Customers generally are regarded as king in every business and they should be treated as such. In doing so, an organization is expected to get close to them and treat them well. The study was carried out to determine the effects of customer relationship management on product innovation in Nigeria, with emphasis on Xerox H. S Nigeria Limited. The research design adopted was survey research. The population of the study consisted of 83 staff drawn from Lagos and Abuja Offices of the Company. Primary data were sourced through self-administered questionnaires, and the formulated hypotheses tested using Pearson Correlation (r) and multiple regression. The findings revealed that customer information management has significant effect on product innovation, and that there is a significant effect of customer value management on product innovation. Also, multi channel management have significant effect on product innovation. The study recommended among others that organizations make customer relationship management a priority so as to have adequate product innovation, also when designing and implementing a multi channel strategy, objectives and goals of internal and external parties affected by the multi channel approach should be considered.
Published in | American Journal of Theoretical and Applied Business (Volume 5, Issue 4) |
DOI | 10.11648/j.ajtab.20190504.15 |
Page(s) | 113-126 |
Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
Copyright |
Copyright © The Author(s), 2019. Published by Science Publishing Group |
Customer Relationship Management, Product Innovation, Customer Information Management, Customer Segment Value Management, Multi-Channel Management
[1] | Rosenbrook, T. (2015). Five reasons why the customer is king, article published in https://www.techtarget.com and accessed on the 27th September, 2018. |
[2] | Berfenfeldt, J. (2010). Customer Relationship Management, Master Thesis, Department of Business Administration and Social Sciences, Lulea University of Technology, Sweden. |
[3] | Robles, P. (2015). The five biggest benefits of CRM systems, article published at https://www.econsultancy.com and accessed on the 11th September, 2018. |
[4] | Jim, B. (2008). Essentials of Marketing, 4th Edition, NY: Pearson Education. |
[5] | Sally, L. (2007). Sam Walton: Business Genius of Wal-Mart. Enslow Publishers Inc. p. 13. |
[6] | Murcko, M. (2012). 6 reasons why the customer is important, article published at https://www.marketingteacher.com and accessed on the 23rd September, 2018. |
[7] | Walden, S. (2013). The importance of cultivating customer relationship in business, article published at https://www.mashable.com and accessed on the 27th September, 2018. |
[8] | Dowling, G. W. (2002), “Customer Relationship Management: In B2C Markets, Often Less Is More, ” California ManagementReview, 44 (Spring), 87–104. |
[9] | Rouse, M. (2012). Customer relationship management, article published at https://www.techtarget.com and accessed on the 27th September, 2018. |
[10] | Boateng, A. I (2014). Effects of customer relationship management on product innovation of banking services in Ghana, article published in Journal of contemporary integrative ideas, volume 2. Issue no. 1. |
[11] | Jayachandran, S., Sharma, S., Kaufman, P., & Raman, P. (2005). The role of relational information processes and technology use in customer relationship management. Journal of Marketing, 69 (4), 177–192. |
[12] | Dougherty D. 1992. A practice-centered model of organizational renewal through product innovation. Strategic Management Journal, Summer Special Issue 13: 77–92. |
[13] | Bowen, H. K; Clark, K. B; Holloway, C. A; & Wheelwright, S. C. (1994). Development projects: the engine of renewal. Harvard Business Review 72 (5): 110–120. |
[14] | Womack, J. P., D. T; & D. R. Roos (1990) The Machine That Changed the World: The Story of Lean Production, New York: Harper Perennial. |
[15] | Burgelman, R. A. (1991) "Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research, "Organization Science, 2: 239-262. |
[16] | Srivastava, Raj, TassaduqShervani, & Liam Fahey (1998), “Marketing-Based Assets and Shareholder Value: A Framework for Analysis, ” Journal of Marketing, 62 (January), 2–18. |
[17] | Kerstetter, J. (2001), “Software Highfliers, ” BusinessWeek, (June18), 108–109. |
