A CRITIQUE OF RUSSEL WINNER’S MODEL OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

This paper attempts a critique of Russel Winner’s (2001) CRM framework as a working model in the CRM adoption process. Indeed, this researcher faults the framework both in conception, structure and in functional fluidity on the grounds that building a CRM programme should not start with the creation of a database down to terminating at the metrics level as his model suggest. This author attempts a better structuring to enable a more fluid process. Therefore, the paper hypothesizes that the process of building an effective CRM programme should start from engaging in promotional activities to attract customers, then using data capture devices to analyse customer profile, engage in customer selection and targeting down to metrics and performance evaluation. Finally, a feedback processes (loop) to ascertain whether the original objectives have been attained is of crucial essence, and if not, the initiation of a corrective measures to make the programme better become of essence. The paper proposes a Model II framework (as captured hereunder) as the ideal/correct sequence the process should follow. This researcher therefore makes this modification as a salient recommendation for all organizations as they attempt to adopt a CRM programme to drive their organization competitively.