Customer Relationship Management Marketing Research Articles

The Influence of Service Quality, Customer Relationship Management (CRM), and Image on Patient Satisfaction and Service Marketing Performance at A Type B Private Hospital in Makassar

Purpose: The overarching purpose of this research encompasses a multifaceted examination aimed at understanding various factors influencing patient satisfaction and service marketing performance in private hospitals in Makassar. Specifically, the objectives are to explore the impact of service quality, customer relationship management (CRM), and image on patient satisfaction, as well as to analyze their influence on service marketing performance. Methods: Primary data for this study were collected through a survey conducted among 160 inpatients across four Type B private hospitals in Makassar. The survey was administered between April and June 2022. Data analysis was conducted using Structural Equation Modeling (SEM), a statistical technique utilized to examine complex relationships among variables. Results and Discussion: The findings of the research revealed several significant insights: (1) Service quality, CRM, and image each had a direct impact on patient satisfaction at private hospitals in Makassar. (2) Furthermore, patient satisfaction was found to significantly influence service marketing performance. (3) Additionally, the study identified indirect effects, such as the influence of service quality, CRM, and image on service marketing performance mediated through patient satisfaction. Implications of the Research: These findings hold important implications for private hospitals in Makassar. Understanding and enhancing service quality, CRM practices, and image perception can directly contribute to improving patient satisfaction, which in turn positively impacts service marketing performance. By recognizing and addressing these factors, hospitals can better align their strategies to meet patient needs and enhance overall performance. Originality/Value: This research contributes to the existing literature by providing comprehensive insights into the dynamics between service quality, CRM, image, patient satisfaction, and service marketing performance in the context of private hospitals in Makassar. The study's findings offer valuable guidance for hospital management in devising effective strategies to optimize patient satisfaction and enhance service marketing outcomes, ultimately improving overall organizational performance.

Sustainable Marketing Performance of Banks in the Digital Economy: The Role of Customer Relationship Management

Customer relationship management (CRM) has become the lifeblood of banking and the principal driver of sustainable marketing performance in the digital economy. The discovery of computers and the Internet has transformed the industrial economy into digital through the integration of CRM and related elements, resulting in several benefits, including growth in research documents and increased collaborations. Marketers have developed a CRM system that integrates the digital infrastructure and digital capabilities of people to promote the sustainable marketing performance of banks through innovations such as customer acquisition, segmentation, customization, loyalty, and profitability. The paper aims to analyse the scientific landscape of CRM and sustainable marketing performance in the digital economy. The authors resorted to the Scopus database to extract 1485 documents and filtered 248 for Scopus analysis and to determine the roles of CRM. The filtered documents were then exported to VOSviewer for visualization mapping, including co-authorship and co-occurrence analysis. The visualization mapping depicts relationships among the keywords. The results of the research indicate an upwards growth in research publications since 2003, growing interest in funding and collaborations by countries and institutions, and the relationship among the keywords. The emerging financial crisis is a motivation for research in the area of study. The results also indicate that the integration of CRM into digital technology promotes collaborations and innovations resulting in the development of banking software applications to promote customer acquisition, retention, loyalty, profitability and sustainability. The study developed an integrated framework for sustainable banking performance. Global crises, including financial crises and COVID-19, have increased research output and become an integral part of CRM. Green banking is to be researched and integrated. The study will be used as a basis for further studies and for bankers for policy formulation.

Customer relationship management and its impact on entrepreneurial marketing: a literature review

Entrepreneurship is one of the business forces with the greatest power to transform today's society, due to its ability to discover and take advantage of new opportunities to satisfy customer new and changing needs and expectations. Customer relationship management (CRM) has proved to be both a highly influential business management strategy and a powerful business management technology solution, with a particularly relevant impact in the area of entrepreneurship. CRM has helped drive growth and future expectations and has had excellent results in terms of return on investment wherever it has been implemented. An exhaustive review of previously published findings in a specific subject area can uncover new lines of research. This paper uses semi-systematic review to the study of the reality of the link between CRM and entrepreneurial marketing in business. This approach is used to comprehensively describe the state of the art of the impact that CRM can have in the modern business environment, through the empowerment of entrepreneurial marketing. In a structured manner, the present paper reviews the 86 most relevant studies of how CRM affects entrepreneurial marketing policy development through its alignment with relationship marketing and customer-centric business models. The growing use of CRM in companies is one of the pillars of technological and social change in entrepreneurship, being a clear example of how big data can benefit society. The study focuses on the period from 2015 to 2019.

