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