the tqm extension

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The TQM extension: Total customer relationship management

Chun-Hsien Sua, August Tsaib and Chu-Ling Hsua

aDepartment of Business Administration, Chang Jung Christian University, 396, Sec.l, Chang

Jung Rd, Kway Jen, Tainan, 711, Taiwan, R.O.C; bDepartment of Industrial Engineering &Management, Ching Yun University, No.229, Jianxing Rd., Zhongli City, Taoyuan County 320,Taiwan, R.O.C.

From reviewing literature pertaining to customer relationship management (CRM),most research has focused partially on profitable customers, customer segmentation,information technology, or value creation. Curry and Kkolou (2004) found thatCRM has revealed many aspects that closely resemble the total quality management(TQM) approach. A comprehensive viewpoint put forward in this study is goingto propose a concept of total customer relationship management (TCRM). SinceISO 9000 QMS (International Organization for Standardization 9000 QualityManagement System) is always available and useful in the field of TQMimplementation, it is introduced offering the framework with five components.Issues and content pertaining to CRM literature are classified and lodged into thesecomponents as elements. The TCRM system, therefore, is composed of fivecomponents and their own elements, as shown in Table 1. It is proposed hopefullyto validate CRM activities more effectively, to pursue business excellence in CRMpractice, as well as to have CRM become a mission covering all members,resources, processes and endeavours of an organisation.

Keywords: ISO 9000; quality management system (QMS); customer relationship

management (CRM); total customer relationship management (TCRM)

Introduction

Day and Van Den Bulte (2002) define CRM as a cross-functional process for achieving a

continuous dialogue with customers, across all their contact and access points, with per-

sonalised treatment for the most valuable customers, to increase customer retention and

the effectiveness of marketing initiatives. Customer relationship management (CRM)

takes a wider view and is an attitude to customers and to the organisation itself, which

dynamically integrates sales, marketing and customer care services to create and add

value for the company and its customers (Ricardom, 2006). Fletcher and Taplin (2001)defined CRM as a set of business processes and overall policies designed to capture,

retain and provide service to customers. Chen and Popovich (2003) proposed that

CRM is a coherent and complete set of processes and technologies for managing relation-

ships with current and potential customers and associates of the company, using the

marketing, sales and service departments, regardless of the channel of communication.

Nykamp (2001) proposed a universal, underlying cycle of activities that should drive

all CRM initiatives. They are (1) acquiring and retaining customers; (2) understanding and

differentiating customers; (3) interaction and delivery of increased value to customers; and

Corresponding author. Email: [email protected]

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Vol. 21, No. 1, January 2010, 79 92


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(4) development and customisation of products and services to meet customers needs. As

a cycle, the stages are naturally interdependent and continuous, as shown in Figure 1.

To substantiate the preceding CRM definitions and findings, CRM involves activities

of cross-functional processes, continuous dialogue with customers, all contact and accesspoints, as well as increasing customer retention and the effectiveness of marketing

Table 1. The TCRM system and its elements.

Framework from ISO9000 QMS

Existing elements from CRMliterature review

Adding elements from ISO9000 QMS (suggested)

Customer-related

processes

(1) Inputs from customers: communication,

contact points and decoding

(1) Review of requirements

related to the product(2) Outputs to customers: customisation,

satisfaction and trust, to gain customersloyalty

Managementresponsibility

(1) CRM culture (managementcommitment)

(1) Planning

(2) Customer focus (2) Responsibility,authority andcommunication

(3) CRM strategy (policy) (3) Management reviewResource management (1) Human resource (1) Provision of resources

(2) Infrastructure with elements of CRM

computer system, Internet technology,IT system tools and data warehouses,and IT infrastructure and architecture

(3) Work environment(4) Customer knowledge management with

elements of good processes and systemsto manage customer knowledge,knowledge updating, customerknowledge application and intelligencedissemination

(5) Customer knowledge competence withelements of market intelligence, what toknow and how to do and e-businessapplications

