How Does Employee Infusion Use of CRM Systems Drive Customer Satisfaction? Mechanism Differences Between Face-to-Face and Virtual Channels

MIS Quarterly ◽  
2021 ◽  
Vol 45 (2) ◽  
pp. 719-754
Author(s):  
Liwei Chen ◽  
J. J. Po-An Hsieh ◽  
Arun Rai ◽  
Sean Xin Xu
Keyword(s):  
Customer Satisfaction ◽  
Customer Service ◽  
User Satisfaction ◽  
Critical Role ◽  
Customer Relationship ◽  
Service Firms ◽  
Face To Face ◽  
Virtual Channels ◽  
Service Channels ◽  
Expectation Confirmation

To attain customer satisfaction, service firms invest significant resources to implement customer relationship management (CRM) systems to support internal customer service (CS) employees who provide service to external customers in both face-to-face and virtual channels. How CS employees apply sophisticated CRM systems to interact with customers and how the mechanisms through which their CRM usage affects customer satisfaction vary across service channels and bear important implications. We approach these issues by investigating the concept of infusion use, defined as CS employees’ assessment of the extent to which they use a CRM system to its fullest potential to best support their work in the CRM-enabled service interaction context. Drawing on the IS success framework and expectation confirmation theory, we first formulate a baseline model that explains the direct and indirect mechanisms through which CS employees’ infusion use of CRM systems leads to customers’ expectation confirmation, which in turn affects customers’ satisfaction. We then draw on the lenses of media richness and communication adaptation to theorize why these two mechanisms exert differential influence in face-to-face and virtual channels. We test the hypotheses by collecting multiwave data from CS employees, customers, and firm archives of a Fortune 500 telecom service firm. We find that (1) CS employee infusion use can directly contribute to customer expectation confirmation and indirectly do so through CS employees’ satisfaction with the system (i.e., user satisfaction), and (2) the direct mechanism plays a more critical role in the face-to-face channel, whereas the indirect mechanism is more important in the virtual channel. Our findings inform managers of the avenues through which employees’ infusion use promotes CRM-enabled service success across face-to-face and virtual service channels.

scholarly journals Sustainable Online Shopping Logistics for Customer Satisfaction and Repeat Purchasing Behavior: Evidence from China

2019 ◽  
Vol 11 (20) ◽  
pp. 5626 ◽  
Author(s):  
Choi ◽  
Chung ◽  
Young
Keyword(s):  
Customer Satisfaction ◽  
Customer Service ◽  
Online Shopping ◽  
Customer Relationship ◽  
Purchasing Behavior ◽  
Logistics Services ◽  
Quality Of Delivery ◽  
The Impact ◽  
Repeat Purchasing

This study examines the impact of the quality of online shopping logistics services on customer satisfaction and in driving subsequent repeat purchasing behavior. Five hypotheses are established to represent the relationships between customer satisfaction and each factor of logistics services: quality of information, quality of order, quality of delivery, price of delivery, and customer service. The research includes surveys conducted over two months from 1 December, 2016, to 31 January, 2017, targeting mostly young Chinese customers with experience purchasing products online, thus representing e-commerce. A questionnaire was distributed to each subject in a sample of 150 Chinese customers with online shopping experience. The empirical analysis indicates that logistics service quality, and primarily the quality of delivery, has a statistically significant impact on customer satisfaction, which, in turn, has a statistically significant impact on repeat purchasing behavior. The results provide insight into the strategy behind China’s rapidly growing online shopping industry, which focuses on maintaining stability through long-term customer relationship management.

Customers' relational models as determinants of customer engagement value

2014 ◽  
Vol 23 (1) ◽  
pp. 55-61 ◽  
Author(s):  
Velitchka D. Kaltcheva ◽  
Anthony Patino ◽  
Michael V. Laric ◽  
Dennis A. Pitta ◽  
Nicholas Imparato
Keyword(s):  
Social Interactions ◽  
Customer Service ◽  
Customer Relationship ◽  
Customer Engagement ◽  
Service Firms ◽  
Relational Models ◽  
Content Type ◽  
Service Firm ◽  
The Social ◽  
Different Types

