Azzam, Z. A. M. (2014). The impact of customer relationship management on customer satisfaction in the banking industry–a case of Jordan. European Journal of Business and Management , 6 (32), 99-112.
The study was conducted in 2014 in Jordan to establish how Customer Relationship Management (CRM) impacts customer satisfaction in the banking industry. The author acknowledges that the banking industry is one of the most affected regarding CRM. This is due to the diversity of services entailed in the industry and the threshold of trust and reliability expected by the consumers of the banking industry. After data collection and analysis of the banks operating within Amman city in Jordan, the research established a significant relationship between CRM elements and customer satisfaction. CRM elements considered for this study were; services quality, customer database, employee’s behavior, solving customer problems and social network interaction. Respondents’ variables pertaining to service quality and response to customer complaints had poor indicators as many banks reflected bad customer relationships due to low service quality and poor response to customer problems. Thereafter, the research suggests amicable measures of establishing effective CRM within the banking sector, which intuitively is a conventional issue in the global banking industry.
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Chen, S. C. (2012). The customer satisfaction–loyalty relation in an interactive e-service setting: The mediators. Journal of Retailing and Consumer Services , 19 (2), 202-210.
This journal examines the relationships between customer satisfaction and loyalty with CRM practices aimed at introducing commitment, trust and involvement in an electronic service provider. By adopting an online survey to scrutinize auction sites, CRM was found to be a basis for establishing customer loyalty, which is crucial to the realization of better consumer’s satisfaction levels. Moreover, commitment, trust and involvement were found to have a partial effect and mediation between satisfaction and loyalty. Also, the script examines how e-services could depend much on the loyalty of their customers as seen from the top dominating contemporary e-commerce platforms. Additionally, the study establishes that electronically conducted businesses are prone to numerous customer related risks due to the virtually entailed in manner and conduct of business.
KHEDKAR, E. (2015). EFFECT OF CUSTOMER RELATIONSHIP MANAGEMENT ON CUSTOMER SATISFACTION AND LOYALTY. Journal Impact Factor , 6 (5), 01-07.
The study is conducted to evaluate the effects of Customer Relationship Management (CRM) as an entity to facilitate organizational development. Dr. Khedkar focuses on establishing factors for creating an effective CRM basing his evaluation on practices, and issues that are crucial to top-notch officials of an organization. In addition, the CRM study is conducted to realize the effect of nurturing an effective CRM on customer satisfaction and loyalty. The research is based on a descriptive analysis method of data collection to measure the association between customer satisfaction and customer loyalty variables. Also, the research is a based on a cross-sectional data collection method and it establishes relevant statistical distributions projected by the data. There was a positive relationship between CRM and customer satisfaction and loyalty variables, as well as CRM being significantly influential to the two customer aspects. The study concludes that it is essential for organizations to develop their CRM departments to establish customer satisfaction and loyalty, which gradually reflects customer retention, and profit and wealth maximization.
Khan, I. (2012). Impact of customer satisfaction and retention on customer loyalty. International Journal of Scientific & Technology Research , 1 (2), 106-110.
Having established that CRM within an organization is developmental for the business and customer relationships, and consequentially results to customer satisfaction and retention, Khan conducts research to evaluate how these variables relate to customer loyalty, a case study of Pakistan telecom industry. The study found out that there was a significant impact on customer satisfaction to customer loyalty, while customer retention had minimal relation to altering customer loyalty. This is yet another contemplation of a dynamic industry. Success within the telecommunications industries depends very much on the CRM techniques implemented in the effort of sustaining subscribers. Since the market is diverse and versatile, Khan suspects through the journal that better CRM practices are the pathway to realizing substantial competition and market relevance, which depend profoundly on large customer flocks for profitability.
Kulpa, J. (2018). Retrieved from https://www.forbes.com/sites/forbesagencycouncil/2017/10/24/why-is-customer-relationship-management-so-important/#341575cc7dac
An article submitted to the Forbes magazine outlines several considerations and the importance of Customer Relationship management. The study is developed from an understanding that good CRM practices eventually materialize to customer loyalty and retention. This is fundamental in generating and optimizing the organization’s profit and wealth. The author identifies types of customer relationship management as operational, analytical or collaborative. Also, the types identified were exclusively relational to the evaluation of customer data and information with respect to the involved business operations. In the modern business practices, there are CRM tools developed to interface workers with their customers to track their relationship to enable CRM analysts to build better future intervention approaches. Moreover, Jason Kulpa indicates that in the present-day, business are adopting CRM strategies as part of business policies and in the near future, customers are likely to make it mandatory for their service provider to establish customer relationship management programs. Among the accomplishments, the study derives from CRM is the acquisition of customer knowledge, the organization of business processes and optimizing customer interactions.
Ramaj, A., & Ismaili, R. (2015). Customer relationship management, customer satisfaction and loyalty. Academic Journal of Interdisciplinary Studies , 4 (3 S1), 594.
This study aims to establish an understanding of the CRM and its effect on consumer behavior; how to predict their future behavior, and sequentially availing their product preferences and resultantly creating solid long-term relationships. The script does not only indicate how successful CRM contributes to higher customer retention but also enlightens how customer retention later transitions to bigger satisfied clientele or customer’s base. Moreover, the strategic integration of CRM aids in realizing the integral goal of adding customer value so that the organization can maintain market competitiveness which eventually develops to customer loyalty for the brand. According to the journals inspections, customer loyalty is more of an aftermath clientele behavior reaction following a series of gradual developmental customer relationships.
References
Azzam, Z. A. M. (2014). The impact of customer relationship management on customer satisfaction in the banking industry–a case of Jordan. European Journal of Business and Management , 6 (32), 99-112.
Chen, S. C. (2012). The customer satisfaction–loyalty relation in an interactive e-service setting: The mediators. Journal of Retailing and Consumer Services , 19 (2), 202-210.
Khan, I. (2012). Impact of customer satisfaction and retention on customer loyalty. International Journal of Scientific & Technology Research , 1 (2), 106-110.
KHEDKAR, E. (2015). EFFECT OF CUSTOMER RELATIONSHIP MANAGEMENT ON CUSTOMER SATISFACTION AND LOYALTY. Journal Impact Factor , 6 (5), 01-07.
Kulpa, J. (2018). Retrieved from https://www.forbes.com/sites/forbesagencycouncil/2017/10/24/why-is-customer-relationship-management-so-important/#341575cc7dac
Ramaj, A., & Ismaili, R. (2015). Customer relationship management, customer satisfaction and loyalty. Academic Journal of Interdisciplinary Studies , 4 (3 S1), 594.
