Copyright is owned by the Author of the thesis. Permission is given for a copy to be downloaded by an individual for the purpose of research and

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1 Copyright is owned by the Author of the thesis. Permission is given for a copy to be downloaded by an individual for the purpose of research and private study only. The thesis may not be reproduced elsewhere without the permission of the Author.

2 The Anatomy of a Customer Relationship Management (CRM) Initiative. A thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Customer Relationship Management. at Massey University, Palmerston North, New Zealand. Virgil Troy 2008

3 ABSTRACT Much has been written in the field of Customer Relationship Management (CRM). Current literature has focused on various industries such as telecommunications, hospitality, banking, finance, insurance etc; nothing has been investigated within New Zealand s electricity lines companies and very little has been undertaken academically within New Zealand. This thesis explores for the first time The Anatomy of a CRM Initiative within an electricity lines company; a phenomenon which until recently was inaccessible to scientific investigation. The researcher also breaks new ground by empirically measuring for the first time CRM processes and practices from a New Zealand organisational perspective. CRM is based on three central assumptions that (1) customers want a relationship with suppliers of products or services, (2) CRM is a process or practice that all organisations to some degree either engage or should engage in, and that (3) good CRM increases the level of emotional bond between customer and supplier. As a result of undertaking this research, the researcher came to the conclusion that these assumptions may be fundamentally flawed. In the context of the single case study organisation, the researcher found that few customers wanted an active relationship with their supplier and the extent of these relationships varied across segments; up until this research, previous authors had suggested this scenario existed based on anecdotal evidence alone. From a case study, lines company industry and wider New Zealand organisational perspective, not all organisations demonstrated processes and practices were in place to proactively engage with their customers. Finally the research showed that the emotional bond between customers and the case study organisation is essentially the antithesis of traditional loyalty marketing which suggests that stronger emotional bonds are fostered based on good or excellent service. The researcher found evidence to suggest that, from a lines company perspective, emotional bonds are driven by poor quality rather than good quality. The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page II

4 ACKNOWLEDGEMENTS The researcher would like to extend his sincere appreciation and gratitude to all who helped make this research and subsequent thesis possible including: Ken Sutherland CEO Unison Networks Limited Bill Hewitt Customer Relations Manager Unison Networks Limited Jon Nicols General Manager Commercial Unison Networks Limited Kelly Hoskin Executive Assistant Unison Networks Limited Unison Networks Limited Board of Directors Brian Martin (Chairman), Dave Frow (Deputy Chairman), John Palairet (Audit Committee Chairman), Keith Valentine (Director), Helen Walker (Director), Kevin Atkinson (Director) Hawke s Bay Power Consumers Trust Ken Gilligan (Chairman), Ann Dixon, Diana Kirton, Alan Taffy Paine and James Palmer Graham Brown Marketing Manager Unison Networks Limited Dr Robin Mann Primary PhD supervisor Massey University Dr Nigel Grigg Secondary PhD supervisor Massey University I dedicate this thesis to Maria and daughters Vianca and Deanna whose understanding, encouragement and support allowed me to undertake and complete this study. The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page III

5 Table of Contents ABSTRACT... II ACKNOWLEDGEMENTS... III TABLE OF CONTENTS... IV LIST OF ILLUSTRATIONS... XI List of Tables... XI List of Charts... XIII List of Figures... XIV 1 CHAPTER 1. INTRODUCTION Chapter 1 Researcher s Overview Chapter 1 Introduction Background to the Research The Research Question Central CRM Assumptions and Hypotheses Objectives of this Research Two Concurrent Streams of Research Justification for the Research and Phenomenological Methodology Outline of the Thesis Key influences CRM Definition Delimitations of Scope and Key Assumptions Chapter 1 Summary CHAPTER 2. THE CASE STUDY ORGANISATION Chapter 2. Researcher s Overview Chapter 2. Introduction Background to Case Study New Zealand Electricity Industry Power Companies' Components Split How the Industry Works Now Unison Today Ownership Company Structure Unison s Corporate Goals, Business Processes and Plans Tracing the Origins of Unison s CRM Initiative Industry Specific Acronyms Chapter 2 Summary CHAPTER 3. CRM LITERATURE REVIEW Chapter 3. Researcher s Overview Chapter 3. Introduction CRM Literature Review Chronology of CRM Literature Challenges in Defining CRM What is CRM? A definition CRM Philosophy, Strategy and Operations Definitions CRM Philosophy CRM Strategy Operational CRM CRM Vendor Hype CRM Vendor Hype Claims and Definitions What is CRM? An IT Perspective Operational IT CRM definitions Common CRM Terminology The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page IV

