КЛІЄНТСЬКИЙ СЕРВІС ЯК КОНКУРЕНТНА ПЕРЕВАГА ПРИ НАДАННІ НОТАРІАЛЬНИХ ПОСЛУГ

The evolution of the digital economy has significantly influenced Customer Relationship Management (CRM), reshaping business strategies across industries. This study explores the development and challenges of CRM implementation during 2010–2024, with a focus on its adoption by small and medium-sized enterprises (SMEs). Employing a Systematic Literature Review (SLR) guided by the PRISMA framework, 36 scholarly articles were analyzed to identify trends, obstacles, and outcomes associated with CRM in the digital economy. Findings reveal a steady increase in CRM adoption, particularly among SMEs, driven by advancements in electronic CRM (E-CRM) systems and the COVID-19 pandemic’s acceleration of digital transformation. Empirical data highlights that over 60% of Indonesian SMEs adopting CRM experienced a 20% sales increase within a year. Moreover, CRM implementation has enhanced customer loyalty by 25% and reduced marketing costs by 10% in European markets. However, significant challenges persist, including high implementation costs, inadequate technological readiness, and rising cybersecurity threats. For instance, cyberattacks targeting CRM systems have decreased customer trust by up to 15%. The study concludes that while CRM significantly boosts operational efficiency, customer satisfaction, and business innovation, addressing implementation barriers is crucial for its broader adoption. It recommends enhanced government and institutional support to provide SMEs with access to CRM technologies and training. The findings underscore CRM's critical role in fostering competitive advantages and call for future research to examine its long-term impacts in developing economies.

Organizations are spending lots and lots of money acquiring new solutions and or, improving on the existing ones for continuous improvement to processes and practices to effectively run the business. Customer service is one of the major players in any organization. To be able to support the customers, the organisation has to make sure it has suitable solutions to support this need. Many organizations use Customer Relationship Management (CRM) systems to directly influence the needed performance in customer service. The purpose of the study was to develop a conceptual framework for CRM system usage in energy utility industry in South Africa. In order to achieve this, the researcher reviewed literature relevant for CRM system usage in energy utility industry. Several theories talking about CRM system use, adoption, acceptance, and implementation were also reviewed. The study collected data using close-ended questionnaires that were developed based on the technology-organization-environment (TOE) and Task-technology fit (TFF) frameworks. The data were collected from different participants within the energy utility industry. The collected data were analysed quantitatively using the Statistical Package for Social Scientists (SPSS). The results of the study indicated that task characteristics, technology, environment, organization as well as security characteristics, influence CRM usage in South African energy utility industries. This research study contributed to the Information Systems' body of knowledge by presenting a framework that would be used for CRM system usage in South African energy utility industries.

Nowadays, companies have as key element for their marketing techniques the customer relationship management (CRM) systems. The purpose of this study is to examine the factors that affect the implementation of CRM in a business. A survey was conducted with the completion of structured questionnaires by collecting data from business in the area of Eastern Macedonia and Thrace (EMT). The findings showed that companies of EMT implement satisfactorily strategic methods relating to CRM, putting their customers at the heart of their business. Moreover, they invest heavily in the management of their customers, wanting to gain a long-term relationship with them and simultaneously to integrate customer-oriented approach to the culture and the structure of the company. The external and internal factors that act strongly in maintaining and developing the customer relationship with the business, were identified. The number of employees and the year of foundation are critical factors in the implementation of CRM.

Customer Relationship Management (CRM) is one of key strategic tools for companies to enhance their relationship with customers. There is a significant impact of CRM implementation on customer services through improvement of customer service efficiency and effectiveness. Nevertheless, impact of CRM implementation on service operations management has not been addressed in literature. In this paper, the comprehensive review of marketing, sales, information technology and service operations management literature is conducted focusing on CRM implementation and service encounter. The conceptual model of adapted technology-facilitated service encounter is proposed from literature review and in depth study of two models which are service encounter triad and technology in service encounter model. The proposed model indicates that service culture, empowerment, control system, contact personnel selection, training and ethical climate are the service components impacted by CRM implementation. In additional, an analysis of CRM critical success factors is conducted together with the impacted components. The result indicates that service culture and contact personnel training are the two components which should be focused by service operations manager in order to ensure the success of CRM implementation and the fast return on CRM investment. Further discussion is noted to suggest additional components which should be considered as well as the future research study.

