Review of Literature:: 1: CRM Is The Outcome of The Continuing Evolution and Integration

Review of Literature:
Paul Gray, Professor, Information Science Claremont Graduate School and Jongbok Byun ,Claremont
Graduate School, March 2001; CUSTOMER RELATIONSHIP MANAGEMENT: University of California,
Irvine ,3200 Berkeley Place, Irvine, CA, 92697-4650 ,www.crito.uci.edu studied factors like
information technologies for CRM, drivers for CRM applications, return of Investment of
implementations and investigated that :-
1: IT factor is important in all the four key CRM tasks of identification, differentiation,
Interaction and customization.
2: Competition for the customers among the companies is the main driver of opting for
CRM.
3: The implementation cost of CRM depends on the industry, project size, and
Application requirement. According to Gartner Group, the average implementation
cost of CRM can be between $15,000 and $35,000 per user in a three-year project.
Gary B. Grant and Greg Anderson,2002, Customer Relationship Management: A Vision for Higher
Education; Publication of EDUCAUSE and NACUBO studied the CRM in higher education and
investigated that the notion of effective customer information management as a productivity issue
is being replaced by the need for effective customer management as a competitive advantage.
William Boulding, Richard Staelin, Michael Ehret, & Wesley J. Johnston

Journal of Marketing, Vol. 69 (October 2005), 155–166; A Customer Relationship Management
Roadmap: What Is Known, Potential Pitfalls, and Where to Go?
Studied and described that:
1: CRM is the outcome of the continuing evolution and integration

of marketing ideas and newly available data, technologies,
and organizational forms.
2: Holding fixed the level of CRM investment, the effectiveness

of CRM activities depends on how CRM is integrated
with the firm’s (a) existing processes and (b) preexisting
capabilities.
3: Effective CRM implementation does not necessarily

require sophisticated analyses, concepts, or technology.
4: The successful implementation of CRM requires that firms

carefully consider issues of consumer trust and privacy.
5: Successful implementation of CRM requires that firms

incorporate knowledge about competition and competitive
reaction into CRM processes.
6: Effective CRM implementation requires coordination of

channels, technologies, customers, and employees.
Emmanuella Plakoyiannaki, Nikolas Tzokas, Pavlos Dimitratos and Michael Saren; 2 March 2008 ;
How Critical is Employee Orientation for Customer Relationship Management? Insights from a Case
Study; Journal of Management Studies 45:2 March 2008 ; doi: 10.1111/j.1467-
6486.2007.00740.x ; Aristotle’s University; University of East Anglia; Athens University of
Economics and Business, and University of Glasgow; University of Leicester ; © Blackwell
Publishing Ltd 2007. Published by Blackwell Publishing, 9600 Garsington Road, Oxford, OX4 2DQ,
UK and 350 Main Street, Malden, MA 02148, USA.
This paper study the interface of employee orientation and the Customer Relationship Management
(CRM) process based on an in-depth case study of a leading firm in the UK automotive services
Sector and investigated that Employee orientation is embedded in the Organizational Culture (OC)
of any company and manifested through its key elements, notably assumptions, values, behaviors
and artifacts. CRM consists of four organizational activities: strategic planning ,information, value
creation, and performance measurement sub-processes. Based on the case study evidence, the
widely postulated link between CRM success and employee orientation is empirically supported
and the mechanisms underlying this association elucidated.
Sabine Flambard-Ruaud, JULY - SEPTEMBER 2005;Page 53-63 ; Relationship Marketing in

