Marketing concepts and definitions have remained relatively unchanged until recently. Electronic customer relationship management (e CRM) has forced marketing managers to re-evaluate how, when and to what extent they interact with their customers. This paper is focused on the role of specific marketing concepts and how e CRM has enhanced or altered each concept. Every topic discussed is illustr...

Organizations in practically every industry are now adopting Customer Relationship Management (CRM) systems as a mission-critical business strategy. As CRM systems evolve from mere technology solutions used for capturing customer interactions into strategies aimed at deriving maximum value from them, businesses today realize the importance of these systems in attaining and sustaining competitiv...

Business analytics systems can potentially contribute to firm performance and create competitive advantage. However, these benefits do not always follow from investment in business analytics technology. This paper argues that dynamic capabilities, enabled by business analytics technology, lead to value-creating actions and ultimately to improved firm performance. We develop a theoretical model ...

From 1990 through 1998, First American Corporation (FAC) changed its corporate strategy from a traditional banking approach to a customer relationship-oriented strategy that placed FAC’s customers at the center of all aspects of the company’s operations. The transformation made FAC an innovative leader in the financial services industry. This case study describes FAC’s transformation and the wa...

Automobile industry in Taiwan has the characteristics of capital and technology intensive, strong operation management capability, close relationship supply chain and has played a critical role in the international market. Since there are hundreds of the first-tier suppliers and thousands of the second-tier suppliers, this leads automobile industry to be one of the most important industries in ...

Customer centricity has long been a guiding principle for many businesses. However, it is usually limited to marketing existing products with as strong a customer focus as possible. Corporate strategy remains basically product-centred. Customers typically have a fractured view of an enterprise. Conversely, the enterprise has only a splintered view of the customer, determined by different custom...

Channel management is one of CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contacts with the organization’s multi-channels can occur at several touch points throughout the customer lifec...

This paper studies the effects of customer heterogeneity and strategic behavior on dynamic pricing strategies. We assume that heterogenous customers arrive during a fixed season according to a Poisson process with intensity as a function of price. We obtain an implicit optimal pricing policy by solving a HJB equation. Our results show that optimal prices follow a submartingale (supermartingale)...