Journal articles: 'Customer relations – Management – Ethiopia'

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Grow, Kristine. "Constructing CRM [Customer Relations Management]." EDPACS 29, no. 10 (April 2002): 15–16. http://dx.doi.org/10.1201/1079/43279.29.10.20020228/35124.2.

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Sinclair, Diane, Laurie Hunter, and Phil Beaumont. "Models of Customer-Supplier Relations." Journal of General Management 22, no. 2 (December 1996): 56–75. http://dx.doi.org/10.1177/030630709602200204.

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Mahanani, Prima Ayu Rizqi. "Customer Relations Management sebagai Salah Satu Upaya Public Relations Perusahaan Jasa Perbankan Menciptakan Good Image." Jurnal ASPIKOM 1, no. 6 (January 25, 2017): 551. http://dx.doi.org/10.24329/aspikom.v1i6.58.

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This article deals with marketing trends in the 21st century is shifting from a transactional approach to the relational approach with focus on the fulfillment of needs, satisfaction, and pleasure affect business banking customers are very dependent on the customer. Map business services banking services fickle demands creativity public relations in providing the best service to its customers get a good image. Service concept using the service paradigm leading to cultivate the power of the customer based on the customer satisfaction-oriented, widely used by business banking services at this time. Paradigms that focus on how to provide services to the customer so that the customer was satisfied, beyond what can be given to something that is important and not to be underestimated. Skills to understand and fulfill customer expectations should be every company’s business philosophy of banking services and customer relationship management is a strategy

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Bellingkrodt, Silvia, and Carl Marcus Wallenburg. "The role of customer relations for innovativeness and customer satisfaction." International Journal of Logistics Management 26, no. 2 (August 10, 2015): 254–74. http://dx.doi.org/10.1108/ijlm-06-2012-0038.

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Purpose – The purpose of this paper is to provide insights into commonalities and differences of service innovation across industries. The compared sectors are logistics service providers and IT service providers (SPs). Design/methodology/approach – Data were collected from 778 SPs via an online survey. Structural equation modelling was used to analyse the empirical data. Findings – Both types of SPs benefit from close customer relations in terms of innovativeness and customer satisfaction. However, ITSPs rely more on a large number of customers to be innovative than logistics service providers (LSPs), further, LSPs can evoke a higher level of customer satisfaction when being innovative. Research limitations/implications – Empirical data were collected in a single country (Germany) and at one point in time. A confirmation of the results in different service settings is therefore encouraged. Practical implications – The results help managers with regard to their strategic decisions. The differentiating effects influencing innovativeness and customer satisfaction have been revealed. Originality/value – The research is extended by developing a model based on the knowledge of service innovation, social exchange theory and industry characteristics and by empirically testing this model.

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Beaumont, P. B., L. C. Hunter, and D. M. Sinclair. "TQM, Customer/Supplier Relations and Human Resource Management." Training for Quality 2, no. 2 (August 1994): 22–26. http://dx.doi.org/10.1108/09684879410064356.

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Mullin, Rick. "TAKING CUSTOMER RELATIONS TO THE NEXT LEVEL." Journal of Business Strategy 18, no. 1 (January 1997): 22–26. http://dx.doi.org/10.1108/eb039826.

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Alemu Zemene, Desta, and Belete Tewedros Hiluf. "The Influence of Waiting Lines Management on Customer Satisfaction in Commercial Bank of Ethiopia." Financial Markets, Institutions and Risks 3, no. 3 (2019): 5–12. http://dx.doi.org/10.21272/fmir.3(3).5-12.2019.

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The main objective of the study is to find out how queue management affects the level of customer satisfaction in the case of Commercial Bank of Ethiopia. The study tried to discover the impact of queue management in the Bank on the behavior of consumers the article is carried out in the following logical sequence: the nature and impact of queue management on customer satisfaction, evaluation of queue management mechanisms used, the key problems that face commercial Bank of Ethiopia in the implementation and administering of queue management. The methodological tools of the work include: the method of questioning (to collect primary information from both the client base and operational managers), descriptive statistics and STATA (for data analysis based on analytical statistical tools – frequency distribution tables, cross-tabulation), regression model (to determine the influence of independent variables on the dependent value). Independent factors are presented by the author in the form of waiting environment, perception of waiting time, the information provided to the client from the commercial Bank and queue discipline, dependent indicator – the level of customer satisfaction. As a result of the study, the author concludes that the majority of clients of the commercial Bank of Ethiopia are not satisfied with the current mechanisms of the queue management. The paper states that the key factor influencing customer satisfaction is the waiting time. The study empirically confirms that the Bank’s customers are not satisfied with the information that comes into the waiting room, and the conditions of waiting in banks. The author states the following reasons for dissatisfaction with the mechanisms of queue management on the part of customers: the use of a physical bank, manual queue measurement systems, poor-quality Internet banking, and mobile banking. The paper substantiates recommendations for Ethiopian commercial banks to increase their additional investment in queue management mechanisms, which will contribute to increasing customer satisfaction through the introduction of warning and alarm systems, the use of interactive communication, and advertising on television screens. Keywords: Commercial Bank, Customer satisfaction, Queue management mechanisms.

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Stone, Merlin. "SME e‐business and supplier‐customer relations." Journal of Small Business and Enterprise Development 10, no. 3 (September 2003): 345–53. http://dx.doi.org/10.1108/14626000310489817.

