Adaptive customer relationship management contingency model under disruptive events

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Lozada-Contreras ◽  
Karen L. Orengo-Serra ◽  
Maria Sanchez-Jauregui
Keyword(s):  
Puerto Rico ◽  
Natural Disaster ◽  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Content Type ◽  
Contingency Model ◽  
Qualitative Focus Groups

PurposeGiven that few studies examine how disruptive events affect customer relationships during and after the event, this study examines the resilience of companies in Puerto Rico, their underlying vulnerabilities, and how they deployed customer relationship management (CRM) resilience strategies during and after Hurricane Maria.Design/methodology/approachThe study analyzed data gathered from qualitative focus groups composed of 41 firms via an exploratory approach. Participants were business owners and managers of enterprises in Puerto Rico.FindingsAll companies faced critical government infrastructure failures that affected their CRM activities. Firms implemented one or more CRM resilience strategies in response to the natural disaster. Accordingly, a comprehensive, adaptive CRM contingency model was postulated using marketing crisis management strategies discussed in the literature, existing resilience models and research studies in marketing resilience. The adaptive CRM contingency model operationalizes all processes at the business-logic level via the event-driven process chain (EPC) language, thus making it easier to understand and employ.Originality/valueThis study presents a unique model that shows the value of CRM and its capacity to evolve under disruptive environments that affect company–customer relationships. The operationalization of the model allows practitioners, policymakers and academic researchers to better understand how CRM is not only a suitable tool for managing business continuity after a natural disaster but also a mitigating technique for responding to new customer needs and expectations.

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.

Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships

2005 ◽  
Vol 69 (4) ◽  
pp. 252-261 ◽  
Author(s):  
Lynette Ryals
Keyword(s):  
Customer Relationship Management ◽  
Management Strategies ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Customer Management ◽  
Real Difference ◽  
Lifetime Value ◽  
Longitudinal Case Studies ◽  
Management Work

Customer relationship management (CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. Using calculations of the lifetime value of customers in two longitudinal case studies, the research finds that customer management strategies change as more is discovered about the value of the customer. These changes lead to better firm performance. The contribution of this article is to show that CRM works and that a relatively straightforward analysis of the value of the customer can make a real difference.

Customer relationship management for hotels in Hong Kong

2010 ◽  
Vol 22 (2) ◽  
pp. 139-159 ◽  
Author(s):  
Ada S. Lo ◽  
Lawrence D. Stalcup ◽  
Amy Lee
Keyword(s):  
Customer Relationship Management ◽  
Value Chain ◽  
Hotel Industry ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Content Type ◽  
Hotel Managers ◽  
And Control ◽  
Depth Interviews

PurposeThe purpose of this study is to investigate how hotels are implementing customer relationship management (CRM) practices at the property level.Design/methodology/approachSemi‐structured in‐depth interviews were conducted with 45 hotel managers from 17 hotels. The interviews were recorded, transcribed, and analyzed using content analysis.FindingsAll participating hotels have practices in place to manage customer relationships. The most commonly cited goal for CRM is guest retention. Evaluation and control are perceived as very important activities not only to create value for the customers, but also to track the performance of the guest contact departments and the customers' evaluations of the hotel/restaurant experiences.Research limitations/implicationsThe sample is probably biased towards hotels that are most interested in CRM and are heavily weighted towards higher tariff properties.Practical implicationsThe study modified Buttle's CRM value chain to analyze hotels' CRM practices. Results of the study provide a source for industry practitioners to compare and benchmark their practices and to obtain useful CRM ideas.Originality/valueCRM‐related research in the hotel industry has looked at a variety of specific practices and its role in achieving overall objectives at the corporate strategic level. Yet, no research has been done to investigate CRM practices at the property level for hotels using the CRM value chain.