The impact of SNS marketing use on women entrepreneurs in the new normal era

The goal of this research was to see how network site marketing (SNS marketing) affected marketing performance in terms of customer relationship management (CRM) and marketing capabilities. This research was conducted with a quantitative approach. The population in this study are all female entrepreneurs who use SNS marketing in Bali. The sample is 260 MSMEs taken by purposive sampling. The data will be analyzed descriptively and inferentially. The inferential statistic used is Structural Equation Modeling (SEM) based on variance, namely Partial Least Square (SEM PLS) with SmartPLS 3.0 program. The research findings are that SNS marketing use has a positive and significant effect on CRM capability and marketing capability, CRM capability and marketing capability have a positive and significant effect on business performance, CRM capability and marketing capability as partial mediation influences SNS marketing use on business performance. This research implies that it is expected to help MSMEs in making decisions regarding the use of SNS marketing.

Linking Customization Capability with CRM Technology Adoption and Strategic Alignment

Building on contingency theory and the input–process–output model, this paper investigates the relationships between customer relationship management (CRM) technology adoption, customization capability, CRM effectiveness, and strategic alignment. By surveying senior managers of customized service projects from 288 information technology service firms in Taiwan, we find that CRM technology adoption has a positive relationship with customization capacity, which is, in turn, positively correlated with CRM effectiveness with the correlation being moderated by strategic alignment. This study suggests that CRM marketing and operational technologies can enhance CRM effectiveness via customization capability. This study also uncovers approaches to achieving enhancement.

Determination of Customer Satisfaction using Improved K-means algorithm

Effective management of customer’s knowledge leads to efficient Customer Relationship Management (CRM). To accurately predict customer’s behaviour, clustering, especially K-means, is one of the most important data mining techniques used in customer relationship management marketing, with which it is possible to identify customers’ behavioural patterns and, subsequently, to align marketing strategies with customer preferences so as to maintain the customers. However, it has been observed in various studies on K-means clustering that customers with different behavioural indicators in clustering may seem to be the same, implying that customer behavioural indicators do not play any significant role in customer clustering. Therefore, if the level of customer participation depends on behavioural parameters such as their satisfaction, it can have a negative effect on the K-means clusters and has no acceptable result. In this paper, customer behavioural features—malicious feature—is considered in customer clustering, as well as a method for finding the optimal number of clusters and the initial values of cluster centres to obtain more accurate results. Finally, according to the organizations’ need to extract knowledge from customers’ views through ranking customers based on factors affecting customer value, a method is proposed for modelling their behaviour and extracting knowledge for customer relationship management. The results of the evaluation of the customers of Hamkaran System’s Company show that the improved K-means method proposed in this paper outperforms K-means in terms of speed and accuracy.

Beyond personality: an emergence view of influential consumers

Purpose Previous research studies assume that influential consumers (“influentials”), who play a powerful role in the marketplace, are persuasive (or not) based on innate, static personality traits. By contrast, this paper proposes an emergence-based view of influentials. Grounded in dynamic self-concept theory, this research establishes that individuals possess an “influential” self-concept that can be activated by firm-originated communications. Specifically, the authors examine the impact of firm feedback on the three dimensions of influentials (and the corresponding traits and behaviors): who they are (propensity to connect with others), who they know (WOM) and what they know (expert power). Design/methodology/approach The study tests whether an influential self can be evoked by marketers using a longitudinal experimental test with data collected in three periods. The data are analyzed using a multi-mediation model and partial least squares structural equation modeling. Findings The results reveal that even after controlling for the extroversion trait, firm-originated positive feedback increases perceived expert power of participants, which increases word-of-mouth behavior in a subsequent period, both directly and indirectly via an enhanced propensity to connect with others. Research limitations/implications Cultivating the influential self-concept requires time to ensure that the self-concept is sufficiently realized to become an enduring self-concept. Practical implications By cultivating influentials, practitioners are able to leverage diffusion mechanics and reduce costs and inefficiencies associated with traditional customer relationship management marketing strategies focused on finding them. Social implications These findings have implications across all domains that rely on the diffusion and adoption of ideas or products via influentials, including but not limited to public policy, politics, public health and sustainability, in that influentials can be evoked and leveraged to diffuse ideas in these important social domains. Originality/value This paper provides empirical evidence that firms can evoke influential consumer behavior challenging existing views of influence as a static personality trait. It casts a line to connect influential consumers to the nascent study of social emergence.

