A Model Predicting CRM Resource Effect on Business Performance through CRM Capabilities

Table 9

Resource-capability influential pattern table.

		Company
		Waitrose	Aldi	Sainsbury’s	Asda	Tesco	The Cooperative
Major capability		64% Interac.	70% Interac.	86% lnterac.	54% lnterac.	86% lnterac.	85% lnterac.
Proportion of each resource		64% Tec. 36% Orien.	60% Orien. 30% Tec. 10% Sys.	50% Tec. 29% Sys. 21% Orien.	54% Orien. 3 l% Sys. 15% Tec.	57% Tec. 29% Sys. l4% Orien.	42% Orien. 37% Tec. 2 l% Sys.
Most frequently used resource		Tec.	Orien.	Tec.	Orien.	Tec.	Orien.
Major resource to capability	Interactive	67% Tec.	57% Orien. 29% Tec.	42% Tec. 33% Sys.	57% Sys. 14% Tec.	58% Tec. 33% Sys.	50% Orien. 33% Tec.
	Upgrading	50% Tec. 50% Orien.	50% Orien. 50% Tec.	100% Tec.	100% Orien.	100% Orien.	100% Sys.
	Win-back	100% Tec.	100% Tec.	100% Tec.	50% Orien. 50% Tec.	100% Tec.	100% Tec.
Major influential pattern between resource and capability		Tec.	Orien.	Tec. Sys.	Orien.Sys.	Tec. Sys.	Orien. Tec. Sys.

Resource (independent variables): Orien.: customer orientation; Tec.: technology; Sys.: customer-centric CRM system. Capability (dependent variables): Interac.: interactive capability.