Review the Effect of Relationship Management with Customer on Getting Competitive Advantage in Branches of Credit and Financial Institution SamenAlhojaj of Sabzevar City

Purpose: The purpose of the study was to establish the need of creating sustainable competitive advantage in banking through technology, customer relationship management and internal marketing.Methodology: The research was carried out through an explanatory research. The target population of the study was 3,193 employees of the Co-op Bank. A sample of 68 employees spread across the bank was selected. The researcher used descriptive and inferential statistics in this study. The study used primary data. The study used a questionnaire as the preferred data collection tool. This study used the quantitative method of data analysis which included inferential and descriptive statistics. Descriptive statistics included frequencies and measures of tendency mainly means and frequencies. Inferential statistics included correlation analysis. The tool for data analysis was Statistical Package for Social Sciences (SPSS) version 17 program. The results were presented using tables and pie charts to give a clear picture of the research findings.Results: The findings indicated that information technology has significant positive effect on competitive advantage. The findings also showed that customer relationship management (CRM) has a significant positive effect on competitive advantage of banks. The findings further implied that internal marketing has a significant effect on competitive advantage. Further the findings implied that information technology has significant positive effect on competitive advantage.Unique contribution to theory, practice and policy: Following study results, it was recommended that investment in Information technology be emphasized in the banks as it has an effect on the overall achievement of competitive advantage. The study also recommended that banks should emphasize customer relationship by investing in a customer relationship management system. It was further recommended that employees are central to an effective CRM and as such firms must manage its relationships with their employees if they have any hope of fully serving customer needs and that this is especially important in firms where employees are the eyes of customers.

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The Role of Green Intellectual Capital on Competitive Advantage: Evidence from Balinese Financial Institution

SRIWIJAYA INTERNATIONAL JOURNAL OF DYNAMIC ECONOMICS AND BUSINESS ◽

10.29259/sijdeb.v3i3.227-242 ◽

2019 ◽

Vol 3 (3) ◽

pp. 227

Author(s):

Anak Agung Putu Gede Bagus Arie Susandya ◽

Putu Diah Kumalasari ◽

Ida Ayu Ratih Manuari

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Intellectual Capital ◽

Financial Institution ◽

Critical Factor ◽

Research Field ◽

Relational Capital ◽

Innovation Research ◽

Structural Capital

The purpose of this study is to analyze the role of green intellectual capital on competitive advantage of Lembaga Perkreditan Desa (Balinese Financial Institution). The study tested by using data collected from a sample of 120 respondents that were randomly picked from 35 Lembaga Perkreditan Desa in Denpasar. Findings suggested that green human capital, green relational capital, and green structural capital affect competitive advantage at 17.6%. Furthermore, green human capital and green structural capital had positive effect on competitive advantage. Meanwhile, green relational capital did not affect competitive advantage. The eco-friendly concept remains a critical factor to gain company’s competitive advantage. This study provides insight into green innovation research field.

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

International Journal of Data and Network Science ◽

10.5267/j.ijdns.2021.9.002 ◽

2022 ◽

Vol 6 (1) ◽

pp. 263-272 ◽

Cited By ~ 1

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.

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Customer relationship management

International Journal of Bank Marketing ◽

10.1108/ijbm-11-2014-0160 ◽

2016 ◽

Vol 34 (3) ◽

pp. 388-410 ◽

Cited By ~ 26

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.

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Service Science and Practice

Service Science for Socio-Economical and Information Systems Advancement - Advances in E-Collaboration ◽

10.4018/978-1-60566-683-9.ch001 ◽

2010 ◽

pp. 1-13

Author(s):

Adamantios Koumpis

Keyword(s):

Competitive Advantage ◽

Relationship Management ◽

Service Design ◽

Service Science ◽

Business Service ◽

Collaborative Approach ◽

Critical Factors ◽

Science Part ◽

Successes And Failures

This introductory chapter aims to make clear the holistic nature of services to our lives linking the science part to the practice matters. Bringing examples for service successes and failures, this chapter shall help the reader position him or herself with the field under examination. We present and discuss the collaborative approach towards service design and the contextualisation of services as leverage for attaining competitive advantage. Critical factors are listed that concern relationship management in business service contexts and which are considered in terms of the collaboration dimension. The chapter closes with an examination of power dependencies and trust in collaborative service arrangements.

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E-CRM

Encyclopedia of E-Business Development and Management in the Global Economy ◽

10.4018/978-1-61520-611-7.ch043 ◽

2010 ◽

pp. 436-444 ◽

Cited By ~ 2

Author(s):

María Rosa Llamas-Alonso ◽

Ana Isabel Jiménez-Zarco

Keyword(s):

Competitive Advantage ◽

Market Share ◽

Customer Relationship Management ◽

Relationship Management ◽

Customer Relationships ◽

Customer Relationship ◽

The Past ◽

The Cost ◽

Business Philosophy ◽

Number Of Firms

As competition and the cost of acquiring new customers continue to increase, the need to build and enhance customer relationships has become paramount for businesses. The building of strong customer relationships has been suggested as a means for gaining competitive advantage (Mckenna, 1993) so, in today’s marketplace, a growing number of firms seek to develop profound, close and long-lasting relationships with their customers since it is much more profitable to keep and satisfy current customers than to manage an ever-changing customer portfolio (Reinartz & Kumar, 2003; Ross, 2005; Llamas-Alonso et al. 2009). This one is a consequence of many paradigmatical changes in the marketing field during the past decades, such as a transition from a focus on the product, transactional marketing, acquiring clients (responsive marketing approach) and market share towards a customer centric approach, relationship marketing, two-way communication, retaining customers (proactive and holistic marketing approaches) and share of customer. Thus, in this fastmoving and highly competitive scenario Customer Relationship Management (hereafter referred to as CRM) emerges as a business philosophy devoted to enhance customer relationships and consequently create value for both the company and the customer.

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