Customer Relationship Management Programs Research Articles

The Effect of Customer Relationship Management, Digital Advertising, and Discount Programs on Customer Loyalty at Start-ups in Jakarta

This study investigates the influence of Customer Relationship Management (CRM), digital advertising, and discount programs on customer loyalty at a start-up company in Jakarta. Utilizing a quantitative research methodology, data were collected from 180 respondents through a structured questionnaire employing a Likert scale ranging from 1 to 5. The data were analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS 3). The findings indicate that all hypotheses are positive and significant, demonstrating that effective CRM practices, strategic digital advertising, and attractive discount programs significantly enhance customer loyalty. Specifically, CRM showed a path coefficient of 0.293, digital advertising 0.223, and discount programs 0.351, with all paths being statistically significant. These results underline the critical role of integrated marketing strategies in fostering strong customer relationships and loyalty in the competitive start-up environment.

Penerapan Customer Relationship Management sebagai strategi pemasaran berbasis data di PT.Gragaz Berkah Sejahtera

Implementing Customer Relationship Management (CRM) as a data-based marketing strategy has become the main focus for many companies in optimizing relationships with customers. This research explores this through a case study at PT. Gragaz Berkah Sejahtera, a pharmaceutical retail company or pharmacy business that adopts this approach. This research aims to identify how PT. Gragaz Berkah Sejahtera integrates technology and Customer Relationship Management (CRM) theory to improve interactions with customers and how to optimize data-based marketing and sales processes. The research method used is a qualitative descriptive analysis method with the object studied being PT. Gragaz Berkah Sejahtera which involves collecting data, implementing CRM technology, and evaluating its impact on customer loyalty, retention, and increasing sales. While the results of this research highlight the company's success in implementing data-based marketing strategies in an effort to improve marketing and sales, as well as increase customer satisfaction, however these results have not achieved maximum success because there are obstacles in implementing the concept of customer relationship management such as system failures. data-based information technology applications. So that efforts to implement CRM programs are disrupted and have an impact on sales which have not achieved significant growth through this data-based marketing strategy. This research can provide important information and insights for other companies wishing to adopt the same approach in an effort to improve relationships with customers and achieve optimal and sustainable marketing and sales.

The Customer Loyalty vs. Customer Retention: The Impact of Customer Relationship Management on Customer Satisfaction

In this competitive world, companies should sustain good relationships with their consumers. CRM (customer relationship management) program can improve the company’s customer satisfaction; to satisfy customer need different processes and technique are established to make the CRM more effective. This research is proposed to determine the relationship between customer loyalty and retention. Also, this research examines the impact of Customer Relationship Management (CRM) on Customer Satisfaction. The target population of this study is customers of the tourism industry in India ( n = 300). Then, regression analysis is carried out in order to discover the link between the variables. This study result shows that service quality and employee behavior of customer need and satisfaction with the effect of different significant of positive relation of both the variables. To make the customer satisfied and to retain their company the CRM should be strong and reliable with the consumers. CRM plays a vital role in increasing market share, high productivity, improving in-depth customer knowledge, and customer satisfaction to increase consumer loyalty to the company to have a clear view of who is their customer, what are the need of their customer and how can satisfy their needs and wants their customers.

A Case Study of Customer Relationship Management in J&K Grameen Bank Samba of J&K

This study aims at making contribution to the literature on understanding the relationship between customer relationship management, customer satisfaction and customer loyalty in context to J&K Grameen Bank. This study attempts to investigate the dimensions of customer relationship management (CRM) and Customer satisfaction (CS) that influence customer loyalty (CL). Today the banking sector is making significant contribution to the economic development and redefining the consumption habits of Indians. The constantly changing consumer attitudes and buying behavior is making it difficult for bankers and service providers to take their customers for granted. The highly demanding and knowledgeable consumers are compelling banks to stock a huge product range, offer attractive discounts, in an aesthetically set up environment and so on- all in the hope of having a loyal customer base. But high lead times, seasonal fluctuations, evolving consumer preferences are some of the issues creating a stiff completion in the business environment. So, banks and service providers have realized that it is very essential to work towards getting into customer relationship management programmes. For this, banks and service providers are working out ways to understand the opportunity and having preferences of individual customers that chart out strategies and programs so as to develop a base of loyal customers who will patronize the banks and service providers frequently. The study is based on descriptive and exploratory style using primary data.

