Customer relationship management (CRM) is considered a means to create competitive advantage for a company, as well as influence organizational performance. Much research has explored CRM users' point of view vis‐à‐vis successful CRM implementation, yet little concern has been shown regarding customers' viewpoints toward these same actions. This is surprising given that one of the beneficiaries of CRM is the customer. This paper aims to report the results of a study that explored the gap between actual bank CRM actions and customers' expectations of those actions in relation to CRM customers' intention to remain in the relationship.
This study explores the gap between actual bank CRM implementation and customers' expectations of those actions in relation to customer retention using a survey method. A research model is presented to illustrate the theoretical relationships of the research.
The findings indicate that an incompatibility exists between the interval of actual CRM implementation activities and customers' expectations of the interval and that this incompatibility has an adverse effect on customers' willingness to remain in the relationship. Additionally, customers and CRM personnel hold different perceptions regarding the frequency with which CRM implementation activities should be executed.
Implementing CRM service efforts should be compatible with customers' expectations. Therefore, companies should pay keen attention when selecting the optimal frequency of CRM implementation so that it meets customers' expectations. Also, firms may be having too frequent CRM contact with customers, thus creating inefficient use of CRM resources.
This paper explores selected variables that may influence CRM performance vis‐à‐vis its implementation. The research provides the unique perspective of the customer as a major factor to consider for successful CRM implementation.
Kim, M., Eun Park, J., Dubinsky, A. and Chaiy, S. (2012), "Frequency of CRM implementation activities: a customer‐centric view", Journal of Services Marketing, Vol. 26 No. 2, pp. 83-93. https://doi.org/10.1108/08876041211215248Download as .RIS
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