[18] | Reinartz, W., & Kumar, V. (2002). The impact of customer relationship characteristics on profitable lifetime duration. Journal of Marketing, 67 (1), 77–99. |
[19] | Winer, R. (2001). A framework for customer relationship management. California Management Review, 43, 89-105 |
[20] | Morgan, R. M. & Hunt, S. D. (1994), “The Commitment–Trust Theory of Relationship Marketing, “Journalof Marketing”, 58 (July), 20–38. |
[21] | Boulding, W., Staelin, R., Ehret, M., &Johnston, W. J. (2005). A customer relationship management roadmap: what is known, potential pitfalls, and where to go. Journal of Marketing, 69 (4), 155–166. |
[22] | Reinartz, W., Krafft, M., & Hoyer, W. D. (2004). The customer relationship management process: its measurement and impact on performance. Journal of Marketing Research, 41 (3), 293–305. |
[23] | Payne, A., &Frow, P. (2005). A strategic framework for customer relationship management. J Mark, 69 (4), 167–176. |
[24] | Parvatiyar, A., &Sheth, J. N. (2000). The domain and conceptual foundations of relationship marketing. In J. N. Sheth& A. Parvatiyar (Eds.), Handbook of relationship marketing (pp. 3–38). Thousand Oaks: Sage. |
[25] | Ryals, L. & Payne (2001). Making customer relationship management work: the measurement and profitable management of customer relationships. J Mark, 69 (4), 252–261. |
[26] | Zablah, A. R.; Dany, N. B. & Wesley, J. J (2003), Customer relationship management: An Explication of its decision and avenues for further inquiry, in relationship marketing, customer relationship management and marketing management: cooperation-competition-co-evolution, Michael Kleinaltenkamp& Michael Ehret, eds Berlin: Freie Universitat Berlin, 115-24. |
[27] | Rust, R. T., Zeithaml, V. A., & Lemon, K. N. (2000). Driving customer equity; how customer lifetime value is reshaping corporate strategy. New York: The Free. |
[28] | Blattberg, R. C., Getz, G., & Thomas, J. S. (2001). Customer equity: Building and managing relationships as valuable assets. Boston: Harvard Business School. |
[29] | Abernathy, W. J and Utterback, J. M (2008). Patterns of industrial innovation, In: Readings in the Management of Innovation, 2nd edition, Michael Tushan and William Moore (eds.). New York, Harper Business, pp 25-36. |
[30] | Ali, A. (2004). Pioneering versus incremental innovation: Review and research propositions. Journal of product innovation management. |
[31] | Voss, G. B., & Voss, Z. G. (2008). Competitive density and the customer acquisition–retention trade-off. Journal of Marketing, 72 (6), 3–18. |
[32] | Ramani, G., & Kumar, V. (2008). Interaction orientation and firm performance. Journal of Marketing, 72 (1), 27–45. |
[33] | Thomas, J. S., Blattberg, R. C., & Fox, E. J. (2004). Recapturing lost customers. Journal of Marketing Research, 41 (1), 31–45. |
[34] | Sin, L. Y. M., Tse, A. C. B., &Yim, F. H. K. (2005). CRM: conceptualization and scale development. European Journal of Marketing, 39 (11/12), 1264–1290. |
[35] | Dowling, G. W & Uncles, M. (1997), “Do Customer Loyalty Programs Really Work?” Sloan Management Review, 38 (Fall), 71–82. |
[36] | Henneberg, Stephan C. M. (2003), “An Exploratory Analysis of CRM Implementation Models, ” paper presented at the 11th International Colloquium in Relationship Marketing, University of Gloucestershire. |
[37] | Khanna, S. (2001), “Measuring the CRM ROI: Show Them Benefits, ” (accessed November 20, 2002), [available at http://www.crm-forum.com]. |
[38] | Stone, M. & Neil W. (2001), “Defining CRM and Assessing its Quality, ” in Successful Customer RelationshipMarketing, Brian Foss and Merlin Stone, eds. London: Kogan Page, 3–20. |
[39] | Singh, J. &Agrawal (2003), “Voice, Exit, and Negative Word-of-Mouth Behaviors: An Investigation Across Three Service Categories, ”Journal of the Academy of Marketing Science, 18 (Winter), 1–15. |
[40] | Galbraith, J. (1973). Designing complex organizations. Reading, MA: Addison-Wesley. |
[41] | Buttle, F. (2004). Customer Relationship Management: Concepts and tools, Oxford: Elsevier. |
[42] | Gosney, J. & Boehm, T. (2000), Customer Relationship Management Essentials. Indianapolis, IN: Prima Publishing. |
[43] | Peppers, D., Rogers, M., &Dorf, B. (1999). Is your company ready for one-to-one marketing? Harv Bus Rev, 77, 3–12. |
[44] | Hobby, J. (1999), “Looking After the One Who Matters, ” Accountancy Age, (October 28), 28–30. |
