A framework for customer relationship management strategy orientation support in higher education institutions

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.

Customer Relationship Management (CRM) has emerged as a must-have capability for the modern firm irrespective of size and sector. The importance of CRM can be attributed to the need for today’s businesses to be customer-centric or customer-focused. As a business strategy, CRM seeks to develop and improve relationships with targeted customers to optimize customer value, competitiveness, and corporate profitability. While CRM has a truly strong business case, approximately 70% of CRM implementation projects do not create the intended business value. With this in mind, this work has reviewed relevant literature and explored 8 CSFs that can guide SMEs wishing to successfully implement CRM projects. The 8 CSFs cover the people, technologies, and processes – the core elements of a CRM strategy. In particular, the 8 CSFs include senior leadership sponsorship, customer-oriented CRM strategy, effective change management, customer data quality and availability, human resource management, the right CRM technology, CRM implementation methodology, and systems integration. Future studies may consider ranking the significance of the 8 CSFs based on the findings of an empirical research.

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. …

Bakpia Ahmad's Family is a company engaged in the food production sector. Bakpia in the form of food or cake with the basic ingredients of wheat flour, currently this food is widely known by the public. The emergence of other companies producing the same type of goods encourages the improvement of strategies to face competition and maintain customer loyalty for the continuity of the company's operations. To maintain customer loyalty, a Customer Relationship Management (CRM) strategy is implemented to realize the company's goals. CRM is a strategy used in business to manage and improve the quality of good relationships with customers. Establishing good relations with customers will create trust in the company. This study aims to analyze the implementation of Customer Relationship Management (CRM) in maintaining customer loyalty in Micro, Small and Medium Enterprises (MSMEs). This study uses a qualitative descriptive method with data collection techniques through interviews and observations of UMKM Bakpia Ahmad's Family in the city of Trenggalek. Data were analyzed using data condensation techniques, data presentation, and drawing conclusions. The results of the study show that the implementation of CRM is very important in maintaining customer loyalty to MSMEs. CRM helps MSMEs understand customer needs and preferences, and provides a good and consistent experience. In practice, MSMEs can implement CRM through several stages, namely acquiring new customers, retaining existing customers, and growing the most profitable customers.

Establishing and maintaining strong customer relationships is essential for business continuity and growth.In this context, many businesses have adopted Customer Relationship Management (CRM) strategies to enhance their sales and customer engagement.However, PT.XYZ, a retail company, has observed a gap between their targeted sales and actual sales performance despite implementing CRM.This study aims to analyze the factors contributing to this gap by applying the Factor Analysis Method to the case of PT.XYZ.Additionally, a suitable regression model is constructed to assess PT.XYZ's CRM performance and propose necessary strategies for the company.The findings reveal five key factors influencing the performance gap: CRM Reliability, Underutilization of CRM, CRM Capability, CRM Unpreparedness, and Customer Relation's Quality.Furthermore, a regression model is developed to assess the company's CRM performance and guide future strategies.These insights provide PT.XYZ with valuable information to address the identified factors and enhance their CRM implementation and strategies.

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.

Inserted in a very competitive scenery, the organizations excel by achieving the sustainable competitive advantage, although it has been more and more ephemeral. In this context, appears the Customer Relationship Management (CRM) as a business strategy. Based on the personalized relationship marketing and on the information technology infrastructure, the CRM represents a viable solution for achieving the sustainable competitive advantage. It must be emphasized, nevertheless, the relevance of the organizational processes and the people, once they constitute the company that adopts the CRM's strategy. On the other hand, it is observed that the matter of managing the relationship with the client, stands out in the academic and market environments. In this way, this research's object of study is the CRM's strategy, presenting as general objective, the proposition of a model for planning, implementing and following the CRM's strategy. This work is characterized as an exploratory research of a qualitative approach, using the bibliographical and field researches as procedures to achieve its general objective. It can be noticed that, at first, the bibliographical research approaches the general aspects about CRM and further on, the focus represents the literature models and/or approaches about the planning, implementation and follow up of this strategy. Based on the bibliographical revision and preliminary f ield research, it was developed a prototype of the final model that was submitted to specialists' critiques, suggestions and considerations, during the second phase of the field research, in accordance with the research's method presented. This way, the model's consistency and applicability were verified, considering the proposed model (a set of sequential phases) a method to plan, implement and follow the CRM's strategy. However, some limitations were observed and finally, some future activities were suggested, noticing the CRM's vanguard and the market's need.

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

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.

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.

