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Book part
Publication date: 1 February 2007

Ruth N. Bolton and Crina O. Tarasi

Abstract

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Review of Marketing Research
Type: Book
ISBN: 978-0-7656-1306-6

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Article
Publication date: 13 February 2007

Aihie Osarenkhoe and Az‐Eddine Bennani

Efforts made in extant literature to link the components of customer relationship management (CRM) strategy to its implementation are insufficient. This paper aims to…

Abstract

Purpose

Efforts made in extant literature to link the components of customer relationship management (CRM) strategy to its implementation are insufficient. This paper aims to provide insights on the core components of CRM and the implementation of CRM strategy.

Design/methodology/approach

A case study of CRM implementation at a large Swedish firm was carried out using open‐ended, face‐to‐face and telephone interview methods to collect data from key informants at both strategic and operative levels. The empirical studies focused on technical and cognitive aspects necessary for successful implementation of a sustainable CRM strategy.

Findings

Results show that relationships are not only a tactical weapon, but represent a different, strategic approach to buyer‐seller exchange. Findings also show that implementing sustainable CRM strategy requires the endorsement by and commitment from top management, systematic cross‐functional communication, and mandatory customer loyalty training programmes for all employees.

Research limitations/implications

Attempts made in extant literature to define CRM have been varied. A theoretical model on which future empirical analysis should be based when conceptualizing CRM should consist of a business strategy, a business philosophy and a database application, thereby forming a tripod.

Practical implications

CRM is a strategic business and process issue, not merely a technology solution as most often conceived in practice. The CRM process is a continuous learning process where information about individual customer is transformed into a customer relationship.

Originality/value

A process‐oriented integrative framework that facilitate successful implementation of a sustainable CRM strategy. It links components of CRM strategy with the key dimension of its implementation. The depth of the anchorage of this paper in the body of literature is a contribution.

Details

Business Process Management Journal, vol. 13 no. 1
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 20 August 2018

Marianna Sigala

This paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and…

Abstract

Purpose

This paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and automational solution to a customer experience management philosophy, reflecting high levels of customer empowerment.

Design/methodology/approach

A literature review provides a critical analysis of the concept, tenets, aims and implementation approaches of social CRM. Arguments are summarised by developing a process-based framework for implementing social CRM.

Findings

By adopting a value co-creation approach that recognises the technology-fostered customer empowerment, the social CRM highlights the need to immigrate from relationship management to relationship stewardship. In this vein, social CRM implementation should support and foster dialogue facilitation and customer engagement in co-creating customer experiences. To achieve these, five approaches for implementing social CRM are proposed: collecting, analysing and interpreting customer insight; monitoring and improving the performance of CRM; developing holistic and seamless personalised customer experiences; gamifying CRM and loyalty programmes; and nurturing community relationship management.

Research limitations/implications

The five approaches to social CRM implementation are identified and validated based on current industry practices, theoretical arguments and anecdotal evidence of professionals’ perceptions about their outcomes. Future research is required to collect hard evidence showing the business and customer impacts of these approaches.

Practical implications

Social CRM immigrates relationship management from a transactional to a customer experience mindset that treats customers as co-creators of value and demands the tourism and hospitality firms to exploit the affordances of information and communication technologies to collect and analyse customer data for better understanding the customer; develop customer touch points that do not only aim to sell but also primarily aim to enhance the customer interactions and experiences; consider and treat the customers and the customer communities as co-creators, brand ambassadors and stewards of relations; and motivate and enable customer participation into value co-creation processes for developing customer experiences and building relationships.

Originality/value

Research in social CRM is emerging, but it mainly focusses on defining its scope and identifying the functionality and adoption of social CRM technology. The paper contributes to the literature by proposing five specific approaches and a process framework for implementing social CRM. Various directions for future research are also provided.

Details

International Journal of Contemporary Hospitality Management, vol. 30 no. 7
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 1 July 2007

Peggy E. Chaudhry

The words in the CRM (Customer Relationship Management) have become short‐hand buzz words for describing how firms foster a 360‐degree review of the customer lifecycle…

Abstract

The words in the CRM (Customer Relationship Management) have become short‐hand buzz words for describing how firms foster a 360‐degree review of the customer lifecycle. The primary goal of this study is to provide a synopsis of innovative CRM concepts that can assist entrepreneurial small firms develop a process to effectively communicate with their customers, such as an e‐newsletter and CD‐ROM direct mail campaign. A practitioner‐oriented model is developed that depicts the CRM process of using multiple communication channels, building loyalty, establishing customer retention tactics, and changing service offers to foster the customer experience.

