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Using a dual lens of Stakeholder Theory (ST) and Relationship Marketing (RM), this exploratory case study considers the perceptions and attitudes of each stakeholder regarding the initial design, development, and subsequent testing of an electronic customer relationship management (eCRM) tool. Through the use of in-depth interviews, member-checking interviews, and data from actual customer transactions, this study attempts to fill the gap in the literature by gaining a clear understanding of the objectives, goals, and perceptions of an eCRM vendor, franchisor senior company management, franchisees, and customers regarding eCRM. The results of this study reveal important implications for the informing sciences including the need to balance human and computer interaction, issues related to control, the impact that "electronic" systems may have on marketing relationships, and the importance of balancing the interests and expectations of all stakeholders. [ABSTRACT FROM AUTHOR]

The failure of dot-coms is a staggering 75% in the first two years. Many of these failures were small and medium-sized enterprises (SMEs). One of the most commonly cited reasons for failure has been lack of a workable strategic business model to guide e-commerce (electronic commerce) efforts. We began this study because we wanted to explore if successful e-commerce SMEs use a guiding strategic process model, and if they do, ask them to articulate the model components. We chose a qualitative research method to obtain a rich description of the e-commerce process. The interview pool consisted of 15 interviews with established SME e-commerce entrepreneurs. From deep analysis of the data, a set of e-commerce process components and interrelationships between those components emerged from the data. We then synthesized (from the rich description) a model of the e-commerce process. [ABSTRACT FROM AUTHOR]

The article presents a preface to the issue, highlighting the central topic of electronic commerce.