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Marketing channels are among the most important elements of any value chain. This is because the bulk of a nation´s manufacturing output flows through them. The intermediaries (e.g., distributors, wholesalers, retailers) constituting marketing channels perform specific distribution functions,such as transportation, storage, sales, financing, and relationship building, better than most manufacturers. Over his distinguished career, Louis P. Bucklin investigated many questions about the structuring and functioning of marketing channels using conceptual, empirical, and microeconomics model-based methodologies. Today, the academic marketing literature contains hundreds of articles that have employed these three broad classes of methodologies to investigate issues of channel intermediaries´ interorganizational relationships, for example, power-dependence, relational outcomes, conflict and negotiations, and manufacturing firms´ channel strategy, for example, channel structure, selection, coordination and control. So far, however, there has been no review of how the three different methodologies have contributed to advancing knowledge across this set of channels research domains.
Customer relationship management (CRM) is one of the most frequently adopted management tools and has received much attention in the literature. From a company-wide perspective, CRM is viewed as a complex process requiring interventions in different company areas. Previous research has already highlighted the pitfalls and failures related to a partial and incomplete view of CRM. This study advances research on CRM by investigating the impact of the relative implementation time according to which interventions are implemented in different areas (customer management, CRM technology, organizational alignment, and CRM strategy) on CRM performance. The results of the empirical study reveal that compared to other critical CRM activities, a later implementation of organizational alignment activities has a negative impact on performance. Further, our results show that CRM implementations do not equally address the areas of customer acquisition, growth, and loyalty, since this clearly depends on company objectives and also on geographical differences.