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Schniederjans, Marc J., Qing Cao, and Vicky Ching Gu. "An operations management perspective on adopting customer-relations management (CRM) software." International Journal of Production Research 50, no. 14 (July 15, 2012): 3974–87. http://dx.doi.org/10.1080/00207543.2011.613865.

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Rao, Amrut, Ravindra Pathak, and Ashraf Mahmud Rayed. "Industry 4.0 and Developing Countries: Innovation Perspective of Ethiopia, India and Bangladesh." International Journal for Modern Trends in Science and Technology 6, no. 6 (June 10, 2020): 62–70. http://dx.doi.org/10.46501/ijmtst060615.

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Ethiopia, India and Bangladesh are raising economic power, but have not yet integrated very much with the global economy and still have not achieved their potential in context of technology, globalization, and international competitiveness like developed countries. These countries have much strength, but at the same time , are facing many challenges in the increasingly competitive and fast changing global economy. The main key strengths of these courtiers are their large domestic market, young and growing population, a strong private sector with experience in market institutions, and a well developed legal and financial system. In today’s environment of global competition, technological development and innovation; companies, especially manufacturing, are forced to reconfigure their manufacturing and management processes. Industry 4.0 and intelligent manufacturing are part of a transformation, in which manufacturing and information technologies have been integrated to create innovative systems of manufacturing, management and ways of doing business. This system allows optimizing manufacturing, to achieve greater flexibility, efficient production processes and generate a value added proposal for their customers, as well as to provide a timely response to their market needs. The objective of this work is to explore the Industry 4.0, smart manufacturing, environment requirement and relation of innovation in perspective of developing countries.

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Rossum, Anton. "Ethics, Governance, Trust and Customer Relations." Geneva Papers on Risk and Insurance - Issues and Practice 29, no. 1 (January 2004): 52–55. http://dx.doi.org/10.1111/j.1468-0440.2004.00268.x.

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Gaumer, Carol J., and Kathie J. Shaffer. "Family business succession: impact on supplier relations and customer management." Human Resource Management International Digest 26, no. 6 (August 13, 2018): 1–4. http://dx.doi.org/10.1108/hrmid-05-2018-0104.

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Purpose The purpose of this study is to examine what happens to human relationships when a family business is handed off to the next generation. The second generation, to succeed, must work to nurture and sustain current customer, supplier, and employee relationships so as not to damage existing goodwill. As power is transferred from the founder of the family business to the next generation, organizational issues and the leadership style of the successor take center stage. Design/methodology/approach This is strictly a conceptual paper designed for the practitioner. There is no empirical study therein, only theoretical frameworks to guide practitioners and family business owners. It is meant to be informational with many useful “tips” for family business succession. Findings Relationships with valuable human resources, such as current customers, suppliers, and employees must receive the attention they deserve to avoid negatively impacting organizational brand equity. Failure to nurture supplier relationships can increase costs and access. Neglected customer relationships may cause the loss of key members of these groups, contributing significantly to second-generation business failures. Damaged employee relationships cause expensive turnover, loss in customers, and negative word of mouth. Research suggests that only 30 per cent of businesses survive into the second generation and even less (about 13 per cent) into the third generation (U.S. Census Bureau, 2015). Research limitations/implications The next step would be to test the propositions using both qualitative and quantitative research, beginning with interviews of second-generation family business owners. The interviews would test the successor-generations’ attitudes and behaviors toward established customers, suppliers, and employees. Attitudes would be measured on a Likert scale to explore the perceived importance of current customers, employees, and suppliers to the new owner. Issues of commitment, responsibility, loyalty, friendship, respect, and caring would also be measured to evaluate how relationship-friendly the new owner is. Levels of retention of key stakeholders would then be correlated with the firm’s financial success or failure to see if there is any statistically significant relationship. Practical implications Establishing and maintaining strong trust relationships will socially bond customers, employees, and suppliers to the organization. Introduction of a second generation changes the dynamics of these relationships, so care is critical, as customers, suppliers, and employees become anxious with change. Relationship management is about nurturing customer relationships, honoring supplier arrangements, and developing employees. Consistent care toward trusted human resources creates brand equity (or monetary value). Naturally, family businesses start small and understand the value of each relationship, but as the business passes from the founder to the second generation, these loyal, trusted relationships may be tested. It is up to the successor to assure customers, suppliers, and employees that they are a valued part of the operation. Inability to do this will likely lead to an erosion of the business’ loyal base and may precipitate in failure of the firm for the successor. Social implications The social implications revolve around acceptable human interaction and proper treatment of individuals who are critical to the small family business’ success. As a family business passes from the founder to the second generation, loyal, trusted relationships may be tested. It is up to the successor to assure customers, suppliers, and employees that they are a valued part of the operation. Inability to do this will likely lead to an erosion of the business’ loyal base and may precipitate in failure of the firm for the successor. Originality/value It is original in that it is practitioner-oriented and full of useful tips for the family business owner. None of the information contained therein is novel. It is a consensus or compilation of useful information packaged for a practitioner.

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Stewart, Margaret C., Maria Atilano, and Christa L. Arnold. "Improving Customer Relations with Social Listening." International Journal of Customer Relationship Marketing and Management 8, no. 1 (January 2017): 49–63. http://dx.doi.org/10.4018/ijcrmm.2017010104.

