scholarly journals INFLUENCE OF CUSTOMER RELATIONSHIP MANAGEMENT ON PERFORMANCE OF MANUFACTURING FIRMS IN KENYA

2021 ◽  
Vol 6 (1) ◽  
pp. 14-28
Author(s):  
Fatuma Rajab ◽  
Patrick Ngugi ◽  
David Kiarie
Keyword(s):  
Performance Management ◽  
Social Exchange ◽  
Customer Relationship Management ◽  
Lead Time ◽  
Relationship Management ◽  
Manufacturing Firms ◽  
Customer Relationship ◽  
Unique Contribution ◽  
Manufacturing Companies ◽  
Equal Chance

Purpose: The study sought to determine the influence of customer relationship management on performance of manufacturing firms in Kenya. Methodology: This study employed descriptive research design. The targeted population of this study was comprised of 499 manufacturing companies which are all located in Nairobi and its environs. In order to come up with a representative sample, stratified random sampling method was used since the population is heterogeneous. The stratified technique ensured that each sector in the target population has an equal chance of being selected. There were 217 respondents sampled from the 499 manufacturing firms out of 217,180 respondents returned the questionnaires for analysis. The study adopted a descriptive survey design. Data was collected using self-administered questionnaires which were tested for validity and reliability using 10% of the total sample respondents. Quantitative data was analyzed using both descriptive and inferential statistics and with the help of SPSS version 23 while qualitative data was analyzed descriptively. Linear and multiple regression models were used to show the relationship between the dependent variable and the independent variables. The information was presented using tables, charts, frequencies, percentages and graphs. Findings: The study established that there exists a positive influence of customer relations management on performance management of manufacturing firms in Kenya at 5% level of significant (β=0.595, P<0.05). This indicates that as customer relationship management increases to certain level then performance of manufacturing firms in Kenya also increases significantly and vice-versa Unique contribution to theory, practice and policy: The study recommends that the government of Kenya should create awareness of their policies through training of the key stakeholders for this organization. Customer relationship management requires to improve on quality production and lead time, manufacturing firms must also improve their customer relationship management. Since the quality of the products has not significantly improved for the last 5 years, more strategies must be put in place to incorporate technology which will aid to improve the quality and also maintain required lead time in these organizations. The study was guided by Social Exchange Theory which was beneficial in explaining the influence of customer relationship management and performance of manufacturing firms.

scholarly journals INFLUENCE OF SUPPLIER RELATIONSHIP MANAGEMENT ON PERFORMANCE OF MANUFACTURING FIRMS IN KENYA

2021 ◽  
Vol 5 (1) ◽  
pp. 31-45
Author(s):  
Fatuma Rajab ◽  
Patrick Ngugi ◽  
David Kiarie
Keyword(s):  
Lead Time ◽  
Relationship Management ◽  
Manufacturing Firms ◽  
Unique Contribution ◽  
Manufacturing Companies ◽  
Supplier Relationship Management ◽  
Equal Chance ◽  
Supply Relationship ◽  
The Government ◽  
Supplier Relationship

Purpose: The main objective of this study was to investigate the influence of supplier relationship management on performance of manufacturing firms in Kenya. Methodology: This study employed descriptive research design. The targeted population of this study is comprised of 499 manufacturing companies which are all located in Nairobi and its environs. In order to come up with a representative sample, stratified random sampling method was used since the population is heterogeneous. The stratified technique ensured that each sector in the target population has an equal chance of being selected. There were 217 respondents sampled from the 499 manufacturing firms out of 217 ,180 respondents returned the questionnaires for analysis. The study adopted a descriptive survey design. Data was collected using self-administered questionnaires which were tested for validity and reliability using 10% of the total sample respondents. Quantitative data was analyzed using both descriptive and inferential statistics and with the help of SPSS version 23 while qualitative data was analyzed descriptively. Linear and multiple regression models were used to show the relationship between the dependent variable and the independent variables. The information was presented using tables, charts, frequencies, percentages and graphs. Findings: The study established that there exists a positive influence of supplier relations management on performance management of manufacturing firms in Kenya at 5% level of significant (β=0.295, P<0.05). This indicates that as the level of supplier relationship management increases also performance of manufacturing firms in Kenya increases significantly. Unique contribution to theory, practice and policy: The study provides evidence that indeed supply relationship management as a strategic alliance influences performance in these organizations. In addition, the study is of benefit to the government of Kenya who should create awareness of their policies through training of the key stakeholders for this organizations since the majority of the respondents 53.17% indicated that the government policies and strategies are ineffective. Supply relationship management had significant effect on organization performance and this requires that to improve on quality production and lead time, manufacturing firms must also improve their supply relationship management. Since the quality of the products has not significantly improved for the last 5 years, more strategies must be put in place to incorporate technology which will aid to improve the quality and also maintain required lead time in these organizations.

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.

scholarly journals PERANCANGAN KINERJA CUSTOMER RELATIONSHIP MANAGEMENT DENGAN MENGGUNAKAN METODE CUSTOMER RELATIONSHIP MANAGEMENT SCORECARD

2013 ◽  
Vol 3 (1) ◽  
Author(s):  
Nurlailah Badariah ◽  
Didien Suhardini ◽  
Agung Wahyu Rahmanto
Keyword(s):  
Performance Management ◽  
Customer Relationship Management ◽  
Customer Value ◽  
Relationship Management ◽  
Customer Relationship ◽  
Customer Complaints ◽  
Customer Complaint ◽  
Customer Interaction ◽  
Media Distribution ◽  
A Company

