INTEGRATING CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY WITH LOGISTICS IN LONG-TERM CONSUMER RELATIONSHIPS
DOI:
https://doi.org/10.35120/sciencej0404155kKeywords:
relationship marketing, Customer Relationship Management value chain, consumer loyalty, Customer Relationship Management software, logistics processes, supply chainAbstract
Research dealing with consumer-related processes often highlights the need to understand how information is collected, interpreted and applied across several organisational activities that influence long-term relationships. Building on this idea, the paper considers how Customer Relationship Management can serve as a structured way of gathering and interpreting information about consumers, enabling different parts of a company to act on more reliable and coordinated insights. Over time, this approach has developed into a method that helps organisations understand consumer expectations more clearly and connect this knowledge with practical decisions in several business areas. The analysis includes an examination of the ways in which information from Customer Relationship Management is combined with logistical operations that affect the dependability and timing of service outcomes. The paper relies on earlier research and practical examples that describe how various parts of the Customer Relationship Management value chain function and how logistical tasks affect the way consumers judge the reliability and timing of a company’s service. Elements such as the availability of products, the accuracy of deliveries, the stability of transport services and the handling of returns are considered because they influence the consumer’s general impression of the relationship. The analysis indicates that logistical operations tend to be more predictable when planning incorporates insights derived from consumer-oriented marketing activities. Conclusions point to the necessity of coordinated information flows, integrated technological systems and cross-functional collaboration as prerequisites for realising the full strategic potential of Customer Relationship Management. Based on these insights, the paper recommends strengthening connections between marketing, sales, logistics and customer service in order to improve demand forecasting, streamline internal processes and reinforce competitive positioning. Empirical work published in recent years notes that organisations integrating Customer Relationship Management with logistics tend to have longer consumer engagement and more reliable value retention throughout the relationship cycle.
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