{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,2,10]],"date-time":"2026-02-10T18:47:31Z","timestamp":1770749251210,"version":"3.50.0"},"reference-count":42,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2005,12,1]],"date-time":"2005-12-01T00:00:00Z","timestamp":1133395200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2005,12,1]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>The purpose of this paper is to address two questions: what is the difference between relationship processes and purely product\u2010oriented processes? And to answer this question we should bear in mind what we mean by relationship, and why a customer is willing to establish and maintain a relationship at all.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>An empirical analysis subjected the motives of customers and factors for the establishment and expansion of customers' relationships. In this context the relationship motives and factors can act as base to derive strategic goals of CRM and relationship processes in a further step.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>Based on strategic relationship goals the paper will give answers to a systematic identification and engineering of relationship activities and processes. Thereby relationship\u2010oriented activities complement present product\u2010oriented processes. In contrast to this we derive purely relationship\u2010oriented processes as well, such as the customer recovery process. Such processes do not target product sales any more than rather the sustainability of relationship (in particular to valuable customers).<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>The benefit of the paper is an integrated and goal\u2010oriented derivation and design of relationship processes and activities. An example in financial services illustrates the approach and shows its application in parts.<\/jats:p><\/jats:sec>","DOI":"10.1108\/14637150510630873","type":"journal-article","created":{"date-parts":[[2007,1,15]],"date-time":"2007-01-15T19:42:48Z","timestamp":1168890168000},"page":"709-723","source":"Crossref","is-referenced-by-count":14,"title":["Transforming strategic goals of CRM into process goals and activities"],"prefix":"10.1108","volume":"11","author":[{"given":"Bernd","family":"Heinrich","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2022030919573672600_b1","doi-asserted-by":"crossref","unstructured":"Alexander, N. and Colgate, M. 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