Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
The Effect of Customer Relationship Management on
Organizations performance and Competitive AdvantageEffect of Process and Information Technology
Azza El Borsaly
Customer relationship management (CRM) is considered as a holistic
strategy that can help organizations to become customer oriented and as a
valuable capability to remain stable in today’s competitive business world.
However there is a lack of research demonstrating how this capability
supports organizations growth. This study examines the effects of CRM
implementation on organizations’ performance and on their competitive
advantage. Following the resource-based view of the firms and customer
centricity approach, CRM strategy is conceptualized as a useful tool
employed by organizations to increase customer value and to create a
desired customer experience by effectively enhancing their service
capabilities given to their customers. Based on Handen (2000) five
dimensions (strategy, organization, technology, segmentation and process)
to implement a CRM project effectively, this study investigates the effects
of technology and process as dimensions of CRM on organizations
performance and their competitive advantage. The study is a descriptivesurvey research. The descriptive part was to collect data about the
literature on the topic, and the survey method is to confirm or refuse the
study’s hypotheses. A questionnaire was used for the research hypotheses
testing and analysis. The statistical population consists of a sample of 22
banks drawn randomly from the Egyptian market and collected data were
subjected to correlation analysis in pursuance of the study’s stated
objectives. The results indicate that there are positive relationship between
CRM implementation and banks performance and their competitive
advantages.
Introduction
Developing a superior customer relationship management capability that is creating
and managing close customer relationship is expected to be one of the most
important sources of superior performance in today's competitive business
environment.(Day, 2002; Kale,2004)in (Battor, 2010) . Ramaseshan, el.al. (2006)
pointed out that as the era of globalization continues to manifest through the
emergence of global companies, the importance of customer relationship
management in these companies has become increasingly significant. Ryals and
Payne(2001) argue that CRM is more commonly used in the context of technology
solutions and has been described as "information enabled relationship marketing"
CRM is often misused with the term CRM technology (e.g. Reinartz et al., 2004;
Bouling et al., 2005; Frow and Payne, 2009). Toe et al, (2006) articulate that
organizations approach CRM differently , eg , some may view CRM as a technology
tool while others may view it as an essential part of business. Hence, there is a need
for a holistic approach by organization to integrate IT with its business processes
and customer service delivery. Recent research has attemped to correct this over
simplification by broadening the view of CRM and regarding it as a strategic method
_________________________________________
Dr Azza El Borsaly, Assistant professor, Emirates College of Technology, Abu Dhabi - United Arab,
Email: azza.borsaly@ect.ac.ae.
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
that focuses on development of profitable, long-term relationships with key
customers by melding relationship marketing and information technology and
aligning the organization to foster such relationships(Payne and Frow, 2005).
Lim & Su , (2003). articulate that formulating CRM strategies can also create
valuable marketing opportunities , increase customer value and enhance customer
satisfaction in the pursuit of business excellence. CRM is otherwise known as loyalty
( Srivastava, Shervani &Fahey , 1998 ; Thompson , 2002 ). Customer loyalty has
been universally recognized as a valuable asset in competitive markets (Srivastava,
Shervani &Fahey , 1998 ). It provides an ideal environment for this permission –
based exchange of information , creating a competitive advantage and driving
increase in profit ( Bitner, 1995 in Sahoo 2011 ). In fact some research has found
that approximately 70 % of the firms that invested in CRM projects experienced no
improvement or even declines in their performance ( Gartner group ,2003 ;Gartner
research , 2008 )
The banking sector in Egypt is regarded as one of the agencies most respective to
CRM. It uses it to enhance its business processes and provide better services to its
customers. In this study , the researcher examines the banking sector's success in
implementing CRM by focusing on two important dimensions of it: CRM process and
CRM information technology as significant capabilities to assist banks to create and
manage close customer relationships and examine their effects
on the banks
marketing performance and their competitive advantages.
The researcher in this study choose Handen five dimensions and focus on process
and information technology as two dimensions of CRM strategy to examine their
effects on marketing performance and competitive advantages in the Egyptian
banking market . The study has been developed to answer the following questions:
1 Does the implementation of CRM strategy in the organizations subject to the
study has a positive impact on their marketing performance
2 Does the implementation of CRM strategy in the organizations subject to the
study has a positive impact on their competitive advantages.