Emerging Economies: Some Lessons for the Future; VIKALPA • VOLUME 30 • NO 3 • JULY -
SEPTEMBER 2005 this paper studied the importance of customer oriented marketing strategy in
emerging market structure and investigated that ; fundamental changes in the market environment
have forced marketers to reconsider marketing strategies. The transaction oriented marketing
strategy is not suitable is today’s changed market environment and therefore firms need to have or
establish customer oriented marketing strategy if they want to compete & survive in today’s
market.
Adrian Palmer, De Montfort University, Leicester, UK, 1994 ; Relationship Marketing: Back to
Basics? ;Journal of Marketing Management, 1994, 10, 571-579 ; 0267-257X/94/070571 +09
$08.00/0 ; published by © 1994 The Drj'den Press ; This paper recognizes that the need to
develop long-term relationships between an organization and its customers is becoming greater
and investigated that Relation marketing is a older concept . Owners of small businesses have often
been able through personal contact to know the needs of their customers very well, so that they
could suggest appropriate offers to them individually, or could assess what level of credit to trust
them with. As the size of organizations has grown, relationship building based on personal contacts
has became more difficult to achieve. Interest in rediscovering the ability to know customers
through relationship marketing has come about as a result of increasingly competitive
marketplaces resulting in good products and service alone being inadequate for a company to gain
competitive advantage.
Don Peppers, Martha Rogers, and Bob Dorf; January-February 1999; IS YOUR COMPANY READY
FOR ONE-TO-ONE MARKETING? ; Managers tool kit; HARVARD BUSINESS REVIEW; Page 151-160;
studied that why one to one marketing is important and beneficial to the organization and find out
that Relationship marketing is grounded in the idea of establishing a learning relationship with
each customer, starting with most valuable ones. The customer tells company some need, and
company can customize its product or service to meet it. Every interaction and modification
improves companies ability to fit its product to this particular customer.
Herb Edelsident ,President Two Crows Corporation ; Building Profitable Customer Relation With
Data Mining ; study that after building your customer information and marketing data warehouse
how to make use of the data it contains ?And describes the various aspects of analytical CRM and
shows how it is used to manage the customer life cycle more cost effectively.
Ranjay Gulati and James B Oldroyd ; APRIL 2005 ; The Quest for Customer Focus ; HARVARD
BUSINESS REVIEW ; Page 92- 101 ; studied the stages of customer focus journey , they are :-
Communal Coordination, Serial Coordination, Symbiotic Coordination & Integral Coordination and
found that all the four stages helps in fulfilling the primary organizational objectives of collation of
information , gaining insight into customers from past behavior ,developing an understanding of
likely future behavior and real-time response to customers need .
Peter C. Verhoef1, Werner J. Reinartz2, and Manfred Krafft3 ; October 20, 2010 ; Customer
Engagement as a New Perspective in Customer Management ; Journal of Service Research 2010 13:
247; DOI: 10.1177/1094670510375461; published by sagepub.com/journalsPermissions.nav this
paper study the customer engagement perspective in the customer centric approach.
This paper says that:-In an increasingly networked society where customers can interact easily
with other customers and firms through social networks and other new media, the authors propose
that customer engagement is an important new development in CM. Customer engagement is
considered as a behavioral manifestation toward the brand or firm that goes beyond transactions.
Mr. Sunil Sethia, Ms. Soumya Achanala, Ms. Sruthi Raju, Mr. Kunal Barghav& Mr. Ujwal Patnaik; CRM
in fuel retailing stations in India, Indian institute of planning and management, Hyderabad. In this
paper the authors have investigated;
 The Consumers do not have a major requirement at the Fuel Station.

 The Customer selection of a Fuel Station mostly depends upon the Convenience to them.
 There Resembles no Brand Loyalty among the Customer.
 Customers are tending towards Quality of Fuel & the pleasing Driveway
Attendants.
Conclusion:
The literature review clearly indicates that there has been a paradigm shift in the market structure,
customer demand and their expectations from the marketer. Hence, if marketers need to compete
in the market they need to change the traditional approach of transactional marketing to customer
oriented marketing.
Effective CRM implementation does not necessarily require sophisticated analyses, concepts, or
technology but a careful consideration of issues such as consumer trust and privacy. It requires
coordination of channels, technologies, customers, and employees.
There is a gap existing in the field of CRM in oil industries. Which is quite untouched till the time
and therefore I willing to do my research on this topic of CRM in petroleum industry.

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Review of Literature:

William Boulding, Richard Staelin, Michael Ehret, & Wesley J. Johnston

1: CRM is the outcome of the continuing evolution and integration

2: Holding fixed the level of CRM investment, the effectiveness

3: Effective CRM implementation does not necessarily

4: The successful implementation of CRM requires that firms

5: Successful implementation of CRM requires that firms

6: Effective CRM implementation requires coordination of

Sabine Flambard-Ruaud, JULY - SEPTEMBER 2005;Page 53-63 ; Relationship Marketing in

 The Consumers do not have a major requirement at the Fuel Station.

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