Implementing Customer Relationship Management (CRM) in hotel industry from organizational culture perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 89-112 ◽  
Author(s):  
Roya Rahimi ◽  
Ebru Gunlu
Keyword(s):  
Organizational Culture ◽  
Multiple Regression ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Content Type ◽  
Qualitative Approaches ◽  
The Impact

Purpose The purpose of this research is to empirically investigate the impact of organizational culture on implementing customer relationship management (CRM) in the hotel industry. Design/methodology/approach The research is conducted with a quantitative approach and a questionnaire adapted from Denison Organizational Culture Survey, and the Mendoza CRM model is the research instrument. The questionnaire was administered among 346 managers of a chain hotel in the UK. Gathered data were subjected to correlation and multiple regression analyses. Findings The correlation analysis demonstrates that organizational culture factors of adaptability, consistency, staff involvement and mission have a positive significant impact on CRM implementations. The multiple regression analysis further showed that though CRM implementation is highly correlated with these four factors, its successful implementation is not dependent on all of them. Research limitations/implications The research is conducted in the frame of a case study where a UK chain hotel is selected; therefore, the findings cannot be generalized to a larger population. This research is conducted in the context of hotel industry and the result might be different for other industries. Due to the limitation in access to all employees, only managers were selected as the sample of the study and future studies with all staff may show different results. Practical implications Organizational culture readiness is one of the most important requirements in CRM implementation initiatives. The results of this study will benefit hotel managers in measuring their organizational culture and improve it toward better CRM outcomes. Originality/value Previous studies on organizational culture and CRM with qualitative approaches have tried to highlight the role of organizational culture on CRM implementation or some have attempted to identify the organizational culture factors with potential impact on CRM implementations. However, very few of these studies have empirically investigated the impacts of organizational culture on CRM implementation, and this is the first study that empirically investigates this impact in the context of the hotel industry.

Key factors for a successful implementation of a customer relationship management technology in the Tunisian hotel sector

2015 ◽  
Vol 6 (3) ◽  
pp. 271-287 ◽  
Author(s):  
Nedra Bahri-Ammari ◽  
Khaldoon Nusair
Keyword(s):  
Organizational Culture ◽  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Sales Force ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
Managerial System

Purpose – This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined. Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling. Findings – The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration. Practical implications – The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users. Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

scholarly journals Customer relationship management (people, process and technology) and organisational culture in hotels

2017 ◽  
Vol 29 (5) ◽  
pp. 1380-1402 ◽  
Author(s):  
Roya Rahimi
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Organisational Culture ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Content Type ◽  
Cultural Traits ◽  
The Impact ◽  
Practical Implications ◽  
Three Components

Purpose The purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry. Design/methodology/approach Required data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method. Findings The results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed. Research limitations/implications The study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results. Practical implications Current study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components. Originality/value The position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.

The impact of customer knowledge and customer relationship management on service quality

2014 ◽  
Vol 6 (1) ◽  
pp. 77-96 ◽  
Author(s):  
Shu-Mei Tseng ◽  
Pin-Hong Wu
Keyword(s):  
Service Quality ◽  
Customer Relationship Management ◽  
Management Practices ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Future Research ◽  
Customer Knowledge ◽  
Content Type ◽  
The Impact

Purpose – Enterprises realize that customers are their most important asset and recognize that a high level of customer satisfaction can only be achieved by enhancing service quality. Thus, how enterprises acquire customer knowledge by which to initiate and maintain customer relationships, as well as to enhance service quality has become an important issue. The paper aims to discuss these issues. Design/methodology/approach – This study uses a questionnaire and statistical analytical techniques to explore the impact of customer knowledge and customer relationship management (CRM) on service quality. Findings – The results indicated that customer knowledge has a positive influence on service quality and CRM is the partial intervening variable between customer knowledge and service quality. That is, customer knowledge enhances the CRM, while CRM, in turn, increases service quality and provides competitive advantages. Research limitations/implications – This research explored the impact of customer knowledge and CRM on service quality based on the company's perception and there was no validation on the customers' perception of the company. Therefore, it is suggested that future research should involve company staff, current customers, and latent customers to strengthen the triangulation. Practical implications – The results found that customer knowledge is indeed an important source of competitive advantage. Hence, enterprises should acquire valuable customer knowledge in order to enhance the relationship with customers, as well as enhance their service quality. Originality/value – There is still little related literature investigating the relationships amongst customer knowledge, CRM, and service quality. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of customer knowledge and CRM on service quality. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

scholarly journals Relationship between CRM Strategy and Hotels’ Performance with Reference to Madurai

