Customer relationship management and service quality: Influences in higher education

Wali, Andy Fred; Wright, Len Tiu

doi:10.1362/147539216x14594362873532

Cited by 32 publications

(27 citation statements)

References 15 publications

(10 reference statements)

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“…CRM, being an associative field, execute areas like marketing, management and information system (Kevork & Vrechopoulos, 2009). Rigo et al, (2016), Adikram (2016) & Wali et al, (2015) define CRM as "Customer Satisfaction attitude towards a service provider, or an emotional reaction to the difference between what customers anticipate and what they receive, regarding the fulfillment of some needs, goals or desires". CRM strategy connects three fundamental dimensions of an organization that are strategy, philosophy and technology.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

An Implementation of Customer Relationship Management and Customer satisfaction in Banking Sector of Quetta, Balochistan

Ajmal¹,

Rehman²

2019

IBR

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Banking industry in Pakistan has become highly competitive, bankers are putting enhanced efforts to acquire and retain customers by incorporating innovative customer relationship management (CRM) techniques. Due to rapid technology penetration, customers have rapid entrance and options to multiple financial products/services. Present study focuses on measuring customer satisfaction in the result of Bank’s CRM efforts. Research is based on the fact and evolve the theme of the study, that is to find the significant factors affect customer satisfaction, that is a center of customer relationship management (CRM) for controlling the excessive competition in Quetta banking industry. Two structured questionnaires are used based on quantitative view and hand out on a stratified sample. First questionnaire is having a data of 31 employees in the sampled banks to measure the CRM suitability while second one is having a data of 302 customers from the sampled banks to count the level of customer satisfaction. The findings show that the selected banks apply the CRM components and found that these are positively associated with customer satisfaction. Respecting the results of the bank survey, the level of CRM implementation and the relevance of its elements be unlikely from one to another bank. Findings confirm that in Quetta banking sector there is a tough competition going on as every bank (public, private) is trying its best to capture more and more customers. Banks have to bring change in their strategies to build and strengthen relationship with their customers because it is one of the major competitive advantages.

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Section: Theoretical Backgroundmentioning

confidence: 99%

An Implementation of Customer Relationship Management and Customer satisfaction in Banking Sector of Quetta, Balochistan

Ajmal¹,

Rehman²

2019

IBR

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“…Social CRM is clearly one of the trends in CRM systems. Customer satisfaction should also receive a boost as universities will be able to deliver "service personalization" since the social CRM platform will be able to better determine student's needs (Wali and Wright, 2016). More and more functionalities and apps related to social media and social engagement will be added in the future to CRM solutions for higher education institutions.…”

Section: Trendsmentioning

confidence: 99%

“…Vol. 5 Nº 1 (2018): 30-43 | 32 example of value, an effective CRM programme to improve service quality may induce positive advocacy behaviour from its students (Wali and Wright, 2016).…”

Section: Introductionmentioning

confidence: 99%

Feature Analysis of the “Customer Relationship Management” Systems for Higher Education Institutions

Jordán

Guijarro-García

Gadea

2018

Mult.J.Edu.Soc.Tec.Sci.

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<p class="Textoindependiente21">Universities, business schools and other higher education institutions all over the world are experiencing deep changes in the way they work and interrelate with their ‘clients’, i.e. students and their relatives, alumni and donors, faculty and staff members, because these constituents are demanding more attention through different channels as well as immediate response and service. Technology - materialized in the form of Customer Relationship Management (CRM) systems - is the great promise for solving these demands.</p>This article summarizes the features a CRM system should possess to make educational institutions thrive in the current digital era, and points out the future trends on this topic. The final objective is neither an analysis of the applications available on the market nor a selection guide, but a recommendation for the end users to utilize a CRM system when considering achieving some of the business needs implied in the features available on these CRMs.

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“…Use of CRM technology solutions is becoming a strategic must-have in HEIs. Daradoumis et al (2010) stated that increased domain competition has forced non-profit firms, such as universities, to firstly offer a more customer-centric approach, secondly to deliver higher quality services (Neville et al 2002), and finally consider the adoption of CRM systems (Wali and Wright 2016, Rigo et al 2016, Wali et al 2015, Mellors-Bourne et al 2014, Perry et al 2011, Seeman and O'Hara 2006, Hemsley-Brown and Oplatka 2006, Neville et al 2005. HEIs, especially those that want to compete internationally, need to restructure their organisations, adjust their business models, and modernise their processes to align with customer needs.…”

Section: Introductionmentioning

confidence: 99%

A framework for customer relationship management strategy orientation support in higher education institutions

Khashab

Gulliver

Ayoubi

2018

Journal of Strategic Marketing

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A number of generic CRM implementation frameworks have been developed, yet no systematic framework has been developed to help HEIs orientate CRM strategy to align with university business strategies and stakeholder needs. This research iteratively develops the CRM Strategy Orientation Support (CRM-SOS) framework, which aims to support HEIs in orientating their strategic CRM system at the pre-implementation stage and align CRM strategy with the business strategy; thus, reducing the chance that HEIs will experience CRM implementation failure. To reach our proposed CRM-SOS framework, we employed Design Science Research (DSR) methodology steps (Vaishnavi and Kuechler 2004) by analysing UK HEIs specific CRM implementation case studies, conducting semi-structured HEIs-based interviews, followed by evaluation of the resulted framework by HEI Information Systems (IS) experts. We concluded with a new CRM-SOS framework for HEIs consisting of five stages. The framework can be used to personalise the stages until they fit the strategic outputs and match the top management KPIs. Although existing research agrees that intensive attention should be given to CRM planning, there is no consensus or developed framework, for use within HEIs, demonstrating how CRM strategy can be orientated to align with university strategies and customer needs.

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Customer relationship management and service quality: Influences in higher education

Cited by 32 publications

References 15 publications

An Implementation of Customer Relationship Management and Customer satisfaction in Banking Sector of Quetta, Balochistan

An Implementation of Customer Relationship Management and Customer satisfaction in Banking Sector of Quetta, Balochistan

Feature Analysis of the “Customer Relationship Management” Systems for Higher Education Institutions

A framework for customer relationship management strategy orientation support in higher education institutions

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