Customer Relationship Management Practices: Organizational Performance in SMEs of the Food Manufacturing Industry

Abstract

The purpose of this research is to analyze and explain the impact of CRM practices on organizational performance in Small and Medium Enterprises in the Food Manufacturing Industry. This conceptual review focuses on the literature evidence showing positive or negative correlations between organizational performance and context factors chosen in the CRM strategy and implementation model. The proposed model integrates elements that have already been integrated into the literature review on CRM model and implementation as there was also a need to choose elements carefully to adapt and recreate CRM strategy and implementation model for this research paper.

Organizational performance of the CRM strategy and implementation model was used to support and argue with the literature review on key elements, such as Business Development, Customer Retention, Customer Acquisition Strategies, and Concerning also with techniques, systems, and technologies building loyalty and ways of attracting new consumers despite of those already there. This paper offers the SMEs of the food manufacturing industry clear guidelines for how the CRM strategy and implementation model by using the Evolution of CRM readiness, CRM project management strategy, Strategy development process, Value creation process, Multi-channel integration process, Performance assessment process, CRM change management strategy, Data repository (warehouse), Employee Engagement process can impact and be used to facilitate and improve organizational performance and result in positive outcomes that will help SME of food manufacturing industry achieve a competitive advantage.