Personalization, value co-creation, and brand loyalty in branded apps: an application of TAM theory

ABSTRACT Many times, branded apps are rarely used after consumers initially download them, raising the question of how marketers can make these apps more useful to consumers.To that end, although the Technology Acceptance Model (TAM) has been well-documented in the information systems and marketing literatures, application of this theory in the branded app context is scarce. Building on the TAM and value co-creation literatures, this research explores how key functions of branded apps improve brand loyalty via personalization and value co-creation. Data were collected from young adults at two public universities using an online survey. The conceptual model was tested employing partial least squares structural equation modeling (PLS-SEM) with a sample of 372 branded app users. On the theoretical side, this study uniquely integrates TAM with value co-creation, while on the practical side, the findings confirm that branded apps provide an entertaining and personalized avenue to brand loyalty alongside more conventional mechanisms, such as customer relationship management and loyalty programs.

THE IMPLEMENTATION OF WEB-BASED E-CRM IN IMPROVING CUSTOMER SATISFACTION IN SMALL AND MEDIUM ENTERPRISES

To enhance the services provided to small- and medium-sized business customers. Specifically for traditional retail enterprises and small and medium firms, take advantage of information and communication technology improvements that have emerged quickly but have yet to be applied well in the lower middle-class sector. They still need help to use and gain access to modern technology. Another connected issue is the tendency of consumer numbers to vary and decline as a result of the expansion of contemporary retail firms with vast and robust networks. This study will develop an electronic customer relationship management (e-CRM) program that can be used to support business operations to boost sales, and that makes it simpler for small and medium-sized firms to provide services.

Customer Relationship Management to Maximize Return on Marketing Investment : A Case Study in Pangripta Consulting

Economic conditions and a stabilizing business world present an opportunity for Pangripta Consulting, as many businesses need consulting services to help them adapt and face new challenges and competition. This study aims to identify strategies that companies can implement to optimize the return on their marketing investments. The study used a qualitative approach using primary data from interviews with Pangripta Consulting and secondary data from the company's historical data. The proposed strategy is based on the company's internal and external analysis using SWOT analysis. The results of this research are presented in the form of marketing strategies suggested through the implementation of customer relationship management programs.

THE EFFECT OF SOCIAL MEDIA ON CUSTOMER RELATIONSHIP MANAGEMENT; A CASE OF AIRLINE INDUSTRY CUSTOMERS

The current study is about the effect of social media on customer relationship management program in the context of the airline passengers. For this purpose, the study uses a model of social media characteristics which consist of five aspects namely connectedness, community, conversation, openness, and participation. The outcome variable in this study is the customer relationship management program (loyalty program). The adapted methodology is quantitative approach, cross sectional survey design. The data collection is based on participants from Pakistan (n=159). The key findings of the study are that social media characteristics including participation (?=.203, P<0.05); openness (?=.423, P<0.05); conversation (?=.277, P<0.05); and community (?=.523, P<0.05) exert a positive and significant influence, while, connectedness (?=-.098, P>0.05) exert a negative and insignificance influence on customer relationship management program. Based on the findings, it can be concluded that social media characteristics are important in fostering a favorable customer relationship management program.
 Keywords: Customers, Social Media, Openness, Community, Online, Customer Relationship Management, Airlines.

