The impact of customer relationship management and internal marketing on business performance: a comparison of lodging industries

Chen, Jui Ho; Wu, Shwu Ing

doi:10.1080/14783363.2014.935567

Cited by 29 publications

(20 citation statements)

References 21 publications

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“…Furthermore, employees with an explained level of satisfaction are vital for a sustained competitive edge while acquiring the same level of explained customers’ satisfaction through expected service provisions (Berry and Parasuraman, 2004). Organizations should consider some policies and solid approaches for motivation, rewards, internal communication, training and development, interrelations among employees and work structure for internal stakeholders/customers while implementing the tactics formulated for external customers (Boshoff and Tait, 1996; Gounaris, 2008; Lings, 2004; Rafiq and Ahmed, 2000; Yildiz and Kara, 2017; Kaur and Sharma, 2015; Chen and Wu, 2016; Kaurav et al , 2015). Studying IM can be utilized to communicate organizational values that can create a positive workplace atmosphere (Naudé et al , 2003), leading to internal and external success (Lings and Greenley, 2009, 2010).…”

Section: Introductionmentioning

confidence: 99%

Development and validation of a multidimensional instrument for measuring internal marketing in Chinese higher education

Sahibzada

Cai

Latif

et al. 2019

JEIM

124

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Purpose Higher Education Institutions (HEIs) require regular generation of information determining what employees want from their institution and their real feelings about their jobs. Internal marketing (IM) can be a significantly valuable source of generating such information for HEIs to assess perceptions about institutions’ initiatives pertinent to their staff members. However, there has been a significantly limited research to operationalize IM in HEIs. Hence, the purpose of this paper is to develop and validate a multi-dimensional instrument for measuring IM in the HEIs in China and to assess the impact of IM on university performance. Design/methodology/approach The research used methodological triangulation that involved both qualitative and quantitative methodologies. The qualitative technique was used to generate scale items to measure IM and the quantitative technique was utilized to test and validate the scale. The study sample included 576 academics and administration staff from universities in China. Findings The study found that IM has six dimensions, namely internal communications, training and development, interrelations, motivation, rewards and work support. The study also found a significant impact of IM on university performance. Research limitations/implications The sample size used was taken from a single province, which can ultimately limit the generalizability of the results. The scale shall be tested in a different cultural setting to extend its generalizability. In comparison with previous studies, the results of the current study provide a more absolute coverage and understanding of various dimensions used in measuring IM in HEIs. Furthermore, this research can provide a context for the management to develop policies that could foster positive employee and organizational outcomes in HEIs. Practical implications This reliable and valid six-dimensional scale offers a practical way to measure staff perceptions of IM that are key for HEIs to be judged as staff-centered organization. Based on the knowledge, HEIs can use the information to identify the areas in which they are lacking and can further improve. IM scale can significantly help the HEIs to communicate to the staff members their service mindedness and staff orientation. IM can help foster knowledge management in organizations by utilizing IM, thereby contributing to the professional and organizational interaction. Originality/value Despite the focus on IM in existing literature, there is a significant lack of research on IM in the education sector. This study developed a simple and practical instrument to measure the IM construct in HEIs. Scholars have asked for context-specific measures of IM and with significantly limited research on IM in higher education, there is also a scarcity of research in the context of higher education in China. This is the first study to assess the multi-dimensionality of IM in HEIs and the impact of IM on organizational performance in Chinese higher education.

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Section: Introductionmentioning

confidence: 99%

Development and validation of a multidimensional instrument for measuring internal marketing in Chinese higher education

