Figure 1.
CRM capabilities — definitions
| Author/year | Definition |
|---|---|
| Buttle (2001) | CRM capability is building long-term relationships to retain the customer and increase the return on business relationships. |
| Day (2000) | 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. |
| Lui (2007) | The CRM framework includes capabilities such as contact channel management, customer data management, enterprise management and information management. |
| Morgan et al. (2009) | 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. |
| Lin et al. (2010) | The structure of CRM activity includes capabilities such as information exchange, customer engagement, long-term partnership, joint problem-solving and the use of technology. |
| Saelee et al. (2015) | 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)
| Dimensions | Characteristics |
|---|---|
| Sensing | Elements of an ecosystem framework for sensing market and technological opportunities:
|
| Seizing | Strategic decision skills/execution:
|
| Reconfiguration | Combination, reconfiguration and asset protection skills:
|
The dynamic/turbulent environment
| Author (year) | Definitions |
|---|---|
| Emery and Trist (1965) | 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. |
| Khandwalla (1977) | The turbulent environment is a dynamic, unpredictable, expanding, fluctuating environment; it is an environment in which the components are marked by change. |
| Dess and Beard (1984) | Environmental dynamism is defined as the rate of change and the degree of instability of the environment in which organisations operate. |
| Eisenhardt and Tabrizi (1995) | Environmental dynamism is the degree to which competition, customer preferences, and technology change within an industry. |
| McCarthy et al. (2010) | The environment's dynamism can be defined in terms of the frequency, size and irregularity of changes in competition, customer preferences, and technology. |
| Van Vaerenbergh et al. (2014) | With increasing competition and advances in technology, firms are facing environments that are extremely dynamic. |