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Building consumer-brand relationships has been a central marketing paradigm for
decades (Fournier 1998; Palmatier et al. 2006). The sophistication
of customer relationship management (CRM) provides numerous organizational benefits,
but its increasing analytical power also prompts novel ethical challenges. Firms
analyze customer profitability more than ever and might actively dissolve
relationships with consumers who fall short of profit metrics or require
disproportionate resources (Mittal et al. 2008). For instance, in
2007, Sprint-Nextel terminated more than 1,000 customers who called its customer
service too frequently. Internet-bank ING Direct closes 3 to 4 percent of accounts a
month, finding it cost-prohibitive to maintain customers requiring high levels of
attention (Pasha 2005). Even in medical services, provider-initiated relationship
dissolution is increasing, as some doctors stop treating unprofitable Medicaid
patients (Bishop et al. 2011).