The role of entrepreneurship in small to medium tourism enterprises is well recognised and acknowledged as a significant contributor to economic development and employment opportunities. Worldwide, small to medium tourism enterprises play a dominant role in the tourism industry. These businesses are often vulnerable to external economic forces and find it increasingly difficult to transform their strategic and operational management to face the challenges placed upon them. This study focuses on small to medium tourism enterprises in the Eastern Cape Province, which is economically the poorest province of South Africa. To ensure the growth and sustainability of small to medium tourism enterprises, owners need to make efficient and effective business decisions regarding the challenges their businesses face. The study examines the factors impacting customer relationship management in the context of small to medium tourism enterprises in the Eastern Cape. Customer relationship management, that is, building relationships with customers, has become of pivotal importance to many organisations as businesses strive to be competitive and profitable. While large organisations practice customer relationship management to enable them to better target profitable customers, improve customer services, enhance customer retention and ultimately improve business performance, small businesses often need assistance in understanding and effecting this complex relationship. The factors that could impact customer relationship management in the organisations are the focus of this study. Three major factors were identified, namely, strategic, operational, and organisational factors. The study furthermore examined the extent to which these factors are present in the tourism and hospitality sector of the Eastern Cape and investigated the relationships between these factors. Quantitative research was deemed appropriate for this study. Systematic random sampling was employed to select a sample of 332 respondent organisations from the 2012 database of the Eastern Cape Parks and Tourism Agency consisting of formally registered small to medium tourism enterprises. A total of 310 usable questionnaires were finally obtained. Both descriptive and inferential statistics were used in the study. Descriptive statistics were computed to reflect the organisations‟ and respondent managers‟ general characteristics and to summarise their measurement scores. Using inferential statistics, the study further investigated relationships between customer relationship management factors, as well as demographic factors. Data were subjected to exploratory factor analysis and both the validity (refer to section 2.10.1) and reliability (refer to section 2.10.2) of the research instrument was assessed. The relationships between customer relationship management variables were also investigated (refer to section 2.11.4). The research results support an overall significant association between customer relationship management readiness and business strategy, customer strategy, touch points and competencies, skills and technology. Relationships were also explored among customer relationship management factors and demographic characteristics. Significant results were found between perceived business performance and the gender of managers, family businesses and gross annual turnover. The most salient contributions of this research can be summarised as follows. The overview of the importance of tourism and the role of small to medium enterprises in the tourism and hospitality industry of the Eastern Cape will benefit researchers and potential owners who have an interest in this sector. The study contributes to an improved understanding of the factors that should precede customer relationship management. The study established a profile of the small to medium tourism enterprises in the Eastern Cape which can serve as a basis for future research. A measuring instrument for assessing respondents‟ views on the existence of the strategic, operational and organisational factors in their organisations was developed. This instrument showed good internal validity and reliability and can serve as a basis for the same purpose in contexts other than the tourism and hospitality sector. This research has made a contribution toward a largely under-researched area concerning customer relationship management in small to medium enterprises. Recommendations for managers and consideration of future research included the following. Managers need to have a strategic vision and a strong customer-centric focus. Through understanding customers and their needs, offerings can be tailored to maximize the overall value of customers, thereby, improving business performance. Through efficient operational processes in place, enhanced customer service levels can be attained in the organisations. Managers need to effectively manage customer information through data warehousing and technology. Top management commitment is a crucial element for ensuring improved customer services. Managers need to train staff with respect to customer services, thus enhancing CRM. Future researchers can conduct a longitudinal study and investigate the same factors which could impact customer relationship management. A verification of the usefulness of the measuring instrument in examining the determinants of customer relationship management and the level of development regarding other small businesses is suggested. It is recommended that this study be replicated abroad in an effort to verify to what extent the determinants of customer relationship management are evident in small businesses of other countries.