6 What Does CRM Do? CRM Failure Additional Reasons for CRM Failure CRM Models and Concepts Nairn (2002) Anton (2002) Buttle (2003) Parvatiyar & Sheth (2001) Plakoyiannaki & Tzokas (2002) Verhoef & Langerak (2002) Anderson & Narus (2003) Payne & Frow (2005) Croteau & Li (2003) CRM Literature review update Frameworks and Models CRM Success and Failure Customer Lifetime value (LTV) Portfolio management Benefits of CRM Cornerstone Literature Crosby et al., (2002) - CRM and Market Research Dowling (2002) - CRM Fact vs. Fiction Reinartz et al., (2004) - A Valid Model for CRM CRM and Quality Models Service Quality Models Technical and functional quality model GAP model Attribute service quality model Synthesised model of service quality Performance only model Ideal value model of service quality Model of perceived service quality and satisfaction PCP attribute model Internal service quality model Disconfirmation Theory Summary of Chapter and the Researchers Definition of CRM Chapter 3 Summary CHAPTER 4. METHODOLOGY OF DATA COLLECTION Chapter 4. Researcher s Overview Chapter 4. Introduction The Degree of Doctor of Philosophy Thesis Structure Overview of Methodology: Alternative Methodologies and Chosen Approach The Issues of Positivism and Phenomenology Business and Management Research The Argument for a Case Study Methodology Using a Mixed Methodology Case Study Methodology What is a Case Study? When to use a Case Study Approach Types of Case Study Approaches Chosen Approach The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page V

7 4.3.5 Single Case Methodology Single or Multiple Respondents and Viewpoints Data Collection Construct Validity Internal Validity External Validity Reliability Participant Observation Data Analysis Qualitative Text Analysis Methods Analysis of Archival Documents Stakeholder Survey National CRM Survey Limitations of approach Chapter 4 Summary CHAPTER 5. ANALYSIS OF DATA Chapter 5 Researcher s Overview Chapter 5 Introduction Section 1 Tracing the Origins of Unison s CRM Initiative Electricity Supply Summary Infrastructure and Generation Undergrounding Tariffs Customer Relationship Management Practices Government Intervention Press and Publicity Asset Management Plans Section 2 - Analysis and Findings of the Case Study Stakeholder Survey Quantitative Data Analysis Surveys Problem Definition Annual Surveys Post Distribution Survey Underground Research Stakeholder Research Electricians Commercial Customers kVA Developers Local Councils Contractors Development of an Approach to the Problem Research Design Formulation Sampling Design and Procedures Defining the Target Population Determining the Sampling Frame Selection of a Sampling Technique Stratified Sampling Rural Survey Stakeholder Survey Overhead to Underground Survey Determining the Sample Size Execution of the Sampling Process The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page VI