Theoretical Background and Research Hypotheses:
The Need for CRM:
Organizations have identified the importance and necessity to become customercentric due to the increased global competition. As a consequence, implementing
CRM strategy has become a vital factor for organizations growth and success.
Customer relationship management is the key competitive strategy that firms need in
order to stay focused on the needs of their customers and to integrate a customerfacing approach throughout the organization (Zadeh et al, 2012).
Brown (2000) pointed out that CRM has several advantages some of them are:
•
Reduces advertising costs;
•
Makes it easier to target specific customers by focusing on their needs;
•
Makes it easier to track the effectiveness of a given campaign;
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
•
Allows organizations to compete for customers based on service, not prices;
•
Prevents overspending on low-value clients or understanding on high-value
ones;
•
Speeds the time it takes to develop and market a product( the customer
relationship lifecycle); and
•
Improve the use of customer channel thus making the most of each contact
with a customer.
Concepts and Perspectives
In an attempt to summarize the most important concepts of CRM , it can be
understood as a business philosophy, a business strategy, a business process, or a
technological tool. As a business philosophy Ryals and Knox (2001) stated that "
CRM is a relationship orientation , customer retention and superior customer value
created through process management ". As a business strategy " CRM is a customer
focused business strategy that aims to increase customer satisfaction and customer
loyalty by offering a more responsive and customized services to each customer"(
Croteau and Li, 2003). CRM as a business process was defined as " a macro-level
(ie. highly aggregated ) process that subsumes numerous sub-processes , such as
prospect identification and customer knowledge creation " (Srivastava et al , 1999).
As a technology , " CRM is an enabling technology for organizations to foster closer
relationships with their customers" (Hsieh, 2009 in Rababah et al 2011).
Ku (2010) point out that CRM provides analytical , operational , and direction
capabilities : the analytical capabilities enhance profitability maximization from the
customer relationship , operational capabilities cut across the customer value
process , and direction capabilities depend on strategic skills and reflect the
sharpness of long term cooperation and organizational values.
A CRM implementation model integrates the three key dimensions of people ,
process , and technology ( Sin ,Tse & Yim , 2004 ; Sigala ,2005 ) Kim et al (2003)
divided CRM systems into four stages : Customer knowledge , customer interaction ,
customer satisfaction and customer value.
Zablah et al 2004, emphasized five points of view for defining CRM. ( Process,
strategy , philosophy , ability and technology ). Brown (2000) defines CRM as the
key competitive strategy you need to stay focused on the needs of your customer
and to integrate a customer-facing approach throughout your organization. The
author presents the strategic customer care five- pillars model to build up a CRM
model for enterprises. Handen ( 2000 ) considers five dimensions ( strategy ,
organization , technology , segmentation and process ). Pepper & Roger (1999)
have focused on four steps ( identify , differentiate , interact and customize ( in Lim
and Su 2003.) Payne and Fraw (2001) suggest that CRM can be defined from at
least three perspectives narrowly and tactically as a particular technology solution,
wide-ranging technology, and customer centric.
The researcher in this study choose Handen five dimensions and focus on process
and information technology as two dimensions of CRM strategy to examine their
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
effects on marketing performance and their competitive advantage in the Egyptian
banking market . The study has been developed to answer the following questions:
1 Does the implementation of CRM strategy in the organizations subject to the
study has a positive impact on their marketing performance
2 Does the implementation of CRM strategy in the organizations subject to the
study has a positive impact on their competitive advantages
Process and Information Technology as CRM Dimensions:
A central premise of the resource-based view is that firms compete on the basis of
their resources and capabilities ( Peteraf and Bergen, 2003). Porter (1991, p.108)
points out that resources are not valuable in and of themselves, but because they
allow firms to perform activities that create advantages in particular markets.
According to resource-based view, organizations put greater emphasis on their
ability to use their organizational resources, capabilities to gain a superior
competitive advantage that help in achieving the organizational goals. As the use of
the term "resource base" implies, the researcher consider capabilities to be
resources for the purposes of this study.
