ABSTRACT
This chapter deals with the company manager-relevant customer managerial synapse, starting from customer relationship management (CRM) theory and practice. It is synthetically presented CRM genesis and development, its definitions and mechanisms, and its main approaches in practice. Special attention is paid to some developments, like the IDIC model (Peppers and Rogers), CRM process framework (Parvativar and Sheth), CRM as a cross-functional activity (Payne), and others.
Then is approached CRM from the point of view of the managerial synapse characteristics and developments. CRM is evaluated by essential features of managerial synapse: joint interests and objectives, win–win approach, trust capital, reciprocity advantages, reasonable compromise, dialogic communication, collaboration and cooperation, and shared performance and rewards. Analysis reveals their existence to a different extent and in specific ways, and that the integration in CRM of the new specific managerial synapse elements can contribute significantly to higher performance for both companies and relevant customers. Eight ways to develop CRM to become a mature and powerful managerial synapse are described. Finally, 15 potential advantages of using managerial synapse compared to the classical approach to customers are discussed. Also, nine specific limits that could be met in the construction and use of the manager-relevant customer managerial synapse are pointed out. Together, advantages and limits provide a more analytic and realistic perception of this managerial synapse, enabling effective implementation in business.