Product or servicerealisation

(1) Production and service provision withelements of flexibility, aligning productsto customers needs, fulfilling theirexpectations, building/sustaining trust,as well as facilitating satisfaction andCRM capabilities

(1) Planning of productrealisation

(2) Design anddevelopment

(3) Purchasing(4) Control of monitoring

and measuring devices

Measurement, analysisand improvement

(1) Measurement (1) Internal audit

(2) Analysis (2) Control of non-conforming products/services

(3) Monitoring and measurement ofprocesses

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sales, marketing and customer care services, as well as a coherent and complete set of pro-

cesses and technologies for managing relationships. In addition, Curry and Kkolou (2004)

concluded that CRM has revealed many aspects that closely resemble the total quality

management (TQM) approach. Since ISO 9000 QMS (International Organization for

Standardization 9000 Quality Management System) is always available and usefulin the field of TQM implementation, it is introduced offering the framework with

five components. Therefore, the ISO 9000 QMS is proposed to integrate those CRM

activities namely total customer relationship management (TCRM) in this research.

The validity of ISO 9000 QMS stems, largely, from the fact that the best minds worldwide

have contributed to its development and maintenance, and the fact that many companies

have reported real business gains because of its implementation (Aldowaisan & Ashraf,

2006). Figure 2 (derived from the ISO 9000 QMS) has a circle in which there are four com-

ponents: (1) management responsibility; (2) resource management; (3) product or service

realisation; and (4) measurement, analysis and improvement. These four components

operate and interact in the circle. Furthermore, the circle interacts with and delivers qualityproducts to customers needs (customer focus). Finally, continuous improvement of ISO

9000 QMS produces organisations long-term competitiveness in the quality campaign.

This article begins with a review of CRM material and ISO 9000 QMS. Subsequently,

the research method structured by the ISO 9000 QMS is constructed. Thirdly, the discus-

sions and results lodging CRM issues and content into ISO 9000 QMS components

as elements to become the TCRM system follow, and consequently the conclusions of

this study are presented. The TCRM system is constructed hopefully to make CRM

activities much more effective.

Methods

The method of literature review is used in this research to construct the TCRM system.

Figure 1. CRM core cycle of activities (Nykamp, 2001).

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CRM and ISO 9000 QMS are both concentrated on customer focus, the element of cus-

tomer-related processes in the component of product or service realisation of ISO 9000

QMS will be treated as an independent component discussed in this research. The two-

dimensional conceptual framework, constructed as Figure 3, consists of the horizontal

dimension that reflects the CRM issues and content, and the vertical dimension that

depicts the customer-related processes and those ISO 9000 QMS components that are

going to be integrated to become the TCRM system.

Concisely, the TCRM components being (1) customer-related processes; (2) manage-ment responsibility; (3) resource management; (4) product or service realisation; and (5)

measurement, analysis and improvement, integrate relevant issues and contents of CRM in

them.

Discussions and results

The TCRM components, into which issues and content pertaining to CRM literature are

classified and lodged as elements, including (1) customer-related processes; (2) manage-

ment responsibility; (3) resource management; (4) product or service realisation; and (5)

measurement, analysis, and improvement, will be discussed sequentially through thissection.

Figure 2. ISO 9000 quality management system model.

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Customer-related processes

For customer-related processes, business-customer interfaces are divided into two

elements inputs from customers, and outputs to customers discussed in this section.