8 Field Work/Data Collection Data Preparation and Analysis Preliminary Plan of Data Analysis Questionnaire Checking Editing Coding Transcribing Data Cleaning Statistically Adjusting the Data Selecting a Data Analysis Strategy Report Preparation and Presentation Annual Customer Surveys (including 2005 Rural Survey) Introduction to Annual Customer Surveys Overview of Methodology Research Analysis Summary of Conclusions from Annual, Rural and Post Distribution Research Annual Questions (and rural results) Specific Questions Conclusions Specific Questions Conclusions Specific Questions Conclusions Post Distribution Survey Annual Surveys Summary Undergrounding Research Survey Overhead to Underground Conversion Survey Summary CRM Strategic Action Plan CRM Strategic Action Plan Summary Evolution and Development of Customer Stakeholder Research Stakeholder Research Survey Stakeholder Research Survey Introduction Who was Interviewed How the Research was Carried Out Common Findings Electricians Electricians Findings Commercial kVA Commercial Findings Developers Developer Findings Local Councils Local Council Findings Contractors Contractor Findings Stakeholder Research Survey Summary Section 3: 2005 CRM Survey CRM Survey Introduction National CRM Survey Quantitative Data Collection Questionnaire Data Analysis Process Cleaning Recoding Multiple Response sites The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page VII

9 5.9.9 Calculating the 12 CRM Section Means Organisational Alignment CRM Depth Interview Who Took Part in the Survey Unison and Participating Lines Companies Detailed Findings of National Study Comparisons CRM Section Mean Analysis ANZSIC and CRM Section Mean Analysis FTE Means Analysis Means Analysis National Organisational Alignment Trends Training To Help Employees Deal Differently with High and Low-Value Customers Rewarding Employees for Building and Deepening Relationships with High- Value Customers Organized in a Way to Optimally Respond to Customer Groups with Different Profitability Differentiated Treatment and Products to Customer Segments Presents a Strength Initiate: Measurement at Initiating Stage Initiate Section Overview Initiate National Conclusions Initiate Unison, ENA and National Comparisons Initiate Executive Gaps Initiate Unison Conclusions Acquire: Activities to Acquire Customers Acquire Section Overview Acquire National Conclusions Acquire Unison, ENA and National Comparisons Acquire Executive Gaps Acquire Unison Conclusions Regain: Activities to Regain Customers Regain Section Overview Regain National Conclusions Regain Unison, ENA and National Comparisons Regain Executive Gaps Regain Unison Conclusions Measure While Maintaining: CRM Maintenance Measure While Maintaining Section Overview Measure While Maintaining National Conclusions Measure While Maintaining Unison, ENA and National Comparisons Measure While Maintaining Executive Gaps Measure While Maintaining Unison Conclusions Retain: Activities to Retain Customers Retain Section Overview Retain National Conclusions Retain Unison, ENA and National Comparisons Retain Executive Gaps Retain Unison Conclusions Up-sell: Activities to Manage Up-Selling and Cross-Selling Up-Sell Section Overview Up-Sell National Conclusions Up-Sell Unison, ENA and National Comparisons The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page VIII

10 Up-Sell Executive Gaps Up-Sell Unison Conclusions Manage Referrals: Activities to Manage Customer Referrals Manage Referrals Section Overview Manage Referrals National Conclusions Manage Referrals Unison, ENA and National Comparisons Manage Referrals Executive Gaps Manage Referrals Unison Conclusions Terminate: CRM Termination Terminate Section Overview Terminate National Conclusions Terminate Unison, ENA and National Comparisons Terminate Executive Gaps Terminate Unison Conclusions De-Market: Activities to De-Market customers De-Market Section Overview De-Market National Conclusions De-Market Unison, ENA and National Comparisons De-Market Executive Gaps De-Market Unison Conclusions Perceive Performance: Perceptual performance Perceive Performance Section Overview Perceive Performance National Conclusions Perceive Performance Unison, ENA and National Comparisons Perceive Performance Executive Gaps Perceive Performance Unison Conclusions CRM-Org Alignment: CRM-Compatible Organisational Alignment CRM-Org Alignment Section Overview CRM-Org Alignment National Conclusions CRM-Org Alignment Unison, ENA and National Comparisons CRM-Org Alignment Executive Gaps CRM-Org Alignment Unison Conclusions CRM Technology: Customer Relationship Management Technology CRM Technology Section Overview CRM Technology National Conclusions CRM Technology Unison, ENA and National Comparisons CRM Technology Executive Gaps CRM Technology Unison Conclusions CRM Survey Other Comments from Unison s CRM Manager CRM Section Summaries Initiate Summary Acquire Summary Regain Summary Measure Summary Retain Summary Up-Sell Summary Manage Referrals Summary Terminate Summary De-Market Summary Perceive Performance Summary CRM-Org Alignment Summary CRM Technology Summary The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page IX

