Impact Of Customer Relationship Management Research Articles

Impact of Customer Relationship Management of Hotel (A Case study Umaid Bhwan)

This paper is an attempt to find the variables factors that Influence customer relationship management of hotels (A Case study Umaid Bhwan) in India. In this research, the Statistical Package for the Social Sciences (SPSS) was used for data entry, as well as for examining the data later. Data preparation was the initial step, which aimed to convert raw data into a more structured format that is more appropriate for analysis. After analysis of the available data, it has been found there is impact of implementing customer relationship management to increase the customer trust in Umaid Bahwan with a medium degree where Umaid Bhwan employees have good skills, and customers feel confident with dealing with Umaid Bhwan hotel. The information customers get from the hotel is accurate. The hotel always exerts good efforts to fulfill its promises, so the customers could get the hotels services as promised.

Customer Relationship Management (CRM)'s Impact on B to B Sales Professionals' Collaboration and Sales Performance

Purpose: Sales literature has traditionally considered technology adoption from acceptance and diffusion perspectives. This article examines the impact of customer relationship management (CRM) technology on business-to-business (B2B) sales professionals' ability to collaborate with internal stakeholders and also assesses the relationship between CRM utilization and sales performance. The study moves from assuming that CRM utilization positively impacts salesperson effectiveness and performance to assessing this outcome from the perspective of the salesperson. Methodology: A survey that was comprised of four scales was sent to 115 B2B sales professionals and usable surveys were received from 70 respondents. The data were analyzed using partial least squares regression to test the hypothesized paths. Partial least squares regression has been shown to work for small sample sizes. Findings: There is empirical evidence that CRM adoption and utilization positively impacts sales performance, sales effectiveness, and collaboration. As a partial mediator, collaboration positively influenced CRM utilization's effect on sales performance. However, collaboration did not positively influence sales process effectiveness. Explanations of the findings are offered. Managerial Implications: Sales managers can use CRM technology to make their sales team more effective and efficient. Second, increased collaboration across the firm positively mediates sales performance. Lastly, to increase collaboration, sales managers should stress that CRM leads to higher performance for both the sales team and the entire firm.

Customer Relationship Management and Firm Performance

In this paper, we examine the impact of customer relationship management (CRM) on firm performance using a hierarchical construct model. Following the resource-based view of the firm, strategic CRM is conceptualized as an endogenously determined function of the organization's ability to harness and orchestrate lower-order capabilities that comprise physical assets, such as IT infrastructure, and organizational capabilities, such as human analytics (HA) and business architecture (BA). Our results reveal a positive and significant path between a superior CRM capability and firm performance. In turn, superior CRM capability is positively associated with HA and BA. However, our results suggest that the impact of IT infrastructure on superior CRM capability is indirect and fully mediated by HA and BA. We also find that CRM initiatives jointly emphasizing customer intimacy and cost reduction outperform those taking a less balanced approach. Overall, this paper helps explain why some CRM programs are more successful than others and what capabilities are required to support success.

Customer Relationship Management (CRM) technology and organizational change: Evidence for the bureaucratic and e-Government paradigms

Abstract This paper examines the impact of Customer Relationship Management (CRM) technology on organizational change in local governments in the United States. The bureaucratic and e-Government paradigms are examined with regards to this technology impacting organizational change. Survey evidence on the adoption of CRM is examined from the perceptions of Chief Administrative Officers (CAOs) in cities and counties that have adopted this technology. Survey results indicate that both the e-Government and bureaucratic paradigms impacted organizational change from CRM adoption. Factor analysis shows that management change, efficiency change, and leadership and organizational change are the three most common factors in the models. Regression results indicate that local governments that score high on these factors are more likely to take an enterprise approach in the adoption of CRM for their local government. The results of this study imply that organizational change is not just influenced by the more recent e-Government paradigm, but traditional attributes of the bureaucratic model are present as well.

The impact of customer relationship management through implementation of information systems

CRM has been widely regarded as a company activity related to developing and retaining customers through increased satisfaction and loyalty. IT-based CRM systems have been applied in many industry sectors. CRM provides analytical, operational, and direction capabilities: the analytical capabilities enhance profitability maximisation from the customer relationship, operational capabilities cut across the customer value process, and direction capabilities depend on strategic skills and reflect the sharpness of long-term cooperation and organisational values. The research goal was to determine how a customer-oriented firm uses information systems to affect CRM profitability. In this article, we formulate the CRM profitability model by relationship marketing from a system efficiency perspective, and in total we mailed 552 survey questionnaires to 58 international hotels in Taiwan, and 235 survey questionnaires were collected. Using structural equation modelling analysis, the research findings suggest that customer relationship management profitability is not only dependent on the quality of information systems but also on service orientation and service processes.