Inputs from customers

It has been recognised that the study of complaining behaviour has implications for such

critical phenomena as brand loyalty and repurchase intentions (Blodgett et al., 1993;

Davidow & Leigh, 1998; Day, 1984; LaBarbera & Mazursky, 1983). Stone et al. (1996)

proposed that the customer relation can be reinforced by effective customer interaction,

including (1) contacts with company staff front line and other; (2) outbound contact

management mail, telephone, sales visits and deliveries; and (3) transactions price,

value and terms. According to Kutner and Cripps (1997), customers vary in their needs,

preferences, buying behaviour and price sensitivity; furthermore, by understanding custo-

mer drivers and customer profitability, companies can tailor their offerings to maximise

the overall value of their customer portfolio.A companys touch (contact) points can include the Internet, email, sales, direct mail,

telemarketing operations, call centres, advertising, fax, pagers, stores and kiosks. CRM

integrates touch points around a common view of the customer (Eckerson & Watson,

2000). CRM is an active, participatory and interactive relationship between business

and customer. The objective is to achieve a comprehensive view of customers, and

be able to consistently anticipate and react to their needs with targeted and effective activi-

ties at every customer touch point (Piccoli et al., 2003). CRM is an enterprise approach to

understanding and influencing customer behaviour through meaningful communication to

improve customer acquisition, customer retention, customer loyalty and customer profit-

ability (Swift, 2000). Inputs from customers start with communication at contact points tocollect customers information, followed by decoding to meet customers wants.

Outputs to customers

Overall satisfaction has a strong positive effect on customer loyalty intentions across a

wide range of product and service categories (Fornell, 1992; Fornell et al., 1996). For

customers, CRM offers customisation, simplicity and convenience for completing

transactions, regardless of the channel used for interaction (Gulati & Garino, 2000).

CRM is a customer-focused business strategy that aims to increase customer satisfaction

and customer loyalty by offering a more responsive and customised service to each

customer (Croteau & Li, 2003). CRM is the process of acquiring, retaining and growing

profitable customers. It requires a clear focus on the service attributes that represent

value to the customer and create loyalty (Handen, 2000). Reinartz et al. (2003) suggested

CRM applications are likely to have an effect on customer satisfaction for at least the

following reasons: customisation, perceived quality of the offering, reliability of consump-

tion experiences, and managing customer relationships more effectively.

Trust is an important feature or aspect in the building and development of quality

relationships through a process of making and keeping promises (Dwyer et al., 1987;

Gronroos, 1990; Hewett & Bearden, 2001). In addition, trust is a key factor affecting com-

mitment to the business relationship especially in international partnerships (Mudambi &

Aggarwal, 2003). According to Berry (1995), relationship marketing is built on the foun-

dation of trust. In relation to customer loyalty, Reichheld and Schefter (2000) highlight



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Outputs to customers start with customisation, satisfaction and trust, then gain more by

customers loyalty.

Results

In the component of customer-related processes, ISO 9000 QMS has elements of (1) deter-mination of requirements related to the product/service; (2) review of requirementsrelated to the product; and (3) customer communication, while CRM has two aspects to

focus on inputs from customers with elements of communication, contact points and

decoding as well as outputs to customers with elements of customisation, satisfaction

and trust to gain customers loyalty. Therefore, this review reveals that the TCRM

system could reinforce CRM by adding the ISO 9000 QMS element of review of

requirements related to the product.

Management responsibility

For management responsibility, elements of CRM culture and strategy and results are

discussed in this section.

CRM culture

Relationship management requires a strategic change from a product or process-focused

culture towards a customer-focused culture (Christopher et al., 1991; Peck, 1995; Ryals

& Knox, 2001). To meet customer expectations, it is necessary to develop a culture that

is customer oriented. Customer orientation (focus) is a type of organisational culture

and it makes organisations more responsive to customer needs (Deshpande & Webster,

1989). Furthermore, a customer-oriented culture is essential for the quality and extensionof customer-knowledge creation and dissemination, as well as the implementation of a

relationship-management strategy (Tzokas & Saren, 2004).

Strategy

The core issue of a strategic plan is determining the firms long-term policy for managing

customer relationships to increase overall profits (Peltier & Schribrowsky, 1997). A

CRM business strategy includes marketing, operations, sales, customer service, human

resources, R&D and finance, as well as information technology and the Internet to maximise

the profitability of customer interactions (Chen & Popovich, 2003). Formulating CRM strat-

egies can also create valuable marketing opportunities, increase customer value and

enhance customer satisfaction in the pursuit of business excellence (Lin & Su, 2003).

