The Dynamism of the Environment — The Impact on Service Company Competitive Advantage from a CRM Dynamic Capabilities Perspective
| 17 wrz 2023
Article Category: Research Article
Data publikacji: 17 wrz 2023
Zakres stron: 101 - 122
Otrzymano: 22 mar 2023
Przyjęty: 14 sie 2023
DOI: https://doi.org/10.2478/minib-2023-0017
Słowa kluczowe
© 2023 Anetta Pukas, published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Figure 1.
CRM capabilities — definitions
| CRM capability is building long-term relationships to retain the customer and increase the return on business relationships. | |
| The company's CRM capability comes from focussing on three organisational components that work together: an organisational orientation that makes customer retention a priority; configuration, which includes the structure of the organisation, its processes for personalising product offerings and incentives for building relationships; and customer information that is complete, relevant and accessible across all departments of the company. | |
| The CRM framework includes capabilities such as contact channel management, customer data management, enterprise management and information management. | |
| CRM capabilities are built into company operations that use skills and knowledge to identify potential customers and maintain relationships with them, as well as use those relationships to generate profits for the company. | |
| The structure of CRM activity includes capabilities such as information exchange, customer engagement, long-term partnership, joint problem-solving and the use of technology. | |
| CRM capabilities have five characteristics: customer database value, customer learning continuity, customer participation, customer communication channel and customer partnership. | |
Elements of an ecosystem framework for sensing, seizing and reconfiguration (DC dimensions)
| Elements of an ecosystem framework for sensing market and technological opportunities:
Processes to Identify Target Market Segments, Changing Customer Needs, and Customer Innovation Processes to Tap Supplier and Complementor Innovation Processes to Tap Developments in Exogenous Science and Technology Processes to Direct Internal R&D and Select New Technologies |
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| Strategic decision skills/execution:
Delineating the Customer Solution and the Business Model (Selecting the Technology and Product Architecture; Designing Revenue Architectures; Selecting Target Customers; Designing Mechanisms to Capture Value) Selecting Decision-Making Protocols (Recognising Inflexion Points and Complementarities; Avoiding Decision Errors and Anticannibalisation Proclivities) Building Loyalty and Commitment (Demonstrating Leadership; Effectively Communicating; Recognising Non-Economic Factors, Values and Culture) Selecting Enterprise Boundaries to Manage Complements and ‘Control’ Platforms (Calibrating Asset Specificity; Controlling Bottleneck Assets; Assessing Appropriability; Recognising, Managing and Capturing Cospecialisation Economies) |
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| Combination, reconfiguration and asset protection skills:
Knowledge Management (Learning; Knowledge Transfer; Know-how Integration; Achieving Know-how and Intellectual Property Protection) Decentralisation and Near Decomposability (Adopting Loosely Coupled Structures; Embracing Open Innovation; Developing Integration and Coordination Skills) Governance (Achieving Incentive Alignment; Minimising Agency Issues; Checking Strategic Malfeasance; Blocking Rent Dissipation) Cospecialisation (Managing Strategic Fit so that Asset Combinations are Value Enhancing) |
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The dynamic/turbulent environment
| The turbulent environment-an environment with a high degree of interconnectedness with the organisation together with a high degree of change in the environment itself. | |
| The turbulent environment is a dynamic, unpredictable, expanding, fluctuating environment; it is an environment in which the components are marked by change. | |
| Environmental dynamism is defined as the rate of change and the degree of instability of the environment in which organisations operate. | |
| Environmental dynamism is the degree to which competition, customer preferences, and technology change within an industry. | |
| The environment's dynamism can be defined in terms of the frequency, size and irregularity of changes in competition, customer preferences, and technology. | |
| With increasing competition and advances in technology, firms are facing environments that are extremely dynamic. | |