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Measuring the effect of customer relationship management (CRM) components on the non financial performance of commercial banks: Egypt case
This paper presents customer relationship management (CRM) components as applied on the Egyptian Commercial Banks, examined from the bankers' point of view. Then, it intends to measure their effect on the level of customer satisfaction and loyalty from the customersâ point of view as examples of the non financial performance measures. The paper is quantitative in nature and consists of two different structured questionnaires using convenience/quota sampling. The first involved 180 employees in order to measure CRM applicability, and the second involved 270 customers to measure the level of customer satisfaction and loyalty and their effect on the Egyptian Commercial Banks' financial performance The findings show that the selected banks apply CRM components but the level of application differs from one bank to another. The results showed a significant positive relationship between CRM and customer satisfaction in the Egyptian Commercial Banks, when applying them together and not separately. In addition, there is a strong positive effect between customer satisfaction and loyalty which was reflected on the Commercial Banks' financial performance. The findings confirm the importance of studying and implementing CRM to achieve customer loyalty and improve the Egyptian Commercial Banks financial performance. Banks wishing to improve their relationships with customers need to focus on the CRM components to develop relevant and effective marketing strategies and tactics. The paper measures the CRM as a multidimensional construct as applied on the Egyptian Commercial Banks and relate it to the achievement of the ultimate goal of retaining customers to gaining a sustainable competitive advantage and achieve more profits
Tracking Adaptation and Measuring Development in Kenya
Tracking Adaptation and Measuring Development (TAMD) is a twin-track framework that evaluates adaptation success as a combination of how widely and how well countries or institutions manage climate risks (Track 1) and how successful adaptation interventions are in reducing climate vulnerability and in keeping development on course (Track 2). With this twin-track approach, TAMD can be used to assess whether climate change adaptation leads to effective development, and also how development interventions can boost communities' capacity to adapt to climate change. Importantly, TAMD offers a flexible framework that can be used to generate bespoke frameworks for individual countries that can be tailored to specific contexts and used at different scales. This report compiles the results of TAMD feasibility testing phase in Kenya
Understanding Critical Variables for Customer Relationship Management in Higher Education Institution from Employees Perspective
The aim of this paper is to evaluate the critical success factors and investigate the benefits that might be gained once implementing Electronic Customer Relationship Management at HEI from employee perspective. The study conducted at Al Quds Open University in Palestine and data collected from (300) employee through a questionnaire which consist of four variables.
A number of statistical tools were intended for hypotheses testing and data analysis, including Spearman correlation coefficient for Validity, reliability correlation using Cronbachâs alpha, and Frequency and Descriptive analysis.
The overall findings of the current study show that all the features were important for staff and it was critical success factors, at
the same time, websites were providing all the features discussed by the theory whereas staff showed their willingness to use
those features if provided. It is also discovered that implementing Electronic Customer Relationship Management can cause
staff retention, were provided efficiently and needed to be improved.
Research limitations: The survey findings were based on QOU employee in Palestine, UAE and KSA branches not included in the study
Semantic discovery and reuse of business process patterns
Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse
SMEâs Enterprise Resource Planning Implementation, Competitive Advantage, and Marketing Performance
Enterprise Resource Planning (ERP) is an integrated application software for widespread use in the organization. The aim of this study is to determine factors that affect the successful implementation of ERP in Small and Medium Enterprises (SMEs) in Central Java in order to build competitive ad-vantage and increase marketing performance. To test the 9 hypothesis, this study utilized data from 107 SMEs in Central Java. The results revealed that variable hardware and software selection have the greatest influence toward the successful implementation in Small and Medium Enterprises. It is suggested that SMEs should gain knowledge and solidify its business process reengineering before implementing ERP.
Research paper
Reference to this paper should be made as follows: Raharjo, S. T., Mudiantono, Perdhana, M. S. (2016). âSMEâs Enterprise Resource Planning Implementation, Competitive Advantage, and Market-ing Performance: Finding from Central Java, Indonesiaâ, Journal of Entrepreneurship, Business and Economics, Vol. 4, No. 1, pp. 22â44.
