Boosting government reputation through CRM

Purpose – The objective of this paper is to point out the potentialities of customer relationship management (CRM) in the building of government reputation by raising key aspects of corporate reputation theory that can be strengthened by similar CRM strategic orientations and supported by the deployment of CRM solutions.Design/methodology/approach – From a public sector perspective, the authors develop a comparative approach to corporate reputation and CRM premises, concepts, and practices. They draw aspects from both theories that can enable the building and management of corporate reputation in the public sector with the support of CRM solutions.Findings – Challenging the popular criticism that most public agencies and departments are bureaucratic, slow, and incapable of taking immediate action, governments are striving to revert this negative image by adopting new business approaches and applying new information technologies to optimize their processes. In this context, CRM has a potential value to ful...

[1]  Monica Elliott.  CRM software: Old hat or new trick? , 2000 .

[2]  Tor W. Andreassen,et al.  Satisfaction, Loyalty and Reputation as Indicators of Customer Orientation in the Public Sector , 1994 .

[3]  R. Whelan.  Public Administration-The State of the Discipline: A View from the Urban and Local Management Literature , 1999 .

[4]  Evan M. Berman,et al.  Dealing with Cynical Citizens , 1997 .

[5]  J. Alford,et al.  Defining the Client in the Public Sector: A Social‐Exchange Perspective , 2002 .

[6]  Peter F. Drucker,et al.  Managing the Non-Profit Organization , 1990 .

[7]  T. Passow,et al.  Country Reputation — From Measurement to Management: The Case of Liechtenstein , 2005 .

[8]  Andrew Pettigrew,et al.  The New Public Management in Action , 1996 .

[9]  Paul Burstein,et al.  Bringing the Public Back In: Should Sociologists Consider the Impact of Public Opinion on Public Policy? , 1998 .

[10]  A. Payne,et al.  A Strategic Framework for Customer Relationship Management , 2005 .

[11]  Keith Krehbiel,et al.  Information and legislative organization , 1991 .

[12]  Leslie M. G. Pang,et al.  Applying Customer Relationship Management (CRM) to Government , 2002 .

[13]  Philip Kotler,et al.  Strategic marketing for nonprofit organizations , 1985 .

[14]  Manto Gotsi,et al.  Corporate reputation: Seeking a definition , 2001 .

[15]  K. Walsh.  Public Services and Market Mechanisms: Competition, Contracting and the New Public Management , 1995 .

[16]  John M. T. Balmer,et al.  Corporate identity: The concept, its measurement and management , 1997 .

[17]  F. Buttle.  Customer Relationship Management : Concepts and tools , 2004 .

[18]  N E Stroeker,et al.  Measuring Corporate Images , 1998 .

[19]  Stephen A. Greyser,et al.  Advancing and enhancing corporate reputation , 1999 .

[20]  Rui Vinhas da Silva,et al.  Corporate Reputation and Competitiveness , 2002 .

[21]  Alan J. Rowe,et al.  Strategic Management: A Methodological Approach , 1986 .

[22]  David C. Yen,et al.  Customer Relationship Management: An Analysis Framework and Implementation Strategies , 2001, J. Comput. Inf. Syst..

[23]  Grover Starling.  Managing the Public Sector , 1977 .

[24]  Laurel Arthur Burton,et al.  Managing the Nonprofit Organization , 1991 .