ABSTRACT
Using critiques developed in surveillance studies, this chapter examines some of the key issues that arise in using Customer Relationship Management (CRM) techniques for governmental purposes, paying particular attention to its implications for democratic forms of governance. One of the earliest critiques of CRM was that it was an undemocratic mode of social ordering (Lyon, 1994), and its application in governmental contexts challenges democratic principles. This chapter explores this issue in more detail. We begin by giving a brief introduction to the surveillance society, of which CRM is an important facet. The extension of CRM into governmental contexts is examined and critiqued using democratic principles. This raises three questions which need to be addressed in future research. First, given that CRM is predicated on the differential treatment of groups or individuals, how does it interact with the democratic notion that all citizens are equal? Second, by virtue of its focus on predicting and shaping consumer tastes, could CRM also undermine democratic notions of participation? Third, despite claiming to create unique customer “knowledge” and focusing on “relationships,” questions remain about the role of accountability and control in such “relationships.” We conclude by calling for greater reflexivity about applying CRM in the public sector. This includes a need for research to examine the potential impacts of CRM on democratic rights, individual citizens, and wider population groups.
