The effect of customer relationship management on bank performance: In context of commercial banks in Amhara Region, Ethiopia

Kebede, Alemu; Tegegne, Zewdu

doi:10.1080/23311975.2018.1499183

Cited by 23 publications

(24 citation statements)

References 7 publications

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“…Li et al (2019) do not directly use the Innovation variable, but do it indirectly through the Product Differentiation variable, a direct consequence of Innovation. The same happens in the case of Reinartz et al (2004), Kebede and Tegegne (2018), Haislip and Richardson (2017), and Azad and Ahmadi (2015), where for all of them the capacity for innovation is reflected through the CRM Technology variable.…”

Section: Crm Innovation Capabilitymentioning

confidence: 81%

“…Therefore, it is concluded that CRM has some of the benefits expected by companies, making it clear that not all activities included in the development of CRM provide this level of compliance with expectations. Kebede and Tegegne (2018) studied the effects of CRM practices on the performance of commercial banks in the Amhara region, Ethiopia. The objective of the study was to demonstrate that the bank's performance and the level of its organizational performance could be improved by improving the level of customer satisfaction, which could be achieved by implementing and using CRM efficiently.…”

Section: Research Models To Measure the Impact Of Using Crmmentioning

confidence: 99%

“…Reinartz et al (2004) also considers that the degree of use of CRM is important in assessing its impact, but breaks down this variable into three stages or dimensions: relationship initiation, relationship maintenance, and relationship termination. Kebede and Tegegne (2018) use the same concept of "CRM Practices" as Valmohammadi (2017) to establish an assessment of the degree of introduction and use of CRM in companies. Haislip and Richardson (2017) do not mention the use of variables measuring the degree of introduction of CRM, since they focus on knowing how many implementations are made in a period of time and region, regardless of the level of introduction.…”

Section: Crm Practicesmentioning

confidence: 99%

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Research model for measuring the impact of customer relationship management (CRM) on performance indicators

Guerola-Navarro

Gil-Gómez

2020

Economic Research-Ekonomska Istraživanja

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Customer Relationship Management (CRM) has established itself as one of the fastest growing business management technology solutions in recent years, which makes it a key tool for companies that seek sustainable commercial success over time. The three CRM modules (sales, marketing, and services) are a definitive tool to obtain better business results through the customer-centred approach of modern marketing theories.

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Section: Crm Innovation Capabilitymentioning

confidence: 81%

Section: Research Models To Measure the Impact Of Using Crmmentioning

confidence: 99%

Section: Crm Practicesmentioning

confidence: 99%

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Research model for measuring the impact of customer relationship management (CRM) on performance indicators

Guerola-Navarro

Gil-Gómez

2020

Economic Research-Ekonomska Istraživanja

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“…In banking sector, the role of customer relationship management had a positive or a very good sign to explain the level of organizational performance [46]. There was also a significant effect of CRM dimensions on bank performance [47]. In tourism sector, [48] study demonstrated a significant relationship between CRM dimensions and hotel performance.…”

Section: Corporate Performancementioning

confidence: 99%

Customer Relationship Management in Business-to-Business Marketing: The Impact on Corporate Performance

Quzwen¹,

Hurriyati²,

Sultan³

2021

Proceedings of the 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020)

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The main purpose of this study is to examine the theoretical and empirical evidence on the causal relationship between the implementation of customer relationship management (CRM) and corporate performance. A research conceptual model was developed to depict the impact of three -organizational, strategic, cultural -factors on CRM implementation and its implications on corporate performance. The analyses was made up of 120 questionnaires from courier companies all over Indonesia. Since in courier industry, customers' need and preferences change frequently, as do the competitors, so the moderating effect of market turbulence (market dynamism and market uncertainty) on the relationship between CRM implementation and corporate performance was also investigated. A structural equation modelling (SEM) test with maximum likelihood estimation was performed to test the relationship among organizational-strategic-cultural factors, CRM implementation, and corporate performance. The results showed that organizational, strategic, and cultural factors had positive effects on CRM implementation. The results also revealed that CRM implementations had significant positive effects on corporate performances of courier companies that performed business-to-business marketing. Additionally, it was found that market turbulence negatively moderated the relationship between CRM implementation and corporate performance.

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“…By nature, cottage industries are expected to control a smaller market share within a limited geographical region (Hemedi, 2019). Customer retention refers to the activities and actions of companies and organizations to reduce the number of customer defections and making them loyal (Kebede & Tegegne, 2018). The goal of customer retention programs is to help companies retain as many customers as possible, often through customer loyalty and brand loyalty initiatives.…”

Section: Differentiation Strategymentioning

confidence: 99%

To Determine the Relationship between Differentiation Strategy and Performance of Dairy Cottage Industries in Kiambu County, Kenya

Kaara¹,

Amuhaya²,

Oloko³

et al. 2021

ijird

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Back Ground of the StudyCottage industry is of great significance for the people living in the middle-income countries since it enhances their social economic status. Specifically, it makes a significant role towards development of emerging countries (Rahman & Kumar, 2018). Social economic analysis and practical experience in many countries show that the cottage industries have displayed remarkable persistence and have contributed significantly to the social economic development of many countries (Hossain & Imran, 2019; Tasneem& Biswas, 2014). Despite many governments policies the support for

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The effect of customer relationship management on bank performance: In context of commercial banks in Amhara Region, Ethiopia

Cited by 23 publications

References 7 publications

Research model for measuring the impact of customer relationship management (CRM) on performance indicators

Research model for measuring the impact of customer relationship management (CRM) on performance indicators

Customer Relationship Management in Business-to-Business Marketing: The Impact on Corporate Performance

To Determine the Relationship between Differentiation Strategy and Performance of Dairy Cottage Industries in Kiambu County, Kenya

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