Goal and objectives of the dissertationGoalOrganisational culture is identified by most of researchers as one of the most important factors that enables or disables the achievement of desirable Customer Relationship Management (CRM) outcomes (Curry and Kkolou, 2004; Iriana and Buttle, 2006; Kale, 2004; Siriprasoetsin et al., 2011). Though the impact of organisational culture on CRM implementation has been the centre of attention for different researchers no study has been investigated this impact in the context of hotel industry from an empirical point of view. Hence the position taken in this research was based on the need of enhancing the knowledge of CRM implementation in the hotel industry from an organisational culture perspective. The research is designed based on the three main aims. The first aim is empirically investigating the impact of organisational culture on CRM implementation. Considering the importance of organisational culture in CRM implementations, the research's second aim moved toward investigating the approach and strategies that could help hotel businesses to improve their organisational culture and consequently their CRM outcomes. As the third and final aim, the research investigated the potential overlap between guests' satisfaction criteria and intended satisfaction criteria by implementing CRM.Objectives1. To review the literature and identify the organisational culture factors with potential impact on CRM outcomes.2. To review the literature and identify an organisational culture model with the ability to measure these factors.3. To empirically investigate the impact of identified factors on CRM implementation.4. To rank the organisational cultural factors based on their importance for CRM outcomes.5. To find the best approach and strategies to improve the affective organisational culture factor.6. Based on the finding, to suggest managerial implications for overcoming cultural barriers in order to leverage the full potential of CRM projects.7. To find the potential overlaps between intended CRM outcomes and customer satisfaction criteria.8. Based on the finding, to suggest managerial implications about specific guest satisfaction criteria in budget hotels to excel in them towards outperforming competitors and retaining the interest of existing and potential customers.MethodologyThe research is conducted base on case study approach and a chain hotel from the UK was selected as the case of the research. The study is designed based on mixed methods via sequential triangulation technique (Creswell et al., 2003; Johnson, 2007). Accordingly, the research is designed base on three sequential phases; starting with phase one (first aim) with quantitative approach to empirically investigate the impact of organisational culture on the CRM implementation. Research's instrument for this phase is a questionnaire adapted from two standard questionnaires of Denison Organisational Culture Survey (DOCS) (Denison and Neale, 1996) and Mendoza CRM Model (Mendoza et al., 2006). The total population considered as managers of all branches and initially 346 questionnaires were distributed and 214 (58%) completed questionnaires were used for the statistical analysis. Collected data were subjected to correlation and multiple regression tests by using Statistical Package for the Social Sciences (SPSS) version 21.This is then followed by the second phase (second aim) through qualitative approach to find how important organisational culture factors from phase one can be improved. In this phase 12 interviews were conducted with mangers of four branches. Mangers were asked about approaches and strategies that could improve organisational culture. Deductive theory via template analyses (King et al., 2004) was used for analysing the interviews' transcripts.Phase three (third aim), with qualitative approach is investigated on the potential overlap between intended CRM outcomes of the case study and real guests' satisfaction criteria. …

ABSTRACTA number of generic Customer Relationship Management (CRM) implementation frameworks have been developed, yet no systematic framework has been developed to help HEIs orientate CRM strategy to align with university business strategies and stakeholder needs. This research iteratively develops the CRM Strategy Orientation Support (CRM-SOS) framework, which aims to support HEIs in orientating their strategic CRM system at the pre-implementation stage and align CRM strategy with the business strategy; thus, reducing the chance that HEIs will experience CRM implementation failure. To reach our proposed CRM-SOS framework, we employed Design Science Research (DSR) methodology steps by analysing UK HEIs specific CRM implementation case studies, conducting semi-structured HEIs-based interviews, followed by evaluation of the resulted framework by HEI Information Systems (IS) experts. We concluded with a new CRM-SOS framework for HEIs consisting of five stages. The framework can be used to personalise the stages until they fit the strategic outputs and match the top management KPIs. Although existing research agrees that intensive attention should be given to CRM planning, there is no consensus or developed framework, for use within HEIs, demonstrating how CRM strategy can be orientated to align with university strategies and customer needs.