A Model Predicting CRM Resource Effect on Business Performance through CRM Capabilities

This study employs the CRM measurement model to the context of customer relationship management (CRM). It is aimed at indirectly examining the relationships between various resources of CRM and business performance. Additionally, this study is aimed at contributing to marketing research by placing an emphasis on CRM technology and their impact on performance. Through collecting secondary data, the direct and indirect effects of CRM resources and capabilities on business performance are examined within a sample of 6 case companies in the UK grocery market during 2015~2017. Additional measure of CRM capability is aggregated into the firm level to examine its relationship with their corporate performance. Furthermore, capability is categorized through defining the intention of initiating CRM programme. The results find a positive relationship between both CRM resources and their capabilities and performance. Besides, interactive capability is most essential for companies to enhance their CRM. Lastly, the interaction between technology and other resource is significantly associated with business performance. Managers may improve their CRM programs and eliminate side effects more effectively by concentrating on one type of resource to strengthen their most common CRM capability. This paper bridges significant gaps in the current literature through combining RBV and DC perspective, meanwhile, taking a capability view of CRM. Under a contemporary CRM measurement model, it examines how the possession of important CRM resource influences business performance in UK supermarket.

Insights into managerial responses to repeat customers: the moderating role of social influence and revisit intention

PurposeRepeat customers play an important role in the restaurant sector. Previous studies have confirmed the positive effect of managerial responses on customer relationship management. However, the practice of managerial response strategies toward repeat customers in the restaurant sector remains unclear. This study aims to explore how social influence and the revisit intention of customers affect the responding behavior of restaurant managers.Design/methodology/approachThis study collects information of 251,944 customer reviews and managerial responses from 1,272 restaurants on Yelp (a leading restaurant review website around the world) and builds four econometric models (with restaurant and month fixed effects) to test the hypotheses empirically.FindingsThe empirical results show that restaurant managers are less likely to respond to reviews posted by repeat customers (10% lower than that of new customers). This effect is moderated by customer social influence, which entails that repeat customers with great social influence are more likely to receive managerial responses. Moreover, reviews from repeat customers who have had a longer time since their last consumption are also more likely to receive managerial responses.Practical implicationsThe results present implications for restaurant managers in business practice regarding managerial response. Managers should take advantage of platform designs and tools (i.e. customer relationship management programs to keep track of repeat customers) to locate repeat customers and avoid the potential negative effects caused by their selected response strategies.Originality/valueTo the best of the authors’ knowledge, this study is among the first attempts to examine empirically how restaurant managers respond to reviews generated by repeat customers in real business practice and reveals what drives such activities from the perspectives of social influence and revisit intention.

Customer relationship management systems for customer retention in a life insurance organisation in South Africa

By examining the role and value of customer retention (CR) in the life insurance sector of the South African insurance industry, this paper seeks to uncover the level of clientele receptiveness and willingness to adopt Information Technology (IT)-based Customer Relationship Management (CRM). Arguably, there are changing client needs, and market erosion requires innovative processes and particularly a readiness to accommodate the swift changes in technology. This volatile environment has, over the past decade, created increased competition and uncertain economic futures, which has placed life insurers under pressure and facing a steady increase in policy lapses. The primary objective of this paper is to investigate the role and value of IT-based CRM potential on customer retention in the life insurance industry in South Africa. It is argued, that with technological advances, increased competition, tough economic conditions, and clients becoming more financially conscious, insurers need to seek further and newer methods to retain their clientele.
 The study applied a quantitative research methodology by administering existing structured questionnaires to 100 clients at a Walk-in-Centre of a major life insurance company in South Africa to examine the causal link between IT-based CRM and customer retention. The survey concluded that probing unchartered terrain is required in fluctuating times for insurers to be competitive. The implication of the findings is that the speed, at which technology is evolving, is compelling insurers to evaluate new and alternative means of managing client relationships, as clients now drive the economy, not businesses. The very essence of a good CRM programme is its reliance on an IT system innovation, which is advanced enough to analyse the captured client data, transform that data into usable knowledge, which is then used to drive client retention. Explain who will be interested in the findings and why they should care about them. This paper contributes to the understanding, and implementation, of a successful IT-based CRM tool within the life insurance industry

