APA 6th Edition Renart, L.G. i Cabré, C. (2008). Paths to continuous improvement of a CRM strategy. Market-Tržište, 20 (1), 61-77. Preuzeto s https://hrcak.srce.hr/53056
MLA 8th Edition Renart, Lluís G. i Carles Cabré. "Paths to continuous improvement of a CRM strategy." Market-Tržište, vol. 20, br. 1, 2008, str. 61-77. https://hrcak.srce.hr/53056. Citirano 19.10.2020.
Chicago 17th Edition Renart, Lluís G. i Carles Cabré. "Paths to continuous improvement of a CRM strategy." Market-Tržište 20, br. 1 (2008): 61-77. https://hrcak.srce.hr/53056
Harvard Renart, L.G., i Cabré, C. (2008). 'Paths to continuous improvement of a CRM strategy', Market-Tržište, 20(1), str. 61-77. Preuzeto s: https://hrcak.srce.hr/53056 (Datum pristupa: 19.10.2020.)
Vancouver Renart LG, Cabré C. Paths to continuous improvement of a CRM strategy. Market-Tržište [Internet]. 2008 [pristupljeno 19.10.2020.];20(1):61-77. Dostupno na: https://hrcak.srce.hr/53056
IEEE L.G. Renart i C. Cabré, "Paths to continuous improvement of a CRM strategy", Market-Tržište, vol.20, br. 1, str. 61-77, 2008. [Online]. Dostupno na: https://hrcak.srce.hr/53056. [Citirano: 19.10.2020.]
Sažetak 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.