Customer relationship management (CRM) systems track and measure marketing campaigns over different networks.There are literally many studies associated with the implementation of CRM in different industries.This paper presents an empirical investigation to determine effective factors influencing on the success of CRM implementation.The study designs a questionnaire in Likert scale on measuring various factors and distributes it among selected employees who work for the biggest software maker firm in city of Tehran, Iran.Using principal component analysis, the study has detected five factors influencing on the succes of CRM including customer relationship technologies, customer oriented, enterprise development strategies, customer services and business plan.

Technological developments have a major influence on people's lives. In its development, shipping companies are also growing rapidly. In the company's marketing strategy, the existence of customer relationship management (CRM) and service quality is an attraction to maintain customer loyalty. The purpose of this study was to examine the influence of customer relationship management variables and service quality on customer loyalty at JNE Pendowo Branch among university students in Malang. The research approach used a quantitative explanatory research approach. Data collection was carried out by distributing questionnaires to 100 respondents who met the research criteria. This research used a purposive sampling technique. The data analysis technique used was descriptive analysis, validity test, reliability test, classic assumption test, and hypothesis testing. The results of this study indicate that customer relationship management and service quality have a positive and significant effect partially or simultaneously on customer loyalty at JNE Pendowo Branch. From this research, it is hoped that JNE Pendowo Branch can maintain and improve customer relationship management and service quality. So, that customers are more loyal to make purchases.

Sufficient food and nutrition supplement is very important for the health of our body. However, most of us do not know which food or nutrition is needed for our bodies, because we do not know our bodies’ detail nutrition requirement. Each person’s nutrition demand is different because of the differences of each person’s genes, age, and life style. With the fast development of genomics, genetics, nutrigenomics, nutrigenetics, and nutrition science, we can now provide personalized nutrition service for customers. The service can provide personalized food supplement solutions based on the DNA genetic testing and the lifestyle evaluation. For the nutrients that can not be supplemented sufficiently from food, the service can provide dietary supplement solutions for customers. Since the dietary supplement products on the market are general products for all the people that can not meet the need of each person’s unique nutrition requirement, therefore, our solution collaborates with nutrition product production factory to produce customized nutrition products for the customers. Personalized nutrition service needs to connect customers, genetic testing laboratories, and nutrition product production factory, therefore a customer relationship management (CRM) system is necessary to let customer read genetic report, order personalized nutrition products, place an order to nutrition factory to produce personalized nutrition products. In the paper, we give the technical design and deployment of a CRM system for supporting the personalized nutrition service. The CRM system has been delivered online and provides very successful service for customers, business partners, and intelligent nutrition factory.

This study aims to analyse the impact of service quality, reference group, and customer relationship management on BPJS Kesehatan patient satisfaction using purposive sampling method on 100 BPJS Kesehatan user respondents. The research findings show that service quality, reference group, and customer relationship management have a positive and significant influence on BPJS Kesehatan patient satisfaction. These results underscore the importance of these aspects in increasing patient satisfaction levels, reflecting their positive experiences with BPJS health services. This study provides insight into the importance of service quality, the role of reference groups, and the implementation of customer relationship management in improving the satisfaction of patients using BPJS Kesehatan.

The coffee shop industry in Yogyakarta has experienced very rapid growth in the past decade, making it the city with the highest number of coffee shops in Indonesia. Changes in people's lifestyles, especially among young people and students, have also encouraged the increase in coffee consumption and the proliferation of coffee shops with diverse concepts and services. One of the coffee shops that is trying to survive in this competition is Masa Kopi. This study aims to examine how the implementation of Customer Relationship Management (CRM) plays a role in maintaining customer loyalty in the Coffee Age. This research uses a qualitative approach with a descriptive type, where data is obtained through in-depth interviews, direct observation, and documentation of service and promotional activities in the Coffee Period. The results of the study show that CRM in Masa Kopi is carried out through several main strategies, namely improving service quality, offering competitive prices, and providing a pleasant consumption experience. Promotional strategies such as "Morning Coffee Promotion", beauty classes, and nail art are concrete examples of the implementation of price-based CRM to attract customers at a certain time. It was also found that customer satisfaction resulting from service that meets or exceeds expectations has a significant impact on customer loyalty and trust. Thus, the implementation of CRM in Masa Kopi has proven to be effective in building long-term relationships with customers and maintaining business continuity in the midst of high competition in the coffee industry in Yogyakarta.

