Journal articles: 'Effectiveness of CRM'

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Agrawal, Shiv Ratan, and Divya Mittal. "Measuring CRM Effectiveness in Indian Stock Broking Services." Journal of Global Information Management 27, no. 1 (2019): 144–64. http://dx.doi.org/10.4018/jgim.2019010108.

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The article tried to develop a multi-item scale for analyzing CRM effectiveness (CRME) from the customer perspective in the Indian stock broking context. The results revealed that customer satisfaction could be improved through to build customer trust and customer involvement substantially by focusing on the CRM system which further influences customer retention and ultimately, customer loyalty within stockbroking services. The findings of the article will help stockbrokers and their managers for a tactical decision making of CRM system implementation and practices for customer perspective. Despite the huge investment in CRM systems by the stockbrokers, critics have remained unconvinced about the effectiveness of CRM for meeting desired business outcomes. The reason being that broking firms often perceive CRM systems as a specific technology solution rather than integrating customer needs with the firm's strategy, people and business process which generates a parallel need to develop a scale to measures CRM effectiveness in Indian stock broking services from the customer perspective.

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Hillebrand, Bas, Jurriaan J. Nijholt, and Edwin J. Nijssen. "Exploring CRM effectiveness: an institutional theory perspective." Journal of the Academy of Marketing Science 39, no. 4 (2011): 592–608. http://dx.doi.org/10.1007/s11747-011-0248-3.

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Oh, K., and G. Durden. "The finance-CRM nexus: measure of performance effectiveness." International Journal of Electronic Customer Relationship Management 1, no. 2 (2007): 184. http://dx.doi.org/10.1504/ijecrm.2007.016020.

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Lee, Ji Young, and Kim K. P. Johnson. "Cause-related marketing strategy types: assessing their relative effectiveness." Journal of Fashion Marketing and Management: An International Journal 23, no. 2 (2019): 239–56. http://dx.doi.org/10.1108/jfmm-03-2018-0032.

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Purpose The purpose of this paper is to investigate the effect of four types of cause-related marketing (CRM) strategies on consumer responses to a fashion brand and to assess the relative effectiveness of each. Design/methodology/approach An experiment was conducted with young adult consumers (n=344) and undergraduates (n=415). Using a between-subject design, each participant was randomly assigned to one of four CRM scenarios and completed a questionnaire. Findings Across all CRM conditions, the effect of CRM strategy on consumer responses (e.g. perceived brand distinctiveness/credibility/attractiveness, customer–brand identification, brand attitude, customer loyalty) was significant. The effect of corporate social responsibility image on perceived brand distinctiveness was strongest for cause-related event marketing, followed by cause-related experiential marketing, transaction-based CRM and sponsorship-linked marketing. Practical implications By providing information about the relative effectiveness of four types of CRM strategies, this research aids fashion marketers in their selection of the CRM strategy that generates the best performance. Adding an event component to their CRM activity would increase the effect of CRM strategies on consumer responses. Originality/value This research contributes to the extant literature on CRM by identifying types of CRM strategies, their relative effectiveness, and key variables (e.g., C–B identification) that explain the impact of CRM strategies on consumer responses.

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Padmavathy, C. J., and V. Sivakumar. "Dimensions of CRM Effectiveness and its Effect on Relationship Quality." International Journal of Customer Relationship Marketing and Management 3, no. 1 (2012): 1–17. http://dx.doi.org/10.4018/jcrmm.2012010101.

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Despite numerous studies in customer relationship management (CRM), research into CRM effectiveness is limited. The purpose of this study is to first identify the dimensions of customer relationship management effectiveness (CRME) and then investigate the effect of CRME dimensions on customer satisfaction, customer trust and customer commitment. Based on a sample of 458 Indian retail bank customers, the study has identified four dimensions of CRME, namely, reliability, process focus, customer focus and technology focus. It is found that CRME dimensions positively influence customer satisfaction; customer satisfaction positively affects customer trust and customer trust has positive effect on customer commitment. The study findings imply bank mangers that orchestration of all the four dimensions will increase the effectiveness of CRM practices and foster in enduring relationship with customers.

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Farooqi, Rashid, and Khalid Raza. "Effectiveness of e-CRM in Commercial Banks: Banker's Perspective." Asian Journal of Management 8, no. 2 (2017): 293. http://dx.doi.org/10.5958/2321-5763.2017.00045.2.

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Mithas, Sunil, Daniel Almirall, and M. S. Krishnan. "Do CRM Systems Cause One-to-One Marketing Effectiveness?" Statistical Science 21, no. 2 (2006): 223–33. http://dx.doi.org/10.1214/088342306000000213.

