Strategically embedding CRM

Fred Langerak; Peter C. Verhoef

doi:10.1111/j..2003.00289.x

Strategically embedding CRM

Fred Langerak^*
, Peter C. Verhoef

^*Corresponding author for this work

Research output: Contribution to journal › Article › Academic › peer-review

34 Citations (Scopus)

Abstract

Scepticism and disappointment have replaced initial enthusiasm about customer relationship management (CRM). The disappointing results of CRM projects are often related to difficulties that managers encounter in embedding CRM in their strategy and organisation structure. Fred Langerak and Peter C Verhoef believe that distinguishing between strategic and tactical CRM might lead to more effective understanding and implementation of CRM.

Original language	English
Pages (from-to)	73-80
Number of pages	8
Journal	Business Strategy Review
Volume	14
Issue number	4
DOIs	https://doi.org/10.1111/j..2003.00289.x
Publication status	Published - Dec-2003
Externally published	Yes

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title = "Strategically embedding CRM",

abstract = "Scepticism and disappointment have replaced initial enthusiasm about customer relationship management (CRM). The disappointing results of CRM projects are often related to difficulties that managers encounter in embedding CRM in their strategy and organisation structure. Fred Langerak and Peter C Verhoef believe that distinguishing between strategic and tactical CRM might lead to more effective understanding and implementation of CRM.",

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AB - Scepticism and disappointment have replaced initial enthusiasm about customer relationship management (CRM). The disappointing results of CRM projects are often related to difficulties that managers encounter in embedding CRM in their strategy and organisation structure. Fred Langerak and Peter C Verhoef believe that distinguishing between strategic and tactical CRM might lead to more effective understanding and implementation of CRM.

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Strategically embedding CRM

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