A paucity of research on the motivations and goals of vendors who develop electronic customer relationship management (eCRM) tools and systems exists in the literature. This is an important gap in the literature because many eCRM systems are products of outsourcing (to vendors). This paper aims to discuss these issues.
This exploratory case study focuses on an international van‐based service franchise and the experiences of the vendor, company, and franchisees as they design, develop, and implement certain eCRM tools. Participants include the president and founder of the eCRM vendor company, the chief executive officer, chief financial officer, and marketing director from the franchisor company, and six franchisees. This paper is triangulated via personal interviews, member‐checking interviews, and relevant literature from information systems (IS) and marketing.
Specifically, this paper sheds light on the role and influence of the vendor in the design, development, and delivery of eCRM tools. Managerial implications include: customer relationship management (CRM) requires a balance of online and offline activities; vendors may distort the balance between online and offline marketing efforts; and strategic policy should center on the priorities of the franchisor, franchisees, and end customers.
This paper fulfills an identified knowledge gap by capturing the “voice” of the vendor who has historically been overlooked in the literature. The research insights are particularly salient for company managers and marketing practitioners alike. Study limitations and suggestions for future research are also discussed.