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Strategic social media plays a crucial role in contemporary customer relationship management (CRM); however, the best practices for social CRM are still being discovered and established. The ever-changing nature of social media challenges the ability to establish benchmarks; nonetheless, this article captures and shares actions, insights, and experiences of using social media for CRM. This case study examines how an academic library at a mid-size American university located in northeast Florida uses social media to engage in social listening and to enhance CRM. In particular, the social listening practices of this library are highlighted in relation to how they influence and potentially improve CRM. By exploring the practices of this single institution, attempts are made to better understand how academic libraries engage with customers using social media as a CRM tool and ideas for future research in the realm of social media and CRM practices are discussed.

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Marchington, Mick. "Close to the Customer: Employee Relations in Superstores." Management Research News 13, no. 6 (June 1990): 10–11. http://dx.doi.org/10.1108/eb028088.

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Smith, Alan D. "Customer Relationships Management for Improved Productivity." International Journal of Adult Vocational Education and Technology 10, no. 2 (April 2019): 40–48. http://dx.doi.org/10.4018/ijavet.2019040104.

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Customer relationship management (CRM) is a core business strategy for most organizations. In today's global economy, it is essential for organizations to find ways of increasing their productivity. This article discusses the operations management's decision of customer relationships management. It is vital for a business to motivate its employees and use the best strategies to facilitate customer relations. The CRM-enabled strategy focuses on two organizations in the NE Ohio area: Progressive Corporation and KeyCorp Bank. The structure of this chapter is reflective of the qualitative business case study using best practices. Initially, a description of the companies' current strategies and software that promotes CRM is followed by some of its major strategic initiatives to foster the development of CRM. This basic case study approach aims to provide an understanding of the transitions, challenges, and the implementation of CRM in these organizations.

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Andajani, Erna, and Nurul Badriyah. "The Role of Customer Relationship Management in Indonesia Business." JEMA: Jurnal Ilmiah Bidang Akuntansi dan Manajemen 14, no. 01 (March 22, 2017): 1. http://dx.doi.org/10.31106/jema.v14i01.217.

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Companies need to have tactics to win business competition. One way that can be used by the company is to recognize and understand the customer. Companies that perform customer relationship management will be able to sustain its business. The existence of customers is the driving force of business enterprises in various industries. In business services, the customer can be as an actor and a very crucial business objects. This study aimed to clarify the concept of customer relationship management and serves some research management customer relations in Indonesia. The study also describes the application of customer relationship management the company has done in Indonesia. Keywords : Customer Relationship Management, Customer, Relationship Judul Asli : Peran Manajemen Hubungan Pelanggan dalam Bisnis Indonesia

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Castries, Henri. "Ethics, Governance, Trust, Transparency and Customer Relations." Geneva Papers on Risk and Insurance - Issues and Practice 29, no. 1 (January 2004): 36–39. http://dx.doi.org/10.1111/j.1468-0440.2004.00265.x.

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Atchinson, Brian K. "Ethics, Governance, Trust, Transparency and Customer Relations." Geneva Papers on Risk and Insurance - Issues and Practice 29, no. 1 (January 2004): 40–44. http://dx.doi.org/10.1111/j.1468-0440.2004.00266.x.

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Scott, Jeremy. "Ethics, Governance, Trust, Transparency and Customer Relations." Geneva Papers on Risk and Insurance - Issues and Practice 29, no. 1 (January 2004): 45–51. http://dx.doi.org/10.1111/j.1468-0440.2004.00267.x.

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Piknová, Alena. "DEVELOPING RELATIONS WITH CUSTOMERS: PRESENTATION OF DIFFERENT VIEWPOINTS." CBU International Conference Proceedings 4 (September 20, 2016): 021–25. http://dx.doi.org/10.12955/cbup.v4.739.

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The theme of customer relations management is constantly being developed. The goal of this paper is to provide insight regarding customer relations from multiple viewpoints. This paper collates the recent information on the subject. Based on all entries, the most important factor for both the customer, and more so, the retailer, is customer satisfaction. The most important relates to the human being. The study examines research results of various authors and study identifies possible risks arising from the interaction of providing services and goods.

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Mytskevych, N., and D. Mytskevych. "Automation of relations with customers as a tool of management of agricultural enterprises." UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 107, no. 3 (2020): 19–26. http://dx.doi.org/10.31521/2313-092x/2020-3(107)-3.

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Automation of relations with customers as a tool of management of agricultural enterprises The article considers the use of CRM-system in the business activity of an agricultural enterprise. The application of automated technology as a tool for transparency of the enterprise, customer relationships and the benefits that gives business this innovation, aimed at building a sustainable business strategy. The influence of the CRM-system on the efficiency of work with clients through the mechanism which includes the improved use of the information, reasonable behavior of sale and customer service and allows to optimize activity of the enterprise is defined. Keywords: automation, innovation, CRM-system, customer relations, management, enterprise.

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Zhao, Huan, and Qiu Hong Wu. "Custom Service Support Management Information System." Applied Mechanics and Materials 687-691 (November 2014): 4840–43. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.4840.

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In the era of the Internet as the core of globalization the interaction of enterprises, enterprises are faced with a series of thorny issues about how to make social relations resources into corporate sales and development resources. In the past Management strategy is from product-centric to customer-centric. If the companies want to survival and development, we must establish a good relationship with closely customers. By a good corporate credit, high quality products, quality service, to attract new and old customers to standardize the management, warm and caring, and efficient services to support management to maintain the loyalty of the old and new customers. In the Internet environment CRM is an important part of the customer service support management. Online customer service support for management information systems will be enterprise customer-facing portal. A comprehensive customer service support management information system can enhance the competitiveness of enterprises, increase sales, enhance corporate image. Customer service support management is to ensure customer satisfaction and customer interests. How to give full play to the advantage of customer service in the Internet environment to support management information system. And how to enhance customer service in the Internet environment to support the management interface of the customer satisfaction, improve the enterprise's customer retention will become an issue of concern. In the above context, customer service support management information system came into being. The system is provide feedback record inquiries and task allocation to provide customers with more personalized service to help companies achieve customer intelligence decision analysis.