11 5.26 Chapter 5 Summary CHAPTER 6. FINDINGS AND IMPLICATIONS Chapter 6. Researcher s Overview Chapter 6 Introduction Chapter 6. Section Findings Section 1 Findings Company Structure: CRM Literature Questions and Summary of Findings Electricity Supply: CRM Literature Questions and Summary of Findings Infrastructure and Generation: CRM Literature Questions and Summary of Findings Undergrounding: CRM Literature Questions and Summary of Findings Tariffs: CRM Literature Questions and Summary of Findings Customer Relationship Management Practices: CRM Literature Questions and Summary of Findings Government Intervention: CRM Literature Questions and Summary of Findings Press and Publicity: CRM Literature Questions and Summary of Findings Asset Management Plans: CRM Literature Questions and Summary of Findings Section 2 Findings Customer Surveys: CRM Literature Questions and Summary of Findings Undergrounding Research Survey: CRM Literature Questions and Summary of Findings CRM Strategic Action Plan: CRM Literature Questions and Summary of Findings Stakeholder Research Survey: CRM Literature Questions and Summary of Findings Section 3 Findings CRM Survey Implications Implications for Theory Implications for Policy and Practice Implications for Further Research Thesis Contribution Chapter 6 Summary CHAPTER 7. CONCLUSIONS Chapter 7. Researcher s overview Introduction Conclusions about the Research Question, Assumptions and Hypotheses Hypothesis 1: Hypothesis 2: Hypothesis 3: Chapter 7 Summary Final Thoughts APPENDIX REFERENCES The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page X

12 List of Illustrations List of Tables Table 1-1 Research Question: Primary and Secondary nature of enquiry... 3 Table 1-2 Three Hypotheses... 3 Table 1-3 Research Question: Primary and Secondary nature of enquiry... 4 Table 2-1 Archival Records - CRM Topics for Discussion Table 3-1 What CRM is NOT Table 3-2 Buttle s Three Major Perspectives on CRM Table Practices and Frameworks Chronological Table of CRM Table Practices and Frameworks Chronological Table of CRM Table Practices and Frameworks Chronological Table of CRM Table Practices and Frameworks Chronological Table of CRM Table & 2008 Practices and Frameworks Chronological Table of CRM Table 3-8 Reinartz (2004) Literature Citations Table 3-9 Research Question: Primary and Secondary nature of enquiry Table 3-10 Service Quality Models Table 3-11 Research Question: Primary and Secondary nature of enquiry Table 4-1 Chapter 4 Structure Table 4-2 Key Features of Positivist and Phenomenological Paradigms Table 4-3 Science and Art Compared Table 4-4 Positivist and Phenomenological Approach Distinctions Table 4-5 The Survey Design Compared with Case Study Design Table 4-6 Conceptual Schema of Four Paradigms Table 4-7 Questions of Reliability, Validity and Generalisability Table 4-8 Chapter 4 Research Outcomes Table 4-9 Defining the Nature of the Case Study Methodology Table 4-10 Case Study Data Collection Issues Table 4-11 Relevant Situations for Different Research Strategies Table 4-12 Choice of Number and Type of Cases Table 4-13 Multiple Sources of Case Study Data Table 4-14 Advantages and Disadvantages of Participant Observation Table 4-15 Case Study Data Analysis Techniques and their Application Table 4-16 Conclusions from the Comparison of Three Different Analysis Approaches Table 4-17 Archival Records - Annual Reports Topics Table 4-18 Research Sample Table 5-1 Chapter 5 Sub Sections Table 5-2 Structure of Chapter Table 5-3 Archival Records - CRM Topics for Discussion Table 5-4 Presentation of Empirical Research Table 5-5 Research Question: Primary and Secondary nature of enquiry Table 5-6 The Sampling Design Process Table 5-7 Residential 0-15kVA Customers Sample 2003 and Table 5-8 Residential 0-15kVA Customers Sample Table 5-9 Unison Stratified Commercial Customers Table 5-10 Unison Stratified Commercial Customers 2004 and Table 5-11 Rural Sample Breakdown Table 5-12 Research Sample Table 5-13 Overhead to Underground Sample Table 5-14 Data Preparation Process Table 5-15 Stakeholder Research Sample Table 5-16 CRM Sample Survey Table 5-17 CRM Measurement Areas The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page XI

