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Titlebook: Analytical CRM; Developing and Maint Markus Wübben Book 2009 Gabler Verlag | Springer Fachmedien Wiesbaden GmbH, Wiesbaden 2009 Buyer-selle

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期刊全称Analytical CRM
期刊简称Developing and Maint
影响因子2023Markus Wübben
视频video
学科分类Applied Marketing Science / Angewandte Marketingforschung
图书封面Titlebook: Analytical CRM; Developing and Maint Markus Wübben Book 2009 Gabler Verlag | Springer Fachmedien Wiesbaden GmbH, Wiesbaden 2009 Buyer-selle
影响因子The ever-increasing amount of individual-level customer data generated by reward/l- alty programs opens new perspectives for customer relationship management (CRM). Without any question, the potential bene?ts of these data and analytical models for - plaining, extending, and predicting customer behavior is very high. However, recent analyses have shown that a high fraction of CRM projects result in negative return on investment. One of the main reasons for this dilemma is that these data require advanced analytical processing to fully leverage their potential ("analytical CRM"). Yet, research and practice is still in its early stages with respect to analytical CRM. In particular, the so-called "non-contractual settings" remain widely unexplored. Lit- ature refers to a "non-contractual setting" when customer relationships are not governed by a contract that predetermines the monetary value and/or length of the relationship. Examples include hotels, airlines, and most retailers. The most obvious consequence for CRM is that the end of a customer relationship is not directly observable, i.e., a c- tomer can switch providers without notifying the focal provider. Consequently, analysis o
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The Drivers of Cross-Buying Behavior in Non-Contractual Settings, be of great concern for firms in non-contractual settings to stimulate customers’ cross-buying behavior. I also revealed a lack of studies devoted to analyzing the drivers of this customer relationship dimension (relationship breadth) in non-contractual settings. This is even more critical because
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Book 2009e and/or length of the relationship. Examples include hotels, airlines, and most retailers. The most obvious consequence for CRM is that the end of a customer relationship is not directly observable, i.e., a c- tomer can switch providers without notifying the focal provider. Consequently, analysis o
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