A Critique of the JISC Self Analysis Framework for CRM

These models are characterised by Uncles et al as follows: 1. “loyalty as primarily an attitude that sometimes leads to a relationship with the brand” – e.g. see Day (1969), Jacoby and Chestnut (1978), Foxall and Goldsmith (1994) and Reichheld (1996).

2. “loyalty mainly expressed in terms of revealed behaviour (i.e. the pattern of past purchases)” – e.g. see Ehrenberg (1988), Fader and Hardie (1996), Kahn et al (1988), Massey et al (1970).

3. “buying moderated by the individual’s characteristics, circumstances, and/or the purchase situation” – e.g. see Belk (1974, 1975), Blackwell et al (1999), Fazio and Zanna (1981).

There is a clear implication here that an organization may find that it has put into place the “wrong” CRM system, or at least one not best suited to the behaviour exhibited by its customers.

Boulding et al (2005) discuss strategic approaches and potential pitfalls, in particular issues around privacy and security: “Sometimes the firm can unobtrusively collect information about the customer at the time of the transaction. Other times, the firm must rely on the customer providing this information.”

Lewis (2005) found that customer behaviour changes when the customer is aware that they are being monitored and profiled. These conclusions are amplified by Boulding et al (2005): “Lewis shows that some customers anticipate what a firm will do after it observes customer behavior. This leads these customers to modify their own behavior. In other words, the customers act strategically, this reduces the firm’s share of the value creation pie, even if the firm anticipates these reactions, though anticipation on the part of the firm will reduce this reduction in share of the value pie.”

The JISC Framework discusses resistance to change from staff members, but does not cover privacy and data protection. I contend that these are key Page 22 of 103