2020 ◽  
Vol 8 (4S4) ◽  
pp. 41-44
Keyword(s):  
Organizational Performance ◽  
Customer Relationship Management ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationship ◽  
Survey Area ◽  
To Come ◽  
The Impact ◽  
Potential Customers

Customer Relationship Management is an ideology to manage company’s interaction with existing and future customers. Today it is an inevitable for any business because of heavy competition and globalization. Every organization thrives to withstand in the competition for that they have to retain their customers as well as develop their products. Especially for the hotel industry it has to come up with distinctive ideas to show their uniqueness in the industry as well as with their current and potential customers. However there will be a limited study in the survey area about CRM. This observation strive to manifest how the impact of Customer Relationship Strategy with organizational performance

A model for assessing the impact of cloud computing on the success of customer relationship management systems (case study: agricultural companies)

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marieh Khorraminia ◽  
Zahra Lesani ◽  
Mahdi Ghasvari ◽  
Lila Rajabion ◽  
Mehdi Darbandi ◽  
...  
Keyword(s):  
Information Technology ◽  
Cloud Computing ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Cloud Security ◽  
Customer Relationship ◽  
Internet Technology ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose Nowadays, communications, products, services and costs are customized through the internet technology. The main theory to continue competitiveness in the organizations is customer relationship management (CRM). CRM enables organizations to efficiently interact with customers and gather, store and examine their data for providing a complete view of them. On the other hand, the subject of cloud computing has increasingly become the bridge for the success of the CRM implementation. Therefore, this study aims to investigate the impact of cloud computing (new cloud facility, knowledge of information technology (IT), cloud security and cost) on the success of CRM systems. Design/methodology/approach The model and the questioners-based data are analyzed using the Smart PLS 3.0. The data were gathered based on 80 employees of three main agricultural companies in Iran. Findings The obtained results have indicated that all of the considered factors, new cloud facilities, knowledge of IT, cloud security and cost, play an important role in CRM systems’ success. Also, the evaluation and examination of the consistency and validity of the model are performed through the structural equation model. Research limitations/implications First, the authors have conducted a study in a single region. It cannot be guaranteed that the results can be generalized to other regions. Second, for this cross-sectional study, the research design was conducted that showed constant relationships between variables. The research done for this study is cross-sectional. Third, because of time and financial restrictions, the authors have gathered data using a sample from a single location. Originality/value Proposing a new model for investigating of the impact of cloud computing (new cloud facility, knowledge of Information Technology (IT), cloud security and cost) on the success of CRM systems is the main originality of this paper.

Impact of customers' interpersonal interactions in social commerce on customer relationship management performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Shamim Hossain ◽  
Mst Farjana Rahman ◽  
Xiaoyan Zhou
Keyword(s):  
Customer Relationship Management ◽  
Structural Equation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Primary Data ◽  
Equation Modeling ◽  
Interpersonal Interactions ◽  
Social Commerce ◽  
Content Type ◽  
The Impact

PurposeSocial commerce is a subpart of electronic commerce (e-commerce), where social media is forced to support user contributions. The purpose of this study is to measure the impact of customers' interpersonal interactions in social commerce on customer relationship management (CRM) performance, based on the flow, commitment-trust and stimulus–organism–response (SOR) theories.Design/methodology/approachOn the basis of the SOR framework, the authors developed a study model to determine the impact on CRM performance of customers' interpersonal interactions in social commerce. The primary data of the study were collected from 640 users of social commerce through a web questionnaire during the COVID-19 (coronavirus disease 2019) pandemic situation, and the authors tested the study model using the approach of covariance-based structural equation modeling (SEM).FindingsResults of the current study reveal that customers' interpersonal interactions in social commerce optimistically influence their perceived flow. Moreover, perceived flow absolutely controls users' trust and CRM performance. In turn, collective users' trust positively influences users' commitment and CRM performance. Finally, collective users' commitment absolutely influences the performance of CRM.Practical implicationsThe authors provide a valuable contribution to the theoretical field of online marketing and CRM. Besides, the findings of this study are relevant for marketers to know the issues for increasing customer trust, commitment and performance of CRM.Originality/valueThe current study develops a model based on the flow, commitment-trust and stimulus–organism–response (SOR) theories. The authors' research is the first to estimate the effect of customers' interpersonal interactions in social commerce on CRM performance.