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Journal of Research in Marketing and Entrepreneurship, vol. 9 no. 1
Type: Research Article
ISSN: 1471-5201

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Article
Publication date: 28 June 2011

Mamoun N. Akroush, Samer E. Dahiyat, Hesham S. Gharaibeh and Bayan N. Abu‐Lail

The purpose of this paper is to examine the generalizability of the customer relationship management (CRM) scale originally developed by Sin et al. as well as to…

Abstract

Purpose

The purpose of this paper is to examine the generalizability of the customer relationship management (CRM) scale originally developed by Sin et al. as well as to investigate the strength of linkages between CRM implementation components and business performance in Jordan's financial service organizations (FSOs).

Design/methodology/approach

Using a quantitative methodology, data were collected through a survey that included FSOs that are operating in the Jordanian market. The original adopted CRM scale was administered to 12 banks and 18 insurance companies that were found to be implementing CRM. An overall number of 320 questionnaires were sent to these banks and insurance companies' top management members who were directly involved in CRM implementation and performance assessments. Exploratory and confirmatory factor analyses were used to assess the generalizability of the CRM scale developed by Sin et al. Structural path model analysis was also used to test the research hypotheses concerning the relationship between CRM implementation and business performance.

Findings

The results suggest that the CRM implementation scale originally developed by Sin et al. does generalize to a Jordanian FSOs context. The findings indicate that there is a positive and significant relationship between CRM implementation components and FSOs' business performance comprised of financial and marketing performances. CRM organization and technology‐based CRM are the strongest predictors of variations in FSOs' business performance.

Originality/value

This paper is the first systematic research project in Jordan that isdevoted to investigating the scale and components of CRM implementation in Jordan and in the Middle East.

Details

International Journal of Commerce and Management, vol. 21 no. 2
Type: Research Article
ISSN: 1056-9219

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Article
Publication date: 10 June 2020

Maraj Rahman Sofi, Irfan Bashir, Mohammad Ashraf Parry and Altaf Dar

The study aims to investigate the effect of four customer relationship management (CRM) dimensions, namely, customer orientation, customer relationship management

Abstract

Purpose

The study aims to investigate the effect of four customer relationship management (CRM) dimensions, namely, customer orientation, customer relationship management organization, managing knowledge and CRM based technology, on customer satisfaction in the hospitality sector of Kashmir.

Design/methodology/approach

A survey instrument with a slight modification is adapted from literature and is exercised on the customers of three- and four-star hotels operating in Kashmir. A total of 176 responses received using systematic random sampling were subjected to exploratory factor and regression analyses to uncover the underlying relationships among dependent and independent variables.

Findings

The results revealed a significant and positive relationship between CRM dimensions, namely, customer orientation, managing knowledge and CRM organization on customer satisfaction. Though the results also indicate a significant positive effect of CRM-based technology on customer satisfaction, the magnitude of this effect is very weak. This suggests that hotel organizations use technology as a mere tool to store customer information only. Thus, CRM-based technology should be used by the hotels to analyze customer information and, subsequently, design customized products. This will unravel the full potential of the technology and lead to better customer satisfaction.

Practical implications

The findings of this study provide significant insights to the practitioners to understand the role of successfully implementing a CRM strategy. It reflects that establishing an effective CRM strategy helps managers in improving customer satisfaction and in maintaining a long-term relationship with customers to achieve the organizational goals. Thus, establishing an efficient and effective CRM strategy should be (one of) the key objectives for all hotel managers. Moreover, the hotels that successfully implement CRM strategy and manage customer knowledge properly will reap the rewards in terms of better customer loyalty and long-term sustainable profitability.

Originality/value

This study approaches the implementation of CRM strategy from a customer perspective with a specific focus on investigating the effect of four CRM dimensions on customer satisfaction in the hospitality sector. This will provide a novel impetus to the hotel managers to devise and manage a CRM strategy that leads to (better) customer satisfaction.

Details

International Journal of Tourism Cities, vol. 6 no. 3
Type: Research Article
ISSN: 2056-5607

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Article
Publication date: 16 November 2020

Nagwan Abdulwahab AlQershi, Sany Sanuri Mohd Mokhtar and Zakaria Bin Abas

This paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.

Abstract

Purpose

This paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.

Design/methodology/approach

The study used a quantitative approach in investigating the interacting effect of human capital on the relationship between CRM and SMEs' performance in Yemen. The PLS-SEM analysis was performed to test the hypotheses.

Findings

It was observed that key customer focus, technology-based CRM and CRM knowledge management were effective drivers of SME performance, but not CRM organization tools. It was also ascertained that human capital has no moderating effect on the key customer focus and knowledge management relationships with performance, although it does moderate the relationships between performance and CRM organization and technology-based CRM respectively.

Research limitations/implications

Because this study is limited to manufacturing SMEs in Yemen, the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing SMEs. While the current results may be appropriate for SMEs in other developing countries, the researcher believes they are unsuitable for SMEs in advanced economies with different financial structures and employee and management cultures.

Practical implications

The empirical insights of this study are valuable for the owners, managers and professionals in the SMEs manufacturing sector in developing countries, to enrich their organizational performance through CRM adoption, while considering the moderating effect of human capital.