13 Table 5-18 Section One Questions Table 5-19 CRM-Org Alignment Transposed Data Table 5-20 CRM Survey ANZSIC Category Response Percentages Table 5-21 CRM Survey FTE Response Rates Table 5-22 Sample Results and Gaps Against New Zealand ANZSIC Statistics Table 5-23 NZSCO Response Rate Table 5-24 Responses by Lines Company Table 5-25 ENA Participant FTEs Table 5-26 CRM Construct Means Analysis by ANZSIC Table 5-27 CRM Construct FTE Means Analysis Table 5-28 CRM Organisational Alignment Question Table 5-29 CRM Organisational Alignment Question Table 5-30 CRM Organisational Alignment Question Table 5-31 CRM Organisational Alignment Question Table 5-32 Presentation of CRM Data Table 5-33 Initiate Section - Executive Gaps Table 5-34 Initiate Mean Comparison Table 5-35 Acquire Section - Executive Gaps Table 5-36 Acquire Mean Comparison Table 5-37 Regain Section - Executive Gaps Table 5-38 Regain Mean Comparison Table 5-39 Measure While Maintaining Section - Executive Gaps Table 5-40 Measure While Maintaining Mean Comparison Table 5-41 Retain Section - Executive Gaps Table 5-42 Retain Mean Comparison Table 5-43 Up-Sell Section - Executive Gaps Table 5-44 Up-Sell Mean Comparison Table 5-45 Manage Referrals Section - Executive Gaps Table 5-46 Referrals Mean Comparison Table 5-47 Terminate Section - Executive Gaps Table 5-48 Terminate Mean Comparison Table 5-49 De-Market Section - Executive Gaps Table 5-50 De-market Mean Comparison Table 5-51 Perceive Performance Section - Executive Gaps Table 5-52 Perceive Performance Mean Comparison Table 5-53 CRM Organisational Alignment Section - Executive Gaps Table 5-54 CRM-Org Alignment Mean Comparison Table 5-55 CRM Technology Section - Executive Gaps Table 5-56 CRM Technology Mean Comparison Table 6-1 Structure of Chapter Table 6-2 Summary of 12 CRM Sections Table 7-1 Research Question: Primary and Secondary Nature of Enquiry Table 7-2 Three Hypotheses The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page XII

