Exploring Relationships Between Customer Satisfaction and Customer Attitude from Customer Relationship Management Viewpoint: An Empirical Study of Leisure Travellers

Abstract

In the business world, customer relationship management (CRM) has emerged as the main marketing activity of the service firms. Organizations thrive to maintain long-lasting relationships with their customers. The priority of the firms is to maximize the relationship share (RS) with profitable customers. The current study aims at identifying determinants of RS for hotels leisure travellers. The findings indicate that customer satisfaction (CS) and attitude towards the hotel in the relationship are major predictors of RS. Besides, CS indirectly affects RS through customer’s attitude towards the hotel. The findings of the present study will help the practitioners to design CRM programme better and reap its maximum benefits.

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

“…Therefore, to ensure customer oriented approach, firm needs frequent revisit of increasing customer knowledge, which enhances its competitiveness (Kim et al, 2004). 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 components of CRM are customer, relationship and management (Sin et al, 2005). The CRM is reported to have profound effects on customer behaviour (Maggon & Chaudhry, 2018). Therefore, better CRM practices make customers loyal to the firm by winning their trust which ultimately improves the profitability and enhances the growth of these business organizations (Wu & Lu, 2012).…”

“…Further, to address the customer preferences and competitiveness, the firms are implementing organizational-wide CRM frame enriched in customer-focused policy and culture (Ryals & Knox, 2001; Sheth, Rajendra, & Sharma, 2000). It offers firm to address growing customer needs which in turn lead to customer satisfaction and more importantly their retention (Maggon & Chaudhry, 2018; Sigala, 2011; Smith, 2006). However, firms fail to succeed; as such firms are unable to fulfil the individual needs of customers and in turn maximize the value (Priporas, Laspa, & Kamenidou, 2008; Priporas, Vassiliadis, & Stylos, 2012; Vassiliadis, Priporas, Bellou, & Andronikidis, 2013).…”

“…It involves result-oriented dialogue between an organization and its customers. This is done to improve and increase the customer acquisitions, customer retention, their profitability and positive relationship between firms and clients (Al-hawari, 2015; Hassan, 2018; Heinonen, 2014; Jan & Abdullah, 2014; Maggon & Chaudhry, 2018; Padmavathy, Balaji, & Sivakumar, 2012; Thakur, 2014). Both relationship marketing and CRM are much similar to each other and are used in the maintenance of customer relations (Parvatiyar & Sheth, 2001).…”

“…There are numerous academic evidences of CRM effectiveness and its importance in industry sectors (Brun, Rajaobelina, & Ricard, 2014; Coltman, Devinney, & Midgley, 2011; Elkordy, 2014; Maggon & Chaudhry, 2018; Rahimi, 2017; Rahimi & Gunlu, 2016; Santouridis & Veraki, 2017; Sayani, 2015; Wang & Feng, 2012). There is scarcity of research in the context of service sector to validate the effect of successful implementation of CRM, especially in Jammu and Kashmir region.…”