A growing body of academic and practitioner literature has highlighted the differences in definitions and approaches to customer relationship management (CRM), suggested frameworks for successful CRM implementation, and provided evidences of CRM success and failure. Such accumulating wisdom might be expected to imbue practice with knowledge of what works better in CRM and to entail, therefore, an improving experience of CRM over time. To date, however, the effect of experience on CRM implementation has not been discussed in literature. This paper studies CRM from the organisational learning perspective. It provides evidence from empirical research conducted among users (firms), consultants, and suppliers (software vendors) about the effect of experience on CRM. The exploratory research findings of this study draw attention to the extent to which firms deploying CRM are sensitive and responsive to what they might learn from their implementation efforts and establish a platform for future research. The paper suggests the need for the two processes of CRM and organisational learning to move in tandem to be mutually beneficial.
- customer relationship management
- organisational learning
- marketing management