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Sigala, Marianna. "Implementing social customer relationship management." International Journal of Contemporary Hospitality Management 30, no. 7 (July 9, 2018): 2698–726. http://dx.doi.org/10.1108/ijchm-10-2015-0536.

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PurposeThis paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and automational solution to a customer experience management philosophy, reflecting high levels of customer empowerment.Design/methodology/approachA literature review provides a critical analysis of the concept, tenets, aims and implementation approaches of social CRM. Arguments are summarised by developing a process-based framework for implementing social CRM.FindingsBy adopting a value co-creation approach that recognises the technology-fostered customer empowerment, the social CRM highlights the need to immigrate from relationship management to relationship stewardship. In this vein, social CRM implementation should support and foster dialogue facilitation and customer engagement in co-creating customer experiences. To achieve these, five approaches for implementing social CRM are proposed: collecting, analysing and interpreting customer insight; monitoring and improving the performance of CRM; developing holistic and seamless personalised customer experiences; gamifying CRM and loyalty programmes; and nurturing community relationship management.Research limitations/implicationsThe five approaches to social CRM implementation are identified and validated based on current industry practices, theoretical arguments and anecdotal evidence of professionals’ perceptions about their outcomes. Future research is required to collect hard evidence showing the business and customer impacts of these approaches.Practical implicationsSocial CRM immigrates relationship management from a transactional to a customer experience mindset that treats customers as co-creators of value and demands the tourism and hospitality firms to exploit the affordances of information and communication technologies to collect and analyse customer data for better understanding the customer; develop customer touch points that do not only aim to sell but also primarily aim to enhance the customer interactions and experiences; consider and treat the customers and the customer communities as co-creators, brand ambassadors and stewards of relations; and motivate and enable customer participation into value co-creation processes for developing customer experiences and building relationships.Originality/valueResearch in social CRM is emerging, but it mainly focusses on defining its scope and identifying the functionality and adoption of social CRM technology. The paper contributes to the literature by proposing five specific approaches and a process framework for implementing social CRM. Various directions for future research are also provided.

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Chikako, Teshita Uke, and Gemedi Tesfaye Hamu. "Assessment of Customers’ Relationship Management Practices on Customer Retention and Loyalty of Oromia Credit and Saving Share Company: Bule Hora City Branch." Advances in Operations Research 2021 (June 24, 2021): 1–9. http://dx.doi.org/10.1155/2021/5545836.

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The main objective of this study was to assess customers’ relationship management practices of Oromia Credit and Saving Share Company, Bule Hora city branch in Bule Hora, Ethiopia. Customer relationship management (CRM) as a strategy has gained tremendous interest among researchers and practitioners in recent times. Thus, this study tried to assess the status and ways CRM has been put in for practice by Oromia Credit and Saving Share Company (OCSSCO). In addition, this study considers different CRM dimensions such as empathy, bonding and satisfaction, and responsiveness. To achieve the objective of the study, primary data were collected through a questionnaire from a sample of 246 Oromia Credit and Saving Share Company customers of Bule Hora city branch, Bule Hora, Ethiopia, by using simple random sampling technique. The data collected through the questionnaire were analyzed using descriptive statistical analysis method and inferential statistics by using SPSS version 20 as a tool of data analysis. The study clearly revealed that the four CRM dimensions are strongly related. Thus, from the perspective of customers as well as management bodies of the Oromia Credit and Saving Share Company, CRM has a significant influence on customer retention and loyalty of the organization. Generally speaking, microfinance institutions are in need of doing a lot of CRM-based customer-focused practices.

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Maloney, William F. "Labor-Management Cooperation and Customer Satisfaction." Journal of Construction Engineering and Management 129, no. 2 (April 2003): 165–72. http://dx.doi.org/10.1061/(asce)0733-9364(2003)129:2(165).

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Krissianty, Della, and Widayatmoko Widayatmoko. "Pengaruh Customer Relationship Management dan Kepercayaan Merek Terhadap Loyalitas Pelanggan Telkomsel." Prologia 2, no. 2 (April 26, 2019): 278. http://dx.doi.org/10.24912/pr.v2i2.3588.

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Penelitian ini bertujuan untuk mengetahui Customer Relationship Management dan kegiatan yang menciptakan kepercayaan merek sehingga munculnya loyalitas pelanggan. Teori yang digunakan dalam penelitian ini adalah teori Public Relations, Customer Relations, Customer Relationship Management, kepercayaan merek dan loyalitas pelanggan. Penelitian ini menggunakan metode penelitian kuantitatif dengan metode survey. Teknik penelitian yang digunakan adalah non probability dengan pendekatan purposive sampling, responden sebanyak 100 orang. Teknik pengumpulan data dengan menggunakan kuesioner dan studi kepustakaan. Uji persyaratan analisis menggunakan uji validitas, reliabilitas, multikolinearitas dan heteroskedastisitas. Analisis data menggunakan koefisien korelasi berganda, koefisien determinasi, analisis regresi linier berganda, uji t dan uji F. Hasil dari uji koefisien korelasi berganda sebesar 0,580 artinya memiliki hubungan antar variabel sedang, sedangkan pada koefisien determinasi didapatkan hasil sebesar 33,6% loyalitas pelanggan Telkomsel dipengaruhi oleh Customer Relationship Management dan kepercayaan merek. Hasil uji t kedua variabel diketahui bahwa Ha diterima, artinya kegiatan Customer Relationship Management dan kepercayaan merek secara parsial berpengaruh terhadap loyalitas pelanggan Telkomsel. Berdasarkan hasil uji F diketahui F tabel (3,09) < F hitung (24,538) maka Ha diterima, artinya variabel Customer Relationship Management dan kepercayaan merek secara bersama-sama berpengaruh terhadap loyalitas pelanggan Telkomsel.