The purpose of this study is to describe: (1) Customer Relationship Management (CRM) at Andalas University Library; (2) user loyalty at Andalas University Library; (3) the effect of Customer Relationship Management (CRM) on user loyalty at Andalas University Library. This type of research is quantitative with a descriptive method. The population in this study were all visitors to Andalas University Library as of 2023, totaling 140,928 and a sample of 100 people. Sampling using simple random sampling technique. Data analysis was carried out through the stages of examination, tabulation, and drawing conclusions. The results of the study indicate that: (1) the implementation of Customer Relationship Management (CRM) at Andalas University Library has been implemented well, this can be seen from the responses given by respondents who stated that the completeness of technology-based services at Andalas University Library is relatively complete and makes it easier for users to get the books or references they need. In addition, the service process involving officers and users can be carried out quickly and accurately, in addition, the Andalas University library has also been supported by officers who are creative, responsive and able to serve the needs of users; (2) the level of loyalty of users who visit the Andalas University library is also relatively high, this can be seen from the existence of repeat purchases that occur repeatedly, in addition, users have a high level of retention, this can be seen from their actions to always want to visit the library almost every day, in addition, users are also concluded to have a high level of referrals, this can be seen from the number of respondents who choose to agree to invite friends to come and read books at the Andalas University Library; (3) according to the results of the hypothesis testing through the t-statistic test, it was found that Customer Relationship Management (CRM) has a positive and significant effect on user loyalty in visiting the Andalas University Library. These findings indicate that the better the implementation of Customer Relationship Management (CRM) felt by users, the more their loyalty will increase. The results obtained at the first hypothesis testing stage are in line with the proposed hypothesis, so the first hypothesis is accepted.

The objective of the study is to evaluate the performance of important financial indicators of State Bank of India (SBI) during pre-CRM period (2002–07) and CRM period (2007–13). In the era of globalization and privatisation; the leadership of SBI was challenged by ICICI Bank, the new private sector bank. The then Chairman of SBI decided to adopt customer relationship management (CRM) to rediscovering SBI as the leader of commercial banks in India. Analysis of eleven most important performance indicators provides meaningful insights to the relative performance of SBI in pre-CRM (2002–03 to 2006–07) and CRM period (2007–08 to 2012–13). After the implementation of CRM, deposits, advances, net profit, profit per employee, provision for NPA, earnings per share, number of accounts, return on equity, and share price of SBI in absolute terms have witnessed significant improvements at national level as well as at state level (for related performance indicators). Also expenses to income ratio and net NPA to advances ratio have shown a marginal declining trend at national level. Therefore, the hypothesis i.e. “There is improvement in the performance of SBI after the implementation of CRM” is accepted”. Though SBI share price has registered growth during the period from Rs 994 (as on 01/04/2007) to Rs 2073 (as on 28/03/2013); Performance of SBI in relation to benchmark indices like BSE Bankex and Sensex is lower. SBI should take 360 degree strategic measures to further improve overall performance so as to maintain its leadership and to maximise shareholders’ wealth with universal acceptance.

Does the level of experience have an effect on CRM programs? Exploratory research findings

The impact of technological and organizational implementation of CRM on customer acquisition, maintenance, and retention

In today’s competitive banking environment, Customer Relationship Management (CRM) has become essential for nationalised banks striving to enhance customer satisfaction and loyalty, especially in urban areas like Coimbatore City. This study aims to explore recent trends in CRM practices within nationalised banks, with a focus on assessing their effectiveness in improving customer service utilization and satisfaction. The problem addressed is the need for nationalised banks to adapt CRM strategies that meet customer expectations and maintain loyalty amid growing competition from private and digital banks. The research objectives are to analyze the effectiveness of CRM strategies in enhancing service utilization and to assess their impact on customer satisfaction in Coimbatore. A Descriptive Research Design was employed, and data was collected from a sample of 134 respondents using Convenience Sampling. The study uses statistical tools such as ANOVA, Correlation Analysis, and Multiple Linear Regression to examine relationships among CRM strategies, service utilization, and customer satisfaction. Key findings reveal that digital banking tools, personalization, and user-friendly interfaces are highly valued by younger customers. Moreover, locality and educational level significantly influence CRM effectiveness, highlighting the need for location-specific strategies. Recommendations include enhancing digital banking platforms, expanding ATM networks, and investing in customer service training to improve conflict resolution. In conclusion, effective CRM strategies are essential for boosting customer satisfaction and fostering loyalty, underscoring the importance of continual adaptation and innovation in nationalised banks’ CRM practices to meet evolving customer needs in Coimbatore City.