DEVELOPING RELATIONSHIP MARKETING THROUGH THE IMPLEMENTATION OF CUSTOMER RELATIONSHIP MANAGEMENT TECHNOLOGY
Keith Thompson,
Cranfield University, Silsoe Lynette Ryals, School of Management, Cranfield University, Simon Knox, School of Management , Cranfield University,

Cranfield, Bedford, MK43 0AL.
Tel: +44 (0)1234 751122; Email: s.knox@cranfield.ac.uk Stan Maklan, CSC Computer Sciences Corporation, Farnborough, Hants, GU1 7LS

Abstract
Customer Relationship Management (CRM) has its roots in relationship marketing which is based in turn on the formative work of Berry (1983) and the IMP Group (see e.g. Ford, 1990). Its purpose is to integrate marketing, sales and service functions through business process automation, technological solutions and information resources to maximise each customer contact. In this way CRM systems facilitate relationships among enterprises, their customers, suppliers and employees and so provide the technological means to put relationship marketing philosophy into practice. Organisations that fail to keep up with competitors’ CRM capabilities risk being seriously disadvantaged. However, the use of technology on its own is not sufficient and firms must combine developments in IT with a philosophy that calls for the re-organisation of the entire firm around its customers. This shift will not be easily achieved. Our purpose, based on collaborative Cranfield/CSC Computer Sciences Corporation studies, is to identify the pitfalls, and offer advice on the successful imp lementation of CRM systems in support of relationship marketing strategies, including an audit of the organisation’s readiness to proceed.

Introducton
Key principles involved in relationship marketing include gathering, co-ordinating and analysing accurate data on customers, and the development of marketing strategies that personalise the relationship and maximise the benefit to the organisation by focussing greater resources on higher value. Peppers, Rogers and Dorf