Originality/value

This is the first empirical work to confirm way the main drivers of human capital, including in the analysis the impact of CRM dimensions and SME performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on CRM, SMEs in the manufacturing sector, human capital and emerging economies.

Details

Journal of Intellectual Capital, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 27 November 2020

Gordon Abekah-Nkrumah, Maame Yaa Antwi, Stephen Mahama Braimah and Charles Gyamfi Ofori

This paper aims to examine the effect of customer relationship management (CRM) on patient satisfaction and patient loyalty, controlling for other socio-demographic…

Abstract

Purpose

This paper aims to examine the effect of customer relationship management (CRM) on patient satisfaction and patient loyalty, controlling for other socio-demographic characteristics.

Design/methodology/approach

The study used a two-stage sampling process and structured questionnaires to collect data from 788 patients from three health facilities (public, quasi-public and private) in Greater Accra, Ghana. The data collected was analyzed using descriptive statistics and regression via the partial least squares-based structural equation model.

Findings

The results suggest that CRM is significantly positively correlated with patient satisfaction and patient loyalty, with patient satisfaction also significantly correlated with patient loyalty. Additionally, the results suggest that the introduction of education, health facility ownership, health insurance status and gender, neither impact significantly on the relationship between CRM and patient satisfaction/patient loyalty nor influenced patient satisfaction and patient loyalty directly.

Research limitations/implications

The findings of the current paper can have substantial practice implications for operators in the health-care industry in Ghana. CRM components such as service quality, customer service, communication and the use of appropriate technology to deliver service will be fundamental if organizations operating in the health-care ecosystem in Ghana are to be able to compete effectively.

Originality/value

This is one of the very few papers on the relationship between CRM and patient satisfaction and patient loyalty in African health-care literature. Thus, the findings of the paper can constitute a great resource not only to academics but also to practitioners who are looking to be competitive in the health-care market.

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 15 no. 2
Type: Research Article
ISSN: 1750-6123

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Article
Publication date: 28 June 2011

Başar Öztayşi, Selime Sezgin and Ahmet Fahri Özok

Customer relationship management (CRM) projects have a low success rate, which can be solved by better measurement of CRM process. The purpose of this paper is to define…

Abstract

Purpose

Customer relationship management (CRM) projects have a low success rate, which can be solved by better measurement of CRM process. The purpose of this paper is to define the CRM processes within a company and propose a tool for CRM measurement.

Design/methodology/approach

An empirical study is conducted in industrial organizations in Turkey. The research is designed according to scale development literature. The responses from various industries (manufacturing, information technologies, tourism, service, retail, finance, logistics) were collected. Using exploratory factor analysis, 167 valid responses are analyzed.

Findings

The paper provides a general understanding of CRM processes in customer‐oriented perspective and proposes a measurement tool that addresses seven main processes which are: targeting management, customer information management, production/service customization, expansion management, referrals management, termination management and win back.

Practical implications

The results of the analysis provides useful information for managers to define, measure and improve CRM process.

Originality/value

The paper provides an enhanced review about CRM measurement literature. Based on this review, the paper defines seven CRM processes and maintains a tool for evaluation of these processes within a company.

Details

Industrial Management & Data Systems, vol. 111 no. 6
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 18 April 2019

Siti Hasnah Hassan, Noor Mohamed Mohamed Haniba and Noor Hazlina Ahmad

In this twenty-first century, the emergence of social media has been integral in business-related processes, especially in small- and medium-sized enterprises (SMEs)…

Abstract

Purpose

In this twenty-first century, the emergence of social media has been integral in business-related processes, especially in small- and medium-sized enterprises (SMEs), which allows businesses to interact and build a relationship with customers to improve their sustainable service quality. Concisely, this study aims to examine the benefits of social customer relationship management (s-CRM) performance from the perceptive of SMEs owned by Muslims.

Design/methodology/approach

A survey method was used and the data were gathered from 135 SMEs which participated in Halfest (Halal Fiesta Malaysia) trade show in Kuala Lumpur, Malaysia.

Findings

Interestingly, the results revealed that the adoption of information and communications technology (ICT) has both direct and indirect impacts on s-CRM performance. On the other hand, the perceived value of s-CRM mediates the relationship between customer information management and performance of s-CRM. In this context, the perceived value was ascertained to be an influential factor for both ICT adoption and customer information management.

Research limitations/implications

With a connection to the results, this study concludes that to enhance business performance to sustain in the marketplace, the establishment of s-CRM is crucial, as it has significant implication in marketing, customer service and sales department of SMEs.

Originality/value

This paper provides new insight into the importance of s-CRM to SMEs to improve interactions with the key stakeholders and convey meaningful insight to instil customer-centric practices.

Details

International Journal of Ethics and Systems, vol. 35 no. 2
Type: Research Article
ISSN: 2514-9369

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