A customer relationship management approach: Integrating the call centre with customer information

Meltzer, Michael

doi:10.1057/palgrave.jdm.3240039

Cited by 7 publications

(6 citation statements)

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“…Two essential topics emerge, when discussing this topic: in terms of effectiveness customer care centers face the challenge to integrate all customer data and information in a proper way in order to secure "one face to" and "one face of the customer". If they manage to do so care centers could help to differentiate from competitors and could be used as a valuable tool of building and fostering close customer relationships (Meltzer, 2001). Therefore, the management and safeguarding of service quality is of apparently great importance.…”

Section: Introductionmentioning

confidence: 99%

Managing overall service quality in customer care centers

Kantsperger

Kunz

2005

International Journal of Service Industry Management

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Purpose -This paper aims to clarify the interdependencies among three main stakeholder groups and to show how to manage overall service quality in customer care centers. Design/methodology/approach -A framework of the relations among the target groups of a customer care center was developed. A survey methodology with a 3608 approach that encompasses top management, employees and final customers as three main target groups was conducted. The sample incorporates 58 customer care centers and seven industries in Germany and Austria. Besides the management interviews, we received 1,580 completed questionnaires by employees, and 2,010 completed questionnaires by customers. Multiple regression analysis was applied on multi-item measurement scales of the three different levels. Findings -We were able to show that employee satisfaction is the main factor for driving customer orientation. Further management efforts resulting in employee orientation will facilitate the job of employees and increase employee loyalty. Research limitations/implications -Only 16 customer care centers participated in all three parts of the study. Practical implications -Companies should consider the needs of their employees and possibly initiate measures to foster employee satisfaction. A strict quality orientation could signal a low level of trust toward the employees. It is essential that firms invest in their employees and apply an employee-oriented management style. Originality/value -The study encompasses three relevant stakeholder groups on a broad empirical base, which is unique until now in the research field of customer care centers. Interdependencies among the three perspectives could be revealed.

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Section: Introductionmentioning

confidence: 99%

Managing overall service quality in customer care centers

Kantsperger

Kunz

2005

International Journal of Service Industry Management

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“…and Padilla-Meléndez (2011),Teo et al (2006),Jayachandran et al (2005),Meltzer (2001),Fletcher and Wright (1995), andPeppard (2000) Data/IS qualityGarrido-Moreno and Padilla-Meléndez (2011),Hwang and Kim (2007),Jayachandran et al (2005),Reid and Catterall (2005),Rowley (2002), and Fletcher and Wright (1995) Infrastructure (hardware/software) Garrido-Moreno and Padilla-Meléndez (2011) Scheduling and tracking delivery of product and services Jayachandran et al (2005) Multi-channel integration Rapp et al (2010) Personalized/Customized communication Jayachandran et al (2005) Width and depth of CRM functionssales, service, solutions Teo et al (2006), Jayachandran et al (2005), and Kohli et al (2001) Integration with legacy/other IS Meltzer (2001), Kohli et al (2001), and Fletcher and Wright (1995) Business process Support for customer life cycle Keramati et al (2010), Jayachandran et al (2005), Reinartz et al (2004), Rowley (2002), Verhoef and Donkers (2001), and Peppard (2000) Functional CRM process Winer (2001), Jayachandran et al (2005) and Teo et al (2006) Process driven assignment and management Keramati et al (2010) and Torkzadeh et al (2006) Well-designed process to enhance interaction quality with customer Torkzadeh et al (2006) and Jayachandran et al (2005) Decision-making process Winer (2001), Kohli et al (2001), Teo et al (2006) and Kim and Lee (2007) Human resource Employee satisfaction Donavan et al (2004), Speier and Venkatesh (2002), and Kohli et al (2001) Attitude Chen et al (2009), Winer (2001), Kim and Kim (2009), Donavan et al (2004), and Maxham and Netemeyer (2003) Employee commitment Chen et al (2009) Skills and experiences Garrido-Moreno and Padilla-Meléndez (2011), Kim and Kim (2009), Rowley (2002), Winer (2001), and Fletcher and Wright (1995) Management supports Kim and Kim (2009), Rowley (2002), Fletcher and Wright (1995) Customer orientation Customer's needs analysis Chuang and Lin (2013), Garrido-Moreno and Padilla-Meléndez (2011), and Rapp et al (2010) Feedback capture Garrido-Moreno and Padilla-Meléndez (2011) Effort to maintain and enhance relationship Garrido-Moreno and Padilla-Meléndez (2011) Driven by customer satisfaction Rapp et al (2010) Proactive monitoring of relationship Rapp et al (2010), and Garrido-Moreno and Padilla-Meléndez (2011) Close attention to service needs Rapp et al et al (2007) and Bettencourt (1997) Access Prahalad and Ramaswamy (2013) and Auh et al (2007) Risk assessment Prahalad and Ramaswamy (2013) and Auh et al (2007) Transparency Prahalad and Ramaswamy (2013), Auh et al (2007) (continued )…”