Improving the quality of human resources by implementation of internal marketing
Internal marketing includes programs intended for employees and their development. It is targeted on identifying, motivating and retaining customer oriented employees. For that reason, it is ov great importance for labour intensive, and especially service oriented compaÂŹnies, since knowledge, expertise, activity and behavior of employees create overall business portfolio that the consumers/clients are buying on external market. Regardless of its industry, adoption and implementation of internal marketing concept lead to long-term growth and success of the company. Internal marketing has important points of contact with human resources field of activity; therefore the analysis of internal marketing concept and its basic dimensions is a significant factor for creating competitive advantage in current business environment. The goal of internal marketing is to focus attention of employees on internal activities that need to be developed, maintained, and promoted for the purpose of business and strengthening competitiveness of the company on the external market. Human resources management through qualifying and motivation of employees to fulfill customer market needs as much as possible, namely to recruit appropriate personnel, and maintain and improve long-term relationship with them, is one of the key prerequisites for companyâs business success.Human Resources, Internal Marketing, Competitiveness Improvement
To boardrooms and sustainability: the changing nature of segmentation
Market segmentation is the process by which customers in markets with some heterogeneity
are grouped into smaller homogeneous segments of more âsimilarâ customers. A market
segment is a group of individuals, groups or organisations sharing similar characteristics and
buying behaviour that cause them to have relatively similar needs and purchasing behaviour.
Segmentation is not a new concept: for six decades marketers have, in various guises, sought to
break-down a market into sub-groups of users, each sharing common needs, buying behavior
and marketing requirements. However, this approach to target market strategy development
has been rejuvenated in the past few years. Various reasons account for this upsurge in the
usage of segmentation, examination of which forms the focus of this white paper.
Ready access to data enables faster creation of a segmentation and the testing of propositions to
take to market. âBig dataâ has made the re-thinking of target market segments and value
propositions inevitable, desirable, faster and more flexible. The resulting information has
presented companies with more topical and consumer-generated insights than ever before.
However, many marketers, analytics directors and leadership teams feel over-whelmed by the
sheer quantity and immediacy of such data.
Analytical prowess in consultants and inside client organisations has benefited from a stepchange,
using new heuristics and faster computing power, more topical data and stronger
market insights. The approach to segmentation today is much smarter and has stretched well
away from the days of limited data explored only with cluster analysis. The coverage and wealth
of the solutions are unimaginable when compared to the practices of a few years ago. Then,
typically between only six to ten segments were forced into segmentation solutions, so that an
organisation could cater for these macro segments operationally as well as understand them
intellectually. Now there is the advent of what is commonly recognised as micro segmentation,
where the complexity of business operations and customer management requires highly
granular thinking. In support of this development, traditional agency/consultancy roles have
transitioned into in-house business teams led by data, campaign and business change planners.
The challenge has shifted from developing a granular segmentation solution that describes all
customers and prospects, into one of enabling an organisation to react to the granularity of the
solution, deploying its resources to permit controlled and consistent one-to-one interaction
within segments. So whilst the cost of delivering and maintaining the solution has reduced with
technology advances, a new set of systems, costs and skills in channel and execution
management is required to deliver on this promise. These new capabilities range from rich
feature creative and content management solutions, tailored copy design and deployment tools,
through to instant messaging middleware solutions that initiate multi-streams of activity in a
variety of analytical engines and operational systems.
Companies have recruited analytics and insight teams, often headed by senior personnel, such as
an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such
personnel out-weigh posts for brand and marketing managers. Far more companies possess the
in-house expertise necessary to help with segmentation analysis. Some organisations are also
seeking to monetise one of the most regularly under-used latent business assets⊠data.
Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a
Chief Data Officer. This emerging role has also driven the professionalism of data exploration,
using more varied and sophisticated statistical techniques.
CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users
of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of
value propositions and the need to look after core customers; CFOs because segmentation leads
to better and more prudent allocation of resources â especially NPD and marketing â around the
most important sub-sets of a market; COOs because they need to better look after key
customers and improve their satisfaction in service delivery. More and more it is recognised that
with a new segmentation comes organisational realignment and change, so most business
functions now have an interest in a segmentation project, not only the marketers.
Largely as a result of the digital era and the growth of analytics, directors and company
leadership teams are becoming used to receiving more extensive market intelligence and
quickly updated customer insight, so leading to faster responses to market changes, customer
issues, competitor moves and their own performance. This refreshing of insight and a leadership
teamâs reaction to this intelligence often result in there being more frequent modification of a
target market strategy and segmentation decisions.
So many projects set up to consider multi-channel strategy and offerings; digital marketing;
customer relationship management; brand strategies; new product and service development;
the re-thinking of value propositions, and so forth, now routinely commence with a
segmentation piece in order to frame the ongoing work. Most organisations have deployed
CRM systems and harnessed associated customer data. CRM first requires clarity in segment
priorities. The insights from a CRM system help inform the segmentation agenda and steer how
they engage with their important customers or prospects. The growth of CRM and its ensuing
data have assisted the ongoing deployment of segmentation.
One of the biggest changes for segmentation is the extent to which it is now deployed by
practitioners in the public and not-for-profit sectors, who are harnessing what is termed social
marketing, in order to develop and to execute more shrewdly their targeting, campaigns and
messaging. For Marketing per se, the interest in the marketing toolkit from non-profit
organisations, has been big news in recent years. At the very heart of the concept of social
marketing is the market segmentation process.
The extreme rise in the threat to security from global unrest, terrorism and crime has focused
the minds of governments, security chiefs and their advisors. As a result, significant resources,
intellectual capability, computing and data management have been brought to bear on the
problem. The core of this work is the importance of identifying and profiling threats and so
mitigating risk. In practice, much of this security and surveillance work harnesses the tools
developed for market segmentation and the profiling of different consumer behaviours.
This white paper presents the findings from interviews with leading exponents of segmentation
and also the insights from a recent study of marketing practitioners relating to their current
imperatives and foci. More extensive views of some of these âleading lightsâ have been sought
and are included here in order to showcase the latest developments and to help explain both
the ongoing surge of segmentation and the issues under-pinning its practice. The principal
trends and developments are thereby presented and discussed in this paper
CRM In Gaming: It\u27s No Crapshoot!
CRM, or Customer Relationship Management, though slightly more than a decade old, has become the management craze of the 21st century. Yet, managerial understanding of what CRM is, what it does, how to implement it, and the grounds for success or failure in CRM implementation, seem far from crystallized. This paper looks at why so many CRM endeavors fail, and proceeds to discuss issues critical to CRM\u27s success. CRM projects in casinos will have a higher chance of success if CRM is viewed as a business philosophy and becomes a part of the corporate culture. Appropriate customer strategy, organizational transformation, and due attention to issues such as business processes, organizational collaboration, training, and data integration will enhance the success rates of CRM ventures
Customer relationship management for brand commitment and brand loyalty
This article examined the impact of customer relationship management strategy on customers brand commitment and brand loyalty in the Nigeria financial sector. Methodology: the positivist quantitative survey approach was used to collect primary for this research. Simple random sampling was used to select 250 customers of Nigerian deposit accepting banks. Findings: the study found that CRM strategy impacts positively on banksâcustomers brand commitment and loyalty behaviours. However, continuance loyalty weighted highly positive on customer advocacy behaviour than affective loyalty. Conclusions: the study concluded that customer relationship management strategy helps in winning customers brand commitment and loyalty. Thus, continuance factors are suitable for predicting advocacy intentions of customers of Nigerian banks. Recommendations: the study recommended for strategic policy makers in the Nigeria financial sector to improve on their firmsâ CRM infrastructure in order to continually meet customersâ expectations.
KEYWORDS: Customer relationship management, customer advocacy, brand commitment, loyalt
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