Role of Customer Relationship Management Strategy on Competitiveness of Commercial Banks in Kenya (Published)
This paper analyzed the role of Customer Relationship Management (CRM) strategy practices on the competitiveness of commercial banks in Kenya. The paper looked at CRM as the implementation of an effective customer – centric strategy within an organization in order to create superior value that is required for sustenance of the exchange process between the organization and its target customers in a competitive market. Companies are becoming increasingly aware of the many potential benefits provided by CRM. The study used primary and secondary data to address the following objectives :-(i) to establish the role of customer relationships focus on the competitiveness of commercial banks. (ii) to determine the role of customer – centric organization configuration on organizational competitiveness. (iii) to assess the role of customer contact platforms or touch points on the competitiveness of commercial banks. (iv) to establish the role of comprehensiveness of customer database on competitiveness of commercial banks. (v) to determine the role of integration of customer information on the competitiveness of commercial banks. (vi) to assess the role of accessibility to customer information on the competitiveness of commercial banks. (vii) to establish the role of competitors focus on the competitiveness of commercial banks. (viii) to assess the role of analysis of customer information on the competitiveness of commercial banks. The study utilized a descriptive correlational research design and data was collected from 34 out of the target population of 43 registered banks in Kenya. Data analysis and interpretation was based on descriptive statistics as well as inferential statistics mainly linear regressions. The study found statistically significant positive linear relationships between CRM strategy and organizational competitiveness. It was found that organizational competitiveness is achieved through appropriate CRM strategy practices. The paper gave managers invaluable insights on how to effectively build their CRM strategy and leverage on their organizational factors to enhance the role of CRM strategy practices on organizational competitiveness
ANALYSIS APPLICATION OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM) COMPANY OF PT. BANK MANDIRI TBK (Published)
The research aims were to determine how the levels of impoertance and the level of performance, as well as the attributes of service become a priority in the application of Customers Relationship Management (CRM) of PT. Bank Mandiri Tbk. In Indonesiain 2014.This research used a descriptive analysis technique and Importance Performance Analysis (IPA). The sample in the research was 385 respondents. The results have shown that in the applicating of CRM, such as call center, contact center, web-based services and direct service had level of performance that was lower than the level of impoertance. Toward variable call center and contact center service, there were two service attributes becoming main priority to improve the level of customers satisfaction, while variable of web-based services, there was an attribute that had a high level of importance and level of satisfaction was on average, so it was prioritized to be done, while variable direct service, there were two attributes of service become a priority to improve customers satisfaction.
The research investigated among other things why many consumers switch from one retailer to another and effectiveness of customer relationship management as a way of improving consumer switching behavior especially in competitive food retail environment where switching behavior by customers is high. From a phemenological point that lend itself towards qualitative data, the research was conducted in two retail outlets of Iceland Food Stores in the U.K from 2004-2008 over a period of four years using a combination of different techniques that includes shop floor observations and informal discussions. The results of the study points to the fact that this aspect of food retailing is often overlooked or underestimated not by the business organizations but at store levels. Beside this customer relationship management is often misperceived and wrongly implemented and this prevented organizations from enjoying the full benefits that goes with it. The current study identified some significant factors that influenced the switching behaviour of food retail customers. Among them is the desire for bargain by consumers, increased commercials pressure from retailers, availability of choice, poor in-store service standards and delivery, attitude of cashiers and shop floor assistants. Importantly is the extent of service failure, the more serious the service failure the more likely the customer will switch even if the other factors are quite appealing. The current study concludes that these factors as identified should be subjected to a quantitative study in the future.