PurposeThe present study investigates the moderating role of customer trust in customer relationship management (CRM) components and customer loyalty relationships in the context of the baking sector in Bangladesh.Design/methodology/approachData were collected through a survey using a structured questionnaire from 350 customers of commercial banks in Bangladesh.FindingsThe key finding is that all CRM components (customer orientation, customer advocacy and customer knowledge) except customer engagement have positive impact on customer loyalty. Moreover, customer trust only moderates the relationship between customer knowledge and customer loyalty, whereas other CRM components and customer loyalty do not moderate by trust.Originality/valueThe findings of the study add to the substantial pool of knowledge on CRM components, customer trust and customer loyalty literature. More specifically, the moderating role of customer trust between customer knowledge and customer loyalty is the novel contribution of this research which will enrich the existing CRM literature particularly in the banking sector of Bangladesh.

The purpose of this study is to determine the impact of customer relationship management (CRM) components on customer loyalty of a firm. The three components of CRM in this study are customer knowledge, customer orientation, and technology capability. A structured questionnaire with a 5-point Likert scale was used to gather the data by conducting a survey. The sample size is 200 and chosen on a convenient basis. Indicators were generated based on the literature review. Data were analyzed by using PLS 3.0 software. The key finding is that customer loyalty is negatively impacted by the CRM component, customer knowledge. On the other hand, the impacts of customer orientation and technology capability on customer loyalty have been found to be significant and profound. This study adds to the existing pool of knowledge on CRM components and customer loyalty from the perspective of the Bangladesh banking sector. The findings may facilitate bank officials and can be used as a strategic instrument for cultivating customer loyalty in the Bangladesh context.

The right 4P strategy empowers organisations to pursue their marketing objectives in the target markets and therefore achieve the organisational objectives. Proper implementation of the right 4P strategy ensures provision of the right product, at the right price, in the right place thus, confirms that resources are efficiently and effectively utilized. This study aims to investigate the impact of 4P strategies on organisation performance in the garments industry of Bangladesh based on CEPZ (Chittagong Export Processing Zone). McCarthy’s (1964) 4 P’s (such as product, price, place, and promotion) are considered as the elements of 4Ps in this study. Data was collected through survey where a structured questionnaire, containing 25 closed-ended questions, was used. A total of 180 respondents were selected conveniently for this survey. The data was analysed using SPSS 24.0 version. From the findings of the study it was found that product, place, price and promotional strategies significantly and positively influenced the organisation's performance. The findings suggest that by focusing on 4P strategy, the organizations can make better performance than their competitors. Eventually, few recommendations were offered for the garment industry.