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Purpose - The purpose of this article is to explain how the management of the two areas business intelligence (BI) and customer insight (CI) needs to be brought together to support a company's interactive marketing. Design/methodology/approach - The article is based on the author's work in consultancy and in assessing client company's customer management capabilities and performance, as well as a review of some of the literature on BI and CI. Findings - The article suggests that companies need to pay close attention to the governance of BI, as a self-service approach to BI becomes increasingly used by CI teams. Research limitations/implications - The review of literature carried out by the authors suggests that the interface between BI and CI is poorly researched and would benefit from a significant research effort. Originality/value - The focus on the interface between BI and CI is relatively new. The authors hope that it will trigger significant research.

Purpose – The purpose of this article is to explain how the management of the two areas business intelligence (BI) and customer insight (CI) needs to be brought together to support a company's interactive marketing. Design/methodology/approach – The article is based on the author's work in consultancy and in assessing client company's customer management capabilities and performance, as well as a review of some of the literature on BI and CI. Findings – The article suggests that companies need to pay close attention to the governance of BI, as a self-service approach to BI becomes increasingly used by CI teams. Research limitations/implications – The review of literature carried out by the authors suggests that the interface between BI and CI is poorly researched and would benefit from a significant research effort. Originality/value – The focus on the interface between BI and CI is relatively new. The authors hope that it will trigger significant research.

Purpose This paper reviews the literature on information mismanagement and constructs a typology of misinformation that can be applied to analyse project planning and strategic planning processes to reduce the chances of failure that results from information mismanagement. This paper aims to summarize the research on information mismanagement and provide guidance to managers concerning how to minimize the negative consequences of information mismanagement and to academics concerning how to research and analyse case studies that might involve information mismanagement. Design/methodology/approach Literature review accompanied by conceptual analysis. Findings Information mismanagement is widespread in organizations, so all those involved in managing and researching them need to be far more aware of the damage that can be done by it. Research limitations/implications The research is based on the Western society (Europe and North America). The same research should be carried out in other parts of the world. Also, all the case studies could usefully be investigated in more depth to apply the taxonomy. Practical implications Managers should be much more aware of their own and others’ tendencies to mismanage information to their own benefit. Social implications Stakeholders in public sector activities, including citizens, should be much more aware of the tendency of the government and the public sector to mismanage information to justify particular policy approaches and to disguise failure. Originality/value The taxonomy on information mismanagement is original, as is its application to project planning and strategic decision-making.

Purpose The purpose of this paper is to show how the business model of the information and communications technology (ICT) industry has evolved and the general differences that evolution has made to information management. Design/methodology/approach Literature review was carried out accompanied by conceptual analysis. Findings It shows that changes in the business model of the ICT industry have been quite dramatic and have led to significant changes in the structure of the industry. Research limitations/implications This research is based on analysis of the ICT industry. The analysis could be broadened to include other industries. Research into business model change should consider adopting the evolutionary approach taken in this paper. Practical implications Managers in the ICT industry should factor the likely evolution of business models in their industry into their planning. Social implications Government policymakers considering how to stimulate the development of the ICT industry in their country should be aware of the moving nature of their target. Originality/value This is one of the first papers to apply the evolutionary approach to business model change.

PurposeThis paper aims to review the development of thinking about the information needed by companies to create an accurate picture of how well they manage their engagement with customers, taking into account the evolution of thinking and practice in this area over the past three decades towards the idea of data-driven customer engagement. It then describes the evolution and use of an assessment and benchmarking process and tool which provide the needed information.Design/methodology/approachLiterature review, conceptual analysis and explanation of the management consulting process are used.FindingsCompanies can get an accurate picture of how well they manage customer engagement provided that a careful assessment approach is used where assessors are properly selected and trained and that there is a strong focus on compliance with requirements rather than “box-ticking” based upon managers’ perceptions.Research limitations/implicationsThe assessment and benchmarking process was developed mainly for use by larger companies, though the findings could be adapted for use by smaller companies.Practical implicationsCompanies whose success depends upon customer engagement should consider using the assessment and benchmarking tool to guide their planning and implementation. They should heed the warnings about the risks of inaccurate assessments which may arise because of the incentives by which managers are managed.Social implicationsThe assessment and benchmarking process has been used by the public sector and government, and given government’s desire to engage citizens better, they should consider adopting the ideas in this paper to reform citizen engagement.Originality/valueThis is the only paper which reviews the development of the assessment process for customer engagement.