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Kocev, Stojan, and Dusko Kocev. "CUSTOMER RELATIONSHIP MANAGEMENT IN HEALTH ORGANIZATION." Knowledge International Journal 30, no. 6 (March 20, 2019): 1691–700. http://dx.doi.org/10.35120/kij30061691k.

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CRM is a system that the customer-patient puts at the heart of the business process, and the deployment of the best CRM practices is the key to providing loyalty from customers as an integral part of a successful business. With this system, it is possible to study the behavior of the customer, thus providing the right direction for the best service of the customer and improving the relations and connections with them. CRM is the integration of sales, marketing, services and support strategy, processes, people and technologies to maximize customer benefits, values, relationships, and customer retention and their loyalty. These data are the basis for preparing information for marketing managers who need to help them in the decision-making process. Customer behavior is put in the focus of modern companies so that the CRM system is a synthesis of more functionalities such as sales, management, marketing and communication with customers as the main feature. These are methods for collecting and accumulating data for users and their behavior, preferences, inclinations and requirements Marketing decision support systems are usually part of CRM systems, which are a broad concept covering marketing activities, sales and overall communication, and customer relationships. The data collected is adapted to the marketing activities and the needs of marketing managers. Health CRM is a Customer Relationship Management System, designed specifically for use by healthcare organizations. Health CRM involves multiple sources of data (demographic data for consumers and patients, psychography, social, behavioral, clinical, financial, websites, call center, service check, etc.) to provide a comprehensive overview of the habits and activities of patient. The primary goal of the CRM healthcare system is to increase the quality of healthcare and the lives of patients to recruit new ones, and to retain existing patients.

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Hu, Xin Li, and Lian Jie Ma. "A Study on E-Government Applications Model Construction Based on Government Customer Relationship Management." Applied Mechanics and Materials 26-28 (June 2010): 55–59. http://dx.doi.org/10.4028/www.scientific.net/amm.26-28.55.

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This paper tries to find the ways to improve the service quality which government supply for business and public and improve service satisfaction. In order to find the methods, the paper firstly introduce the conception of Government Customer Relationship Management, then analysis the relationship of Customer Relationship Management and Government Customer Relationship Management, build e-government application model of Government Customer Relationship Management, propose the ways of e-government application of Government Customer Relationship Management, through establish the service concept of “citizen-centered", innovation and integration of communication and service channels, we can improve the relations of customer and government, improve the public satisfaction.

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Al-Refaie, Abbas, Ming-Hsien Li, and Jong-Hwan Ko. "Factors Affecting Customer Linking Capabilities and Customer Satisfaction in CRM." International Journal of Customer Relationship Marketing and Management 3, no. 4 (October 2012): 16–30. http://dx.doi.org/10.4018/jcrmm.2012100102.

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The implementation of customer relationship management (CRM) is increasingly taking centre stage in organizations’ corporate strategies. This research examines the relationships between human resources, customer orientation, service responsiveness, customer linking capabilities, provider reliability, loyalty, complaint management, customer satisfaction, content usefulness, and content efficiency. To achieve this purpose, two models related to CRM, including customer linking capabilities and customer satisfaction models are built. The data is collected from guests of 3-star, 4-star, 5-star hotels in Jordan. Structural equation modeling (SEM) is then used for empirical analyses. The results of the first model reveal that: (i) human resource and content usefulness are positively related with service responsiveness and (ii) service responsiveness and customer orientation positively influence customer linking capabilities. While, the results of the second model highlight that complaint management, provider reliability, customer linking capabilities and content efficiency positively influence customer satisfaction. Thus, decision makers in Jordanian hotel industry should continually consider these relations when planning new business activities and improving existing ones.

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Vigo, Daniele, Claudio Caremi, Angelo Gordini, Sandro Bosso, Giuseppe D’Aleo, and Beatrice Beleggia. "SPRINT: Optimization of Staff Management for Desk Customer Relations Services at Hera." Interfaces 44, no. 5 (October 2014): 461–79. http://dx.doi.org/10.1287/inte.2014.0763.

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Crosby, Lawrence A., and Barbara Bund Jackson. "Winning & Keeping Industrial Customers: The Dynamics of Customer Relations." Journal of Marketing 52, no. 1 (January 1988): 148. http://dx.doi.org/10.2307/1251693.

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Chung, Jee Young, Jaesub Lee, and Robert L. Heath. "Public relations aspects of brand attitudes and customer activity." Public Relations Review 39, no. 5 (December 2013): 432–39. http://dx.doi.org/10.1016/j.pubrev.2013.05.001.