A strategy stressing the allocation of the companys sales and marketing resources

to some customers more than others should be based on careful analyses of customer

profitability and how different kinds of customer portfolios affect marketing and sales

effectiveness and corporate performance (Raaij et al., 2003). Although CRM requires a

cross-functional approach, when different departments are involved in strategy develop-

ment, special emphasis should be placed on the alignment and integration of business

strategy (Payne & Frow, 2005). Furthermore, CRM is a customer-focused business

strategy that dynamically integrates sales, marketing and customer care services in

order to create and add value for the company and its customers. In addition, creating

an effective system for managing relationships means companies need to radically

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Results

In the component of management responsibility, ISO 9000 QMS has elements of (1) man-

agement commitment; (2) customer focus; (3) quality policy; (4) planning; (5) responsi-

bility, authority and communication; as well as (6) management review, while CRM

only has elements of (1) CRM culture (management commitment); (2) customer focus;

and (3) CRM strategy (policy). Therefore, this review reveals that the TCRM system

could reinforce CRM by adding some ISO 9000 QMS elements of (1) planning; (2)

responsibility, authority and communication; and (3) management review.

Resource management

For resource management, elements of human resource, infrastructure, work environ-

ment, customer knowledge management, customer knowledge competence, and

results are discussed in this section.

Human resource

The companys people are, ultimately, the key to the whole CRM strategy. They are the

part that determines its success or failure and they must not be undervalued. It is therefore

fundamental that they know about the project and resolve their fears, worries and doubts

before it is implemented (Chalmeta, 2006).

Infrastructure

The key to designing a CRM computer system is the intelligent integration of techno-

logical and functional components that allow a connection between the front office(sales, marketing and customer service) and back office (financial, logistics, warehousing,

accounting, human resources, and so forth) systems (Strauss & Frost, 2002). Arnott and

Bridgewater (2002) suggest that Internet interactivity increases marketers ability to

understand customer behaviour, which can help them offer products or services according

to what customers want. Companies that do not take advantage of Internet technology are

viewed as not delivering value added services to their customers, so are at a competitive

disadvantage. Boyle (2001) further reported that the effect of adopting Internet technology

as a substitute for a traditional channel of the buyerseller relationship has increased.

In addition, Bradshaw and Brash (2001) found companies become more efficient in

managing relationships with the use of Internet technology.

Some researchers present information technology (IT) as a key element, even the core

of CRM. They claim that the Internet and other IT tools enable relationship marketing.

This is particularly stressed by the term e-CRM, where data mining offers new

opportunities to store and integrate customer and other information and use it to innovate

in marketing strategies (Eggert & Fassot, 2001). The IT architecture determines which

information systems support and manage business processes, and how information

systems interact with each other. This includes front-office applications and back-office

systems. Integration of enterprise resource-planning systems is necessary to support

business processes effectively (Brown & Gulycz, 2001). Also, information technology

system tools and data warehouses must be accessible to all employees to allow them to

analyse customer data accurately, including analysing customers purchasing behaviour

(Woodcock et al., 2003). To support customer and business processes a well-organised



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whole organisation (Zikmund et al., 2003). A CRM IT solution combines the acquisition

of customer information from the company with the application of a series of technologies

for managing that information and converting it into business knowledge (like data

warehousing/OLAP (Chalmeta & Grangel, 2005)).

Work environment

Stone et al. (1996) proposed that the customer relation could be reinforced by effective

customer interaction with the physical service environment.

Customer knowledge management

Koenig and Srikantaiah (2000) believed that having good processes and systems to manage

customer knowledge is important. CRM involves (1) acquiring and continuously updating

knowledge about customer needs, motivations and behaviour over the lifetime of the

relationship; and (2) applying customer knowledge to continuously improve performancethrough a process of learning from successes and failures (Gebert et al., 2002).