Sahibzada

Cai

Latif

et al. 2019

JEIM

124

View full text Add to dashboard Cite

show abstract

“…The nature of CRM is multidisciplinary (Kevork & Vrechopoulos, 2009). The organizations are adopting it at all levels, so that a competitive customer base is developed (Mylonakis, 2009; Nguyen, Sherif, & Newby, 2007) and its purpose is to establish long-lasting mutual relationship (Chen & Wu, 2016; Lin et al, 2010). The relationship can be realized by the firms through superior service so that customer dissatisfaction is reduced and customer loyalty is improved (Chahal & Bakshi, 2015; Chen & Wu, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…The organizations are adopting it at all levels, so that a competitive customer base is developed (Mylonakis, 2009; Nguyen, Sherif, & Newby, 2007) and its purpose is to establish long-lasting mutual relationship (Chen & Wu, 2016; Lin et al, 2010). The relationship can be realized by the firms through superior service so that customer dissatisfaction is reduced and customer loyalty is improved (Chahal & Bakshi, 2015; Chen & Wu, 2016). Thus, customer value is an important strategic weapon that aid organizations to build and sustain competitiveness by improved CRM performances (Nguyen, Sherif, & Newby, 2007; Wang, Lo, Chi, & Yang, 2004).…”

Section: Discussionmentioning

confidence: 99%

“…The organizational objective should be clearly understood before implementing CRM, because the customers are not treated equally. Moreover, the businesses should focus on the areas where they are having a distinctive competitive edge (Chen & Wu, 2016; Reicher & Szeghegyi, 2015; Soltani & Navimipour, 2016; Triznova, Maťova, Dvoracek, & Sadek, 2015; Venturini & Benito, 2015).…”

Section: Discussionmentioning

confidence: 99%

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

Sofi

Hakim

2018

FIIB Business Review

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Maintaining collaborative relationships of a business firm with the customer is very important in the contemporary competitive business scenario, besides the service rendered by it. Against this backdrop, the study was undertaken which aims to analyse the customer relationship management (CRM) practices and dimensions in the business. The past research studies were reviewed and the CRM frameworks given by the various authors, in particular of Sin, Tse, and Yim (2005, European Journal of Marketing, 11(12), 1264–1290), were critically examined. The research article based on the study revisited the four behavioural dimensions of CRM. A total of 225 respondents were conveniently contacted from banks and hotel establishments. In view of the challenges faced by the business organizations in the contemporary scenario, in particular in the service sector, this article identified and discusses ‘customer prospecting’ and ‘personalization’ as additional practices/dimensions that need to be incorporated to design a robust CRM framework which has been presented as revisited model. Structural equation modeling (SEM) had been used to validate the revisited model. These dimensions, though need to be ratified in the future research.

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“…Peppard (2000) suggested the advantages of positive interaction with customers include increased customer retention rate, customers' feedback, prediction of customers' needs and higher profits from old customers. Chen and Wu (2014) indicated that CRM was shown to be effective, with a direct effect on financial as well as nonfinancial performances in bed and breakfast (B&B) establishments and hotels. Based on the previous literature review, this study proposes H4: when the degree of execution of CRM activities is higher, it significantly and positively influences operational performance.…”

Section: Crm Activities and Operational Performancementioning

confidence: 97%

Study on customer relationship management activities in Taiwan tourism factories

Chung

Chen

2015

Total Quality Management & Business Excellence

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Taiwanese consumers have been increasingly attaching importance to tourist activities due to the year-by-year growth of the Taiwanese tourism market and the rise of the national income. In recent years, the Government has actively assisted many unique manufacturing industries that possess rich historical and cultural connotations to develop and transform into a diversified tourist factory industry via innovative and differentiated theme designs. This research was conducted from March to April 2013 using 38 effective questionnaires through a questionnaire survey method. Statistical methods were used to analyse the relevant tourist industry market orientation, organisational learning, business strategy, customer relationship management (CRM) and operational performance. The research results indicate that the more the CRM activities performed, the more the positive effect on operating performance. The higher the extent of market orientation and organisational learning, the more significant the positive customer relationships. Thus, a tourist factory is able to promote CRM activities to achieve improved customer operating performance through market orientation, organisational learning, differentiated marketing and innovative differentiation strategy.

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The impact of customer relationship management and internal marketing on business performance: a comparison of lodging industries

Cited by 29 publications

References 21 publications

Development and validation of a multidimensional instrument for measuring internal marketing in Chinese higher education

Development and validation of a multidimensional instrument for measuring internal marketing in Chinese higher education

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

Study on customer relationship management activities in Taiwan tourism factories

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