In order to accomplish the organizational goals, organizations find a way things
should be done. Hence CRM processes are the activities the organizations perform
related to identifying their customers , managing and maintaining relationships with
them.. According to Bull (2003), CRM involves business process change and the
introduction of new technology. The objective of CRM process is to form customers'
perceptions of an organization and its products through identifying customers,
creating customer knowledge, and building customers relationship (Srivastavan, et al
1999; Ragins and Gzeco , 2003) . Reinartz et al(2004) argue that customer process
encompasses the customer activities performed to satisfy a need or to solve a
problem. The authors further have differentiated among three kinds of customeroriented CRM processes; (i)CRM delivery processes, (ii) CRM support processes,
and (iii) CRM analysis processes. CRM delivery processes are the processes of
direct contact with customer and are considered as part of the customer process
including campaign management process , sales management process, service
management process ,and complaint management process. CRM support processes
deal with accomplishing supporting purposes through the market research process
and loyalty management process while , CRM analysis processes concentrate on
combining and analyzing the collected customer knowledge in other CRM
processes, including the processes of customer scoring and lead management,
customer profiling and segmentation, and feedback and knowledge management…..
Anderson et al (2007) state that use of information technology to manage customer
relationships has been perceived as a critical dimension of relationship marketing
They further argue that there is a need for holistic approach by organizations to
integrate IT with its business processes and customer service delivery.
CRM information technology is adopted by companies for the specific purpose of
building and maintaining better customer relationships. CRM technology has the
potential to constitute a sustainable competitive advantage( Bharadwaj et al, 1993 ) .
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
CRM technology can foster gathering, analyzing, and interpreting various kinds of
customer data in order to enhance the relationship with the customer. Through
converting customer information into usable data, CRM can increase the overall
performance of a company (Yim et al., 2004; Stein and Smith, 2009 in Kim et al ,
2012). Zablah et al (2004) categorize CRM technology by the function it supports
(sales, marketing, and service and support), and its functionality: either to help coordinate tasks, automate routine tasks, provide detailed insight, or standardize
common tasks and processes. Sandoe et al (2001) argue that advances in database
technologies such as data technologies and data mining, are crucial to the
functionality and effectiveness of CRM systems. Reichheld and Sasser(1990) adopt
similar view and argue that information technology enable enterprises to manage
individualized relationships with key customers. The authors further state that the
benefits come by way of lower costs of customer retention, improved profitability and
lower defection rates.
The Relationship between CRM Implementation and Organization's Marketing
Performance and Competitive Advantage:
Marketing Performance:
The purpose of CRM is to efficiently and effectively increase the acquisition and
retention of profitable customers by selectively initiating building and maintaining
appropriate relationships with them.
Using their marketing strategy, organizations deliver values to their customers. They
consider capturing values from them in return. (Boulding et al, 2005)point out that the
core of CRM is" dual creation of value". Through CRM activities , value is created
for both the marketer and the customer. Payne and Frow, 2005 opine that value
creation entails discerning what value the organization might offer their customers,
ascertaining what value customers provide the firm, and maximizing the lifetime
value of the customer. Kale ,(2004) defined customer lifetime value as the predicted
profitability of a customer during the entire relationship with the company.
Payne and Frow.,( 2006) argue that .advances in information technology can assist
with the development of improved customer relationships Reinartz et
al(2004)summarize recent measurement attempts that relate satisfaction from CRM
initiatives to a variety of business performance( Kamakura et al., 2002); customer
loyalty to profitability( Reinartz and Kumar,2000);customer profitability
heterogeneity(Niraj, Gupta andNarasimhan,2000); and customer loyalty
programs(Verhoef, 2003). Also, Hooley et al (2005) find that CRM capability is an
important determinant of superior performance. From the above discussion, the
researcher in this study concluded that the better the usage and applicability of an
organization's resources and capabilities, the higher the organization's performance.
Thus the following hypothesis is proposed:
Hypothesis 1:
It is expected that no statistically significant correlation be found between CRM
implementation and marketing performance in the organizations subject to the study.
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
This hypothesis leads to the following sub-hypotheses:
1. It is expected that no correlation of statistical significance be found between the
processes applied by the banks and their marketing performance.
2. It is expected that no correlation of statistical significance be found between
information technology used by the banks and their marketing performance.
Competitive Advantage:
Achieving a sustainable competitive advantage can help banks to face the fierce
competition in the banking sector and to establish a self-sustaining position in the
marketplace . Kale (2004) posits that developing and maintaining customer
relationships is vital for competitive advantage. Porter(1980) argues that a
competitive advantage grows fundamentally out of value a firm is able to create for
its buyers that exceeds the firm's cost of creating it. Peteraf (1993) defines
competitive advantage as sustained above average returns.
