Exploring the role of customer relationship management (CRM) systems in customer knowledge creation

2014 ◽  
Vol 51 (1) ◽  
pp. 27-42 ◽  
Author(s):  
Farnoosh Khodakarami ◽  
Yolande E. Chan
Keyword(s):  
Customer Relationship Management ◽  
Knowledge Creation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Customer Knowledge

scholarly journals Customer-Centric Knowledge Creation For Customer Relationship Management

2014 ◽  
Vol 30 (2) ◽  
pp. 397 ◽  
Author(s):  
Phocharapol Srisamran ◽  
Vichita Vathanophas Ractham
Keyword(s):  
Knowledge Management ◽  
Customer Relationship Management ◽  
Knowledge Creation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Timely Manner ◽  
Business World ◽  
Customer Knowledge ◽  
Knowledge Based

As the pace of todays world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to know your customer and construct good relationships with customers. In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization.

USING SOCIAL NETWORK PARADIGM FOR DEVELOPING A CONCEPTUAL FRAMEWORK IN CRM

2011 ◽  
Vol 01 (04) ◽  
pp. 63-71
Author(s):  
Mohammad Javad Mosadegh ◽  
Mehdi Behboudi
Keyword(s):  
Social Networks ◽  
Social Network ◽  
New Media ◽  
Conceptual Framework ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Its Analysis ◽  
Analysis Tools

This study develops a conceptual framework for applying social networks in usual CRM models. Recent changing in customer relationship theme and putting new media and network-based paradigm into practice makes it imperative to find how social networks affect CRMs. Accordingly, this study explains the role of social networks in customer relationship management by using its analysis, tools and aspects of this concepts based on CRM models. We have provided a SCRM framework that is based on usual CRM models and incorporates Social networks and its tools, methods and analysis. The framework is combination of Social networks concept and traditional CRM concepts.

scholarly journals The mediating role of customer relationship management between e-supply chain management and competitive advantage

2022 ◽  
Vol 6 (1) ◽  
pp. 263-272 ◽  
Author(s):  
Abdalrazzaq Aloqool ◽  
Malek Alharafsheh ◽  
Hadeel Abdellatif ◽  
Lana Ahmad Suleiman Alghasawneh ◽  
Jassim Ah-mad Al-Gasawneh
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Chain Management ◽  
Competitive Position ◽  
The Relationship

The purpose of this study is to explore the role of implementing e-supply chain management (E-SCM) on the competitive position of companies and whether implementing customer relationship management (CRM) can affect the relationship between E-SCM and competitive advantage. To achieve this objective, a quantitative approach was utilized. A total of 300 questionnaires were distributed where 243 questionnaires were returned, with 17 incomplete questionnaires being excluded, leaving 226 usable questionnaires. PLS-SEM software was used to analyze the data. The results of this study demonstrate the imperative role of implementing E-SCM and CRM on creating a competitive advantage for firms. It also shows that CRM mediates the relationship between E-SCM and competitive advantage, suggesting that utilizing different technologies can help firms better communicate with their customers and thus better serve them which in turn will enhance customers’ satisfaction and thus boost the competitive position of the firm.

Customer relationship management

2016 ◽  
Vol 34 (3) ◽  
pp. 388-410 ◽  
Author(s):  
Suhail Ahmad Bhat ◽  
Mushtaq Ahmad Darzi
Keyword(s):  
Factor Analysis ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Customer Loyalty ◽  
Relationship Management ◽  
Retail Banking ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Customer Knowledge ◽  
Content Type

Purpose – The purpose of this paper is to develop a comprehensive integrated model which helps in explaining the impact of Customer Relationship Management (CRM) dimensions (complaint resolution, customer knowledge, customer empowerment and customer orientation) on customer loyalty and competitive advantage of a bank. The study also explores the mediating role of customer loyalty in the relationship between CRM and competitive advantage in retail banking. Design/methodology/approach – The research is based on a theoretical model which consists of four CRM dimensions and two exogenous variables. These have been used for establishing the hypotheses to analyze relationships between the variables constituting the CRM model. The data have been collected from 278 customers of a private bank. The data were analyzed using structural equation modeling (SEM). The scale was developed and purified through factor analysis (exploratory and confirmatory factor analysis). SEM was then used to examine the causal relationships and “model fit” of the proposed model. Findings – The results provide evidence that the four CRM dimensions have a positive effect on customer loyalty and competitive advantage of the bank. Among the CRM dimensions, customer knowledge is most influential of all the dimensions. Furthermore, customer loyalty acts as the mediator in the CRM model between CRM and competitive advantage. Research limitations/implications – Since, the study involved a single bank and therefore the results should be generalized cautiously. Only four CRM variables were included in the study; additional variables can be introduced in further studies involving different contexts. Practical implications – The study highlights and supports the need for mangers to devote additional resources toward developing a better CRM system. Therefore, mangers need to think beyond the technological aspects and should focus on these four dimensions, especially customer knowledge, to enhance the loyalty and competitiveness. Originality/value – The paper investigated hitherto unexplored relationships between customer-centric CRM dimensions instrumental in providing competitive advantage to a bank through mediational analysis. Thus, it contributes to the information on the implementation of CRM practices valuable for banking sector.

CRM for Innovation in European Companies

2011 ◽  
pp. 73-83
Author(s):  
Carolina López-Nicolás ◽  
Francisco-José Molina-Castillo
Keyword(s):  
Theoretical Model ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Customer Knowledge ◽  
Research Findings

In recent years, customer relationship management (CRM) has been a topic of the utmost importance for scholars and managers. Literature suggests, however, that it is difficult to demonstrate both tangible returns and also intangible attributes of these benefits, such as innovation derived from the use of CRM. The aim of the chapter is to analyze the implementation of CRM and its influence on a firm’s ability for innovation. Literature on CRM and innovation is reviewed and a theoretical model is proposed. Research findings from a sample of European companies prove that CRM is beneficial for innovation in many countries. However, there were no conclusive results from other countries. These findings have important implications in assisting organizations in their CRM initiatives for managing customer knowledge and enhancing innovation.

The Role of Brand Loyalty on CRM Performance

2015 ◽  
pp. 413-446 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Customer Satisfaction ◽  
Customer Relationship Management ◽  
Brand Loyalty ◽  
Customer Value ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Performance ◽  
Business Goals ◽  
Positive Effect

This chapter introduces the framework and causal model of customer value, customer satisfaction, brand loyalty, and customer relationship management performance in terms of the innovative manufacturing and marketing solutions. It argues that dimensions of customer value, customer satisfaction, and brand loyalty have mediated positive effect on customer relationship management performance. Furthermore, brand loyalty positively mediates the relationships between customer value and customer relationship management performance and between customer satisfaction and customer relationship management performance. Customer value is positively correlated with customer satisfaction. Understanding the theoretical learning is beneficial for organizations aiming to increase customer relationship management performance and achieve business goals.

Sign in / Sign up

Export Citation Format

Share Document