APA 6th Edition Renart, L.G. & Cabré, C. (2008). Paths to continuous improvement of a CRM strategy. Market-Tržište, 20 (1), 61-77. Retrieved from https://hrcak.srce.hr/53056
MLA 8th Edition Renart, Lluís G. and Carles Cabré. "Paths to continuous improvement of a CRM strategy." Market-Tržište, vol. 20, no. 1, 2008, pp. 61-77. https://hrcak.srce.hr/53056. Accessed 22 Oct. 2020.
Chicago 17th Edition Renart, Lluís G. and Carles Cabré. "Paths to continuous improvement of a CRM strategy." Market-Tržište 20, no. 1 (2008): 61-77. https://hrcak.srce.hr/53056
Harvard Renart, L.G., and Cabré, C. (2008). 'Paths to continuous improvement of a CRM strategy', Market-Tržište, 20(1), pp. 61-77. Available at: https://hrcak.srce.hr/53056 (Accessed 22 October 2020)
Vancouver Renart LG, Cabré C. Paths to continuous improvement of a CRM strategy. Market-Tržište [Internet]. 2008 [cited 2020 October 22];20(1):61-77. Available from: https://hrcak.srce.hr/53056
IEEE L.G. Renart and C. Cabré, "Paths to continuous improvement of a CRM strategy", Market-Tržište, vol.20, no. 1, pp. 61-77, 2008. [Online]. Available: https://hrcak.srce.hr/53056. [Accessed: 22 October 2020]
Abstracts The concept of relationship marketing has led to a paradigm change in marketing. Over the last few decades, numerous studies have analyzed the impact of customer relationship management (CRM) programs on customer satisfaction and loyalty. Quite a few CRM programs have been found to have little or no impact. Having already published several articles and cases on the subject, in this paper we set out to answer the following question: assuming a company already has a reasonably successful CRM strategy in place, how can it continuously adapt and improve that strategy? Our recommendation is that such companies implement a continuous improvement process at four different but complementary levels: first, review and reinforce the company’s mission, culture and values; second, reconsider and, if necessary, redesign the CRM strategy; third, manage the various relationship-building activities more effectively; and lastly, review and, if necessary, improve the quality of material and human resources, program execution and process governance. A systematic review of these four levels or “paths” of improvement should help generate and maintain high quality relationships over time.