With respect to the impact of using marketing metrics to keep
track of marketing effectiveness, two competing models have
emerged: those that suggest a direct relationship and those that
propose a moderated relationship. Whereas Ambler and Kokkinaki
(1997) have found a significant positive relationship between
perceived importance of marketing metrics and business performance
in United Kingdom, the UK relationship between use of metrics and
business performance was not replicated in China (Ambler & Wang,
2003). Although Jarachandran et al. (2005) reported that technology
used for CRM can strengthen the effect of relational information
processes on CRM performance, Reinartz, Krafft, and Hoyer (2004) did
not detect any moderating effect of CRM technology use on the
relationship between CRM processes and CRM performance. These
conflicting evidences highlight the need for more research in this area.
Accordingly, this study aims to determine whether the relationship
between usage of marketing metrics and CRM performance is
contingent upon implementation context. In addressing the performance
consequences of using marketing metrics, this study proposed
that implementation barrier in terms of conflicting perspective
between supply-chain-management and customer-relationshipmanagement
regarding goals and tasks for CRM would hinder the
firm's deployment of the acquired marketing metrics information, and
lead to mismatch between what is needed by customers and what is
offered by the firm. In contrast, implementation facilitator in terms of
coordinated deployment of the acquired marketing-metrics-information
to understand the needs and behavior of customer and develop
and offer customer-focused value propositions is needed to actualize