Abstract
The implementation of Customer Relationship Management (CRM) has become increasingly important to scholars and practitioners over the last two decades. This study examined the relationships between user antecedents, CRM implementation, and customer outcomes. Its aims were to identify CRM user antecedents, explore the impact of these antecedents on CRM implementation, and examine the connection between CRM implementation and customer outcomes: loyalty, retention, and satisfaction. A quantitative method was employed consisting of a structured questionnaire. A total of 290 completed questionnaires were returned and analyzed with structural equation modelling techniques. The results indicated there were significant positive relationships between four out of five antecedents and CRM implementation; however, an impact of user involvement was not supported by the data. CRM implementation was also found to positively affect all three customer’s outcomes: loyalty, retention, and satisfaction. These findings are of practical and theoretical value to practitioners, customers, and policy makers
Highlights
In response to rapid changes in information technology (IT) and an increasingly competitive business environment, a large number of companies have implemented information system applications such as customer relationship management (CRM) over the past 10 years (Chen et al, 2020; Chiguvi & Mahambo, 2020; Cruz-Jesus et al, 2019)
This study focuses on the user antecedents of CRM that affect CRM implementation and enable it to achieve three key outcomes in the context of developing countries
CRM implementation was hypothesized to be affected by five CRM user antecedents which in turn will affect customer outcomes
Summary
In response to rapid changes in information technology (IT) and an increasingly competitive business environment, a large number of companies have implemented information system applications such as customer relationship management (CRM) over the past 10 years (Chen et al, 2020; Chiguvi & Mahambo, 2020; Cruz-Jesus et al, 2019). In line with Rahimi and Kozak (2017), Cruz-Jesus et al (2019) asserted that the implementation of CRM strategies is a major marketing development, designed principally to generate and manage enduring customer relationships. This is expected to enable businesses to better understand their customers and retain them by providing an enhanced experience. CRM serves to enhance the company’s connections with its customers to increase its market share and does so by assimilating people, processes, and technology to improve organizational performance (Cruz-Jesus et al, 2019; Sota et al, 2020; Rahimi, 2017). Many CRM projects fail (Jaber & Simkin, 2017; Nguyen et al, 2007), it can help managers understand the core value of customers for their organization or industry, along with their needs, wants, and views in order to improve planning and implementation (King & Burgess, 2008; Salloum & Ajaka, 2013)
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