Andang Fazri 1206314024

1. Customer Relationship Management and Company Performance – the mediating role of new product performance(Ernst, Hoyer, Krafft, and Krieger) Andang Fazri 1206314024

2. Gap • Penelitian-penelitian terdahulu kebanyakan hanya meneliti hubungan CRM Process dan Company Performance pada Project Level, sehingga tidak menggambarkan CRM perusahaan secara keseluruhan. Kemudian juga terlalu fokus pada CRM existing product, bukan pengembangan new product (hal 291, CRM ignored ....) • Hasil penelitian-penelitian terdahulu tidak konsisten menghubungkan CRM Process dan Company Performance, karena ada missing link antara kedua variabel tersebut.

3. Tujuan • Meneliti hubungan CRM Process dan Company Performance pada level SBU/company, agar memberikan gambaran menyeluruh tentang CRM di level perusahaan, serta juga fokus pada pengembangan produk. • Memasukkan New Product Performance sebagai mediator antara CRM Process dan Company Performance, kemudian menguji model tersebut. Selain itu juga dimasukkan dan menguji moderating variabel CRM Technology dan CRM Rewards, serta variabel kontrol industry effects.

4. Dasar Pemikiran • The continuous development and launching of newproducts is an important determinant of sustained company performance (Sorescu and Spanjol 2008; Zhou et al. 2005). • One potentially effective strategy for reducing the failurerate of new products and increasing new product success isto align the new product development (NPD) process withmarket requirements (Ernst 2002; Henard and Szymanski 2001)

5. Dasar Pemikiran • CRM involves the evolution and integration ofmarketing ideas and newly available data, technologies, andorganizational forms, and it concentrates on establishing,developing, and maintaining successful long-term relationshipswith well-chosen customers (Boulding et al. 2005; Morgan and Hunt 1994; Reinartz et al. 2004) • Because of its broader and integrated approach for leveragingcustomer and market information, CRM should have amuch stronger impact on NPD performance than single aspects of customer orientation.

6. CRM (Payne & Frow, 2005) • define CRM in terms of threeperspectives which lie along a continuum: narrowly andtactically as a particular technology solution, wide-ranging technology, and customer centric. • This CRM continuum reflects a continually changing understanding in theliterature about what constitutes CRM. Initially, CRM wasconsidered mainly as information-technology (IT) enabledcustomer solutions, such as sales force automation. • Today, however, CRM is widely seen as a “holistic approach tomanaging customer relationships to create shareholdervalue” (Payne and Frow 2005, p. 168)

7. CRM (Payne & Frow, 2005) • More specifically, this involves developing relationships with key customersand customer segments. To do so, CRM combinesrelationship marketing strategies and relevant technologyto create profitable, long-term relationships with customers • By focusing on CRM, companiesacquire and use customer information which aids in bothunderstanding and co-creating value with them.

8. CRM (Patvatiyar & Sheth, 2000) • A critical aspect of CRM is that it involves strategicprocesses that take place between an enterprise and its customers (also Jayachandran, 2005) • We therefore develop a strategic CRM frameworkthat focuses on important customer-specific processes,namely identifying customers, differentiating among them, and interacting with them (also Peppers et al, 1999)

9. Subdimensi CRM Process • However, we extend previous researchby applying each of these three processes to the context ofNPD, thereby introducing a new interpretation of CRM: (1) Customer information management, (2) Customer Segment Value Management, and (3) Multi-channel management

10. Dasar Subdimensi CRM Process • Customer information management - the key activity ofidentifying customers and their needs can be accomplishedby systematically collecting and disseminating customerinformation (Boulding et al. 2005; Jayachandran et al.2005). This knowledge can be used to develop newproducts that are aligned with customer requirements andcreate value for the firm (Payne and Frow 2005); • Customer segment value management - in addition tocustomer information management, differentiating CRMactivities among customers based on their preferences andvalue contribution to the company is a key concept of CRM(Parvatiyar and Sheth 2000; Ryals 2005). This involves allactivities that help to evaluate customers and integrateinformation about them in organizational processes (Payneand Frow 2005). In the context of NPD, this involvessegmenting customers according to the level of value theyprovide to the NPD process. This value varies acrosscustomer segments.

11. Dasar Subdimensi CRM Process • Multi-channel management- offeringalternative means of communication and channels ofdistribution is also identified as a key CRM process. Thisinvolves the systematic integration of multiple traditionaland new electronic communication channels to manage thedialog with customers (Brown 2000; Payne and Frow2005). In the case of NPD, multi-channel managementoffers various ways to interact with customers for thepurpose of generating and launching new products.

