Faculty of Commerce, Law and Management

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Author: search.filters.author.Coetzee, Jason Boyd

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    Corporate Customer Relationship Management in the South African Payment Card Industry
    (2012-10-02) Coetzee, Jason Boyd
    Payment card industry players remain challenged, both globally and within South Africa, to differentiate their value offering from that of their payments industry competitors who all offer similar, “commoditised” products and services. In 2004 therefore, product-driven MasterCard embarked on a strategic organisational “CRM” implementation in order to evolve into a customer-centric entity, thereby ensuring its long-term sustainability and competitiveness. This research report identifies and evaluates the factors critical to the success of the implementation of a corporate Customer Relationship Management (CRM) approach within the South African payments industry. It also verifies the relative order of importance of these factors as well as key differences extant between a corporate and consumer CRM approach. It aims to provide an informed understanding of MasterCard‟s ongoing CRM intervention in South Africa in order to enable the organisation to better optimise and leverage its CRM programme. The research made use of the case study method to assimilate data gathered from a total of 14 respondents from MasterCard (both South Africa and International) and South African MasterCard issuing banks. Respondents were selected based on their involvement with the MasterCard CRM implementation in South Africa - either as implementers or recipients thereof. Key findings include the substantiation of a more formalised and structured engagement approach and the role of Key Account Management (KAM) in corporate CRM as opposed to consumer CRM. The research also confirmed that the corporate CRM critical success factors include broader management, employee and customer buy-in; in-depth customer knowledge and differentiation; CRM measurement and performance monitoring; continuity and consistency in CRM application; organisational culture and process change as well as CRM-related training and tools.