The Study on the Effectiveness of Sustainable Customer Relationship Management: Evidence from the Online Shopping Industry

Sustainable development integrates business, environmental, and social objectives into a unified effort to achieve a common goal. Sustainable customer relationship management (CRM) combines company strategy, customer-focused business processes, and computer technologies. From the consumer’s perspective, it lowers psychological, energy, time, and other costs; from the company’s perspective, it offers a means of engaging with customers to build lasting and reliable relationships. The sustainable CRM program provides advantages to businesses in various industries, particularly online commerce. It alludes to a comprehensive strategy that promotes solid interactions between buyers and sellers of goods and services. Since current customer retention is less costly than new customer attraction in competitive markets, especially online shopping, identifying the factors affecting relationship management with stable customers is essential. This investigation intends to evaluate the effect of the use of management information systems (MIS), as well as insights on employee behavior and knowledge, and customer behavior (satisfaction and loyalty), on the effectiveness of sustainable CRM in online shopping. The model is validated using the PLS–SEM technique, and study sample of 293 employees and managers from private organizations. According to the results, the MIS, employee behavior and knowledge, customer satisfaction, and customer loyalty influence the effectiveness of sustainable CRM in online shopping. Furthermore, employee behavior and knowledge positively moderate the relationship between customer loyalty and the effectiveness of sustainable CRM. However, the moderating role of employee behavior and knowledge on customer satisfaction and the effectiveness of sustainable CRM is not confirmed. Overall, taking these characteristics into account might help organizations to take significant steps toward increasing the efficacy of sustainable CRM.

Pengaruh Program Customer Relationship Management (Continuity Marketing, One To One Marketing, Dan Partnering Program) Terhadap Loyalitas Pelanggan Pada Toko Online Lazada Di Kota Mataram

This study examines the effect of the Customer Relationship Management (Continuity Marketing, One to One Marketing, and Partnering Program) programs on the Customer Loyalty of Lazada online store in the city of Mataram. This research was conducted on 75 respondents namely Lazada customers in Mataram City aged 18-45 years who have shopping experience at Lazada at least 2 times. This research is an associative quantitative study carried out by filling out a questionnaire and then analyzed using an independent sample t-test. The results of this study indicate that One to one marketing has a positive and significant effect on customer loyalty of Lazada online stores. While Continuity Marketing and Partnering Program have a negative but not significant effect on the loyalty of Lazada online store customers in the city of Mataram.
 
 Keywords: Continuity Marketing, One to One Marketing, Partnering Program, Customer Loyalty

Influence of Customer Relationship Management Program on Purchase Interest at Starbucks in Application Use

Influence of Customer Relationship Management Program on Purchase Interest at Starbucks in Application Use

THE KEY ASPECTS OF CRM RELEVANT TO IMPLEMENTATION IN THE BANKING SECTOR

ABSTRACT
 
 Purpose— Adopting a qualitative approach, this study inquired into the implementation of Customer relationship management (CRM) within the banking sector. The aim of this study was to develop a better understanding of how and why the banking sector implements CRM in the workplace.

Marketing Strategy Based on CRM (Customer Relationship Management) at PT. Great Food Prosperity in Tangerang City

This study aims to produce a marketing model design based on CRM (Customer Relationship Management), in establishing long-term relationships with retailers and in increasing customer loyalty. The case study was conducted at PT Jaya Pangan Makmur which is engaged in the coffee business with the Harum Sweet brand. The implementation method with literature study, secondary and primary data was carried out to produce a model. The results of the activity show the marketing strategy design model based on CRM (Customer Relationship Management), in establishing long-term relationships with retailers, in introducing the existence of sweet fragrant coffee to the community. It is necessary to use information and communication technology to develop the functions of CRM which include strategic, operational and analytical functions. Customer-centered strategy that aims to win and retain customers, plays a strategic role in attracting and retaining its customers. Operations focuses on automating customer-facing processes such as sales, marketing, and customer service. Analytical CRM transforms customer-related data into customer-based data that is decrypted in the customer database program. It is important for companies to have customer data based, in order to maintain continuity of customers and ultimately reduce costs. The implementation of the Customer Relationship Management (CRM) program will help companies strengthen relationships with customers which can reduce costs and increase productivity and profitability in the business.

Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations

Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.

Overcoming the Cold Start Problem of Customer Relationship Management Using a Probabilistic Machine Learning Approach

The success of customer relationship management programs ultimately depends on the firm's ability to identify and leverage differences across customers—a difficult task when firms attempt to manage new customers, for whom only the first purchase has been observed. The lack of repeated observations for these customers poses a structural challenge for firms to infer unobserved differences across them. This is what the authors call the “cold start” problem of customer relationship management, whereby companies have difficulties leveraging existing data when they attempt to make inferences about customers at the beginning of their relationship. The authors propose a solution to the cold start problem by developing a probabilistic machine learning modeling framework that leverages the information collected at the moment of acquisition. The main aspect of the model is that it flexibly captures latent dimensions that govern the behaviors observed at acquisition as well as future propensities to buy and to respond to marketing actions using deep exponential families. The model can be integrated with a variety of demand specifications and is flexible enough to capture a wide range of heterogeneity structures. The authors validate their approach in a retail context and empirically demonstrate the model's ability to identify high-value customers as well as those most sensitive to marketing actions right after their first purchase.

Temporal Orientation and Customer Loyalty Programs

Loyalty programs play a prominent role in many firms’ customer relationship management programs, but not all programs are successful. Providers need to understand not only what benefits customers want in a program, but also how they want to be treated as a loyalty member. We posit that because loyalty programs offer rewards that are time-bound (immediate or delayed), and that loyalty programs seek to develop a relationship that extends over time, an important, but overlooked dimension for hospitality managers to consider is how their customers view time. Our research focuses on customers’ temporal orientation—the tendency to think in the present, future, or past. We use depth interviews to explore existing casino loyalty program participants’ thoughts and feelings about their ideal loyalty program. We find the customers’ temporal orientation influences the type of relationship as well as the type of benefits sought in the loyalty program. Our research offers managerially practical insights for identifying customers more likely to engage in co-production of a long-term loyalty relationship as well as for creating communication strategies that are likely to interest and provoke different temporal mindsets.

VALUE CREATION AND CUSTOMER SATISFACTION OF QUICK SERVICE RESTAURANTS IN LAGOS STATE, NIGERIA

The Quick Service Restaurant (QSR) industry is one of the key contributors to the Nigerian economy; providing substantial revenues to government and sizable employment opportunities at the processing and retailing levels. Previous studies in Nigeria investigated customer value from the customer’s perspective but rarely has research sought to achieve both QSRs’ owners/managers and customers’ perspectives in a single study. Despite the increasing popularity of “eating out,” Quick Service Restaurants in Nigeria have shown a negative growth rate, with decline in total income, as it has become increasingly difficult to satisfy modern restaurant customers who seek unique experiences that are more than just consuming food. Hence, this study investigated the effect of value creation on customer satisfaction of Quick Service Restaurants in Lagos State, Nigeria. Cross-sectional survey research design was adopted. The population of the study was 799 owners/managers, accountants and customers of Quick Service Restaurants in Lagos State, Nigeria. A well-structured and validated questionnaire was used for data collection. Cronbach’s Alpha reliability coefficients for the constructs ranged from 0.72 to 0.92.The response rate was 75.8 percent. Data were analysed using descriptive and inferential statistics. Findings revealed that value creation dimensions had no significant effect on customer satisfaction (Adj. R2 = -0.011; F(6,296) = 0.450, p<0.05).The study concluded that value creation had no significant effect on customer satisfaction of Quick Service Restaurants in Lagos State, Nigeria. The study recommends that owners / managers of Quick Service Restaurants (QSRs) in Lagos State, Nigeria should go beyond transactional operations and develop customer relationship management programmes in order to enhance customer satisfaction.