If you do not own the latest technology today it is thought that you are left behind in this technology driven age. More businesses use Self- Service channels to accommodate the increasing demands of customers. It has been said that the use of self-service channels can reduce input costs, increase efficiency and improve customer service. Unfortunately, many customers are left unsatisfied because retail banks are moving away from the human interaction when visiting a branch or advise customers to use their self-service channels, sometimes without any assistance. This causes customers to move banks, complain and in so doing reduce profits and customer relationships with their banks.This research’s main objective was to determine the impact of customer relationship management on retail banks that make use of self-service channels. A theoretical overview of self-service channels and customer relationship management was given. Advantages and disadvantages of each option were explored. The researcher wanted to explore the relation between customers using self-service channels and the assistance and protection provided by retail banks. The customer experience questionnaire used in this research asked retail banking customers from the South African population to determine how customers perceive and experience their banks’ self-service channels and customer service. Many questions relating to their needs and wants with regards to banking have been explored. The results show that most customers are satisfied with their banks in general but do feel that the banks can improve their customer service and assistance with regards to using self-service channels like ATM’s, online and telephone banking and E-Wallet. It has concluded that most customers choose their banks based on advertisements and other media, not customer service, product range or word-of-mouth. The general perception is that customers say that their bank charges do justify the customer service received.

Knowledge management is a prerequisite for eBusiness and its increasing client centric focus. To operate in an eBusiness environment, an organisation has to have a good command of knowledge on its markets, customers, products and services, methods and processes, competitors, employee skills and its regulatory environment. This is due to the fact that organisations can, with the advent of eBusiness, do business electronically, seamlessly across the globe, via the Internet and via intranets, which has caused an explosion of the richness and reach of information and knowledge. Knowledge management systems are now essential to ensure that value is extracted from knowledge internal and external to the organisation. eBusiness also broadens an organisation’s customer base due to the possibility of operating globally through electronic means. Customer relationship management in the global and digital economy has therefore forced organisations to rethink the ways in which they build relationships with a broadened customer base. Customer relationships cannot take place without knowledge management. To enable organisations to become more efficient and effective in delivering products and services to customers, knowledge on customers will have to be managed to ensure that the services organisations provide are those that will address customer needs. To date the role of knowledge management in eBusiness and customer relationship management has not been formally defined. It is critical for organisations to understand the role of knowledge management in eBusiness and customer relationship management to enable them to manage and leverage knowledge as a corporate asset that supports the organisation’s business strategy and operating model, and therefore the execution of the strategic intent of the business. This study defines the nature of the role of knowledge management in eBusiness and customer relationship management and secondly the value that knowledge management can add to eBusiness and customer relationship management. It tests the validity of this role and value proposition of knowledge management in eBusiness and customer relationship management, as defined by the researcher, in the South African context. Questionnaires were sent to large South African corporates where knowledge management has been implemented. The Diagnostic Management Application Profile (DMAP) tool was customized for this purpose. Respondents of the questionnaires cover a variety of South African Industries, including insurance, banking, telecommunications and professional services. This study makes a contribution to the understanding of the inherent nature of knowledge management, as concept in its own right, or as concept within a eBusiness or customer relationship environment. This study also contributes in understanding how knowledge management is perceived and applied in the South African market, given the advent of eBusiness and customer relationship management. The final contribution that this study makes is in understanding that knowledge management in South Africa has its own unique challenges, e.g. with reference to literacy levels and level of technology application, and that knowledge management programmes cannot be carbon copies from systems and programmes in Europe and the USA. / Thesis (DPhil (Information Science))--University of Pretoria, 2006. / Information Science / unrestricted

