a CRM diagnostic tool to easily compute CRM dimensions and benefits. Finally, best practices and clusters identification allows to estimate each firm’s particular competitive position.