Title

Marketing metrics' usage : its predictors and implications for customer relationship management

Document Type

Journal article

Source Publication

Industrial Marketing Management

Publication Date

1-1-2011

Volume

40

Issue

1

First Page

139

Last Page

148

Keywords

Marketing metrics, customer relationship management, value-based organizational culture and processes, cross-functional conflict, innovative value proposition

Abstract

This research aims to determine the conditions that foster use of marketing metrics in customer relationship management (CRM) and identify the organizational factors that strengthen/weaken the impact of usage of marketing metrics on CRM performance. Based on the customer value-based theory of the firm and the contingency perspective, a research framework was developed to shed light on the predictor roles of customer value-based organizational culture and processes in determining usage of marketing metrics, and foster an understanding of the moderating roles of marketing-supply chain conflict, and innovative value proposition on the marketing metric-performance relationships. Empirical evidence from a sample of 209 business firms confirmed the main effect that customer value-based organizational culture and processes support a firm's use of marketing metrics that in turn enhance its CRM performance. Notable moderating effects were also identified. Although marketing-supply chain conflict weakens the impact of marketing metrics usage in achieving superior CRM performance, innovative value proposition strengthens the conversion of marketing-metric-related knowledge into superior CRM performance.

DOI

10.1016/j.indmarman.2010.09.002

Print ISSN

00198501

E-ISSN

18732062

Publisher Statement

Copyright © 2010 Published by Elsevier Inc

Access to external full text or publisher's version may require subscription.

Full-text Version

Publisher’s Version

Recommended Citation

Li, L. Y. E. (2011). Marketing metrics' usage: Its predictors and implications for customer relationship management. Industrial Marketing Management, 40(1), 139-148. doi: 10.1016/j.indmarman.2010.09.002