Purpose – The authors apply Alan P. Fiske's relational models framework to customers' engagement with service firms – specifically, they propose that customers who hold different relational models for the service firm are likely to engage with the firm in dissimilar ways, thus generating different types of customer engagement value for the firm. Fiske's relational models framework is eminently suitable for studying customer-service firm engagement because it is widely adopted in the social sciences as a rigorously developed framework for conceptualizing social interactions. Design/methodology/approach – The article bridges Fiske's relational models framework and Kumar et al.'s customer engagement value framework, and conceptually demonstrates that customers employing different relational models for the service firm are likely to generate different types of customer engagement value for the firm. Findings – The article demonstrates conceptually that customers' relational models, schemata, and scripts influence how consumers engage with the firm and the type of customer engagement value accruing to the firm. Research limitations/implications – This research has implications for service firms' relationship strategies. First, service marketers can determine the desired customer engagement value(s) and then craft their customer relationship strategy so that it maximizes those engagement value(s). The article suggests relationship strategies that service firms may implement for encouraging customers to adopt different relational models. Originality/value – No research has bridged relational models theories and customer engagement value theories.

scholarly journals Integration of Artificial Intelligence Technology Towards E-Services Among Online Clothing Websites

2019 ◽  
Vol 9 (2) ◽  
pp. 1562-1567
Keyword(s):  
Artificial Intelligence ◽  
Customer Satisfaction ◽  
Customer Service ◽  
Tamil Nadu ◽  
Customer Relationship ◽  
Snowball Sampling ◽  
Customer Experience Management ◽  
Intelligence Services ◽  
Artificial Intelligence Technology ◽  
Tamil Nadu State

Online Apparel Industry is one of the growing industries among many other online markets. The industry is moving towards a major technological shift due to new and innovative tools such as Artificial Intelligence (AI), Virtual Reality (VR) and Augmented Reality (AR). Customer Experience Management is highly influenced by gaining customer satisfaction via integrated AI technology for providing efficient customer service. This study emphasizes the intervention of AI technology with online clothing websites such as Jabong and Myntra. The findings explore that Customer Relationship Management (CRM) Services, Personalization services, Visual Assistance and Fit Intelligence Services are enhanced from AI tools that lead to Customer Satisfaction and Customer Retention. The research utilized non-probability Judgmental Sampling and snowball sampling where the respondents belong to Tamil Nadu State and were genuine online customers who purchase clothes from online clothing websites

Personalization and Customer Satisfaction in Mobile Commerce

2009 ◽  
pp. 1649-1655
Author(s):  
H.Y. Sonya Hsu ◽  
Songpol Kulviwat
Keyword(s):  
Customer Satisfaction ◽  
Mobile Phones ◽  
User Satisfaction ◽  
Mobile Commerce ◽  
Handheld Computers ◽  
Customer Relationship ◽  
Personal Digital Assistants ◽  
Customer Information ◽  
Use Of Technology ◽  
E Mail

The advancement of wireless technology facilitates both consumers’ activities and business transactions. With the rapid proliferation and widespread use of mobile devices, including mobile phones, personal digital assistants (PDAs), and handheld computers, mobile commerce or m-commerce is widely considered to be a driving force for the next generation of electronic commerce (e-commerce). According to Jupiter Research, the m-commerce industry is expected to be US$22 billion globally by 2005. However, to date many promising technologies—especially m-commerce applications—have failed with the notable exceptions of i-Mode service and short messaging service (SMS). Popular “i-Mode”, produced by NTT DoCoMo of Japan, is a service that enables wireless Web browsing and e-mail from mobile phones. The “i-Mode service” has been the first successful commercial introduction of 3G (third-generation) mobile applications. It exceeded expectations and acquired over 30 million profitable users in a three-year period (Cohen, 2002). One of the main goals of most operators might be building customer satisfaction and loyalty by providing one or more ‘killer apps’ to them. One way is to integrate customer relationship management (CRM) into the development of mobile services’ applications. Some firms have tried to target these applications to their customers on an individualized basis. “Personalization” may be the way to achieve that. Specifically, personalization can be regarded as the use of technology and user/customer information to match multimedia content with individual needs with the goal of producing user satisfaction. Personalization can be presented by an IP services framework that allows operators and subscribers through selfservice provisioning approaches to control the types of service and applications they want and are willing to buy. The purpose of this article is to develop a deeper understanding of personalization, with an emphasis on those factors that lead to customer satisfaction and/or delight. Specifically, this article presents factors contributing to consequences derived from using personalized applications and services in m-commerce.

scholarly journals A Theoretical Perspective of Contract and Contractual Customer-Supplier Relationship in the Mobile Phone Service Sector

