Rosario Vázquez-Carrasco

Customer engagement: Innovation in non-technical marketing processes

Abstract Economic globalization and growing competitive pressure require companies to invest more and more time and resources in innovation. Innovation may be technical in nature or linked to non-technical processes such as new approaches to channel linking, relationship building and customer portfolio management.This article takes a closer look at customer engagement as non-technical innovation linked to marketing capabilities and commercial processes. We analyzed a sample of 176 people in the Spanish mobile telecommunications sector. Our findings suggest that this new approach to client portfolio management boosts customer satisfaction and loyalty, leading to a commitment to spreading positive word-of-mouth. Such manifestations of engagement appear to significantly enhance performance for companies which foster non-transactional behaviors among their customers. Implications for management are discussed in the final section of the study.

Success factors in a CRM strategy: technology is not all

Abstract Organisations today need to create, maintain and reinforce relationships with customers. Customer Relationship Management (CRM) seems to have helped firms to better understand their relationships. However, past studies have looked at technology and customer orientations (COs) as key factors. This paper aims to analyse the simultaneous effect of Market Orientation (MO) (rather than CO), Knowledge Management (KM) and other organisational factors in order to explain how to implement a successful CRM. Findings suggest that MO and KM may influence CRM success. Data also suggest that particular organisational factors such as employees, leadership and specific know-how may be key factors in determining the success of CRM. For efficiency resource management, this paper recommends to focus not as much in technology, but on programmes for selection, training and motivation of employees which may enhance CRM objectives. Companies may also pursue a higher customer value by putting in place and reinforcing KM schemes in specific know-hows about CRM.

The challenges of internationalising national culture‐based hand‐crafted products

Purpose – The purpose of this paper is to illustrate how small to medium‐sized enterprise firms can develop internationalization processes successfully.Design/methodology/approach – A case study is used to illustrate the milestones of the global process.Findings – The paper finds that, although internationalization is a complicated task, the adequate management of resources allows firms to achieve their objectives.Originality/value – The paper takes as reference a national culture‐based hand‐crafted product, which is really difficult to internationalize.