Abstract

Closed Loop Marketing (CLM) is a relatively new marketing information system that has received substantial attention in recent years. However, the pharmaceutical and medical device industry has been slow to adopt CLM, primarily because of the industry’s resistance to cultural and business process changes. Research is limited in the context of CLM and some issues have arisen with respect to leadership and mandatory versus volitional use of this system. Literature on other Management Information Systems (MIS) such as ERP and CRM (which face similar difficulties) reveals the need for a deeper understanding of the management of the implementation process of such systems. As CLM differs from ERP and CRM in certain respects, this research is grounded in the broader array of the implementation of strategic decisions in order to uncover the Critical Success Factors (CSFs) specific to CLM. Case study methodology is used to compare two CLM system implementations in the same medical device organization. The results delineate a chronological three-step process model that highlights the varying effects of CSFs throughout the implementation process. In addition, the research findings revealed Backing as a novel and important CSF in the context of MIS implementation. Backing consists of having efficient aggregate leadership activities and commitment driving the initiative forward across all levels of the organization. Finally, a mandatory versus volitional use environment did not seem to have a significant impact on implementation success. These findings align with previous research on both MIS implementation and strategic decisions’ implementation.