Purpose The purpose of this paper is to explore the role of analysts in providing information to support business model innovation. Design/methodology/approach This paper is based on initial research by two of the co-authors on business models (Stott et al., 2016), to which is added the experience of members of the team in working in strategic analyst firms or in working closely with clients of business analyst firms and further secondary data. Findings The findings of this paper show that analysts could do more to help their clients capture the opportunities and meet the threats of business model innovation, but this may require business leaders and analyst firms to think differently about their mutual relationship, particularly the briefs that clients provide analysts and how analysts aggregate information to provide a clearer picture of business model choices and their likely consequences. Research limitations/implications This paper needs confirmation of views by primary empirical research. Practical implications This study identifies the need for firms to brief their analysts to provide much enhanced information concerning business model opportunities and threats, and for teachers and researchers in marketing to become more closely acquainted with the business model literature and analyst reports and processes. Social implications As the idea of business model change becomes a more acceptable part of the strategic armoury of firms, the understanding of the information requirements to support such change to become more widely understood, and business model change to be consequently more common can be expected. This paper contributes to the understanding of the information requirements involved in such changes. Originality/value This study highlights the gap in the discussion of information provision to business leaders concerning business model innovation requirements and threats.

Purpose This paper aims to review the development of thinking about the information needed by companies to create an accurate picture of how well they manage their engagement with customers, taking into account the evolution of thinking and practice in this area over the past three decades towards the idea of data-driven customer engagement. It then describes the evolution and use of an assessment and benchmarking process and tool which provide the needed information. Design/methodology/approach Literature review, conceptual analysis and explanation of the management consulting process are used. Findings Companies can get an accurate picture of how well they manage customer engagement provided that a careful assessment approach is used where assessors are properly selected and trained and that there is a strong focus on compliance with requirements rather than “box-ticking” based upon managers’ perceptions. Research limitations/implications The assessment and benchmarking process was developed mainly for use by larger companies, though the findings could be adapted for use by smaller companies. Practical implications Companies whose success depends upon customer engagement should consider using the assessment and benchmarking tool to guide their planning and implementation. They should heed the warnings about the risks of inaccurate assessments which may arise because of the incentives by which managers are managed. Social implications The assessment and benchmarking process has been used by the public sector and government, and given government’s desire to engage citizens better, they should consider adopting the ideas in this paper to reform citizen engagement. Originality/value This is the only paper which reviews the development of the assessment process for customer engagement.

First, this paper explores the many varied, and often confusing, definitions of relationship marketing, customer relationship management (CRM) and customer management (CM). Then it reports the results of a survey that examined the CM performance of 34 companies in the consumer banking, credit card, insurance, oil (lubricants) and automotive industries in Malaysia. The research was conducted using the Customer Management Assessment ToolTM (CMATTM) developed by QCi Ltd, a management consultancy that specialises in assessing and improving CM. CM performance was found to be especially poor in insurance and consumer banking. The best performing sector was the credit card industry.

This paper reviews the approach to evaluating retail customer loyalty schemes. Traditionally, these schemes are evaluated by their financial and marketing effects on acquisition, retention and development (up-sell, cross-sell) of customers and related efficiencies. This paper argues that the evaluation should also be through how far having a customer loyalty scheme can and/or should, at a minimum, transform the way the various partners carry out their marketing and, more widely, their business.[PUBLICATION ABSTRACT]

This paper examines the regulatory requirements for the management of customer complaints in financial services. It describes the outcomes of new research, which show that most financial services companies are some way from being able to meet these new regulatory requirements. It identifies the processes that must be followed to fulfil these requirements and outlines the type of system that is likely to be able to support meeting these requirements. Finally, it identifies that the probable reason for the neglect of this area is the heavy involvement of most financial services companies' customer service functions in meeting the needs of the sales process (before, during and after the sale) rather than the more traditional role of customer service - listening to customers and solving their problems.