2017 ◽  
Vol 12 (7) ◽  
pp. 201 ◽  
Author(s):  
Muhammad Turki Alshurideh
Keyword(s):  
Relationship Marketing ◽  
Customer Service ◽  
Service Sector ◽  
Theoretical Perspective ◽  
Customer Relationship ◽  
Mobile Service ◽  
Service Firms ◽  
Supplier Relationships ◽  
Contractual Relationship ◽  
The Relationship

Both contracts and contractual relationships as concepts have been rarely discussed from scholars’ perfectives in the Relationship Marketing (RM) branch of learning. Reviewing these concepts in the customer-service sector adds value because the majority of mobile service firms are losing their current contracted customers at a significant rate despite practicing different RM activities to retain active ones. Thus, this study introduces the concept of Contractual Customer Relationship Marketing (C-CRM) for the first time to the RM field of study and discusses how to employ Contractual Relationship Marketing (C-RM) especially in the use of contractual bonds to establish, maintain and extend customer-supplier relationships.This study targets various issues that are interrelated to the use of contracts to maintain and retain valuable customers in the mobile service sector. To explore these issues, this paper focuses on extending an understanding of contracts and their use in the contractual customer-supplier relationships. This requires an overview of the study’s topic in section one, with section two outlining the study’s importance. Section three provides an overview of the contract meaning and section four explaining the main benefits of using business contracts. Section five discusses the importance of using contracts for customer retention, then section six considers the contractual use in renewable situations, section seven reviews the relationship between contract use and customer switching, section eight explains how to employ contracts in prolonging customer-supplier relationships, and, finally, the concluding remarks are made in section nine.

scholarly journals The Relationship between CRM Strategy and Customer Satisfaction in Rice Business in North-Eastern Thailand

2021 ◽  
Vol 56 (2) ◽  
pp. 430-442
Author(s):  
Chayanan Kerdpitak
Keyword(s):  
Customer Satisfaction ◽  
Customer Service ◽  
Structural Equation ◽  
Business Performance ◽  
Primary Objective ◽  
Customer Relationship ◽  
Equation Modeling ◽  
Research Approach ◽  
Customer Data ◽  
North Eastern

A combination of strategies, practices, and technologies to analyze and manage customer data and interaction throughout the customer lifecycle by the organizations is known as customer relationship management (CRM). The primary objective of CRM is to enhance customer retention, increase customer service relationships, and boost sales growth. According to the current study, CRM strategy, or the organizations involved in the rice business, directly impact customer satisfaction and business performance, particularly in North Eastern Thailand. CRM strategies, such as sales, feedback, marketing, and support, positively impact customer satisfaction and business performance. Hence, this research was carried out to investigate a fundamental factor influencing the business performance of rice production in the northeast of Thailand. The conceptual framework was developed from the competitive advantage theory of business organizations and other contemporaneous research in rice business performance. Accordingly, the study considered the importance of sales, marketing, support, feedback, and customer satisfaction employing a quantitative research approach. A questionnaire was used for data collection from 420 managers of the rice business of community enterprises in Northeastern Thailand. Finally, data were analyzed using structural equation modeling (SEM) to examine the actual rice business performance of the organizations studied through all operational links in the CRM. It is concluded that increased sales, feedback, marketing, and sales increase customer satisfaction and the concerned organizations’ business performance. The current study is an excellent contribution for the practitioners to improve their business performance.

scholarly journals Perancangan Dan Pengembangan CRM Di Tingkat Universitas Dalam Menghadapi Globalisasi Di Indonesia

2018 ◽  
Vol 3 (2) ◽  
pp. 323
Author(s):  
Indra Gamayanto ◽  
Fajrian Nun Adnan ◽  
Devi Ajeng Efrilianda ◽  
Achmad Wahid Kurniawan ◽  
Rizka Nugraha
Keyword(s):  
Customer Satisfaction ◽  
Organizational Structure ◽  
Customer Service ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Marketing Management ◽  
Customer Relationship ◽  
Strategic Marketing ◽  
Satisfaction Index ◽  
Customer Satisfaction Index

