The role of attitudinal loyalty in the development of customer relationship management strategy within service firms
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Christopher Fitzgibbon is a research student who holds both a Bachelor and a Masters degree. He has worked in a large chartered accounting firm as well as international retailing and manufacturing firms. His marketing roles include market analysis, market research and loyalty marketing.
Lesley White is an associate professor in Marketing at the Macquarie Graduate School of Management, where she teaches Marketing Management and Services Marketing. Her research interests focus on services quality, e-commerce and CRM; she supervises several PhD students in these fields.
Abstract To facilitate the management of customer relationships, software manufacturers have developed customer relationship management (CRM) systems. These are enterprisewide applications that can provide a single view of any customer’s interactions with the company by tracking communications from both sides, recording purchases and thus developing an understanding of each customer’s preferences. The need to generate behavioural loyalty has been identified as one of the major drivers for implementing CRM systems.1 There is relatively little research on attitudinal loyalty and CRM, however, with the bulk of the research conducted so far being focused on behavioural loyalty. The emphasis on behavioural loyalty has led to CRM being used to develop behavioural loyalty strategies.2 Generally speaking these strategies involve creating loyalty programmes, where incentives are offered to generate repeat purchase, or to sell more of the organisation’s products and services to existing customers. The purpose of this research is to investigate the objectives and strategies of CRM in the finance industry and to compare these with the CRM objectives and strategies found in other service industries. The authors investigate to what degree the development of attitudinal loyalty is a factor in the creation of CRM strategy. This study is a qualitative study made up of 25 one-hour interviews with marketing and CRM managers. These 25 interviews consist of 11 interviews from the finance industry and 14 interviews from other industries as comparators. The results will be presented and contributions, limitations and suggestions for further research discussed. Keywords Attitudinal loyalty, behavioural loyalty, customer relationship management systems, loyalty strategy
INTRODUCTION Lesley White Macquarie Graduate School of Management, Macquarie University, NSW 2109, Australia. Tel: +61 2 9850 8230; e-mail: [email protected]
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Background To facilitate the management of customer relationships, software manufacturers have
Journal of Financial Services Marketing
Vol. 9, 3 214–230
developed customer relationship management systems (CRMs), which are enterprise-wide applications that can provide a single view of any customer’s interactions with the company by tracking communications from both sides,
# Henry Stewart Publications 1479–1846 (2005)
The role of attitudinal loyalty in customer relationship management strategy
recording purchases and thus developing an unde
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