Any intelligence that has a potential bearing on the outcome of buyerseller inter-

actions is considered especially valuable (e.g. customer value drivers, changing prefer-

ences, cross-selling opportunities, etc.). Finally, any intelligence that is generated needs

to be disseminated to all members of the organisation who either have direct contact

with the customers (i.e. boundary-spanners) or have an influence over the marketing

mix elements of a firms operations (Campbell, 2003; Ryals & Knox, 2001).

Customer knowledge competence

Some CRM literature suggests that the requisite market intelligence is generated through

the effective execution of a knowledge management process (Campbell, 2003; Crosby &

Johnson, 2001; Fahey et al., 2001; Massey et al., 2001; Plakoyiannaki & Tzokas, 2002;

Stefanou & Sarmaniotis, 2003) and that the resulting intelligence is utilised to build the

profit maximising portfolio of customer relationships by enabling firms to select the

right customers, prioritise relationships, and productively manage interactions with

them (Hansotia, 2002; Hirschowitz, 2001; Reinartz et al., 2003; Rigby et al., 2002). Pos-

sessing customer knowledge will assist an organisation to access new customer segments,

achieve greater customer loyalty among its clientele, and provide customised products or

services that mirror customers needs (Croteau & Li, 2003). What do managers need to

know about their customers and how is that information used to develop a complete

CRM perspective? Winer (2001) proposed a CRM model which consists of seven basic

components comprising (1) a database of customer activity; (2) analyses of the database;

(3) given the analyses, decisions about which customers to target; (4) tools for targeting

the customers; (5) how to build relationships with the targeted customers; (6) privacy

issues; and (7) metrics for measuring the success of the CRM programme.

Campbell (2003) conceptualises customer knowledge competence as being composed

of four organisational processes, which are (1) a customer information process; (2) market-

ingIT interface; (3) senior management involvement; and (4) employee evaluation and

reward systems that generate and integrate customer knowledge within the organisation.

CRM belongs to e-business applications which are developing fast not only thanks to

new possibilities brought by technology, but also thanks to changing attitudes and expec-

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is important to cooperate with them, i.e. give them the opportunity to take part in

new products and services creation by motivating them to communicate and help define

new products and services (Dohnal, 2001).

ResultsIn the component of resource management, ISO 9000 QMS has elements of (1) provision

of resources; (2) human resources; (3) infrastructure; and (4) work environment, while

CRM has five aspects being (1) human resource; (2) infrastructure with elements of

CRM computer system, Internet technology, IT system tools and data warehouses, and

IT infrastructure and architecture; (3) work environment; (4) customer knowledge man-

agement with elements of good processes and systems to manage customer knowledge,

knowledge updating, customer knowledge application and intelligence dissemination;

and (5) customer knowledge competence with elements of market intelligence, what to

know and how to do, and e-business applications. Therefore, this review reveals that

the TCRM system could reinforce CRM by adding the ISO 9000 QMS element ofprovision of resources.

Product or service realisation

In this section, the element of Production and service provision and its results are

discussed.

Production and service provision

Flexibility is helpful to establish a one-to-one customer relationship. This also brings end-

to-end business solutions to ensure long-term success in managing customer relationshipsbased on ongoing learning with the help of information (Dwivedi & Momaya, 2003). The

creation of long-term customer relationships depends upon continually aligning products

to customers needs, fulfilling their expectations, building/sustaining trust and facilitatingsatisfaction (Harness & Harness, 2004).

In general, CRM capabilities refer to the mix of human, physical (including techno-

logical) and organisational resources that enable firms to execute the knowledge and

interaction management processes. In other words, the management must decide

whether the firm can execute the CRM processes as they have been specified given

the firms current mix of resources (Zablah et al., 2004).