14 List of Charts Chart 5-1 Questionnaire Return Response Rates by Sector Chart 5-2 CRM Survey ANZSIC Response Rates Chart 5-3 CRM Survey FTE Response Rates Chart 5-4 Sample Results and Gaps Against New Zealand ANZSIC Statistics Chart 5-5 Sample Results and Gaps Against New Zealand FTE Statistics Chart 5-6 New Zealand Standard Classification of Occupations Response Rate Chart 5-7 ENA Participant FTEs Chart 5-8 Means for CRM Areas Chart 5-9 Unison, ENA and All Respondents Initiate Mean Comparison Chart 5-10 Unison Initiate Means Comparison Chart 5-11 Unison, ENA and All Respondents Acquire Mean Comparison Chart 5-12 Unison Acquire Means Comparison Chart 5-13 Regain Mean Comparisons Chart 5-14 Unison Regain Means Comparison Chart 5-15 Measure While Maintaining Mean Comparison Chart 5-16 Unison Measure While Maintaining Means Comparison Chart 5-17 Retain Mean Comparison Chart 5-18 Unison Retain Means Comparison Chart 5-19 Up-Sell Mean Comparison Chart 5-20 Unison Up-Sell Means Comparison Chart 5-21 Manage Referrals Mean Comparison Chart 5-22 Unison Manage Referrals Means Analysis Chart 5-23 Terminate Mean Comparison Chart 5-24 Unison Terminate Means Comparison Chart 5-25 De-Market Mean Comparison Chart 5-26 Unison De-Market Means Comparison Chart 5-27 Perceive Performance Mean Comparison Chart 5-28 Unison Performance Perceive Performance Means Comparison Chart 5-29 CRM Organisational Alignment Mean Comparison Chart 5-30 Unison CRM Organisational Alignment Means Comparison Chart 5-31 CRM Technology Mean Comparison Chart 5-32 Unison s CRM Technology Means Comparison The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page XIII

15 List of Figures Figure 1-1 Structure of Chapter Figure 1-2 Concurrent Research Streams... 5 Figure 2-1 Structure of Chapter Two Figure 2-2 Timeline for the New Zealand Electricity Industry Figure Structure of Electricity Industry Figure 2-4 Electricity Generator Capacity Percentage of Total NZ Generation Capacity Figure 2-5 Unison s Position in the Electricity Supply Chain Figure 2-6 Unison Distribution Network Figure 2-7 Napier Network Region Figure 2-8 Hastings Network Region Figure 2-9 Taupo Network Region Figure 2-10 Rotorua Network Region Figure 2-11 End of 2002 Unison Company Structure Figure Unison Company Structure Figure Unison Company Structure Figure Unison Company Structure Figure 3-1 Structure of Chapter Figure 3-2 Distribution of articles according to their year of publication Figure 3-3 Distribution of articles by subject Figure 3-4 Distribution of articles by Journal Figure 3-5 Technology Timeline Figure 3-6 Antons Total CRM System Figure 3-7 The CRM Process Framework Figure 3-8 Building Blocks of CRM - A Process View Figure 3-9 CRM Capabilities - A Conceptual Framework Figure 3-10 Three Elements of CRM Figure 3-11 Four Step CRM Process Figure 3-12 A Strategic Framework for CRM Figure 3-13 Three Primary CRM Dimensions Model Figure 4-1 Progression of research Figure 4-2 Three Research Elements Figure 4-3 Convergence of Multiple Sources of Evidence Figure 4-4 A Comparison of Two Case Study Research Positions Figure 5-1 STAFS Import Feature Figure 5-2 STAFS Extraction Feature Figure 5-3 Key CRM Stages Figure 5-4 SPSS Compute Function for CRM Initiate Section Figure 5-5 SPSS Means Analysis Figure 5-6 CRM Organisational Alignment Figure 5-7 CRM Organisational Alignment Figure 5-8 CRM Organisational Alignment Figure 5-9 CRM Organisational Alignment Figure 6-1 Chapter 5 Section Review Structure The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page XIV