The Impact of Customer Relationship Management Implementation on Cost and Profit Efficiencies: Evidence from the U.S. Commercial Banking Industry

The impact of customer relationship management (CRM) implementation on firm performance is an issue of considerable debate. This study examines the impact of CRM implementation on two metrics of firm performance—operational (cost) efficiency and the ability of firms to generate profits (profit efficiency)—using a large sample of U.S. commercial banks. The authors use stochastic frontier analysis to estimate cost and profit efficiencies and employ hierarchical linear modeling to assess the effect of CRM implementation on cost and profit efficiencies. They find that CRM implementation is associated with a decline in cost efficiency but an increase in profit efficiency. A firm-level factor, CRM commitment, reduces the negative effect of CRM implementation on cost efficiency. The authors also find that two adoption-related factors, time of adoption and time since adoption, influence the relationship between CRM implementation and cost and profit efficiencies. Early adopters benefit less from CRM implementation than late adopters. However, time since adoption improves the performance of firms that implement CRM. By demonstrating the different ways CRM implementation influences cost and profit measures, the study provides valuable insights to CRM researchers and managers.

Customer relationship management strategic application and organizational effectiveness: an empirical investigation

This study was undertaken to study the impact of customer relationship management (CRM) as a strategic approach on overall organizational effectiveness and to identify barriers that affect CRM success. A survey of customer relationship management practices was developed and distributed to 500 randomly selected financial service providers in the United States. Follow‐up interviews were also conducted with key managers among several financial service providers. The results show that organizations generally considered themselves successful at managing their customer relationship management programs. However, while they have achieved significant improvement in customer responsiveness and performance, they have not reached the order of magnitude of improvements ascribed to customer relationship management. This exploratory empirical investigation provides insight into the effectiveness of implementing a customer relationship management strategy approach for increasing the probability of success of the CRM approach and identifies areas that need further investigation.

Customer Relationship Management and Firm Performance

In this paper, we examine the impact of customer relationship management (CRM) on firm performance using a hierarchical construct model. Using the resource-based view (RBV) of the firm, strategic CRM is conceptualized as an endogenously determined function of the organization’s ability to harness and orchestrate lower order capabilities that comprise physical assets such as IT and organizational capabilities. The results reveal a positive and significant path between a superior CRM capability and firm performance. It is shown that CRM initiatives that jointly emphasize customer intimacy, cost reduction and analytic intelligence outperform those that take a less balanced approach. The results help to explain why CRM programs can be successful and what capabilities are required to support success.

Does Customer Relationship Management Activity Affect Firm Performance?

The focus of this study is to find out the impact of Customer Relationship Management (CRM) on the financial performance of firms in India. The study identifies four CRM constructs – customer need sensing, communication, intermediaries, and the internal environment of firms. A CRM scale is developed, refined and validated and confirmatory factor analysis is used to examine the model fit. Firm data on profitability and growth is used as performance indicators for estimating the regression model. Using a large sample of 171 firms from eight different industry types, results suggest that there is a positive influence of CRM on firm performance but that this impact is insignificant.

The Impact of Customer Relationship Management on Customer Loyalty: The Moderating Role of Web Site Characteristics

The aim of this study is to explain the impact of Web site characteristics on the relation between customer relationship management (CRM) and customer loyalty. Data collected from 170 Canadian IT organizations showed that Web site characteristics (which include the levels of the organizations' Internet presence and interactivity) have a significant impact on the link between CRM (in terms of partnerships, empowerment, relations with customers, and personalization), and customer loyalty. In other words, using the Internet to support CRM allows firms to increase their customer loyalty in the IT sector. However, the impact of Web site characteristics on the link between CRM, in terms of understanding customer expectations, customer prospecting, and interactive management, and customer loyalty has not been tested because the direct link between these three components of CRM and customer loyalty has not been significant in this study. The managerial and theoretical implications of these results are discussed.

Does how customers are managed impact on business performance?

This paper contains first-time-published findings from an ongoing quantitative study on the impact of customer relationship management on business performance.