Results

In the component of product or service realisation, ISO 9000 QMS has elements of (1)

planning of product realisation; (2) customer-related processes; (3) design and develop-

ment; (4) purchasing; (5) production and service provision; as well as (6) control of moni-

toring and measuring devices, while CRM has only a component of production and

service provision with elements of flexibility, aligning products to customers needs,

fulfilling their expectations, building/sustaining trust, as well as facilitating satisfactionand CRM capabilities. Therefore, this review discloses that the TCRM system could

reinforce CRM by adding some ISO 9000 QMS elements of (1) planning of product realis-

ation; (2) design and development; (3) purchasing; and (4) control of monitoring and

measuring devices, while customer-related processes has been an independent TCRM



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Measurement, analysis and improvement

For measurement, analysis and improvement, elements of measurement and analysis,

monitoring and measurement of processes, improvement and results are discussed in

this section.

Measurement and analysis

The three customer metrics are customer retention rate, customer satisfaction and custo-

mer profitability (Jutla et al., 2001). These are considered strong predictors for behavioural

variables such as repurchase intentions, word-of-mouth recommendations or loyalty

(Eggert & Ulaga, 2002). CRM involves (Gebert et al., 2002) measuring both inputs

across all functions including marketing, sales and service costs and outputs in terms of

customer revenue, profit and value.

Storbacka (1997) proposes a two-dimensional segmentation based on profitability and

volume. Firms can subsequently develop segment-specific service concepts, based on the

sales volume and profitability of customers (Zeithaml et al., 2001). Moreover, a classifi-cation based on volume and profitability can provide direction for customer retention

and customer development programmes, particularly when future sales potential is also

taken into consideration.

Reichheld (2001) argues that customer retention has a link to a firms long-term profit-

ability. At customer level, the concept of customer profitability may be defined as the

income less costs that a specific customer generates over a given period of time. So

defined, customer profitability refers to a suppliers value of having a specific customer,

and not to the customers value of having a specific supplier. Knie-Andersen (2001)

proposed two types of customer profitability. One is accounting-based in the sense that

customer profitability is calculated on the basis of the income statement of the enterprise,while the other one solely consists in customer profitability being the profitability derived

from the single customer.

Customer loyalty is affected by perceived value, trust, habit and customer satisfaction;

customer satisfaction was found to play a crucial intervening role in the relationship of

perceived value and trust to loyalty (Lin & Wang, 2006).

Monitoring and measurement of processes

CRM is a continuous process to trace and develop a responsive path for obtaining value

from customers, as well as creating value for customers, according to changes in industrialconditions (Wang & Hong, 2006).

Improvement

Gebert et al. (2002) defined improvement as applying customer knowledge to continu-

ously improve performance through a process of learning from successes and failures.

Results

In the component of measurement, analysis and improvement, ISO 9000 QMS has

elements of (1) monitoring (internal audit) and measurement; (2) monitoring and measure-

ment of processes; (3) control of non-conforming products; (4) analysis of data; and (5)

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measurement of processes; (3) analysis of data; and (4) improvement. Therefore, this

review uncovers that the TCRM system could reinforce CRM by adding some ISO

9000 QMS elements of (1) internal audit; and (2) control of non-conforming products/services.

Conclusions

Summarising the results of the discussions of the TCRM components, Table 1 shows the

TCRM system and its elements. In this table, there are two types of elements listed, named

Elements from CRM literature review and Adding elements from ISO 9000 QMS

(suggested). The former are collected from literature review in the CRM world,

whereas the latter are suggested from elements of ISO 9000 QMS that have not been

found in reviewing CRM literature in this article.

The TCRM system starts with the ISO 9000 QMS framework accompanying the CRM

literature review to construct the whole picture. There are some limitations because not all

research papers pertaining to CRM can be reviewed in this study. Therefore, elementsreside in these TCRM components that could be deficient in the real world of CRM.

Consequently, the framework of the TCRM system has been constructed in this research.

Industries, companies, leadership, time, geography, and so forth could vary elements

lodged in this TCRM system. Any user could add or simplify elements of this constructed

TCRM system to fit his/her needs hopefully to validate CRM activities much moreeffectively, to pursue business excellence in CRM practice, as well as to have CRM

become a mission covering all members, resources, processes and endeavours of an

organisation.

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