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Management

By | November 2012
Page 1 of 33
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An Evaluation of Customer Relationship Management (CRM) Practices Among Agribusiness Firms

Antonio Torres, Jr., Ph. D. 9250 Carmelita Ave., Atascadero, CA 93422 antontorres@hotmail.com 805-712-2547 Jay T. Akridge, Ph. D. Department of Agricultural Economics Purdue University 403 W. State St. Krannert Building, Room 782 West Lafayette, IN 47907-2056 akridge@purdue.edu (765) 494-4327 Allan W. Gray, Ph. D. Department of Agricultural Economics Purdue University 403 W. State St. Krannert Building, Room 784 C West Lafayette, IN 47907-2056 gray@purdue.edu (765) 494-4323 Michael Boehlje, Ph. D. Department of Agricultural Economics Purdue University 403 W. State St. Krannert Building, Room 660 West Lafayette, IN 47907-2056 boehljem@purdue.edu (765) 494-4222 Richard Widdows, Ph. D. Consumer Sciences and Retailing 1262 Matthews Hall, Room 229 West Lafayette, IN 47907-1262 rwiddows@purdue.edu 765-494-8296

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Executive Summary
Customer Relationship Management (CRM) has received much attention in the business press as a management process to enhance a firm’s performance. While discussed extensively in the popular press, there has been little research conducted on CRM, its components, how CRM programs are implemented and managed, and what impact, if any, CRM has on firm performance. Additionally, there are virtually no studies on CRM in agribusiness firms. Based on an extensive literature review, six activities/behaviors that ought to comprise a CRM program for agribusinesses were identified: CRM objectives, types of customer data available, uses of customer data for managerial decision-making, approach to market, tactics used to develop and maintain relationships with customers, and the assessment of technology infrastructure currently in use. The relationship of these six areas, as well as challenges encountered in using customer data, to perceived performance of the firm’s CRM initiative is explored in this study. Middle and upper level agribusiness managers...

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