Customer relationship management merupakan sebuah cabang ilmu yang sangat penting di dalam dunia pendidikan. Oleh sebab itu, penerapakan CRM dapat dilakukan di tingkat universitas. Universitas membutuhkan sebuah pelayanan yang efektif dan efesien, tetapi tidak hanya berhenti sampai di dua hal tersebut. Universitas membutuhkan pelayanan yang berkualitas tinggi, salah satunya adalah bagaimana cara kita membina hubungan dengan seluruh pihak di dalam lingkungan universitas. Di dalam jurnal ini, dengan mengacu kepada dua jurnal penting, yaitu “Customer Satisfaction Index – as a Base for Strategic Marketing Management” (Karolina Ilieska) & “Organizational Structure: Mintzberg’s Framework” (Fred C. Lunenburg), yang merupakan dasar dari jurnal ini. Kedua jurnal ini dikembangkan, sehingga pada akhirnya tercipta CSU (Customer Service University) Framework, yang merupakan sebuah sistem untuk dapat meningkatkan pelayanan di semua sisi di dalam universitas ini. Jurnal ini akan menjelaskan bagaimana CSU dapat diterapkan terutama dalam pribadi setiap dosen dan mahasiswa, sehingga akan tercipta kesempurnaan dalam pelayanan dan hubungan antara dosen dan mahasiswa. Hasil akhir dari CSU dan jurnal ini adalah meningkatnya sistem pelayanan kepada dosen dan mahasiswa; meningkatnya integritas di lingkungan kampus, dan terjadinya kenyamaman kualitas tinggi di seluruh lingkungan universitas- hubungan yang stabil antar pihak serta sistem dapat sungguh-sungguh berjalan secara efektif dan efesien. Keywords : Pelayanan Konsumen, Universitas, Definisi Konsumen, Metode Kepercayaan ABCD, HSOVA

Personalization and Customer Satisfaction in Mobile Commerce

2011 ◽  
pp. 914-918
Author(s):  
HY Sonya Hsu ◽  
Songpol Kulviwat
Keyword(s):  
Customer Satisfaction ◽  
Mobile Phones ◽  
User Satisfaction ◽  
Mobile Commerce ◽  
Handheld Computers ◽  
Customer Relationship ◽  
Personal Digital Assistants ◽  
Customer Information ◽  
Use Of Technology ◽  
Self Service

he advancement of wireless technology facilitates both consumers’ activities and business transactions. With the rapid proliferation and widespread use of mobile devices, including mobile phones, personal digital assistants (PDAs), and handheld computers, mobile commerce or m-commerce is widely considered to be a driving force for the next generation of electronic commerce (e-commerce). According to Jupiter Research, the m-commerce industry is expected to be US$22 billion globally by 2005. However, to date many promising technologies—especially m-commerce applications—have failed with the notable exceptions of i-Mode service and short messaging service (SMS). Popular “i-Mode”, produced by NTT DoCoMo of Japan, is a service that enables wireless Web browsing and e-mail from mobile phones. The “i-Mode service” has been the first successful commercial introduction of 3G (third-generation) mobile applications. It exceeded expectations and acquired over 30 million profitable users in a three-year period (Cohen, 2002). One of the main goals of most operators might be building customer satisfaction and loyalty by providing one or more ‘killer apps’ to them. One way is to integrate customer relationship management (CRM) into the development of mobile services’ applications. Some firms have tried to target these applications to their customers on an individualized basis. “Personalization” may be the way to achieve that. Specifically, personalization can be regarded as the use of technology and user/customer information to match multimedia content with individual needs with the goal of producing user satisfaction. Personalization can be presented by an IP services framework that allows operators and subscribers through self-service provisioning approaches to control the types of service and applications they want and are willing to buy. The purpose of this article is to develop a deeper understanding of personalization, with an emphasis on those factors that lead to customer satisfaction and/or delight. Specifically, this article presents factors contributing to consequences derived from using personalized applications and services in m-commerce.

Customer Service in Digital Era and Role of Internal Markets

2015 ◽  
pp. 89-130 ◽  
Keyword(s):  
Organizational Climate ◽  
Customer Service ◽  
Critical Role ◽  
Management Strategies ◽  
Customer Relationship ◽  
Internal Markets ◽  
Digital Era ◽  
Marketing Activities ◽  
Service Profit Chain

Enterprises require focusing on managing relationships in internal markets because internal marketing activities play a critical role in creating an organizational climate that supports customer relationship management strategies. The main objective of this chapter is to identify requirements for creating customer-centric culture in organizations. Customer service can cause the success or failure of a company; hence, the role of internal market in service profit chain cannot be ignored. After explaining the significance of the service profit chain for the company, the chapter continues with clarifying the role of customer experience management in creating customer retention. In this chapter, creating customer-keeping culture, getting 360 degrees of customer insight, using big data and predictive analysis, engaging customers through social media, and managing experience across multi-channels are explained as requirements for achieving excellence in customer service experience. This chapter ends up with discussing the characteristics of customer service in the digital era and key business trends about the future of customer service.

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