Beyond the Target Customer: Social Effects of Customer Relationship Management Campaigns

Customer relationship management (CRM) campaigns have traditionally focused on maximizing the profitability of the targeted customers. The authors demonstrate that in business settings characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific customers propagates through the social network, thereby also affecting the behavior of nontargeted customers. Using a randomized field experiment involving nearly 6,000 customers of a mobile telecommunication provider, they find that the social connections of targeted customers increase their consumption and become less likely to churn, due to a campaign that was neither targeted at them nor offered them any direct incentives. The authors estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of targeted customers is 28% of the effect of the campaign on the targeted customers. By further leveraging the randomized experimental design, the authors show that, consistent with a network externality account, the increase in activity among the nontargeted but connected customers is driven by the increase in communication between the targeted customers and their connections, making the local network of the nontargeted customers more valuable. These findings suggest that in targeting CRM marketing campaigns, firms should consider not only the profitability of the targeted customer but also the potential spillover of the campaign to nontargeted but connected customers.

Beyond the Target Customer: Social Effects of CRM Campaigns

Customer Relationship Management (CRM) campaigns have traditionally focused on maximizing the profitability of the targeted customers. In this paper we investigate the social effects of CRM campaigns. We demonstrate that, in business settings that are characterized by network externalities, a CRM campaign that is aimed at changing the behavior of specific customers propagates through the social network, thereby also affecting the behavior of non-targeted customers. Using a randomized field experiment involving nearly 6,000 customers of a mobile telecommunications provider, we find that the social connections of targeted customers increase their consumption and are less likely to churn due to a campaign that was neither targeted at them nor offered them any direct incentives. We estimate a social multiplier of 1.28. That is, the effect of the campaign on first-degree connections of targeted customers is 28% of the effect of the campaign on the targeted customers. By further leveraging the randomized experimental design we show that, consistent with a network externality account, the increase in activity among the non-targeted but connected customers is driven by the increase in communication between the targeted customers and their connections, making the local network of the non-targeted customers more valuable. Our findings suggest that in targeting CRM marketing campaigns, firms should consider not only the profitability of the targeted customer, but also the potential spillover of the campaign to non-targeted but connected customers.

Social CRM, RMO and business strategies affecting banking performance effectiveness in B2B context

Purpose– This paper aims to develop structural equation modelling of variables that affect the banking performance effectiveness of Thai Commercial Bank branches in the financial service sector by gathering quantitative data.Design/methodology/approach– The population of the study covers all 2,068 Thai Commercial Bank branches in Bangkok, Thailand. This research defined the Thai banks for data collection using stratified sampling (first step) and simple sampling (second step). Primary data were collected using a self-administered survey of 65 managers and 185 marketing officers. In the total sample, 69 (27.6 per cent) of the respondents were male and 181 (72.4 per cent) were female in the Thai Commercial Bank branches. The responses to the questions capturing focal constructs used a seven-point Likert scale. Data were analysed using confirmatory factor analysis and structural equation modelling.Findings– It was found that significant relationships existed between social customer relationship management (CRM), relationship marketing orientation (RMO) and business strategies and banking performance effectiveness. The key success factors of social CRM and relationship marketing orientation were found to have indirect influences on banking performance effectiveness through mediation of business strategies. Additionally, the results of this research show that social CRM and RMO have direct and indirect influences on banking performance effectiveness through the mediation of focus strategy or differentiation strategy (p< 0.001).Practical implications– Recent development of the digital communications in industrial marketing to achieve firm performance, chief executive officer, management officers and managers could consider setting managing and marketing plans for excellent performance, and long-term relationship by five steps.Originality/value– These results add performance effectiveness and long-term relationships with business-to-business (B2B) service industry and bank customers (both retail and public enterprises) to the factors needed to respond to the highly competitive situation at present, which will be even more important with the ASEAN Economic Community in 2015.