16 1 Chapter 1. Introduction 1.1 Chapter 1 Researcher s Overview In this chapter, the researcher provides the reader with an overview of the entire thesis by introducing the structure of chapter 1 followed by a brief background to the research, an introduction to the research question, research objectives and three hypotheses arising from it. The researcher explains that two research streams were followed in this thesis and presents a brief justification for undertaking this piece of academic work before providing an overview to the structure of the entire thesis. In this chapter, the researcher introduces for the first time his well considered definition of CRM within the context of the methodology used and outlines the limitations of the research, challenges faced and negotiations needed to overcome them to arrive at the final research outcomes. As with any body of work of this size, the introduction and conclusions chapters were written last; the process of writing chapter 1 and chapter 7 represents to the researcher both the exciting beginning and much sought after end of the PhD experience Chapter 1 Introduction Chapter 1 of this thesis provides the reader with a background to the research, introduces the research question, research objectives, methodology used and an outline of the thesis format. The chapter provides a definition of the subject matter (CRM) and outlines delimitations relating to the scope of the research and key assumptions made. The chapter consists of seven headings as presented in Figure 1-1 below: Figure 1-1 Structure of Chapter 1 Background to the Provides an overview of the subject of CRM studied in this thesis. Research. The Research Question and research objectives. Introduces CRM s three central assumptions, presents the research question and three hypotheses investigated in this thesis. States and discusses the objectives of this research. Justification for the Research Methodology. Introduces the methodology used to conduct the research and justifies the originality of the research. Outline of the Thesis. Presents the chapter format and main contents of the thesis. CRM Definition. Delimitations of scope and key assumptions. Presents the researcher s definition of CRM which emerged via an exhaustive review of CRM literature. Outlines research limitations, challenges faced, negotiations needed to overcome them to arrive complete the research. The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page 1 of 334

17 1.2 Background to the Research Much has been written in the field of CRM, although until recently this has been done largely by CRM Information Technology vendors and consultants attempting to gain early positioning in a $5.7 billion market (Brooks, 2006). Thankfully the academic work of Reinartz, Krafft, & Hoyer (2004), Nairn (2002), Crosby, Johnson, & Quinn (2002), Dowling (2002) and others has provided some empirical measures and begun to define this evolving multidisciplinary field of management, marketing, operations and information technology. Nairn (2002) says the origins of CRM can be traced back to the July issue of the 21 st volume of the Journal of Marketing where segmentation was first mentioned in Put literally CRM is the practice of managing relationships differently within different customer segments; with the advent of information technology and the application of statistical research methods, the ability to segment customers has become accessible to virtually any organisation; as a result the CRM industry grew exponentially from the mid to late 1990s. Vendor hype would have the market believe that CRM technology applications are a panacea for all things related to the customer, yet the market is replete with CRM technology implementation failures resulting in billions of wasted investment dollars, all in search of a CRM nirvana that never eventuated. Starkey & Woodcock (2002) state that contributors to CRM failure include managerial short-term focus, failure to see change through, ignoring the basics of what defines good CRM and business performance, making CRM too complicated, CRM existing in functional and departmental silos, customer management techniques and practices not widespread and poor implementation of customer management projects to name just a few The Research Question Central CRM Assumptions and Hypotheses CRM is based on three central assumptions: (1) that customers want a relationship with suppliers of products or services; (2) that CRM is a process or practice that all organisations to some degree either engage in or should engage in; and (3) that good service increases the level of emotional bond between customer and supplier. The researcher will later present in more detail, three cornerstone pieces of literature upon a which these assumptions are based; namely the work of Reinartz et al., (2004) Crosby et al., (2002) and Dowling (2002). In light of these assumptions, the researcher poses the following research question: The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page 2 of 334