Alipour and Mohammadi (2011) state that one of the requirements of
competitiveness is the ability of the organizations to adjust themselves with the
customer needs quickly. Increasingly competitions make the organizations have
more contacts and have relationships with the customers in the world of markets.
The authors further clarify that CRM is a strategic process of support , against the
competitors, providing value for the buyers and sellers, and gaining excellent
benefits . Oliver (1997) combines resource-based and institutional factors in her
model of sustainable competitive advantage. From the above discussion , the
researcher concluded that the better the usage and applicability of an organization's
resources and capabilities , the more sustained its competitive advantages. Thus the
following hypothesis is proposed:
Hypothesis 2:
It is expected that no statistically significant correlation be found between CRM
implementation and Competitive advantage in the organizations subject to the study.
This hypothesis leads to the following sub-hypotheses:
1. It is expected that no correlation of statistical significance be found between the
process applied by the banks and their competitive advantage.
2. It is expected that no correlation of statistical significance be found between
information technology used by the banks and their competitive advantage.
Research Methodology
The research model investigates the effects of implementing process and
information technology ( Independent variables ) as dimensions of CRM strategy on
organizations' marketing performance and their competitive advantages(Dependent
variables).The marketing performance represents :sales growth, customer
satisfaction, customer retention. Competitive advantages represents lower prices,
high quality, differentiation, preemptive. .
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
The study sample is a representative sample that consists of 22 banks of a
population of 39 banks working in the Arab republic of Egypt. Dealing with a
bounded population to determine the number of observations, the researcher draws
a simple random sampling that represents 56% of the whole number of banks. The
researcher selected a sample of 113 observations. Number of observation of each
bank is determined by dividing the number of employees in the bank over the total
number of employees of in the sample banks. The sampling unit is represented for
supervisors of senior management for banks working in the Arab republic of Egypt.
Data Tool Development and Data Collection:
A questionnaire was used to collect the data to confirm or refuse the study's
hypotheses. The questionnaire was pretested and some modifications to the
questionnaire were made in order to clarify the intent of particular questions. There
are four parts in the questionnaire in this study: part 1 collects the data of the
activities the banks perform that consist their CRM process; part 2 collects the data
about the information technology used by the banks subject to the study. Part 3
collects the data about the marketing performances of the banks. Part 4 collects the
data about the banks ' competitive advantages. All parts were designed using a fivepoint Likert-type scale ranged from strongly disagree(1) to strongly agree(5).
This study has measured the effects of CRM implementation with the two
dimensions mentioned on banks marketing performance and their competitive
advantage subjectively. Subjective measures ask respondents to assess their banks'
marketing performance relative to that of their competitors. The researcher avoided
the objective measures for their difficulties and secretiveness.
Testing and Results
The following table proposes the means of the CRM dimensions (Independent
variables), the means of banks' marketing performance and the means of banks'
competitive advantages (Dependent variables)as follows:
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
Table 1: Effective Variables and Their Nature
Determinant
Variables
Nature of the
Variables
Coding
Mean
Process
Independent
Xft1 - 1,2
3.81
Independent
Xft2 - 1,2
4.01
Dependent
Y1
3.91
Dependent
Y2
3.86
Information
Technology
Banks'
Marketing
Performance
Banks'
Competitive
Advantage
** Denote to Pearson Correlation significance at 0.01.
Results of Testing the First Hypothesis of the Study
Correlation relationships of customer relation management and the banks' marketing
performance.
The following table proposes the results of Pearson correlation matrix of the
variables of customer relationship management (Independent variables ) and the
banks marketing performance ( Dependent variables )
Table 2: Correlation Matrix for Customer Relationship Management and
Banks' Marketing Performance
Information
Banks'
Variables
Process
Technology
Marketing
Performance
Process
1
0.407**
(0.000)
Information
Technology
Banks'
Marketing
Performance
0.407**
(0.000)
1
0.480**
(0.000)
0.480**
(0.000)
1
** Denote to Pearson Correlation significance at 0.01.
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
Evidence in this study suggests that:
•
A significant correlation is between the process used by the banks and their
performance (0.407) – Pearson correlation significance at 0.01 and 0.000
significance < 0.05 which implies significant correlation.