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Kaoud, Menatalla. "Investigation of Customer Knowledge Management." International Journal of Service Science, Management, Engineering, and Technology 8, no. 2 (2017): 12–22. http://dx.doi.org/10.4018/ijssmet.2017040102.

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This article examines the Customer Knowledge Management (CKM) as an integration between the approaches of Knowledge Management (KM) and Customer Relationship Management (CRM). In the context of CRM, three types of knowledge flows play a critical role in the interaction between the organization and its customers: “Knowledge for Customers”, “Knowledge from Customers”, and “Knowledge about Customers”. A central question address here from a resource-based perspective is: How these customer knowledge flows are used through CRM business processes to improve effectiveness? Adopting a case study methodology in a sales outsourcing enterprise, this paper presents an in-depth investigation of Customer Knowledge Management through the CRM business processes. This research will help companies in the implementation of Customer Knowledge Management enabling them to improve their CRM effectiveness.

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Gupta, Priya, Kanhaiya Singh, and Jyoti Kainth. "Enhancement of Efficiency and Effectiveness in Banking through CRM Systems." International Journal of Customer Relationship Marketing and Management 4, no. 2 (2013): 51–76. http://dx.doi.org/10.4018/jcrmm.2013040104.

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Financial Services Industry in India is experiencing robust growth and intensity of competition unlimited by geographical operations and multiple methods of service delivery, witnessed by the ever dynamic and increasing role of Information Technology (IT). Relationship Marketing has replaced traditional Transactional Marketing and in this direction, the concept and tools of customer relationship management (CRM) have become significantly important. This research paper examines the multi-fold impact of CRM systems on the growth and efficiency of plethora of banking operations. This empirical study is based on descriptive research design using questionnaire as the key research instrument. Descriptive statistics, Pearson correlation and Stepwise regression and chi-square were used to test the research hypotheses. Cross selling helps to retaining the customer and give more than one platform to engage with the client. It also gives employees an opportunity to learn various non-related products for their skill development for career progression. Banks can improve their efficiency by structured and scientific approach towards cross selling through implementation of CRM tools. Desired results can be obtained by training staff on various products and close tracking on sales process.

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Wali, Andy Fred. "Customer Relationship Management and Marketing Effectiveness." Paradigm 22, no. 2 (2018): 101–24. http://dx.doi.org/10.1177/0971890718787663.

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This article examines a comparative consumer study into the influence of firms’ customer relationship management (CRM) practices on their marketing effectiveness (ME) in the Nigeria and UK mobile telecommunications (MT) sectors. The qualitative multi-methods (focus groups [FGs] and secondary documents) were employed for data collection. The study involved six consumer FGs, three in Port Harcourt, Nigeria, and three in Huddersfield, UK. The author employed thematic and content analysis techniques to analyse the study data using NVivo 10 software. As per Nigerian study, it was revealed that firms’ CRM practices were not customer-friendly and had negative impacts on their ME, and these were motivated by external factors. Six themes showed support for improving consumers’ experiences. The UK study revealed that firms’ CRM practices were consumer-friendly and had positive influence on their ME and these were motivated by internal factors. Seven themes found support for continuously service improvement. The study contributes to institutional theory and consumer utility theory.

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SRIVASTAVA, Sanjiv Kumar, Bibhas CHANDRA, and Anand Prasad SINHA. "Effectiveness of Knowledge Management on Customer Relationship Management in Hotel Business Performance." Journal of Environmental Management and Tourism 9, no. 6 (2019): 1277. http://dx.doi.org/10.14505//jemt.9.6(30).17.

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Knowledge Management (KM) and Customer Relationship Management (CRM) have become indispensable strategic tool for the Hotel sector to gain competitive edge in the marketing environment. Hotels sustain and survive by exploiting customer knowledge for creating relationship to improve customer satisfaction, loyalty and thus, leading to better business performance. Hotel industries heavily rely on effective relationship management and CRM essentially depends upon effective and efficient utilization of knowledge resource. Therefore, effectiveness of customer relationship management depends upon effectiveness of Integration of knowledge management process with CRM process. Hotel managers are quick to realise the importance of CRM based marketing strategy to sustain and gain edge over the competitors. The paper presents a review study of literature regarding effectiveness of KM and CRM on hotel business performance with a proposal of an integrated conceptual framework between KM and CRM process.

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Padmavathy, Chandrasekaran. "CRM effectiveness and customer satisfaction: moderating role of relationship duration." International Journal of Business Excellence 11, no. 3 (2017): 413. http://dx.doi.org/10.1504/ijbex.2017.081951.