18 Table 1-1 Research Question: Primary and Secondary nature of enquiry Part 1: Part 2: Part 3: 48 CRM Questions: Primary Enquiry Do customers want a relationship with suppliers of products or services? Is CRM is a process or practice that all organisations to some degree either engage in or should engage in? Within the context of an electricity lines company does good service increase the level of emotional bond between customer and supplier? Secondary Enquiry Furthermore, based on the 48 CRM questions arising from the literature review, how do the findings from the case study research relate to the 48 CRM questions? In addition to answering, the CRM assumptions contained within the research question above are re-stated as hypotheses and are addressed in this thesis. These three hypotheses are presented in Table 1-2 below: Table 1-2 Three Hypotheses Hypothesis 1 Customers want a relationship with suppliers of products or service. Hypothesis 2 CRM is a process or practice that all organisations to some degree either engage in or should engage in. Hypothesis 3 Good service increases the level of emotional bond between customer and supplier. As a result of undertaking this course of study, in answering the research question above, the researcher has come to the conclusion that these hypotheses may be fundamentally flawed. The research question, CRM assumptions and three hypotheses are answered in the fullness of this thesis; however, it should be stated here that the researcher found the following within the context of the case study organisation: 1. Few customers (specific stakeholder groups i.e. electricians, contractors) want a relationship with their supplier and the extent of these relationships varies across segments. 2. From a case study and wider national perspective, although there is a relationship between CRM organisational alignment (the degree to which CRM process and practices are carried out within an organisation) and performance, not all organisations demonstrated they had such processes or practices in place to proactively engage with their customers. 3. Within the context of the single case study, the emotional bond that exists between customer and supplier is the antithesis of traditional loyalty marketing concepts. The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page 3 of 334

19 1.2.2 Objectives of this Research As presented previously, through the course of this study, the researcher developed a research question which focused this thesis on a specific set of CRM related concepts. The objectives of this research were to answer this research question addressing the primary and secondary natures of its enquiry as follows: Table 1-3 Research Question: Primary and Secondary nature of enquiry Part 1: Part 2: Part 3: 48 CRM Questions: Primary Enquiry Do customers want a relationship with suppliers of products or services? Is CRM is a process or practice that all organisations to some degree either engage in or should engage in? Within the context of an electricity lines company does good service increase the level of emotional bond between customer and supplier? Secondary Enquiry Furthermore, based on the 48 CRM questions arising from the literature review, how do the findings from the case study research relate to the 48 CRM questions? Principally, the objectives of this research were to investigate the Hows and Whys of the research question within the context of the of phenomenon under investigation. To achieve this, the researcher undertook the following research: 1. A three-year longitudinal single case study via participant observation that involved a detailed examination of multiple sources of evidence which are discussed in Chapter 5 and A series of annual customer surveys and other surveys which led the researcher and the case study organisation to the development of a stakeholder survey reported in detail in Chapter 5 and A national CRM survey of processes and practices from over 1200 New Zealand organisations which included 16 other electricity lines companies, an in-depth interview with the case study organisation CRM manager and survey of its executive staff reported in detail in the Chapter 5 and Two Concurrent Streams of Research Throughout the three year period of the longitudinal single case study via participant observation, two concurrent research streams were pursued as presented in Figure 1-2 below: The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page 4 of 334

20 Figure 1-2 Concurrent Research Streams As presented in Figure 1-2 above, two concurrent research streams emerged as a result of the CRM literature review presented in Chapter 3 of this thesis. The first stream identified the main research question, assumptions and resulting three hypotheses which were used to verify or falsify elements of the CRM initiative being explored. This stream draws from the three cornerstone pieces of literature from Reinartz et al., (2004) Crosby et al., (2002) and Dowling (2002) discussed briefly above and in detail in Chapter 2 from page 76. In addition to the research question, assumptions and resulting three hypotheses, as the researcher reviewed the literature, a series of 48 questions relating to CRM Philosophy, Strategy and Operations emerged (refer page 304 in APPENDIX). This resulted in the pursuit of a second concurrent stream of research which was used as a framework to describe the nature of the CRM initiative being explored. These 48 questions are answered in detail in the Analysis of Data Chapter (Chapter 5 from page 144) and are summarised in the Findings Chapter (Chapter 6 from page 278) Justification for the Research and Phenomenological Methodology This case study is a revelatory case as the researcher was presented with the opportunity to observe and analyse a phenomenon previously inaccessible to scientific The Anatomy of a CRM Initiative Virgil Troy: PhD Thesis Page 5 of 334