This paper develops and empirically tests a model to evaluate a manufacturer’s strategy which provides customer relationship management (CRM) technology to its exclusive retailers. The impact of the strategy on manufacturer-retailer relationship quality is also examined. The research objectives are (1) to identify and test factors that promote active implementation of CRM technology among small retail organizations; (2) to determine whether our expanded concept of CRM implementation that integrates customer information management activities and relationship marketing activities explains CRM performance better; and (3) to investigate whether a manufacturer’s support contributes to manufacturer-retailer relationship quality. Statistical analysis shows that the model provides an adequate fit to the data. The retailer’s perception of the importance of customer information, manufacturer support, and trade area competitiveness significantly impacts the intensity of CRM implementation by small retailers. CRM implementation intensity positively influences the performance outcomes of CRM, which in turn greatly improves the quality of the manufacturer-retailer relationship. Different from our expectation, supporting retailers with CRM technology did not directly impact the manufacturerretailer relationship quality. The ease of use of the CRM system also did not influence CRM implementation intensity significantly. The implications of these results and their importance for successful CRM implementation are discussed.

This study seeks to explore and elucidate the connections between customer relationship management and service quality, as well as the correlations between competitive advantage and marketing performance within the public market of East Java Province. This study focuses on the entire public market unit in East Java Province, which consists of 335 public market units spread throughout 6 regencies and cities. This study uses the 67 public markets in the province of East Java as its unit of analysis. These markets have been rejuvenated. In the Province of East Java, the observation unit is a trader or tenant of a communal market stand. There are 25,000 dealers on the public market in the market that has been revived today. Researchers in this study used the trader or tenant stand's perception to gauge the public market's marketing performance in East Java Province, making it a perceptual measure of marketing performance. There are 190 retailers in the sample. The quantity is dispersed throughout the public market's 67 units in the province of East Java. This study will employ a causal or relational model. The proposed hypotheses will be assessed using structural equation modelling (SEM) through the AMOS statistical software. The findings from hypothesis testing reveal that both customer relationship management and service quality significantly affect the competitive advantage of the public market in East Java Province. Moreover, customer relationship management and service quality significantly impact the marketing performance of the public market in the Province of East Java. Additionally, competitive advantage emerges as a key determinant of the marketing performance within East Java Province's public market.

Article history: Received March 25, 2015 Received in revised format August 16 2015 Accepted September 12 2015 Available online September 14 2015 Measuring customer satisfaction in banking industry plays essential role for increasing market share and profitability. In this paper, we present an empirical investigation to measure the effect of customer relationship management (CRM) on customer loyalty in Iranian banking industry. The study aims to understand whether implementation of a good CRM could increase the quality of services. The study designs a questionnaire in Likert scale and distributes it among 65 selected customers who do their banking activities with Bank Melli Iran in city of Semnan, Iran. Cronbach alpha has been calculated as 0.939, which is well above desirable level. Using t-student test, the study has determined that implementation of CRM could increase customer loyalty and quality of services. Growing Science Ltd. All rights reserved. 5 © 201

An increasing number of organizations are now implementing customer relationship management (CRM) systems to support front-line employees’ service tasks. With the belief that CRM can enhance employees’ service quality, management often mandates employees to use the implemented CRM. However, challenges emerge if/when employees are dissatisfied with using the system. To understand the role of front-line employee users’ satisfaction with their mandated use of CRM in determining their service quality, we conducted a field study in one of the largest telecommunications service organizations in China and gathered time-lagged data from self-reported employee surveys, as well as from the firm’s archival data sources. Our results suggest that employees’ overall user satisfaction (UserSat) with their mandated use of CRM has a positive impact on employee service quality (ESQ) above and beyond the expected positive impacts that job dedication (JD) and embodied service knowledge (ESK) have on ESQ. Interestingly, the positive effect of UserSat on ESQ is comparable to the positive effects of JD and ESK, respectively, on ESQ. Importantly, UserSat and ESK have a substitutive effect on ESQ, suggesting that the impact of UserSat on ESQ is stronger/weaker for employees with lower/higher levels of ESK. Finally, ESQ predicts customer satisfaction with customer service employees (CSWCSE); ESQ also fully mediates the impacts of UserSat and ESK, and partially mediates the impact of JD, on CSWCSE. The results of this study emphasize the importance of user satisfaction in determining employees’ task outcomes when use of an information system is mandated.