UST Global, India: delivering software service solutions

2011 ◽  
Vol 1 (1) ◽  
pp. 1-20
Author(s):  
Balakrishnan Menon
Keyword(s):  
Customer Relationship Management ◽  
Relationship Management ◽  
Services Marketing ◽  
Subject Area ◽  
Customer Relationship ◽  
Management Service ◽  
Content Type ◽  
Customer Delight ◽  
Software Service ◽  
Offshore Development

Subject area Marketing management – services marketing specialization. Student level/applicability MBA/PGDM senior students studying services marketing as a specialization course. Case overview US Technology Private Ltd (UST) is a major software services company in India. It was started in 1999 with a few employees at an offshore development centre in Trivandrum. Now in 2010, renamed UST Global, the company has over 7,000 employees worldwide. Phenomenal success of such a software company, in the left-oriented party dominated state of Kerala, has invited the attention of many people in the industry. The company earned valuable foreign exchange through software exports for the country and the state over the last ten years. The company has created innovative service differentiators, to impress on its clients, on the advantage of doing business with the company. The cementing customer satisfaction and derived customer delight that the company has created in their clients, has secured stable customer relationship management and customer loyalty. This reinforces the trust they have shown in the services management philosophy adopted by the company. The company's unique hybrid delivery model has worked well with its clients. Its unique selling proposition of “few clients and more focus” has resulted in delight of its customers, as they see it as a value addition for their money's worth. The leadership team attributes the success of the company to its fundamental core values and twin strategy of customer centricity and employee focus. Expected learning outcomes These are: customer perception of service; purpose of customer relationship management; service differentiators; and employees' role in delivering successful software service solutions to the customer, etc. Supplementary materials Teaching notes.

scholarly journals The Implementation of Customer Relationship Management (CRM) Supported by SMS Gateway Technology

2019 ◽  
Vol 16 (1) ◽  
pp. 45
Author(s):  
Komang Redy Winatha
Keyword(s):  
Customer Relationship Management ◽  
Service Management ◽  
Environmental Changes ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Web Based ◽  
Customer Data ◽  
Gateway Technology ◽  
Web Based System

Responding to the higher restaurant industry competition, the Mailaku Roemah Nongkrong restaurant was not too flexible in facing an environmental changes. It was still using manual technology while there was an advancing technological developments. It was still applying the internal resources for business development. One way to overcome this problem is by utilizing technology and the concept of customer relationship management (CRM). CRM is a marketing strategy to create and maintain customer relationships and reduce the possibility of customers moving to other competitors. This study presented the development and implementation of CRM in a web-based system that was supported by sms gateway technology. The research methodology that will be used in this study consists of some steps, such as library study, observation, interviews, and system development which was divided into analysis, design, coding, and testing. The result was a web-based system was able to manage customer data, product promotion, and customer service management to create good relationships with customers. This system can be as an alternative for restaurants and customers in establishing practical business communication.

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.

A structured literature review on Big Data for customer relationship management (CRM): toward a future agenda in international marketing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pasquale Del Vecchio ◽  
Gioconda Mele ◽  
Evangelia Siachou ◽  
Gloria Schito
Keyword(s):  
Big Data ◽  
Customer Relationship Management ◽  
Research Agenda ◽  
International Marketing ◽  
Relationship Management ◽  
Customer Relationship ◽  
Future Research ◽  
Content Type ◽  
Future Research Agenda ◽  
Structured Literature Review

PurposeThis paper aims to advance the international marketing debate by presenting the results of a structured literature review (SLR) focusing on Big Data implementation in customer relationship management (CRM) strategizing. It outlines past and present literature and frames a future research agenda.Design/methodology/approachThe research analyzes papers published in journals from 2013 to 2020, deriving significant insights about Big Data applications in CRM. A sample of 48 articles indexed at Scopus was preliminarily submitted for bibliometric analysis. Finally, 46 papers were analyzed with content and a bibliometric analysis to identify areas of thematic specializations.FindingsThe paper presents a conceptual multilevel framework demonstrating areas of specialization emerging from the literature. The framework is built around four coordinated sequences of actions relevant to “why,” “what,” “who” and “how” Big Data is implemented in CRM strategies, thus supporting the conception and implementation of an internationalization marketing strategy.Research limitations/implicationsImplications for the development of the future research agenda on international marketing arise from the comprehension of Big Data in CRM strategy.Originality/valueThe paper provides a comprehensive SLR of the articles dealing with models and processes of Big Data for CRM from an international marketing perspective. Despite these issues' relevance and the increasing literature focused on them, research in this area is still fragmented and underexplored, requiring more systematic and holistic studies.