[45] | Glazer, Rashi (1997), “Strategy and Structure in Information-Intensive Markets: The Relationship Between Marketing and IT, ” Journal of Market Focused Management, 2 (1), 65–81. |
[46] | Madhavan, R., & Grover, R. (1998). From embedded knowledge to embodied knowledge: new product development as knowledge management. J Mark, 62 (4), 1–12. |
[47] | Swift, Ronald S. (2000), Accelerating Customer Relationships—Using CRM and Relationship Technologies. Upper SaddleRiver, NJ: Prentice Hall. |
[48] | Jaworski, B. J., &Kohli, A. K. (1993). Market orientation: antecedents and consequences. J Mark, 57 (3), 53–70. |
[49] | Von Hippel, E. (1986). Lead users: source of novel product concepts. Manag Sci, 32 (7), 791–805. |
[50] | Von Hippel, E. (1994). Sticky information and the locus of problem solving: implications for innovation. ManagSci, 40 (4), 429–439. |
[51] | Lilien, G. L., Morrison, P. D., Searls, K., Sonnack, M., & Von Hippel, E. (2002). Performance assessment of the lead user idea-generation process for new product development. Management Sci, 48 (8), 1042–1059. |
[52] | Gruner, K., & Homburg, C. (2000). Does customer interaction enhance new product success? J Bus Res, 49 (1), 1–14. |
[53] | Childers, T. L. (2006). Assessment of the psychometric properties of an opinion leadership scale. J Mark Res, 23 (2), 184–188. |
[54] | Sawhney, M. S., &Prandelli, E. (2001). Beyond customer knowledge management: customers as knowledge co-creators. In Y. Malhotra (Ed.), Knowledge management and virtual organization (pp. 258–281). Hershey: Idea Group. |
[55] | Ryals, L. (2005). Making customer relationship management work: the measurement and profitable management of customer relationships. J Mark, 69 (4), 252–261. |
[56] | Grönroos, C. (2000). Service marketing and management: a customer relationship management approach (2nd ed.). New York: Wiley. |
[57] | Gales, L., & Mansour-Cole, D. (1995). User involvement in innovation projects: towards an information processing model. J Eng Tech Manage, 12 (1/2), 77–109. |
[58] | Brown, S. A. (2000). Customer relationship management—a strategic imperative in the world of E-business. New York: Wiley. |
[59] | Smith, J. B. (1998). Buyer–seller relationships—similarity, relationship management, & quality. Psychol Mark, 15 (1), 3–21 |
[60] | Morrison, P. D., Roberts, J. H., &Midgley, D. F. (2004). The nature of lead users and measurement of leading edge status. Res Policy, 33 (2), 351–362. |
[61] | Brink, A & Berndt, A. (2007). Relationship marketing and customer relationship management, article published in Journal of relationship marketing, vol. 1 (13). |
[62] | Brown, S. L., &Eisenhardt, K. M. (1995). Product development: past research, present findings, & future directions. AcadManag Rev, 20 (2), 343–378. |
[63] | Schon, D. (1967) Technology and Change, Oxford, MA: Pergamon. |
[64] | Booz, Allen & Hamilton (1982): new product management for the 1980’s. New York. |
[65] | Olson, E. M; Orville, C. W; & Robert, W. R (1995). Organising for effective new product development: the moderating role of product innovativeness. Journal of Marketing 59, 48-62. |
[66] | Day (1994). The capabilities of market-driven organization. Journal of Marketing 58. 37-52, 68. |
[67] | Day & Robin, W. (2008). Assessing Advantage: A framework for diagnosing competitive superiority. Journal of Marketing 52, 1-20. |
[68] | Veryzer (1998). Discontinuous innovation and the new product development process. Elsevier Science Inc. |
[69] | Bresson, C. & Townsend, J. (2008). Multivariate models for innovation-looking at the Abernathy-Utterback model with other data. Omega 9: 429-436. |
[70] | Green, S. G.; Gavin, M. B &Aiman-smith, L. (2005). Assessing a multidimensional measure of radical technical innovation. IEEE transactions on Engineering management 42 (3): 203. |
[71] | Nystrom, H. (2015). Product development strategy: An integration of technology and marketing. Journal of product innovation management 2: 25-33. |
[72] | Crawford, C. M. (2004). New product management, 4th ed. Boston: Richard and Irwin, Inc. |
[73] | Mack, S. (2013). The Coittmment-Trust theory of relationship marketing, article published in Journal of Relationship Marketing, volume 3, issue 2. |
APA Style
Michael Oyenuga, Ruth Angbazo Andah, Marcus Garvey Orji, Alice Ukeh Agabi. (2019). Effects of Customer Relationship Management on Product Innovation in Nigeria. A Case Study of Xerox HS Nigeria Limited. American Journal of Theoretical and Applied Business, 5(4), 113-126. https://doi.org/10.11648/j.ajtab.20190504.15
