Impact of CRM Factors on Customer Satisfaction and Loyalty

Long, Choi Sang; Khalafinezhad, Raha; Ismail, Wan Khairuzzaman Wan; Rasid, Siti Zaleha Abd

doi:10.5539/ass.v9n10p247

Cited by 49 publications

(53 citation statements)

References 18 publications

(29 reference statements)

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“…Long et al (2013) also investigated the influence of various factors of customer relationship management on customers' loyalty. The elements of customer relationship management identified in their thesis were interaction management, customer service quality, employee behavior, and relationship development.…”

Section: Discussionmentioning

confidence: 99%

The Impact of Customer Relationship Management on Long-term Customers’ Loyalty in the Palestinian Banking Industry

Iriqat¹,

Daqar²

2017

IBR

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This paper aims to investigate the impact of customer relationship management on Long-term Customers' Loyalty in the Palestinian banking industry. The data was collected through distributing questionnaires on the Palestinian banking employees. Using multiple regression analysis tests, this paper finds these results; there is a positive and strong linear relationship between dependent variable "long-term customers' loyalty" and CRM, the CRM dimensions are service quality, customer's database, solving customer's problems, employees behavior, and CRM system integration. At the end, the two predictors (employee's behavior and CRM system integration) explained 48.2% of the variance in the long-term customers' loyalty. The scholars' found that banks have to investigate why there is a difference in the service quality level between male and female employees where male employees more effective than females. Furthermore, banks need to update their customers' database in order to be alerted to changes in their customers' requirements and needs to retain their loyal relationships with customers.

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Section: Discussionmentioning

confidence: 99%

The Impact of Customer Relationship Management on Long-term Customers’ Loyalty in the Palestinian Banking Industry

Iriqat¹,

Daqar²

2017

IBR

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“…Customer parameters like customer satisfaction, customer retention, customer loyalty etc. have been widely studied in past and CRM is found to be significantly impacting these parameters (Agus and Hassan, 2012;Pezeshki, 2009;Long et. al., 2013;Ogbadu and Usman, 2012).…”

Section: Dimensions Of Crm Effectivenessmentioning

confidence: 99%

CRM triggers effectiveness through Customer Selection Orientation, Business Cycle Orientation, Cross-Functional Integration and Dual Value Creation: Myth or Reality

Bukhari¹,

Kazi²

2016

JMM

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CRM has been gaining popularity in all business sector organisations. It is playing key role in reshaping and regulating the traditional business practices across globe. CRM being customer-centric strategy attracts heavy investments to strengthen the customer relationships. However, not all organisations are able to reap benefits due to various reasons. One of the reasons is not having clear understanding of CRM, its effectiveness or implications. Many organisations incorrectly perceive CRM to be a standalone technological investment. Focussing only on CRM technology and its usage in enhancing customer relations has obvious limitations as the umbrella of CRM concept is exceptionally wide in reach. It is considered to be driven by combination of resources like People, Process and Technology. This research focuses on effectiveness of CRM beyond technology implementation from organisational standpoint in dealing with customers. Four dimensions are identified that result in CRM effectiveness at an enterprise-wide level i.e. Customer Selection Orientation, Business Cycle Orientation, Cross-Functional Integration, and Dual Value Creation. This study involves questionnaire survey of 35 IT Services Firms in Pune. Data collected is analysed using Binomial test in SPSS. Results confirm these dimensions to be positively triggering CRM effectiveness in Reality and further providing substantial base for better understanding of CRM concept. This research implies that closely following the CRM effectiveness approach will potentially help organisations in monitoring their CRM activity, improving CRM effectiveness and would also provide considerable room for curbing CRM failure possibilities.Managing relationship between firms and its global clientele has been transformed hugely due to the advent of the internet and new associated fast paced technologies.

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“…CRM is to maintain the customers and increase their satisfaction and the organization's pro¿ t. Customer satisfaction is the main element in a successful CRM implementation for retaining customers (Long, Khala¿ nezhad, Ismail and Rasid, 2013). In modern business, if any competitor wants to gain additional market share, with no doubt he has to handle customers in an effective and ef¿ cient way.…”

Section: Introductionmentioning

confidence: 99%

A Theoretical Review of CRM Effects on Customer Satisfaction and Loyalty

Shaon¹,

Rahman²

2015

CEBR

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This paper has been devoted to theoretically examining the Customer Relationship Management (CRM) agenda which has been dominating the business world in recent years. Customer relationship management is a new competitive weapon for organizations for serving internal and external customers. Today's organizations are focusing on conquering the minds of customers, to make them satis ed and loyal with the help of sophisticated, well-organized CRM e orts. This paper is to explore the CRM agenda in organizational interfaces and its e ectiveness with regards to customer satisfaction and customer loyalty. The related literature demonstrates that there is a signi cant association among e ective CRM, customer satisfaction and customer loyalty.

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Impact of CRM Factors on Customer Satisfaction and Loyalty

Cited by 49 publications

References 18 publications

The Impact of Customer Relationship Management on Long-term Customers’ Loyalty in the Palestinian Banking Industry

The Impact of Customer Relationship Management on Long-term Customers’ Loyalty in the Palestinian Banking Industry

CRM triggers effectiveness through Customer Selection Orientation, Business Cycle Orientation, Cross-Functional Integration and Dual Value Creation: Myth or Reality

A Theoretical Review of CRM Effects on Customer Satisfaction and Loyalty

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