There exists heightened research attention afforded to the pivotal demands - both internal and external - that exist within the salesperson role set. Unprecedented pressures on salespersons to acquire, retain, and build enduring customer relationships to enhance the firm's bottom-line performance coincides with increasing complexities within the work environment. This relevant and timely research introduces an original construct derived from the long-standing attention afforded to relationship selling, relational incongruity that exists within the buyer-seller exchange. Relational incongruity, defined, is the relational tension spawned between the salesperson, the customer, and the firm when situational psychological incongruity exists within the buyer-seller exchange itself. Framed in resource-advantage theory, this research investigates divergent demands and the increasing complexity of sales relationships through the lens of relational incongruity. A research program based on minimizing relational incongruity will augment the sales management and B2B literature by looking at how he salesperson and the customer build strong relationships as well as the antecedents that can undermine these relationships by generating realtional incongruity.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: Customer relationship management (CRM) is perceived as critical to the longterm success of any organisation, since CRM could be developed into a core competence providing a competitive advantage. Although the importance of CRM is recognised worldwide, most implementations of CRM systems fail to achieve their goals. Trends show that CRM success is still the exception and not the rule. The main objective of this study is to examine the value and characteristics of CRM systems and determine the most common factors that impact on the success of CRM systems implementations. CRM is a business strategy that integrates people, processes and technology, and places the customer at the core of the business. CRM aims to increase business performance and enhance customer value by increasing customer retention, acquisition, satisfaction and loyalty resulting in increased revenue and profitability. The study found that the implementation of CRM systems involves a completely new way of doing business. The major problems experienced in the implementation of CRM systems are identified as change management problems and too much emphasis on technology. The study paints out that technology alone will not guarantee the success of CRM systems implementations, since CRM systems are not so much about technology but more about people and business processes. It is recommended that more emphasis should be placed on cultural and behavioural change in the business environment by focusing on the management of change of the people using CRM systems. A CRM systems implementation model based on previous studies and literature relating to CRM has been developed in the South African context. This model is derived from the Gartner model, the customer management assessment tool and different readiness approaches for CRM systems implementations. The study concludes· with the development of a measuring instrument for the implementation of CRM systems. / AFRIKAANSE OPSOMMING: Die persepsie is dat klienteverhoudingebestuur (KVB) krities tot die langtermyn sukses van enige organisasie is, aangesien KVB ontwikkel kan word in 'n kernvaardigheid wat 'n kompeterende voordeel verskaf. Alhoewel die belangrikheid van KVB wereldwyd erken word, misluk die meeste KVB implementerings om hulle doelwitte te bereik. Tendense toon dat KVB sukses steeds die uitsondering en nie die reel is nie. Die doel van die studie is om die waarde en eienskappe van KVB stelsels te ondersoek en om die mees algemene faktore wat 'n impak op die sukses van KVB stelsels implementerings het, te bepaal. KVB is 'n besigheidstrategie wat mense, prosesse en tegnologie integreer en kliente as die kern van die besigheid beskou. KVB het ten doel om die werkverrigting van die besigheid en die waarde vir die klient te verhoog deur verbetering van die retensie, werwing, tevredenheid en lojaliteit van kliente, wat 'n verhoogde inkomste en winsgewendheid tot gevolg het. Die studie het gevind dat 'n KVB stelsel 'n totale nuwe manier van besigheid behels. Die belangrikste probleme wat met die implementering van KVB stelsels ondervind word, is geidentifiseer as veranderingsbestuursprobleme en te veel klem op tegnologie. Die studie het ook aangetoon dat tegnologie alleen nie die sukses van KVB stelsels implementerings sal waarborg nie, omdat KVB stelsels nie soseer om tegnologie gaan nie, maar meer om mense en besigheidsprosesse. Dit word aanbeveel dat meer klem op kulturele en gedragsveranderinge in die besigheidsomgewing geplaas moet word deur te fokus op die bestuur van verandering van die mense wat KVB stelsels gebruik. 'n KVB stelsels implementeringsmodel gebaseer op vorige KVB verwante studies en literatuur, is in die Suid-Alrikaanse konteks ontwikkel. Hierdie model is afgelei van die Gartner model, die klientebestuur assesseringshulpmiddel en verskillende gereedheidsbenaderinge vir KVB stelsels implementerings. Die studie sluit af met die ontwikkeling van 'n meetinstrument vir die implementering van KVB stelsels.

