Zarządzanie relacjami z klientem w tworzeniu przewagi konkurencyjnej przedsiębiorstwa - ujęcie dynamiczne

• Autorzy: Anetta Pukas

Warianty tytułu

Customer Relationship Management in Creating Competitive Advantage of a Company - a Dynamic Approach

• Języki publikacji: PL

Abstrakty

EN

Dynamic changes in competition on the global markets strengthen the role of marketing in the companies' strategic management processes in companies. This in turn increases the importance of the category which is fundamental for marketing, i.e. the long-term relation between a company and its clients, which has led to the creation of the concept of relationships marketing. In effect of developing a 'classical' RBV school of thought, there emerged a stream of discourse centred on the concept of dynamic capabilities (Dynamic Capabilities - DC). A dynamic approach to an organization suggests that the analysis and assessment of company activities should focus on the process of changes linked to the active use of the company's resources and not to the use of resources which are just owned by it, and are not actively and properly used. In the literature survey the author discovered that a practical consequence of that approach is the change of the range of the analyses and research, leading to a relatively clear division between dynamic and static approaches. The research perspective chosen by the author in the monograph under discussion, which is linked with the stream of the Research-based Theory (RBV) and the Dynamic Capabilities (DC) concept, allows to consider and analyse Customer Relationship Management (CRM) as a set of resources and capabilities also dynamic in their characteristics. The guiding motivation in writing the monograph is to explain the phenomenon connected with the internal potential of an organization (CRM dynamic capabilities and the market effect of its use such as competitive advantage in the context of seeking their relation of the cause-and-effect nature. Thus, the author joins in the monograph both theoretical and methodological considerations. The identification of the existing exploratory, explanatory, taxonomic, empirical and methodological gaps allowed the author for the subsequent determination of the research subject connected with explaining the dependences and impact of CRM on a company's competitive advantage in conditions of dynamic changes in the environment from the perspective of the concept of DC (Dynamic Capabilities). The main objective of the described monograph is the theoretical and empirical recognition of the relations and dependences existing between the capabilities in Customer Relationship Management identified in a dynamic approach as the CRM dynamic capabilities the competitive advantage of a company and their modelled structuring and hierarchization. To realize this objective the author conducted research procedures in the cognitive and theoretical, methodological and empirical aspects. The perspective of the theoretical basis is presented in the first chapter, which shows the relational approach to company's market activities in the context of the evolution of marketing science. The author also included the existing conceptualizations of the idea of CRM and the critical factors of its success. The chapter also contains a presentation of research streams and the development of the concept of Customer Relationship Management in the international literature. The second chapter is focused in its theoretical layer on the perspective of dynamic marketing capabilities and their role in creating a company's competitive advantage. The author also included the polemic regarding the resource-based school of thought and the ranges of its evolution, and the critique of the approach of that school to the analysis of organizational activity and the stability of that concept as the main limitation in the prospects of scientific research. The author described there the concept of dynamic capabilities (DC) also in respect to marketing capabilities. In this chapter the author also indicated the place and the significance of competitive advantage in the discourse of management sciences, and compared the sources of competitive advantage in the resource-based approach and dynamic approach, as well as identified the marketing sources of competitive advantage. The third chapter is dedicated to the identification of the influence of CRM on the competitive advantage of a company using the logic of dynamic capabilities (DC). This part contains an innovative approach to the discourse on using the CRM capabilities in creating competitive advantage. The author proposed here a conceptualization of the construct of CRM dynamic capabilities and created a set of characteristics describing the dimensions of CRM dynamic capabilities. The configuration of the dimensions of the dynamism of the CRM capabilities involves sensing, seizing and reconfiguration. The author also proposed a conceptualization of her own theoretical model of CRM based on the logic of the DCV approach, which in turn provided the basis for the then created analytical model of the Dynamic Customer Relationship Management (D-CRM). Following the consideration of the theoretical basis, then the identification of gaps in research and the definition of the objectives in this work and based on the theoretical model, the author proposed 5 main research hypotheses and 17 detailed hypotheses. The analytical model enables a comparison of the resource-based approach (RBV) and the perspective of the dynamic capabilities (DCV) in the scope of an evaluation of the dependence between the CRM resources, CRM dynamic capabilities and a company's competitive advantage. In this way, the construction of the model conditioned the use and comparison of the two research perspectives - static (RBV) and dynamic (DC), which makes it a completely new approach. In addition, the model built by the author allows also to assess the influence of the environment's dynamism on the above-mentioned dependences. The fourth chapter contains empirical verification of the research model with the inclusion of the author's own research project. It indicates the methodical basis of the research procedure, as well as the evaluation of the state of the examined endogenous, exogenous and moderating variables. Therefore, in order to realize the set of empirical objectives the author designed a direct study based on the questionnaire method and using telephone interviews of CATI. To verify the research tool, the study proper was preceded by a pilot study, which as a qualitative examination took the form of individual in-depth interviews (IDI) with the expert respondents. The appropriate research was carried out among the managers of a high or middle level in companies operating in Poland. Data obtained from 150 examined entities were qualified for the final statistical analyses. In the chapter the author describes and interprets the results of the necessary statistical analyses serving to verify the proposed research hypotheses. The analyses used the methods of description and statistical concluding, i.e. the analysis of the reliability of the measurement scales with the Alfa Cronbach coefficient analysis, Pearson's coefficient of linear correlation, confirmatory factor analysis (CFA) concerning the modelling of structural equations, as well as models of a path analysis containing a multiple linear regression. The verification of the research model in empirical studies showed that considering the management of customer relationships only as one of the company resources which constitute the source of the competitive advantage is nowadays insufficient. The research results confirmed that the static perspective of RBV can be already seen as an overly narrow research perspective. This is particularly important in the aspect of the CRM resources. In light of the environment's dynamism it is necessary to discover, use actively and transform (reconfigure) the resources into dynamic capabilities. The summing up of the process of the verification of the hypotheses shows that from among the five main hypotheses two were confirmed, one partially confirmed and two were not verified positively. From among the 17 detailed hypotheses 12 were confirmed, one was partially confirmed and four were not confirmed. On the basis of the results obtained from empirical research, the author carried out their synthesis and their interpretation also in regard to the conclusions and implications proposed in the international publications. The conducted empirical studies and the proposed model of dynamic management of customer relations (D-CRM) as a new approach to CRM allow to expand the scope of accomplishments in management sciences. They can also provide the basis for further scientific research both at cognitive and theoretical level, and in the methodology. Due to its relatively new research perspective, especially in the Polish literature on this subject, it can be considered as one of the first steps in the dynamic view about the discourse of knowledge of marketing, as well as an inspiration for further study.(original abstract)

Słowa kluczowe

PL

Zarządzanie; Relacje z klientami; Zarządzanie Kontaktami z Klientem; Konkurencyjność przedsiębiorstwa

EN

Management; Relationships with customers; Customer Relationship Management (CRM); Enterprise competitiveness

• Czasopismo: Monografie i Opracowania Uniwersytetu Ekonomicznego we Wrocławiu
• Rocznik: 2019
• Numer: nr 299
• Strony: 289

Twórcy

autor

Anetta Pukas

• Uniwersytet Ekonomiczny we Wrocławiu

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