CRM software, applications & profitability

Lawrence Ang, Francis Buttle

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contributionpeer-review


After a period of decline at the turn of the century, demand for CRM software appears to be rebounding in the Australian marketplace. However, a large proportion of companies are still undeveloped in terms of their application of software to support customer management. Our research shows that less than 40% of companies use CRM software to support their customer management strategies. When it is used, software more commonly supports customer retention and development than customer acquisition. However, when applied to customer acquisition activities our research indicates that it results in more cost-effective marketing. Companies that do employ software are generally satisfied with its return on investment, with the exception of larger companies. Non-service oriented companies are less likely to use the software to support their marketing activities of acquisition, retention and development compared to service-oriented companies. The performance of the software in meeting companies' expectations of customer retention is a statistically significant predictor of profitability. We conclude that the intelligent adoption and deployment of CRM software can yield improvements in profitability.
Original languageEnglish
Title of host publication2005 Academy of Marketing Conference
Subtitle of host publicationbuilding business, shaping society
EditorsK. Ghallachoir
Place of PublicationIreland
PublisherDublin Institute of Technology
Number of pages11
ISBN (Print)9781905824007
Publication statusPublished - 2005
EventAcademy of Marketing Conference (2005) - Dublin, Ireland
Duration: 5 Jul 20057 Jul 2005


ConferenceAcademy of Marketing Conference (2005)
CityDublin, Ireland


  • CRM
  • profitability
  • software
  • customer acquisition
  • customer retention
  • customer development


Dive into the research topics of 'CRM software, applications & profitability'. Together they form a unique fingerprint.

Cite this