The Mediating Role of Customers' Satisfaction on the Effect of CRM on Long-Term Customers Loyalty in the Banking Sector in the Palestinian Territory

Iriqat, Raed A. M.; Daqar, Mohannad A. M. Abu

doi:10.5539/ass.v14n8p76

Cited by 7 publications

(5 citation statements)

References 55 publications

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“…However, any other study found the different result that no role for customer satisfaction as mediating in enhancing the impact of CRM on long-term customer loyalty in Palestinian local bank [32].…”

Section: Advances In Social Science Education and Humanities Researcmentioning

confidence: 82%

The Effect of Customer Relationship Management (CRM) on Bank Customer Loyalty through Satisfaction as Mediating Variable: Evidence in Batam, Indonesia

Saputra¹

2019

Proceedings of the International Symposium on Social Sciences, Education, and Humanities (ISSEH 2018)

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This study examines the effect of Customer Relationship Management (CRM) on banking customer loyalty in Batam city of Indonesia through customer satisfaction as a mediating variable. The respondents of this study are the customers of commercial banking in Batam collected by using purposive sampling method. This study took 500 respondents as sample those are registered as customers at 155 commercial bank offices based on data from Indonesia Central Bank in 2016. The model developed aims to measure customer loyalty through the implementation of customer relationship management (CRM) strategy of banking services industry in Batam. The result of this study indicate that CRM has a positive impact on loyalty through satisfaction as a mediating variable. The conclusion of customer loyalty research could be recommended for bank management in implementing the proper CRM strategy and maintaining the longtime relationship with the prime customers.

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Section: Advances In Social Science Education and Humanities Researcmentioning

confidence: 82%

The Effect of Customer Relationship Management (CRM) on Bank Customer Loyalty through Satisfaction as Mediating Variable: Evidence in Batam, Indonesia

Saputra¹

2019

Proceedings of the International Symposium on Social Sciences, Education, and Humanities (ISSEH 2018)

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“…The significant gap in the literature on this topic remains ripe for investigation (AlQershi et al ., 2018; Al-Nashmi and Al-Kholidy, 2016). The majority of works dedicated to CRM in the Middle East are limited to the service sector, for example Iriqat and Daqar (2018); Jaber and Simkin (2017) and Khasawneh and Abu-Shanab (2012).…”

Section: Introductionmentioning

confidence: 99%

CRM dimensions and performance of SMEs in Yemen:the moderating role of human capital

AlQershi

Mokhtar

Abas

2020

JIC

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PurposeThis paper examines the interaction of human capital and CRM on the performance of SMEs in Yemen.Design/methodology/approachThe study used a quantitative approach in investigating the interacting effect of human capital on the relationship between CRM and SMEs' performance in Yemen. The PLS-SEM analysis was performed to test the hypotheses.FindingsIt was observed that key customer focus, technology-based CRM and CRM knowledge management were effective drivers of SME performance, but not CRM organization tools. It was also ascertained that human capital has no moderating effect on the key customer focus and knowledge management relationships with performance, although it does moderate the relationships between performance and CRM organization and technology-based CRM respectively.Research limitations/implicationsBecause this study is limited to manufacturing SMEs in Yemen, the results cannot be generalized to other types of industry such as services, whose structure and vision differ from those of manufacturing SMEs. While the current results may be appropriate for SMEs in other developing countries, the researcher believes they are unsuitable for SMEs in advanced economies with different financial structures and employee and management cultures.Practical implicationsThe empirical insights of this study are valuable for the owners, managers and professionals in the SMEs manufacturing sector in developing countries, to enrich their organizational performance through CRM adoption, while considering the moderating effect of human capital.Originality/valueThis is the first empirical work to confirm way the main drivers of human capital, including in the analysis the impact of CRM dimensions and SME performance, in the context of the manufacturing sector. In support of an original conceptual model, the insights contribute to the literature on CRM, SMEs in the manufacturing sector, human capital and emerging economies.

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“…Understanding customers' demands, satisfying them and, thus, retaining customers is one of these critical aspects (Sin et al, 2005). Furthermore, according to Iriqat and Daqar (2018), CRM, customer satisfaction and enduring customer loyalty play a vital role in the banking industry because customer loyalty is a core basis of current business practices and a primary spotlight of organizational strategy, in connection with Bowen and McCain (2015). The authors further emphasized that a little increase in loyal customers can result in a significant rise in profitability.…”

Section: Relation Between Customer Loyalty and Competitive Advantagementioning

confidence: 99%

The nexus between CRM and competitive advantage: the mediating role of customer loyalty

Karim

Alam

Balushi

2023

NBRI

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Purpose The purpose of this study is to examine the impact of customer relationship management (CRM) components on competitive advantage through customer loyalty in the banking sector of Bangladesh. Design/methodology/approach A structured questionnaire was used for the data collection process. In all, 326 respondents were participated in the survey and selected conveniently from the commercial banks of Bangladesh. Data were analyzed by using Smart-PLS software. Findings The outcomes of this study indicate that customer orientation and technology capability have a positive impact on competitive advantage, while customer knowledge does not. Besides, customer loyalty significantly mediates the relationship between customer orientation and technology capability with competitive advantage, while this mediation effect appears insignificant between customer knowledge and competitive advantage. Practical implications This study's findings can help Bangladeshi bank managers communicate with new customers about their promotional activities while keeping old customers informed about new CRM initiatives. Originality/value This study adds to the existing pool of knowledge on CRM components, customer loyalty and competitive advantage literature. Particularly, the mediating role of customer loyalty between the CRM components (customer orientation and technology capability) and competitive advantage is the unique contribution of this research.

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The Mediating Role of Customers' Satisfaction on the Effect of CRM on Long-Term Customers Loyalty in the Banking Sector in the Palestinian Territory

Cited by 7 publications

References 55 publications

The Effect of Customer Relationship Management (CRM) on Bank Customer Loyalty through Satisfaction as Mediating Variable: Evidence in Batam, Indonesia

The Effect of Customer Relationship Management (CRM) on Bank Customer Loyalty through Satisfaction as Mediating Variable: Evidence in Batam, Indonesia

CRM dimensions and performance of SMEs in Yemen:the moderating role of human capital

The nexus between CRM and competitive advantage: the mediating role of customer loyalty

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