Marketing’s contribution from the perspective of marketing executives

2015 ◽  
Vol 33 (7) ◽  
pp. 1047-1070 ◽  
Author(s):  
Karin Tollin ◽  
Marcus Schmidt
Keyword(s):  
Product Development ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Company Performance ◽  
Marketing Capabilities ◽  
Functional Level ◽  
Content Type ◽  
The Impact ◽  
Marketing Executives

Purpose – The purpose of this paper is to determine the impact that chief marketing executives’ (CMEs) mindsets about important marketing capabilities have on company performance. Design/methodology/approach – The authors propose a structural model for analysing specialised, cross-functional and dynamic capabilities at the functional level of marketing. The model is tested by using a quantitative survey among CMEs. Additionally the authors conducted a cluster analysis with the purpose of identifying differences in CMEs’ mindsets about important marketing capabilities and the impact of these differences on company performance. Findings – The study identified four categories of mindset about important capabilities. An investigation into the company performance profile of each mindset shows that integration and rejuvenation are central qualities of CMEs’ mindsets and important drivers for company performance. Hence, companies that have a CME who prioritises both brand management, product development and customer relationship management as well as a set of specialised and dynamic marketing capabilities will outperform companies that have a CME who focuses on only one area of cross-functional marketing capabilities. Practical implications – Top managers, including CMEs, can use the typology of mindsets to analyse and critically reflect on their own ideas about important marketing processes and capabilities, but also as a tool for initialising change processes in their business unit or particular function (general management or marketing). Originality/value – The study provides an original assessment of sets of marketing capabilities at the functional level of marketing, and of the link between dynamic and two cross-functional marketing capabilities (product development and customer relationship management).

The Impact of Customer Relationship Management and Organizational Culture on Mass Customization Capability and Firm Performance

2020 ◽  
Vol 11 (3) ◽  
pp. 60-81 ◽  
Author(s):  
Inayat Ullah ◽  
Rakesh Narain
Keyword(s):  
Organizational Culture ◽  
Firm Performance ◽  
Customer Relationship Management ◽  
Mass Customization ◽  
Structural Equation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Effective Implementation ◽  
The Impact ◽  
The Relationship

In today's world of heightened competition and ever-growing demand of customers, the development of customer-centric and learning-oriented culture, mass customization capability (MCC), and effective implementation of customer relationship management (CRM) are important determinants of success, but the existing research has largely overlooked how these factors interact and affect firm performance (FP). To address the gap, the present study proposes and empirically examines a framework that relates CRM and organizational culture (OC) to MCC and FP. Based on the data collected through a questionnaire-based survey of Indian manufacturing organizations, the proposed framework and associated hypotheses are empirically examined by using structural equation modelling based on partial least squares (PLS-SEM). The results indicate that the extent of effort employed by the firms to implement CRM and development of learning-oriented OC positively affects FP. Furthermore, MCC and OC have significant indirect impact on the relationship between CRM and FP.

scholarly journals DOES ORGANISATION BEHAVIOUR AFFECT PERFORMANCE OF AUDITING FIRMS?

2020 ◽  
Vol 5 (1) ◽  
pp. 90-98
Author(s):  
Sarfaraz Javed
Keyword(s):  
Regression Analysis ◽  
Financial Performance ◽  
Multiple Regression Analysis ◽  
Multiple Regression ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Software Technology ◽  
Organizational Behaviour ◽  
The Impact

The study examines the effect of organizational behaviour on auditing firms’ performance. It investigates the influence of Software Technology and customer relationship management on financial performance of PwC, Deloitte and KPMG testing four hypotheses. The data was from secondary sources of financial reports and statements of PwC, Deloitte and KGPM (2011-2016) and statistica.com. Hypotheses were tested using multiple regression analysis and Pearson correlation. SPSS version 17 was used to perform the multiple regression analysis while Smart PLS version 3.2.6 was used to carry out SEM. The first hypothesis revealed that relatively customer relationship negatively predicted financial performance of PwC while software technology positively predicted the financial performance of PwC. Hypothesis two shows that customer relationship and software technology did not jointly and relatively predicted financial performance of Deloitte while in hypothesis three, customer relationship and software technology did not jointly predicted financial performance of KPMG and in hypothesis four, customer relationship management and software technology positively jointly influenced financial performance of both PwC and Deloitte. There have been few studies to made use of Structural Equation Model (SEM) to examine the organizational behaviour in the auditing firms. In this paper, SEM was used to test the effect of Software Technology and Cost on customer relationship on financial performance of the auditing firms. This paper contributes to the impact of organizational behaviour in the auditing firms.

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