12. Dasar Var Kontrol Technology dan Rewards • Not only does successful CRM involve the integration ofprocesses and technologies, but it also requires the supportof individual members of the organization. In other words,CRM can fail if only a limited number of employees arecommitted to the initiative. Thus, employee engagement isa critical issue in CRM implementation (Payne and Frow 2005). • Reward systems are therefore a key way ofincentivizing employees to effectively implement CRMactivities (Reinartz et al. 2004)

13. Critical Aspect of Successful CRM • Boulding et al. (2005) argued that the dual creation of value (i.e. a win-winsituation for customers and the firm) is a critical aspect of successful CRM. • Thus, one could argue that new productperformance is one possible indicator for the level of dualvalue creation achieved because new products can onlysucceed in the market if they create value both forcustomers (in terms of wanted new products) and the firm(in terms of sales and profits).

14. Key Aspect of CRM • A key aspect of CRM is to differentiate betweencustomer segments and to customize marketing activitiesto these segments (Reinartz et al. 2004). • This is alsoconsidered to be a key component of the dual creation ofvalue process that characterizes an effective CRM process (Payne and Frow 2005).

15. Hipotesis • H1: The more a firm implements its CRM processes ofcustomer information management, customer segmentvalue management, and multi-channel managementin an NPD context, the higher the firm’s new product performance. • H2: The greater the use of CRM technology, the strongerthe positive link between CRM processes and new product performance. • H3: The greater the level of CRM reward systems, thestronger the positive link between CRM processes and new product performance.

16. Hipotesis • H4: The higher a firm’s new product performance, thehigher is its overall company performance. • H5: New product performance positively mediates therelationship between CRM processes and overall company performance. MODEL penelitian

17. Metode • Sampel • Operationalization and Measures • Analysis plan

18. Sampel • 200 perusahaan terbaik dari segi revenue dari 6 sektor industri di Jerman, yang menggambarkan ekonomi nasional. B2B 3 sektor industri, dan B2C juga 3 sektor. • Kuesioner dikirim via email. Sebelumnya dikonfirmasi kesediaan ikutserta dalam survei ini. 183 SBU/perusahaan berpartisipasi, terdiri dari 115 R&D mgr dan 122 marketing mgr. Dengan sebaran sampel merata utk tiap industri. • Mencakup 3 tipe segmen: lead users, economically valuable, dan opinion leader

19. Operationalization & Measure • Constructs diperlakukan sebagai formative (assumed that all indicatiors have an impact on the single construct and that the direction of casuality is from measure to construct) • 3 constructs baru juga diperlakukan sebagai formative (CSVM, SIM, NPP) • Skala pengukuran 1 – 7 (semantec differential)

20. Analysis Plan • Hipotesis diuji dengan Partial Least Squares (PLS), metode analisis path untuk latent variable dengan formative indikator. • It is distribution free and comparesfavorably to structural equation modeling because of itsstrengths in prediction (Fornell and Bookstein 1982) • PLS is also quite robust even if the error terms of indicators orconstructs are not normally distributed, which is regularlythe case in empirical studies that are based on surveys.

21. Hasil • Hasil H1 s/d H5

22. Diskusi • Riset menunjukkan efek yang tinggi terhadap NPP • CRM reward systems moderate CRM dan NPP • NPP memberi strong impact pada CP

23. Implikasi Akademis • Key contribution: to conceptualize and empirically investigate the viability of CRM process in NPD • Provide a more comprehensive and integrative framework for better understanding the performance effects of customer-related activities in NPD at the organizational level. • Hypothesize moderating effects between CRM process and both CRM reward system and CRM technology on performance.

24. Implikasi Manajerial • CRM can be leveraged to provide important customer information which can be used to improve NPP. • Firms need to understand that linking CRM to NPD is critical for increasing CP • Penelitian ini memperkuat kesimpulan Reinartz et.al (2005) bahwa CRM tidak hanya melibatkan teknologi tetapi juga aspek lain terutama SDM. • CRM teknologi harus direvisi untuk mengakomodir new products context. • CRM reward system do facilitate CRM process.

25. Limitasi • Construct diukur pada level yang general, misalnya teknologi, tidak meneliti semua aplikasi yang spesifik. • Studi ini cross-sectional, perlu pendekatan survei yang dinamis. • Karena dilakukan pada level SBU, tidak fokus pada level project, padahal ada kemungkinan pada level tersebut memberikan kontribusi yang bagus.

26. Future Research • Perlu diteliti apakan CRM mempengaruhi NPD pada stages yang berbeda, misal lead user merasa ide diperlukan pada awal, sedangkan economically valuable merasa di pertengahan atau akhir product development. • Riset yang menghubungkan CRM process dengan faktor sukses NPD klasik seperti proficiency of NPD processes, top management support, NPD strategy, corporate culture, etc. (Ernst 2002; Henard and Szymanski 2001)

27. Kesimpulan • Kesimpulan paling penting adalah, bahwa NPP merupakan missing link yang menghubungkan CRM Process dan Company Performance.

28. Terima Kasih