Thesis (PhD (Business Management))--Stellenbosch University, 2008. / Since relationship marketing re-emerged as an approach to marketing, the concept was met with a great deal of interest. This interest resulted in relationship marketing being researched extensively, whilst businesses started to look for ways to build relationships with their clients. Relationships with clients can, however, only be managed if the dimensions contributing to the relationship are adequately identified. From an academic viewpoint, once all the relevant dimensions have been identified, these dimensions can be used to construct a model that can guide the management of long-term marketing relationships. The aim of this study was to identify the dimensions that are important when longterm marketing relationships in business-to-business (B2B) financial services are managed. The study started with a comprehensive review of the marketing literature. The literature review was followed by two empirical studies. The first empirical study was conducted among relationship managers, while the second empirical study focused on both the relationship managers and clients of a leading South African financial services provider. Both the relationship managers as well as the clients were part of the afore-mentioned financial services provider’s B2B domain. Phase 1 of the empirical research (the exploratory study) focused on an assessment of the perceptions of 75 relationship managers in respect of the importance of a number of pre-determined dimensions. A web-based approach was used and a questionnaire was developed according to the requirements of the Analytic Hierarchical Process (AHP) method. Based on the literature review and the results of the exploratory study, a set of 11 dimensions emerged as important for the management of long-term relationships in B2B financial services. The second phase of the empirical research focused on the perceptions of both relationship managers (the relationship manager sample) and B2B clients (the client sample). In the case of the relationship manager sample, a web-based questionnaire was sent to 300 relationship managers, while 400 clients participated in the client study. Relationship manager data were analysed by means of regression analysis whereas the client data were analysed with the aid of Structural Equation Modelling (SEM). The LISREL 8.80 software program was used to fit both the measurement model and the SEM model. The results of the study confirmed the important roles of especially trust and commitment on a person’s intention to stay in a relationship. Furthermore, the study found that relationship managers and clients appear to view the process of relationship management as an intricate process. Although relationship managers and clients differ on the importance of some of the further dimensions, agreement existed for the importance of especially satisfaction and communication. It was also found that relationship managers appear to over-estimate their performance levels on some of the identified dimensions. The uniqueness of the study lies in the simultaneous consideration of the perceptions of both relationship managers and clients. The most important contribution of the study is the construction of a model through which long-term marketing relationships in the B2B financial services industry can be managed.

Chan, Kin Cheung Kelvin. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (leaves 90-108). / Abstracts in English and Chinese. / ABSTRACT (ENGLISH) --- p.i / ABSTRACT (CHINESE) --- p.iii / ACKNOWLEDGEMENTS --- p.iv / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.vii / LIST OF FIGURE --- p.ix / Chapter CHAPTER ONE --- INTRODUCTION --- p.1 / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Research Objectives --- p.4 / Chapter 1.3 --- Significance of This Study --- p.5 / Chapter 1.4 --- Outline of This Study --- p.7 / Chapter CHPATER TWO --- REVIEW OF LITERATURE --- p.8 / Chapter 2.1 --- Definitions of Outshopping and Cross-border Shopping --- p.8 / Chapter 2.2 --- Outshopping.Measures --- p.8 / Chapter 2.2.1 --- Frequency of Outshopping Trips --- p.9 / Chapter 2.2.2 --- Proportion of Total Dollar Purchases --- p.9 / Chapter 2.2.3 --- Types of Product Purchased --- p.10 / Chapter 2.3 --- Factors Affecting Outshopping Behavior --- p.11 / Chapter 2.3.1 --- Macro-analytical Approach --- p.21 / Chapter 2.3.2 --- Micro-analytical Approach --- p.22 / Chapter 2.3.2.1 --- Characteristics of Outshopper --- p.22 / Socio-economic Variables --- p.23 / Psychographic Variables --- p.25 / Chapter 2.3.2.2 --- Reasons