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Padmavathy, Chandrasekaran. "CRM effectiveness and customer satisfaction: moderating role of relationship duration." International Journal of Business Excellence 11, no. 3 (2017): 413. http://dx.doi.org/10.1504/ijbex.2017.10002554.

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Saxena, Noopur, and Mayur Taneja. "A study on CRM effectiveness in public and private sector banks." International Journal of Public Sector Performance Management 4, no. 1 (2018): 45. http://dx.doi.org/10.1504/ijpspm.2018.088693.

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Saxena, Noopur, and Mayur Taneja. "A study on CRM effectiveness in public and private sector banks." International Journal of Public Sector Performance Management 4, no. 1 (2018): 45. http://dx.doi.org/10.1504/ijpspm.2018.10009503.

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Sofi, Maraj Rahman, and Iqbal Ahmad Hakim. "Customer Relationship Management as Tool to Enhance Competitive Effectiveness: Model Revisited." FIIB Business Review 7, no. 3 (2018): 201–15. http://dx.doi.org/10.1177/2319714518798410.

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

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Dubey, Neeraj Kumar, and Purnima Sangle. "Customer perception of CRM implementation in banking context." Journal of Advances in Management Research 16, no. 1 (2019): 38–63. http://dx.doi.org/10.1108/jamr-12-2017-0118.

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PurposeThe purpose of this paper is to develop and validate a scale for measuring a customer’s perception of customer relationship management (CRM) initiatives of a bank. Based upon resource-based view, CRM technology capability has been conceptualized as a multidimensional construct comprising of technology, people and business resource (process). This study aims to develop a comprehensive scale for performance measurement of CRM technology capability, customer orientation and co-creation from the customer perspective.Design/methodology/approachA systematic scale development process was adopted consisting of three phases, a qualitative inquiry which included item generation through literature review, expert opinion and focus group study, scale purification and refinement using item analysis and exploratory factor analysis, and scale validation using confirmatory factor analysis. The study sample consisted of 324 respondents, with a usable response rate of 68 percent.FindingsThe findings of the empirical study resulted in a 42-item scale that measures CRM technology capability (technology, people and process), customer orientation, co-creation and relationship quality and outcome (RQO) (satisfaction, trust, commitment and loyalty). The predictive validity assessment model suggested that CRM technology capability has a higher impact on RQO. The empirical findings also suggest that technology is found to be the most important factor compared to people and process for CRM technology capability. The findings are aligned with literature review and expert opinion that the evolving collaborative-technologies-enabled CRM technology capability has changed the customer relationship paradigm.Research limitations/implicationsThe study focused on a scale specific to the banking sector to avoid conjoint factors, whereas a more generalized scale would have wider applicability across industries. The current study sought to broaden the coverage by including a large number of banks who have implemented CRM.Practical implicationsThis reliable and valid scale can help practitioners in measuring the effectiveness of their CRM implementation from the customer’s perspective, and provide insights that will help them in bridging the gap between their intended objective and actual implementation. They can also use this study to measure pre- and post-CRM implementation to see the effectiveness. This study also provides relevance of customer orientation and offers insight about co-creation which has taken the center stage because of the emergence of collaborative technologies.Social implicationsThis will help in measuring perception of the customer which is an important stakeholder in the engagement. This can help organizations in proactively taking care of customer’s rights and measuring the level of satisfaction proactively, which has become a regulatory requirement in many economies.Originality/valueThis study is possibly one of the first to develop a psychometrically valid scale to measure the customer’s perception of CRM using direct measures. The findings provide insight into the factors that contribute to the effectiveness of CRM practices in the banking sector. This study demonstrates that CRM technology capability, customer orientation and co-creation play a very critical role.

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Li, Chon Ku. "Evaluation of the effectiveness of the implementation of bitrix24 for e-commerce." Bulletin of "Turan" University, no. 1 (March 31, 2021): 116–21. http://dx.doi.org/10.46914/1562-2959-2021-1-1-116-121.

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The constant development of e-commerce around the world is accompanied by the use of various automation tools to improve the performance of companies. The article describes the basic principles of using CRM systems in e-commerce, as well as defines the categories of effects from the implementation of CRM and indicators for their evaluation. To date, the "fashion" for maintaining CRM systems has penetrated into all areas, and in those where it was not possible to introduce it in principle. When implementing CRM, companies often face resistance and misunderstanding on the part of employees, and due to the fact that they consider working in the system not effective. It should be understood that the effectiveness of the implementation of such a tool as a customer relationship system requires some preparation for automation on the part of the company, and the results obtained during and after the implementation may differ from the predicted ones. In our opinion, the use of CRM systems as e-commerce automation tools is necessary for the formation of an extensive customer base, which is an important long-term competitive advantage for enterprises. In the field of sales, it is very important to form a customer-oriented strategy that will increase customer loyalty, reduce the time of employees for processing certain data and analysis, and ultimately increase the organization's revenue.