<p>Gading Indah Agency (GIA) is a company that has over than 25 years serving the<br />needs of print media distribution for its customers. By comparing customer complaint data in<br />June and December 2010, it is known that an increase in the number of customer complaints<br />against the service company by 0.73% which may indirectly indicate the declining performance<br />of the company. Therefore GIA requires a performance management that can measure the<br />performance of the company as a step to determine the position of the company and then used<br />as feedback for evaluation. Performance measurement in accordance with the GIA CRM<br />Scorecard is a method that has the perspective of customer-focused orientation. Stages of<br />designing a model of CRM Scorecard in the company's vision begins with the translation<br />company's mission to the CRM Scorecard in four perspectives, namely Customer Value,<br />Customer Satisfaction, Customer Interaction, Customer Knowledge and GIA have 10 strategic<br />objectives from the perspective of translation CRM Scorecard.</p>

scholarly journals Supply Chain Management Practices and Manufacturing Firms Performance: Professionals’ Experience in Nigeria

2021 ◽  
Vol 18 (2) ◽  
pp. 28-40
Author(s):  
Sulaimon Olanrewaju Adebiyi ◽  
Adeyemi Sulaiman Adediran ◽  
Abideen Olayinka Shodiya ◽  
Taiwo Olusola
Keyword(s):  
Customer Relationship Management ◽  
Material Flow ◽  
Relationship Management ◽  
Manufacturing Firms ◽  
Customer Relationship ◽  
Path Coefficient ◽  
Flow Management ◽  
Manufacturing Efficiency ◽  
Participative Design ◽  
Positive Effect

Abstract Research purpose. The study aims at establishing how supply chain management (SCM) activities of manufacturing firms influence their performance optimally. Design/Methodology/Approach. The research design adopted for the study is the survey research design; this is because we were interested in gathering information from a selected strategic fraction of a target population as it is not possible to meet them all. A structured questionnaire was used to collect data from two hundred and twenty-seven (227) professionals from the five selected manufacturing firms in Lagos. The data were analyzed by the structural equation modelling (SEM) technique to ascertain the causal effect of the latent exogenous variables on the latent endogenous variables in the study. Findings. Based on the results of the SEM adopted in testing the research hypotheses, strategic partnership has a statistically significant positive effect on customer satisfaction of manufacturing firms. Customer relationship management was revealed to have a positive effect on firm performance from the path analysis. This is substantiated by the path coefficient (0.35) of customer relationship management on performance proxied by customer satisfaction. However, information sharing has a weak positive effect on performance proxied by manufacturing efficiency. This is substantiated by the path coefficient (0.11) of information sharing on performance though the effect is not significant as p>0.05 and CR<1.96. Material flow management has a positive effect on performance proxied by manufacturing efficiency. This is substantiated by the path coefficient (0.30) of material flow management on firm performance. There is a positive effect of lean production on performance proxied by innovation performance. This is substantiated by the path coefficient (0.25) of lean production on performance. Finally, participative design/engineering was revealed to have a positive effect on performance proxied by innovation performance. This is substantiated by the path coefficient (0.23) of participative design/engineering on performance. Originality/Value/Practical implications. This paper demonstrates that a higher degree of acceptance, application, and enhancement in SCM methods would directly increase the performance of manufacturing firms, especially in third world countries.

scholarly journals Digitalization as an enabler of business model dynamics

2020 ◽  
Author(s):  
Mariana Tesařová ◽  
Aleš Krmela ◽  
Iveta Šimberová
Keyword(s):  
Business Model ◽  
Customer Relationship Management ◽  
Management System ◽  
Research Question ◽  
Dynamic Change ◽  
Relationship Management ◽  
Customer Relationship ◽  
Manufacturing Companies ◽  
Focal Company ◽  
The Impact

The purpose of the article is to answer a research question related to the extent of the impact of digitalization on a business model (BM) of a focal company. An original primary, qualitative research has been conducted. It draws on multiple, in-depth case studies on a globally active B2B incumbent manufacturing companies that recently implemented a digital platform-based customer relationship management system. The data were gathered through participative observation and semi-structured interviews with system users and project leaders. The contribution of the research is in linking the business model dynamic change with a customer relationship management system (CRMS). It identifies the element HOW – value creation – as the mainly affected element of BM of the focal company.

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.

scholarly journals The interaction of social CRM between CRM performance and marketing performance in hotels

2021 ◽  
Vol 5 (4) ◽  
pp. 745-756
Author(s):  
Jassim Ahmad Al-Gasawneh ◽  
Khalid N. AlZubi ◽  
Nawras M. Nusairat ◽  
Abdullah Matar Al-Adamat ◽  
Marhana Mohamed Anuar ◽  
...  
Keyword(s):  
Social Exchange ◽  
Customer Relationship Management ◽  
Social Exchange Theory ◽  
New Technology ◽  
Relationship Management ◽  
Customer Relationship ◽  
Management Performance ◽  
Marketing Performance ◽  
Occupancy Rates ◽  
The Relationship

In recent times, there has been a significant decline in hotel occupancy rates, and this is primarily due to marketing performance. Hoteliers and the decision-makers are thus seeking new strategies to increase occupancy rates by enhancing marketing performance. The present work examined the relationship between customer relationship management performance and marketing performance by considering the moderating role of social customer relationship management on this relationship. In this work, both the “Resource-Based View Theory” and “Social Exchange Theory” were employed. Data from hotel managers in Jordan were collected, with 139 responses being collected and analyzed altogether. “Smart Partial Least Squares” were used for the analysis process, which showed that customer relationship management performance positively impacted marketing performance, and that Social customer relationship management also had a positive effect on marketing performance. Moreover, the relationship between customer relationship management performance and marketing performance is enhanced through social customer relationship management. These findings can be used by hoteliers to develop effective marketing strategies using new technology and communication tools.

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