for Shopping Out-of-town --- p.26 / Chapter 2.3.2.3 --- Types of Product that Outshoppers Purchase --- p.27 / Chapter 2.3.2.4 --- Retail Leakage --- p.28 / Chapter CHAPTER THREE --- HYPOTHESES FORMULATION --- p.30 / Chapter 3.1 --- In-depth Interviews --- p.32 / Chapter 3.2 --- Socio-economic Characteristics --- p.36 / Chapter 3.2.1 --- Tenure in Shenzhen and in Guangdong Province --- p.36 / Chapter 3.2.2 --- Living location --- p.37 / Chapter 3.2.3 --- Income level --- p.38 / Chapter 3.2.4 --- Length of Residence --- p.39 / Chapter 3.2.5 --- Age --- p.39 / Chapter 3.2.6 --- Other Socio-economic Variables --- p.40 / Chapter 3.3 --- Attitudinal Characteristics --- p.40 / Chapter 3.4 --- Motivational Characteristics --- p.42 / Chapter 3.4.1 --- Status and Authority Seeking Motive --- p.43 / Chapter 3.4.2 --- Pleasure of Bargaining Seeking Motive --- p.44 / Chapter 3.4.3 --- Social Experiences Seeking Motive --- p.45 / Chapter 3.4.4 --- Economic Motive --- p.46 / Chapter 3.4.5 --- Recreational Motive --- p.47 / Chapter 3.4.6 --- Entertainment Seeking Motive --- p.48 / Chapter CHAPTER FOUR --- METHODOLOGY --- p.49 / Chapter 4.1 --- Population --- p.49 / Chapter 4.2 --- Sampling and Data Collection --- p.49 / Chapter 4.2.1 --- Pretest of the Questionnaire --- p.49 / Chapter 4.2.2 --- Personal Interviews --- p.52 / Chapter 4.3 --- Measurement --- p.54 / Chapter 4.3.1 --- Cross-border Shopping Behavior --- p.54 / Chapter 4.3.2 --- Socio-economic Characteristics --- p.54 / Chapter 4.3.3 --- Attitude towards Shopping in Shenzhen --- p.58 / Chapter 4.3.4 --- Motivational Characteristics --- p.58 / Chapter CHAPTER FIVE --- RESULTS --- p.63 / Chapter 5.1 --- Preliminary Results --- p.63 / Chapter 5.2 --- Hypotheses Testing --- p.65 / Chapter 5.3 --- Further Analyses --- p.71 / Chapter 5.3.1 --- Discriminant Analysis --- p.71 / Chapter 5.3.2 --- Cluster Analysis --- p.74 / Chapter 5.3.2.1 --- Characteristic of Clusters --- p.76 / Chapter CHAPTER SIX --- SUMMARY AND CONCLUSION --- p.80 / Chapter 6.1 --- Summary --- p.80 / Chapter 6.2 --- Implications of the Study --- p.84 / Chapter 6.2.1 --- Academic Implications --- p.84 / Chapter 6.2.2 --- Managerial Implications --- p.87 / Chapter 6.2.2.1 --- General Managerial Implications --- p.87 / Chapter 6.2.2.2 --- Specific Managerial Implications to Hong Kong Retailers --- p.89 / Chapter 6.2.2.3 --- Specific Managerial Implications to Shenzhen Retailers --- p.90 / Chapter 6.2.3 --- Implications for Government --- p.91 / Chapter 6.3 --- Limitations and Directions for Future Research --- p.92 / Chapter 6.4 --- Conclusion --- p.95 / ENDNOTE --- p.96 / APPENDIX I --- p.97 / QUESTIONNAIRE --- p.97 / BIBLIOGRAPHY --- p.101

The emergence of the relationship marketing approach in the marketing field is seen as a paradigm shift from the traditional marketing mix of ‘4 Ps’. As a result, organisations began to look for ways to develop strong and lasting relationships with their customers. This paradigm shift resulted in relationship marketing being researched extensively. Most research on relationship marketing has been done from the perspective of the organisation. The uniqueness of this particular study lies in the fact that research has been done from the perspective of the customer (licensed tavern owners).The aim of this study is to investigate the perceived value of relationship marketing from the perspective of the customer (licensed tavern owners). The study focuses on the relationship between the supplier organisation (Distell Limited) and the customers (licensed tavern owners). The empirical study was quantitative in nature. Data was collected using self-administered questionnaires. The research study focused on a sample of 100 licensed taverns in the Durban Metropolitan Area of KwaZulu-Natal, of which 96 responded. The findings of the study confirmed the importance of relationship marketing activities as applied by the supplier organisation to the licensed tavern owners. Significant importance was placed on relationship marketing strategies: the results rated social bonds as most important, followed by structural bonds and then financial bonds. The most important contribution of the study is in the development of a framework for the management of long-term relationships. This was done through the construction of a model which can be used for the development and the management of long-term relationships in the supplier-customer context. The current study focused on one sector of the liquor industry, namely the licensed tavern business. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2012.