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Adamu, Abebaw Yirga. "Intergroup Relations among Ethnically Diverse University Students in Ethiopia." Journal of Education and Research 3, no. 2 (August 9, 2013): 77–95. http://dx.doi.org/10.3126/jer.v3i2.8399.

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This study focused on examining the intergroup relations among ethnically diverse university students. The study was conducted in Bahir Dar University, one of the public universities in Ethiopia– a country of “indigenous ethnic diversity”. The participants were students, teachersand support staff selected usingpurposive and snowball sampling.The necessary data were collected throughinterview andfocus group discussion. The studyrevealed different factors that are internal and external to the university facilitateand impede intergroup relations among students. The study also showed that students generally have positive attitude toward outgroups and developing positive intergroup relations. This finding has very strong implications in managing intergroup relations not only in universities but also in the society. The university management, however, was found unable to provide much support to such positive attitudesand promoting diversity mainly because of lack of institutional priority as well as managers’ confidence and diversity management skills.DOI: http://dx.doi.org/10.3126/jer.v3i2.8399Journal of Education and Research August 2013, Vol. 3, No. 2, pp. 77-95

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Machado Nardi, Vinicius Antonio, William Carvalho Jardim, Wagner Ladeira, and Fernando De Oliveira Santini. "Customer interaction in business relations: a meta-analysis approach." Marketing Intelligence & Planning 38, no. 2 (August 1, 2019): 239–53. http://dx.doi.org/10.1108/mip-11-2018-0531.

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Purpose Customer interaction is both an aim and source of concern for managers around the world. Different forms of interaction, such as cocreation, coproduction and customer participation, are evaluated in different fields of knowledge, with a gap in terms of the joint analysis of their antecedents and consequences as well as possible practical distinctions in the effects of these concepts. The purpose of this paper is to examine customer interaction effects by applying meta-analysis of effect sizes that measure the strength of their relationships. Design/methodology/approach The study used meta-analysis and moderator analysis approaches to synthesize preview results on customer interaction relationships. Findings The results suggest the empirical validity of using customer participation to replace terminologies such as coproduction and cocreation, and show the moderation role of institutional, cultural and contextual factors. Research limitations/implications This study investigated the literature in the areas of business and management to show whether, how and when customer interaction is related to individual and organizational factors. Although the conceptual and empirical implications derived from the preliminary efforts and the consolidated results are robust to generalization, methodological biases limited the findings. Practical implications This research suggests that a better understanding of customer interaction (antecedents, consequences and moderators) may help organizations to identify the most appropriate ways to build their strategies and to improve the results of their efforts. Originality/value This study contributes to the literature by providing one of the few attempts to consolidate the preliminary studies in different forms of customer interaction, suggesting possible moderations and amplifying the preliminary efforts.

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McMahon, Fiona, and Aodheen O’Donnell. "Electronic Customer Relationship Management and SME Marketing Practice." International Journal of E-Adoption 1, no. 4 (October 2009): 95–110. http://dx.doi.org/10.4018/jea.2009100105.

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Evidence suggests that small to medium sized enterprises (SMEs) have failed to capitalize on the Internet to facilitate the management of customer relations (e-CRM) and the creation of competitive advantage (Chen & Popovich, 2003; Geiger & Martin, 1999; McGowan et al., 2001; O’Toole, 2001). This is attributed to a lack of influence, time, finance and specialised knowledge, (Carson & Gilmore, 2003) coupled with the reality that most Information Systems and Technology models and tools have been developed from the perspective of the large firm (Maguire et al., 2007; Poon & Swatman, 1999).Despite such constraints, it is posited that by exploring the components of e-CRM in the unique context of SME business and marketing practice that a natural synergy exists between e-CRM and SME marketing in the creation of value propositions. Specifically this is addressed through the two contributing constructs of SME marketing; namely entrepreneurial marketing and network marketing (Carson & Gilmore, 2000).

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Anaza, Nwamaka A. "Relations of fit and organizational identification to employee-customer identification." Journal of Managerial Psychology 30, no. 8 (November 9, 2015): 925–39. http://dx.doi.org/10.1108/jmp-12-2012-0389.

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Purpose – The purpose of this paper is to examine a model of employee-customer identification (ECID) using two samples: nurses and cooperative extension frontline employees. The model posits that person-organization fit, person-job fit, and organizational identification are positively related to ECID. Design/methodology/approach – A recursive path-based structural model was employed to test seven hypotheses regarding the relationships between the two fit constructs, organizational identification, and ECID. Findings – In both samples, person-organization fit and person-job fit were positively related to organizational identification, and organizational identification was positively related to ECID. In the cooperative extension sample, person-job fit was positively related to ECID. Person-job fit was also indirectly related to ECID through organizational identification in both samples. Research limitations/implications – The results imply an important relationship between person-job fit and ECID that could be useful for improving service encounters between employees and customers. In addition, an emphasis on organizational identification may also contribute to improved employee-customer relationships. Originality/value – This study represents one of the first attempts to demonstrate a link between person-job and person-organization fit on ECID. The results of this study provide support for organizational identification and person-job fit as important factors in employee-customer relationships.

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Putri, Anak Agung Istri Mas Vedanthi, and Ni Made Purnami. "PERAN KEPUASAN MEMEDIASI CUSTOMER RELATIONSHIP MANAGEMENT TERHADAP LOYALITAS NASABAH BANK MEGA CABANG SUNSET ROAD KUTA." E-Jurnal Manajemen Universitas Udayana 8, no. 7 (March 10, 2019): 4357. http://dx.doi.org/10.24843/ejmunud.2019.v08.i07.p13.

