An Integration of Knowledge Management Practices To Enhance Customer Relationship Management Performance

GIS Business ◽  
2019 ◽  
Vol 14 (6) ◽  
pp. 818-837
Author(s):  
Ghassan Al Utaibi ◽  
Khalid Khasib ◽  
Omar al Basheer
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Management Practices ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Performance ◽  
New Knowledge ◽  
Resources And Capabilities ◽  
Knowledge Management Practices

Organizations today have no choice but to continually exhaust their efforts to exploit what they know and continue to explore new knowledge, so they are realizing that to remain competitive and able to achieve competitive advantage they must explicitly manage their intellectual resources and capabilities.

Integrating Customer Relationship Management, Performance Management, and Knowledge Management through Balanced Scorecard

2011 ◽  
pp. 223-249
Author(s):  
Anthony Liew
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Performance Management ◽  
Customer Relationship Management ◽  
Balanced Scorecard ◽  
Business Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Performance ◽  
Management Concepts

This chapter is primarily based on literature review or secondary research and analysis. The objective of this study is to extend and amalgamate the three major business management concepts: CRM, PM, and KM.

Integrating Customer Relationship Management, Performance Management, and Knowledge Management through Balanced Scorecard

2013 ◽  
pp. 205-231
Author(s):  
Anthony Liew
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Performance Management ◽  
Customer Relationship Management ◽  
Balanced Scorecard ◽  
Business Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Performance ◽  
Management Concepts

This chapter is primarily based on literature review or secondary research and analysis. The objective of this study is to extend and amalgamate the three major business management concepts: CRM, PM, and KM.

Knowledge management as a strategy of customer relationship management: A study of tourism industry in Vietnam

2018 ◽  
Vol 4 (10) ◽  
pp. 13-22
Author(s):  
Vu Minh Ngo
Keyword(s):  
Knowledge Management ◽  
Customer Relationship Management ◽  
Dynamic Capabilities ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Relationship Management ◽  
Tourism Industry ◽  
Customer Relationship ◽  
And Performance ◽  
Medium Enterprises

This study focuses on understanding the application of knowledge management practices as strategies of customer relationship management by managers in hospitality industry in Vietnam. Thirty in-depth interviews with managers and executives who are involved in tourism-related activities in small and medium enterprises (SMEs) in tourism industry in different destinations in Vietnam facilitated the analysis. The analysis was carried out in the light of grounded theory. The analysis indicated that the use of customer relationship management (CRM) strategies in SMEs in tourism industry is at a moderate level. Yet, the performance of personalities who are involved in CRM activities in their jobs is intervened by knowledge management and dynamic capabilities. Precisely, while knowledge management mediates, dynamic capabilities moderate the relationship between CRM and performance of SMEs in tourism industry in Vietnam. Keywords: Customer relationship management, knowledge management, dynamic capabilities, SMEs, Vietnam.

scholarly journals CREATING SUSTAINABLE COMPETITIVE ADVANTAGE IN BANKING THROUGH TECHNOLOGY, CUSTOMER RELATIONSHIP MANAGEMENT AND INTERNAL MARKERTING

2017 ◽  
Vol 1 (1) ◽  
pp. 74
Author(s):  
Lilian Achieng Onyango ◽  
Dr. Paul Katuse
Keyword(s):  
Information Technology ◽  
Data Analysis ◽  
Competitive Advantage ◽  
Customer Relationship Management ◽  
Relationship Management ◽  
Descriptive Statistics ◽  
Customer Relationship ◽  
Sustainable Competitive Advantage ◽  
Significant Positive Effect ◽  
Positive Effect

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.

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.

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