From Local Information Systems to Global Customer Relationship Management

2014 ◽  
pp. 299-305 ◽  
Author(s):  
Ulas Akkucuk
Keyword(s):  
Eastern Europe ◽  
Customer Relationship Management ◽  
Information Technologies ◽  
Relationship Management ◽  
Local Information ◽  
Customer Relationships ◽  
Customer Relationship ◽  
The World ◽  
Flow Of Information ◽  
Opening Up

Advances in computer and information technologies have been utilized by companies all over the world since the 1990s. Corresponding roughly to the same period, global trade has increased dramatically. The opening up of large markets like China and the Eastern Europe contributed to this trend. National companies turned global and had to manage operations in a number of different countries. Companies strived to maintain better customer relationships through CRM programs aimed at managing the flow of information, interacting with the customers, and in the end, formulating individualized offerings for them. Globalization has led to the development of the new notion of Global Customer Relationship Management as opposed to having independent local CRM programs operating in the subsidiaries. This chapter presents the issues facing the implementation of such Global CRM programs and provides the important conceptual frameworks proposed in the literature.

eCRM Marketing Intelligence in a Manufacturing Environment

2010 ◽  
pp. 1244-1250
Author(s):  
Aberdeen Leila Borders ◽  
Wesley J. Johnston ◽  
Brett W. Young ◽  
Johnathan Yehuda Morpurgo
Keyword(s):  
Customer Relationship Management ◽  
Word Of Mouth ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Face To Face ◽  
Service Information ◽  
Marketing Intelligence ◽  
Management Techniques ◽  
Voice Interaction

This article examines the issue of electronic customer relationship management (eCRM) in a manufacturing context. ECRM has been described as the fusion of a process, a strategy, and technology to blend sales, marketing, and service information to identify, attract, and build partnerships with customers (Bettis-Outland & Johnston, 2003; Jaworski & Jocz, 2002). Although some customers still pay a premium for face-to-face or voice-to-voice interaction in today’s hightech world, through external (e.g., advertising) and internal (e.g., word-of-mouth) influence, the diffusion of the use of eCRM to build and sustain customer loyalty as a firm’s strategy is on the rise. Manufacturers use the knowledge of their customers’ needs and preferences to manage profitable customer interactions. This increased use of eCRM as a new manifestation (technological consolidation) of firmly established customer relationship management techniques has been shown to improve customer relationships and enhance customization (Kennedy, 2006).

Customer Relationship Management and Knowledge Discovery in Database

2010 ◽  
pp. 902-907
Author(s):  
Jounghae Bang ◽  
Nikhilesh Dholakiam ◽  
Lutz Hamel ◽  
Seung-Kyoon Shin
Keyword(s):  
Knowledge Discovery ◽  
Relationship Marketing ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Knowledge Discovery In Databases ◽  
Data Warehouses ◽  
Customer Data ◽  
Purchase Patterns

Customer relationships are increasingly central to business success (Kotler, 1997; Reichheld & Sasser, 1990). Acquiring new customers is five to seven times costlier than retaining existing customers (Kotler, 1997). Simply by reducing customer defections by 5%, a company can improve profits by 25% to 85% (Reichheld & Sasser, 1990). Relationship marketing—getting to know customers intimately by understanding their preferences—has emerged as a key business strategy for customer retention (Dyche, 2002). Internet and related technologies offer amazing possibilities for creating and sustaining ideal customer relationships (Goodhue, Wixom, & Watson, 2002; Ives, 1990; Moorman, Zaltman, & Deshpande, 1992). Internet is not only an important and convenient new channel for promotion, transactions, and business process coordination; it is also a source of customer data (Shaw, Subramaniam, Tan, & Welge, 2001). Huge customer data warehouses are being created using advanced database technologies (Fayyad, Piatetsky- Shapiro, & Smyth, 1996). Customer data warehouses by themselves offer no competitive advantages: insightful customer knowledge must be extracted from such data (Kim, Kim, & Lee, 2002). Valuable marketing insights about customer characteristics and their purchase patterns, however, are often hidden and untapped (Shaw et al., 2001). Data mining and knowledge discovery in databases (KDD) facilitate extraction of valuable knowledge from rapidly growing volumes of data (Mackinnon, 1999; Fayyad et al., 1996). This article provides a brief review of customer relationship issues. The article focuses on: (1) customer relationship management (CRM) technologies, (2) KDD techniques, and (3) Key CRM-KDD linkages in terms of relationship marketing. The article concludes with the observations about the state-of-the-art and future directions.

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