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Banking world is growing in competition, many strategies carried out bycompany in maintaining customers to build long-term good relations. This study explain the role of satisfaction mediating customer relationship management towards loyalty. The research was conducted at Bank Mega branch of Sunset Road Kuta Badung involving 110 respondents use purposive sampling method. The research collected by questionnaires. The analysis technique are path analysis and sobel. The results shows customer relationship management has a positive and significant effect on loyalty. Customer relationship management has a positive and significant effect on satisfaction. Satisfaction has a positive and significant effect on loyalty. Satisfaction significantly mediates partially customer relationship management relationships with loyalty, it shows that customer relationship management accompanied by satisfaction will affect the high and low customer loyalty. This research expected to contribute the science of marketing and consideration of companies or business people. Keywords : loyalty, customer relationship management, satisfaction

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Cutcher, Leanne. "The Customer as Ally: The Role of the Customer in the Finance Sector Union’s Campaigning." Journal of Industrial Relations 46, no. 3 (September 2004): 323–36. http://dx.doi.org/10.1111/j.0022-1856.2004.00141.x.

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Hajduk-Kasprowicz, Ewa, and Lech Nieżurawski. "Relationship Ending in the Concept of Customer Relationship Management." Olsztyn Economic Journal 10, no. 2 (June 30, 2015): 103–13. http://dx.doi.org/10.31648/oej.3138.

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The paper discusses the problems of fading and ending of business relationships in the sphere of professional services i.e. the phase of a relationship dissolution resulting from a client's or a firm's decision to end it. This phase includes, among others, determining the causes of the relationship dissolution and drawing conclusions for the future in order to prevent losing the most lucrative clients. Both in theory and in practice, relationship ending is perceived as something stretched in time i.e. consisting of numerous stages and influenced by numerous factors and events.The aim of the present paper is an analysis of the modern literature on the causes and mechanisms of business relationships termination in the sphere of professional services as well as indicating some possibilities of a more effective and efficient management of these relations.

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Jocovic, Mijat, Boban Melovic, Nikolay Vatin, and Vera Murgul. "Modern Business Strategy Customer Relationship Management in the Area of Civil Engineering." Applied Mechanics and Materials 678 (October 2014): 644–47. http://dx.doi.org/10.4028/www.scientific.net/amm.678.644.

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Customer Relationship Management (CRM) is a modern business strategy which creates and maintain long term and profitable relations with the buyers. CRM serves for planning and maintaining processes of sales and strengthening competitiveness by registering all interactions of the company with its buyers and suppliers. This system collects and consolidates information from various sources within the company, and where it is possible, they collect information from the company's surroundings in order to offer unique image about each single client, in the real time. Aim of the paper is to show that CRM strategy can be successfully implemented in doing business in the area of civil engineering, so that good business results can be generated on that basis and strengthen competitive ability. Achieving close relations with customers represents main tools for obtaining competitive advantages, thus this paper will show the significance of setting up these relations with customers as well as ways how CRM can contribute to improving better operations on the long run.

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Braun, Danilo, and Humberto Netto. "Financial Illiteracy and customer credit history." Review of Business Management 22, Special Issue (May 15, 2020): 421–36. http://dx.doi.org/10.7819/rbgn.v22i0.4058.

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Richter, Paul, and James Cornford. "Customer Relationship Management and Citizenship: Technologies and Identities in Public Services." Social Policy and Society 7, no. 2 (April 2008): 211–20. http://dx.doi.org/10.1017/s1474746407004162.

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UK public services are characterised by a tension between a model of the service user as a customer of public services and a model which envisages the user as a citizen. Drawing on empirical work in one local authority, we argue that in this tension the model of the customer is bolstered by the availability of ‘shrink wrapped’ or ‘black boxed’ IT-based ‘solutions’, available under the rubric of Customer Relationship Management. We argue that those who advocate the citizen perspective need to engage at this material and technological level if they are to be effective.

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COSTEA, CARMEN. "APPLICATION OF TUNCAY'S LANGUAGE TEACHER MODEL TO BUSINESS–CUSTOMER RELATIONS." International Journal of Modern Physics C 19, no. 02 (February 2008): 267–70. http://dx.doi.org/10.1142/s0129183108012054.

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It seems that what has been said by now about market and competitiveness does not fit perfectly with competences of getting the best of profit. Sometimes, the classical methods of fundamentals of management do not apply to individual companies that face irregular accommodation on the market. It is high time to replace the perfect business with the right one. New approaches and models may help in identifying new competition trends, changes for better application of purposes and proposals.

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Kovačić, Sanja, Milena Nedeljković Knežević, and Tamara Jovanović. "The effect of employees’ personality on customer focus in the hotel industry: the role of work motivation – Personality, customer focus and motivation in the hotel industry." Journal of East European Management Studies 26, no. 2 (2021): 243–74. http://dx.doi.org/10.5771/0949-6181-2021-2-243.

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The paper examines the relationship between personality traits, customer focus and work motivation based on the sample of 203 hotel employees in Novi Sad (Serbia). The results show the existence of the mediating effect of Intrinsic motivation on the effect of Extraversion on Customer focus, as well as on the effect of Neuroticism on Customer focus. The study also indicates that Extrinsic motivation and Identified and Introjected regulation have a moderating effect on the effect of Agreeableness on Customer focus. The findings of the paper will assist managers to shape an employee profile that will be customer-oriented.

