Abstract
Customer relationship management can be a costly solution to implement and many of these initiatives fail to deliver their intended results. Several reasons may exist that explain why such programs fail, and this study attempts to explain CRM in terms of its use as a company strategy that when combined with the market orientation of a firm, can lead to improved company performance. By using contingency theory to develop that a "match" between culture and strategy allows a firm to better perform, an attempt will be made to establish a relationship between CRM strategy implementation and market orientation. A methodology whereby U. S. banks where surveyed is described and the results of the hypothesis test reported. Finally, implications and conclusions are provided.
Volume
1
Issue
1
First Page
141
Last Page
150
Rights
© Fort Hays State University
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Recommended Citation
Carpano, Claudio; Martin, Michael Ph.D.; Martin, Mary C. Ph.D.; and Ndofor, Hermann
(2005)
"Performance Implications of Customer Relationship Management Strategy and Market orientation organizational Capabilities,"
Journal of Business & Leadership: Research, Practice, and Teaching (2005-2012): Vol. 1:
No.
1, Article 17.
DOI: 10.58809/LRSG7358
Available at:
https://scholars.fhsu.edu/jbl/vol1/iss1/17
Comments
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