Models for Customer Relationship Management

There seem to be some unusual factors relating to the subject. CRM was born of using strategy and process improvement to satisfy targeted customers and enhance sales, but technology has overshadowed the 

In this chapter, we investigate the reasons behind this general lack of positive results from what should be a powerful supply chain tool, as we outline models and techniques for gaining greater benefits from an emphasis on the top-line of the profit and loss (P L) statement. Assistance with this chapter came from Alex Black, Lynette Ferrara, and Patrick Molineux, with particular help coming from Paul Thompson, all partners at CSC Consulting. 

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For instance, it is second natnre for Infoscions to offer a model in response to qneries pertaining to Infosys s strategy. Whether it is their overall PSPD Model, the Global Delivery Model, or the Customer Relationship Model, these models codify bonnds for everyday decisions and actions. For instance, the PSPD Model codifies Infosys s strategic goals. Infosys s CFO and managing director explained ... 

DuPont Canada has developed a new business model that redefines its relationship to its key customers through managing material supply chains. Working with the Ford Motor Company on processes for applying automobile finishes, the firm found it could reduce the amount of paint used, close-loop the painting system, turn waste streams into useful products, and, thereby, develop new ways to generate revenue (GEMI, 2001). 

Supply-Chain Council (see) A nonprofit association of companies interested in supply chain management (SCM). The Council was incorporated in June 1997 as a not-for-profit trade association. The Council offers members an opportunity to improve the effectiveness of supply chain relationships from the customer s customer to the supplier s supplier. Its primary mission is to develop and maintain its Supply-Chain Operations Reference Model, or SCOR. 

In order to assess the impact of contextual control variables on the endogenous constructs, an analysis of covariance (ANCOVA) was conducted for each dependent variable (customer orientation, domain-specific innovativeness, opinion leadership) and each model (with and without empathy as predictor variable), which results in six different analyses. All assumptions for conducting ANCOVAs were met (Keselman et al. 1998 Owen and Froman 1998). The models included the original, hypothesized relationships (covarlates) and control variables for firm and department affiliation (fixed factors 3 firms, 5 department groups (product management, sales, marketing, R D, other)). Only direct effects were modeled. The results of the analyses are shown in Table 20. 

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