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confidence: 96%

Customer perception of CRM implementation in banking context

Dubey

Sangle

2019

JAMR

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Purpose The purpose of this paper is to develop and validate a scale for measuring a customer’s perception of customer relationship management (CRM) initiatives of a bank. Based upon resource-based view, CRM technology capability has been conceptualized as a multidimensional construct comprising of technology, people and business resource (process). This study aims to develop a comprehensive scale for performance measurement of CRM technology capability, customer orientation and co-creation from the customer perspective. Design/methodology/approach A systematic scale development process was adopted consisting of three phases, a qualitative inquiry which included item generation through literature review, expert opinion and focus group study, scale purification and refinement using item analysis and exploratory factor analysis, and scale validation using confirmatory factor analysis. The study sample consisted of 324 respondents, with a usable response rate of 68 percent. Findings The findings of the empirical study resulted in a 42-item scale that measures CRM technology capability (technology, people and process), customer orientation, co-creation and relationship quality and outcome (RQO) (satisfaction, trust, commitment and loyalty). The predictive validity assessment model suggested that CRM technology capability has a higher impact on RQO. The empirical findings also suggest that technology is found to be the most important factor compared to people and process for CRM technology capability. The findings are aligned with literature review and expert opinion that the evolving collaborative-technologies-enabled CRM technology capability has changed the customer relationship paradigm. Research limitations/implications The study focused on a scale specific to the banking sector to avoid conjoint factors, whereas a more generalized scale would have wider applicability across industries. The current study sought to broaden the coverage by including a large number of banks who have implemented CRM. Practical implications This reliable and valid scale can help practitioners in measuring the effectiveness of their CRM implementation from the customer’s perspective, and provide insights that will help them in bridging the gap between their intended objective and actual implementation. They can also use this study to measure pre- and post-CRM implementation to see the effectiveness. This study also provides relevance of customer orientation and offers insight about co-creation which has taken the center stage because of the emergence of collaborative technologies. Social implications This will help in measuring perception of the customer which is an important stakeholder in the engagement. This can help organizations in proactively taking care of customer’s rights and measuring the level of satisfaction proactively, which has become a regulatory requirement in many economies. Originality/value This study is possibly one of the first to develop a psychometrically valid scale to measure the customer’s perception of CRM using direct measures. The findings provide insight into the factors that contribute to the effectiveness of CRM practices in the banking sector. This study demonstrates that CRM technology capability, customer orientation and co-creation play a very critical role.

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“…(Fletcher and George, 1995), (Kulp et. Al;, (Meltzer, 2001), (Meyer and Kolbe, 2005), (Peppard, 2000), (Teo et.al;. Width and depth of CRM (Rowley, 2002), , (Reid and Catterall, 2005), (Hwang and Kim, 2007), (Fletcher and George, 1995).…”

Section: Literature Reviewmentioning

confidence: 99%

“…applications (Teo et.al;, , (Kohli et.al;. Integration with remained issues/ another IS (Meltzer, 2001), (Kohli et.al; (Fletcher and George, 1995). Commercial process Supporting customer's life cycle (Rowley, 2002), (Reinartz et.al;, (Peppard, 2000), (Verhoef, 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

Integration of Resources and Capabilities to Implement CRM: Case of Cooperative Development Bank

Shahraki¹,

khaniki

2012

JEBS

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In the past few years, due to various economic, social, and state banking system problems and above all, increasing the demand on supply, country's banks have always ignored customer orientation and its pillars, and have not been able to utilize modern marketing. This complete and comprehensive study, which has been developed chronologically, refers to this fact that although basic resources and capabilities such as information resources, analytical ability and operational capacity may affect on maintenance and protection process of under control properties, they are not sufficient to achieve desired performance in terms of acquisition and development of customers' relationships. In this study, Cooperative Development Bank (CDB) confirms that customer's satisfaction must be considered as a vital prerequisite for both acquisition and development processes of successful relationships for each company (both of them entail employees with relatively more familiarity with customers). Therefore, this paper emphasize on significance of trilateral resources and capabilities including technology, process and individual to implement an organizational CRM strategy successfully.

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A customer relationship management approach: Integrating the call centre with customer information

Cited by 7 publications

References 0 publications

Managing overall service quality in customer care centers

Managing overall service quality in customer care centers

Customer perception of CRM implementation in banking context

Integration of Resources and Capabilities to Implement CRM: Case of Cooperative Development Bank

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