Thesis (MPhil)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Competition in the long-term insurance industry is intense and is increasing. This market is highly sophisticated and competitive and has developed substantially over the last few years with increasing integration into the world economy. Many companies have come to a crossroad as far as expansion of their market share is concerned. They have to operate in this highly competitive market and are under increasing pressure from legislation. New customers are in a short supply and competition is fierce. These facts are forcing companies to look at alternative ways of increasing their market share, especially through projects that try to maximise the value of existing clients. This paper looks intrinsically at information quality and how it coincides with customer relationship management projects for it to be effective and to give companies a competitive advantage. Through qualitative exploratory methods I was able to get a clear picture of how one of South Africa's biggest insurance companies tries to increase its market share in such a saturated market using information about their customers to gain competitive advantage. I first develop a thorough theoretical background on the terrain of information quality and how it relates to customer information management, which in turn has a great impact and forms the foundation of customer relationship management. Then, I explain how the company sees customer relationship management and how customer information management and information quality playa role in this view. Finally, I look at practical examples of quality information management at work within a framework of customer relationship management. / AFRIKAANSE OPSOMMING: Kompetisie in die langtermyn versekerings-bedryf is intens. Die mark is hoogs gesofistikeerd en kompeterend en het substansieel ontwikkel in die afgelope paar jaar met 'n verhoogde integrasie in die wêreld-mark. Vele maatskappye bevind hulself tans by 'n kruispad- met betrekking tot die uitbreiding van hulle aandeel in die mark. Besigheid moet gedoen word in 'n baie kompeterende mark en dan is daar ook die ewig toenemende druk wat toegepas word met betrekking tot wetlikheid en konformiteit. Dit, tesame met die feit dat kliënte al hoe minder raak, dwing maatskappye om na alternatiewe maniere te kyk om verdienstes op te stoot, en spesifiek deur projekte wat probeer om die waarde van bestaande kliënte te verhoog. Die werkstuk kyk spesifiek na informasie-kwaliteit en hoe dit verband hou met kliënte verhoudingsbestuur projekte om dit effektief te maak. Daar word ook gekyk na hoe dit die maatskappy 'n kompeterende voordeel gee. Deur kwalitatiewe ondersoekende metodes kon ek 'n helder beeld kry van hoe een van Suid Afrika se versekerings-maatskappye probeer om verdienstes te verhoog in so 'n versadigde mark deur gebruik te maak van informasie oor hulle kliente om 'n kompeterende voordeel te verkry. Eerstens ontwikkel ek 'n deeglike teoretiese agtergrond oor die gebied van informasie kwaliteit, en hoe dit verband hou met kliënte informasie-bestuur, wat op sy beurt weer 'n groot impak het en die grondslag vorm van kliënte verhoudingsbestuur. Tweedens verduidelik ek hoe die maatskappy kliënte verhoudingsbestuur sien en hoe kliënte informasie bestuur en informasie-kwaliteit 'n rol speel in die siening. Laastens kyk ek na praktiese voorbeelde van kwaliteit informasie-bestuur en die impak wat dit het op kliënte verhoudingsbestuur.

A customer relationship management programme is a management tool that enables organisations to identify, satisfy and retain customers profitably by leveraging information technology. In addition to this the programme also links all the functional business units of the organisation together to operate as a single cohesive unit. This paper investigates whether or not SAB Miller should utilise a customer relationship management programme to provide off-trade retailers with world-class customer service. An important reason for this investigation is that the local beer market has experienced declining growth over the past few years. Furthermore SAB Miller which has had a monopoly in the South African beer market now faces increased competition in the premium segment of the beer market, which is experiencing growth and has good margins. In order to determine whether or not SAB Miller should institute a customer relationship management programme, a theoretical and empirical investigation was undertaken. The theoretical investigation provided a background to what components make up a customer relationship management programme and how these components are used to develop a customer relationship management strategic framework. Due to customer relationship management programmes not operating in isolation, the various key functions that support a customer relationship management programme were also introduced. Both the advantages and disadvantages of using such a programme were also introduced. The information technology aspects of the customer relationship management programme were also investigated. In terms of the empirical study it was determined that SAB Miller is not currently using a customer relationship management programme. The company, however, does make use of a tailored service package to segment their customers, to determine call frequencies by representatives, the financial needs of customers and what level of service to provide to customers. However, after conducting personal interviews with a sample of off-trade retailers in the Nelson Mandela Metropolitan Municipality, it was determined that SAB Miller and Namibian Breweries Ltd (Brandhouse) provided very similar levels of service in terms of key functions supported by a customer relationship management programme. Therefore, by introducing a customer relationship management programme, SAB Miller could enhance their service levels and profitability to off-trade retailers in the Nelson Mandela Metropolitan Municipality.