•
Another significant correlation that exists between the information technology
used by the banks and their marketing performance.( 0.480 )-- Pearson correlation
significance at ( 0.001) and 0.000 significance <0.05 which implies significant
correlation.
Consistent with the above findings, the researcher refuses to accept the first
hypothesis and accept the alternative one that accept the correlation between the
CRM implementation with the two dimensions mentioned - Process, Informational
technology-and the banks marketing performance.
Results of Testing the Second Hypothesis of the Study
Correlation relationships of customer relation management and the banks'
Competitive Advantages.
The following table proposes the results of Pearson correlation matrix of the
variables of customer relationship management (Independent variables) and the
banks competitive advantage (Dependent variables)
Table: 3 Correlation Matrix for Customer Relationship Management and
Banks' Competitive Advantages
Information
Banks'
Variables
Process
Technology
Competitive
Advantages
Process
1
0.492**
(0.000)
Information
Technology
Banks'
Competitive
Advantages
0.492**
(0.000)
1
0.522**
(0.000)
0.522**
(0.000)
1
** Denote to Pearson Correlation significance at 0.01.
Evidence in this study suggests that:
•
A significant correlation exists between the process used by the banks and
their competitive advantage (0.492) – Pearson correlation significance at 0.01 and
0.000 significance < 0.05 which implies significant correlation.
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
•
A key empirical finding in our study which represents one of the most
important and highest correlation that exists between the information technology
used by the banks and their competitive advantage (0.522) – Pearson correlation
significance at 0.01 and 0.000 significance < 0.05 which implies significant
correlation.
Consistent with the above findings, the researcher refuses to accept the second
hypothesis and accept the alternative one that accept the correlation between the
CRM implementation with the two dimensions mentioned - Process, Informational
technology-and the banks competitive advantages.
Discussion and Conclusion:
The main focus of this study was to measure the effects of the implementation of
CRM as a capability on organizations' performance and their competitive
advantages. The findings provide support for the proposed relationships. The
findings show that CRM capability contributes to banks' marketing performance and
their competitive advantages , findings that are consistent with previous research (
e.g.Reinartz et al 2004; Coltman et al 2011;Bridoux 1997; Kim et al, 2012;Slater and
Narver, 2000; Day and Van den Buttle,2002; Fahey and Hooley,2002). The study
shows positive relationships. The first two positive relationships were between
CRM process, and banks marketing performance and between CRM process and
banks competitive advantages. Through identifying customers, creating customer
knowledge ,and building customers relationships. CRM process help to understand
how the banks' service operations influence their customers perceptions and
behaviors, and consequently how these are related to sales growth, customer
acquisition, customer satisfaction, customer retention, and customer lifetime value.
Through CRM process banks are able to develop their services based on customer
wants , interact with them to detect changes in their preferences, offering low prices,
and to create value for them. The second two positive relationships were between
CRM information technology and banks' marketing performance and between CRM
information technology and banks' competitive advantages. Information technology
helped to develop closer relationship with customers and have frequent contacts with
them via email, sms, etc. By using CRM information technology, banks foster
gathering, analyzing, and interpreting various kind of customer data in order to
develop the relationship with their customers. Advancements in information
technology, data warehousing and data mining capabilities enable enterprises to
manage individualized relationships with key customers.( , Reichheld and Sasser,
1990) With currently available technology CRM applications allow the firm to learn
about customer preferences in real time, continuously update the firm's knowledge of
customer preferences, and analyze customer insights (Sun, 2006). The researcher
concludes that process and information technology have been the driving forces of
CRM success.
Limitations and Research Perspective
The objective of the study is to propose a research model about the links between
the Customer Relationship Management strategy adopted by the banks subject to
the study and their effects on the banks marketing performance and their competitive
Proceedings of 9th International Business and Social Science Research Conference
6 - 8 January, 2014, Novotel World Trade Centre, Dubai, UAE, ISBN: 978-1-922069-41-2
advantages. However , this model has some limitations that need to be discussed.
First, it should be noted that other components could have an effect on the
marketing performance and competitive advantage. Second, the focus was solely on
the banking industry. Therefore , empirical work should consider alternate industries
to ascertain the stability of the findings. Third , the use of managerial perceptions to
evaluate the different model variables and the results of CRM implementation could
be considered also as a limitation.
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