Abstract
Early research and methods concerning customer relationship work often focus on more intuitive approaches to customer management. Many of the initial theories, such as one to one marketing and value-based management, were less analytical in their approach. Likewise, too often companies that have implemented customer relationship management (CRM) systems have done so with an unstructured approach (art) as opposed to a structured and by-the-numbers approach (science). This paper focuses on developing a decision support system (DSS) that allows for better measurement and management of a CRM system.
This paper identifies the core components of a CRM/DSS that generate improvements to decision making in all stages (acquisition, development and retention) of customer relationships. Unlike previous research and discussions on this topic by academics and industry practitioners alike, a cross-functional approach that incorporates different disciplines and departments — such as finance, marketing, risk, operations, market research and technology — is adopted here. An application of a CRM/DSS is then applied to financial services as a case example.
Article PDF
Similar content being viewed by others
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Jackson, T. CRM: From ‘art to science’. J Database Mark Cust Strategy Manag 13, 76–92 (2005). https://doi.org/10.1057/palgrave.dbm.3240280
Revised:
Published:
Issue Date:
DOI: https://doi.org/10.1057/palgrave.dbm.3240280