BPM for supporting customer relationship and profit decision

Purpose – As a response to increasing global market competition, companies in various industries tend to identify and manage customer relationship to increase profit performance. Companies commit more resources to identify their VIP customers and retain them by all means. The purpose of this paper is to develop a customer relationship management (CRM) business process management (BPM) model to identify airline customers with different degree of relationship and profit potential, and select the highly profitable customers for developing retention strategy and processes, and convert the less profitable into profitable corporate accounts. Design/methodology/approach – This study innovatively apply the well-known techniques including CRM and relationship marketing models, fuzzy analytic hierarchy process (FAHP), and technique for order preference by similarity to ideal solution (TOPSIS) in the BPM research. This novel approach analyzes longer term customer profit and value potential, and prioritizes corporate accounts as the basis for setting appropriate customer service levels and improving the CRM process. This hybrid model is able to capitalize on the benefits of these methods and offset their deficiencies. Most importantly, it can be customized to various industries without complex modification. Findings – This study uses data of an airline company to validate feasibility of the proposed CRM BPM model. The results indicate that this model is able to classify the customers based on various criteria and sub-criteria, thus allowing companies to introduce appropriate service levels to deal with different categories of customers, and improve CRM process so as to maximize customer profit and value potential. Practical implications – This CRM BPM model and analysis provide managers extensive customer knowledge, more analytical and fact-based decision-making support, and a stronger focus on return on investment in sales and marketing. Knowing the profit and value potential generated by individual corporate customer makes it easier to establish the link between the CRM and the profit outcome. This model also benefits the organization and its stakeholders by allocating more resources to the targeted customer relationships that are profitable or valuable, and makes marketing more accountable in its marketing programs. Originality/value – This study makes the first move to innovatively apply the well-known techniques including CRM and relationship marketing models, FAHP, and TOPSIS in the BPM research.

The impact of customer relationship management and internal marketing on business performance: a comparison of lodging industries

This study created a relationship model to explore the impact of customer relationship management (CRM) and internal marketing on relationship management and business performance in three sectors of the lodging industry. We conducted a survey in 231 bed and breakfast (B&B) establishments as well as 240 hotels and 114 motels. Our results indicate that CRM and internal marketing both have a direct impact on relationship management and an indirect effect on business performance. CRM was shown to be particularly effective, with a direct effect on financial as well as nonfinancial performances in B&Bs and hotels. In addition, internal marketing strategies were shown to have a direct effect in enhancing both financial and nonfinancial performances in B&Bs, hotels, and motels. Nonetheless, differences were observed among the three types of lodging establishments with regard to the strength of relationship paths.

Knowledge Management in Banking Industries: uses and opportunities

This paper reviews the prevailing literature on Knowledge Management in banking industries. The purpose of KM is to value to information resides in organizations resulting value addition to their tasks and ultimately to approach competitive advantage. Most common KM applications identified in the banking industries are risk management. Customer Relationship Management/Marketing (CRM), performance evaluation etc, Decision Support Systems (DSS), data where houses and data mining are rapidly growing techniques in this particular sector. However, most banks around the world do not use comprehensive knowledge management systems while other financial organizations in the same disciplines do. Keywords: Knowledge Management, Ban king Industries, Information Management doi: 10.4038/jula.v12i0.329 Journal of the University Librarians Association of Sri Lanka (Vol. 12) 2008 p.68-84

A Strategic Framework for Customer Relationship Management

In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation.

Customer relationship management: key components for IT success

This article is directed towards information technology (IT) and marketing managers considering implementation of a customer relationship management (CRM) solution. The goal of this article is not to provide an all‐inclusive tutorial on CRM, but rather to provide a high level insight of the fundamental principles behind CRM and critical aspects of the IT development process. The article begins with an IT manager’s introduction into the basic CRM business and marketing principles. At the heart of the article is a proposed system development lifecycle that highlights the aspects unique or critical to CRM. Finally, it concludes with some final thoughts for long‐term success. After reading this article, the reader will be mindful of the major issues needed for success and be equipped to discuss primary development matters with vendors, staff and management.