Customer Relationship Management (CRM) Capabilities & Building a Sustainable Competitive Advantage in Mobile Phone Operators in Jordan

Abstract

Purpose -This study is trying to investigate the effect of customer relationship management (CRM ) capabilities on building a sustainablecompetitive advantage in the mobile phone operators in Jordan. It is intended to develop a valid measurement model of (CRM) capabilities, and to explore the key factors of CRM that lead to a competitive edge.Design/methodology/approach -Questionnaire survey was used to gather data. In order to develop a reliable and valid measurement model of CRM capabilities, questionnaire survey were conducted and hypotheses were tested by utilizing the technique of multiple regression analysis in addition to reliability and multicollinearity tests.Findings -A three-capabilities (customer interaction management, customer relationship upgrading, and customer win-back) measurement model of CRM is developed and tested. Furthermore, results support the hypothesized influences of these three capabilities influence on firms' building a sustainable competitive advantage.Practical implications -This study provides a useful measurement mode of CRM capabilities that managers can use to evaluate the status in quo of CRM of their firms. Managers may also improve their CRM programs more effectively and efficiently by deploying such strategic resources of firms to build a sustainable competitive advantage.Originality/value -The paper addresses significant gaps in the current literature by taking a capability view of CRM, developing a valid measurement model of CRM capabilities, and examining how possession of important CRM resources influences the effective deployment of CRM capabilities.

The mediating role of customer relationship management between e-supply chain management and competitive advantage

“…Further, our results support the third hypothesis (H3) relating CRM and competitive advantage. This result is in the same vein with various studies which claimed that creating and maintaining long-term relationships with customers can create a competitive advantage (Hadi, 2015;Alshura, 2018), which demonstrates that implementing CRM can help firms to better serve their customers and thus be a source of sustainable competitive advantage (Al Karim and Habiba, 2020). Finally, regarding the last hypothesis (H4) relating the mediating role of CRM on the relationship between E-SCM and competitive advantage, it was also supported.…”

“…CRM and its capacities are a vital organizational competency by which an organization can face rivals and generate value to its customers (Alshura, 2018). Establishing and developing relationships with customers is essential for attaining competitive advantage as indicated by Kale (2004).…”

Investigating the Impact of Big Data Analytics on Perceived Sales Performance: The Mediating Role of Customer Relationship Management Capabilities

“…Another study incorporated AA as a predictor variable and established its positive impact on CRM capabilities [76]. Prior studies highlighted the importance and empirically proved the positive relationship of AA with CIMC, CRUC, and CWBC [31,45,46] but unfortunately this important relationship was ignored in the context of BDA.…”

“…is study also considers the most used and influential CRM capabilities, such as customer interaction management capabilities (CIMCs), customer relationship upgrading capabilities (CRUCs), and customer win-back capabilities (CWBCs), as used by many prior studies [31,32,45,46]. ese BDA benefits (better customer service [BCS], personalization, advanced analytics [AA], and improved relational knowledge [IRK]), along with CRM capabilities, influence the PSP of pharmaceutical organizations.…”

Customer Relationship Management as Tool to Enhance Competitive Effectiveness: Model Revisited

“…Thus, CRM framework influences the competitive alterations for the firms (Chahal & Bakshi, 2015;Chang, Wong, & Fang, 2014; Lin et al, 2010; Maggon & Chaudhry, 2018; Santouridis & Veraki, 2017; Thakur & Workman, 2016). Therefore, customer bonding is developed as a result of improved customer’s service, which can generate revenues and can prove to be a competitive advantage more specifically (Alshura, 2018; Nguyen et al, 2007). The organizational objective should be clearly understood before implementing CRM, because the customers are not treated equally.…”