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Tugiman, Tugiman, Amat Basri, and Benny Daniawan. "Customer Relationship Management Information System in Medika Lestari Hospitals." Tech-E 3, no. 2 (February 26, 2020): 49. http://dx.doi.org/10.31253/te.v3i2.324.

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Marketing strategies based on efforts to create relationships between companies and customers are better known as Customer Relationship Management (CRM). CRM is a corporate strategy used to pamper customers so they don't look away. This study wants to find out and improve relations between hospitals and patients. Besides that, by building this system, can it affect customer / patient satisfaction. The quality of information systems is measured using the ISO 9126 model by adapting four characteristics of software quality: Functionality, Reliability, Usability, and Efficiency. The system development method uses the Rapid Application Development (RAD) model. Researchers will conduct system analysis and design using the Unified Model Language (UML), then coding with the PHP programming language and MySQL database, as well as collecting data using a questionnaire, and testing the system using the Blackbox Testing model. Based on testing using ISO 9126 the results are functionality (83%), Reliability (86%), Usability (87%), and Efficiency (83%). Overall the results are 85% (very good).

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Kebede, Alemu Muleta, Zewdu Lake Tegegne, and Len Tiu Wright. "The effect of customer relationship management on bank performance: In context of commercial banks in Amhara Region, Ethiopia." Cogent Business & Management 5, no. 1 (January 1, 2018): 1499183. http://dx.doi.org/10.1080/23311975.2018.1499183.

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Berihun, Getamesay Biyadgilign, and Dereje Teferi. "Developing an Improved ITSM Framework for Ethio Telecom." Journal of Information Systems and Informatics 3, no. 2 (June 25, 2021): 433–55. http://dx.doi.org/10.33557/journalisi.v3i2.145.

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Telecom service providers are engaged exhaustively in providing various kinds of IT services for their customers. These IT services should be customer-oriented, and quality-based to be competitive in the market. To this end, organizations should manage their IT services effectively and efficiently by introducing various Information Technology Service Management (ITSM) mechanisms. However, improving or developing optimal ITSM mechanisms is a subject of great concern that needs further investigation academically. To the best of the researcher’s knowledge, little or no research has been conducted to design and develop ITSM frameworks for the telecom sector in Ethiopia. Previous studies focused on the implementation, adoption, tailoring, and system or model development for selected ITSM processes within the Ethiopian context. Ethio telecom (ET), the sole telecom service provider of Ethiopia, has a gap in the existing ITSM practices. Hence, this research study intends to investigate the current ITSM practice of Ethio telecom and propose an ITSM framework based on ITIL best practices that ensures the quality of IT services and improve customer satisfaction.

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Ruivo, Pedro, Tiago Oliveira, and André Mestre. "Enterprise resource planning and customer relationship management value." Industrial Management & Data Systems 117, no. 8 (September 11, 2017): 1612–31. http://dx.doi.org/10.1108/imds-08-2016-0340.

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Purpose The purpose of this paper is to develop and test a theoretical model to measure the impact of enterprise resource planning (ERP) and customer relationship management (CRM) systems and moderating relationships of system and process integration on business value. Design/methodology/approach ERP and CRM systems are analysed with the resource-based view theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organisation. Findings ERP system is found to be an important asset to business value, but CRM systems’ impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable. Research limitations/implications The model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM. Practical implications Adopting an ERP system and ensuring system integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, process integration with ERP system must be ensured. Originality/value This study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.

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Karjaluoto, Heikki, Aarne Töllinen, Janne Pirttiniemi, and Chanaka Jayawardhena. "Intention to use mobile customer relationship management systems." Industrial Management & Data Systems 114, no. 6 (June 3, 2014): 966–78. http://dx.doi.org/10.1108/imds-11-2013-0480.

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Purpose – The purpose of this paper is to investigate the behavioral intentions of business-to-business (B2B) sales managers to use mobile customer relationship management (CRM) systems in the course of their day-to-day activities. Design/methodology/approach – An extended Technology Acceptance Model (TAM) of mobile CRM system adoption is developed and tested with data from 105 international sales managers representing five B2B companies. Findings – The study extends the TAM framework with three additional constructs derived from mobile technology and sales force automation literature, namely personal innovativeness in the domain of IT, perceived risk, and perceived reachability. The model demonstrates that personal innovativeness and perceived reachability have significant effects on the TAM framework. Research limitations/implications – The relatively small sample size limits the generalization of the results. Practical implications – Sales managers’ intention to adopt mobile CRM can be explained by the extended TAM framework. Understanding the key factors that influence intention to adopt a mobile CRM system will aid companies in implementing it among their sales force. Companies willing to foster adoption of a mobile CRM system among the sales force could focus on communicating the usefulness of using the system and benefits gained from enhanced reachability. Recruiting sales people with strong personal innovativeness is beneficial. Originality/value – This study responds the calls for studies on mobile platforms and on the use of mobile B2B applications in sales force management. It is among the first attempts to incorporate variables derived from mobile technology acceptance literature among the sales force into the TAM framework, to better explain acceptance of mobile CRM systems.

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Öztayşi, Başar, Selime Sezgin, and Ahmet Fahri Özok. "A measurement tool for customer relationship management processes." Industrial Management & Data Systems 111, no. 6 (June 28, 2011): 943–60. http://dx.doi.org/10.1108/02635571111144982.

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Journal articles on the topic 'Customer relations – Management – Ethiopia'

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