ACS Style
Michael Oyenuga; Ruth Angbazo Andah; Marcus Garvey Orji; Alice Ukeh Agabi. Effects of Customer Relationship Management on Product Innovation in Nigeria. A Case Study of Xerox HS Nigeria Limited. Am. J. Theor. Appl. Bus. 2019, 5(4), 113-126. doi: 10.11648/j.ajtab.20190504.15
AMA Style
Michael Oyenuga, Ruth Angbazo Andah, Marcus Garvey Orji, Alice Ukeh Agabi. Effects of Customer Relationship Management on Product Innovation in Nigeria. A Case Study of Xerox HS Nigeria Limited. Am J Theor Appl Bus. 2019;5(4):113-126. doi: 10.11648/j.ajtab.20190504.15
@article{10.11648/j.ajtab.20190504.15, author = {Michael Oyenuga and Ruth Angbazo Andah and Marcus Garvey Orji and Alice Ukeh Agabi}, title = {Effects of Customer Relationship Management on Product Innovation in Nigeria. A Case Study of Xerox HS Nigeria Limited}, journal = {American Journal of Theoretical and Applied Business}, volume = {5}, number = {4}, pages = {113-126}, doi = {10.11648/j.ajtab.20190504.15}, url = {https://doi.org/10.11648/j.ajtab.20190504.15}, eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajtab.20190504.15}, abstract = {Customers generally are regarded as king in every business and they should be treated as such. In doing so, an organization is expected to get close to them and treat them well. The study was carried out to determine the effects of customer relationship management on product innovation in Nigeria, with emphasis on Xerox H. S Nigeria Limited. The research design adopted was survey research. The population of the study consisted of 83 staff drawn from Lagos and Abuja Offices of the Company. Primary data were sourced through self-administered questionnaires, and the formulated hypotheses tested using Pearson Correlation (r) and multiple regression. The findings revealed that customer information management has significant effect on product innovation, and that there is a significant effect of customer value management on product innovation. Also, multi channel management have significant effect on product innovation. The study recommended among others that organizations make customer relationship management a priority so as to have adequate product innovation, also when designing and implementing a multi channel strategy, objectives and goals of internal and external parties affected by the multi channel approach should be considered.}, year = {2019} }
TY - JOUR T1 - Effects of Customer Relationship Management on Product Innovation in Nigeria. A Case Study of Xerox HS Nigeria Limited AU - Michael Oyenuga AU - Ruth Angbazo Andah AU - Marcus Garvey Orji AU - Alice Ukeh Agabi Y1 - 2019/11/26 PY - 2019 N1 - https://doi.org/10.11648/j.ajtab.20190504.15 DO - 10.11648/j.ajtab.20190504.15 T2 - American Journal of Theoretical and Applied Business JF - American Journal of Theoretical and Applied Business JO - American Journal of Theoretical and Applied Business SP - 113 EP - 126 PB - Science Publishing Group SN - 2469-7842 UR - https://doi.org/10.11648/j.ajtab.20190504.15 AB - Customers generally are regarded as king in every business and they should be treated as such. In doing so, an organization is expected to get close to them and treat them well. The study was carried out to determine the effects of customer relationship management on product innovation in Nigeria, with emphasis on Xerox H. S Nigeria Limited. The research design adopted was survey research. The population of the study consisted of 83 staff drawn from Lagos and Abuja Offices of the Company. Primary data were sourced through self-administered questionnaires, and the formulated hypotheses tested using Pearson Correlation (r) and multiple regression. The findings revealed that customer information management has significant effect on product innovation, and that there is a significant effect of customer value management on product innovation. Also, multi channel management have significant effect on product innovation. The study recommended among others that organizations make customer relationship management a priority so as to have adequate product innovation, also when designing and implementing a multi channel strategy, objectives and goals of internal and external parties affected by the multi channel approach should be considered. VL - 5 IS - 4 ER -