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Customer Relationship Management (CRM): A Dichotomy of Online and Offline Activities

Customer Relationship Management (CRM): A Dichotomy of Online and Offline Activities

Kelley O’Reilly, David Paper
Copyright: © 2010 |Pages: 10
ISBN13: 9781615206117|ISBN10: 1615206116|EISBN13: 9781615206124
DOI: 10.4018/978-1-61520-611-7.ch049
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MLA

O’Reilly, Kelley, and David Paper. "Customer Relationship Management (CRM): A Dichotomy of Online and Offline Activities." Encyclopedia of E-Business Development and Management in the Global Economy, edited by In Lee, IGI Global, 2010, pp. 504-513. https://doi.org/10.4018/978-1-61520-611-7.ch049

APA

O’Reilly, K. & Paper, D. (2010). Customer Relationship Management (CRM): A Dichotomy of Online and Offline Activities. In I. Lee (Ed.), Encyclopedia of E-Business Development and Management in the Global Economy (pp. 504-513). IGI Global. https://doi.org/10.4018/978-1-61520-611-7.ch049

Chicago

O’Reilly, Kelley, and David Paper. "Customer Relationship Management (CRM): A Dichotomy of Online and Offline Activities." In Encyclopedia of E-Business Development and Management in the Global Economy, edited by In Lee, 504-513. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-61520-611-7.ch049

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Abstract

By establishing the position that electronic customer relationship management (eCRM) is a form of CRM, this chapter sets out to aid the reader in understanding why CRM and eCRM initiatives are both promising and challenging. By exposing the reader to common CRM literature, the chapter documents how companies can determine the best blended approach to CRM initiatives that balance both online and offline marketing initiatives. Additionally, by considering that each unique customer touch point represents a key market strategy decision, companies can thoughtfully, and with strategic intent, design, develop, and ultimately deploy systems that effectively balance human and computer interaction. By following the suggested guidelines provided for optimizing strategic marketing decisions, companies are more likely to avoid the common pitfalls and barriers to success that have been experienced by others as documented in the literature.

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