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O’Connor, Paul, Angela O’Dea, and Ivan Keogh. "Is Crew Resource Management Training Effective in Healthcare Settings?" Proceedings of the International Symposium on Human Factors and Ergonomics in Health Care 2, no. 1 (2013): 105–7. http://dx.doi.org/10.1177/2327857913021020.

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The healthcare industry has seen a recent proliferation in the adoption of team training, such as crew resource management (CRM). Empirical studies of the effectiveness of CRM-type training in healthcare were subjected to meta-analysis. Fourteen CRM evaluation studies were found to fulfill the a priori criteria for inclusion in the meta-analysis. The metrics of CRM training effectiveness analyzed were: reactions, attitudes, knowledge, behaviors, and organization. CRM trained participants responded positively to CRM, the training had large effects on the participants’ knowledge and behaviors, and a medium effect on their attitudes. The training was also found to have a medium effect on the number of errors/adverse events and a small effect on the time to complete clinical tasks. Although there are methodological limitations that mean the results from this study should be treated with a little caution, the findings are nevertheless encouraging.

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Nattee Kachornkittiya, Graitapon Termwitkachorn, Nimarunee Hayeewangoh,. "CRM Development on Mobile Application for SMEs in the Three Southern Border Provinces." Psychology and Education Journal 58, no. 1 (2021): 1508–12. http://dx.doi.org/10.17762/pae.v58i1.937.

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The purposes of this research are to analyze, design, develop, and evaluate the efficiency and effectiveness of the CRM system. This study is a developmental research. The sample group used in the research was 390 SMEs entrepreneurs. The tools are efficiency assessment and effectiveness assessment. The results of analysing, designing, and development found that the work process of the CRM system consists of 5 processes: Login System, Customer System, Trading Information, Deal Information, and Reports. Also, there were representatives of information related to the system, including employees and managers who are working in the subsystem within the large system. The main stakeholders were managers and employees while the secondary stakeholders were customers. The efficiency and effectiveness of the system were at a high level with a mean of 4.63 and 4.41, respectively

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Faraz, Khuram, Dr Abdul Aziz Khan Niazi, and Usman Zafar. "Point of Time and Effectiveness of Cause-Related Marketing: Strike While the Iron is Hot." International Journal of Engineering and Management Research 10, no. 5 (2020): 119–31. http://dx.doi.org/10.31033/ijemr.10.5.20.

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“Cause” is the word of positive-valence stimuli and increasing the like-hood intend to be a pair with it. Linking of consumer purchase with social cause is common and in rising trend. It’s a favorable tool of an organization to engage consumer and make his emotional attachment in charitable cause and increase sales volume. Previous Cause Related Marketing (CrM) literature has examined the CrM in term of consumer or in term of brand or purchase, we could not find any study which is investigating the mediating role of specific time between CrM and attitudes of consumers towards brand, ad, offer and cause involvement. Present study examines the best use of CrM according to time in beverages industry on soft drink on a holy occasion of Muslims (i.e. Ramazan). An already established questioner was used for collection of data. Mall intercept convenience technique is use to gather data. It’s a multiple group analysis study, data was collected two times, once during event and once after the event, sample size was remain same both times. Morgan’s formula is used to select the size of samples. Results of study show that CrM has influence on customer attitude which was being measured in three types, furthermore these attitudes has positively influence individual’s intention to buy a specific brand in a specific time period. This study will be provided a best use of CrM campaign according to time. Research will also direct the marketers to use of CrM on a specific time to tackle their customer’s attitude.

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Tian, Jenny, and Sophia Wang. "Signaling Service Quality via Website e-CRM Features." Journal of Hospitality & Tourism Research 41, no. 2 (2016): 211–45. http://dx.doi.org/10.1177/1096348014525634.

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This article evaluates the electronic customer relationship management (e-CRM) features on hotel websites and examines the effectiveness of e-CRM quality as a signal that conveys information about unobservable hotel service quality. Complementary findings from two studies are presented. In Study 1, the results from lab experiments show that hotel e-CRM quality had positive effects on potential customers’ expectations for service quality, trust in and satisfaction with the hotel website, and intentions to purchase from the website. In Study 2, observational data collected from an influential hotel review website show a positive relationship between a hotel’s basic, proactive, and partnership e-CRM and the hotel’s rank in its region. Both studies found that smaller hotels and hotels with lesser known brands benefited more from better e-CRM. These findings suggest that a well-designed e-CRM system may help less visible hotels to gain advantages in the increasingly competitive online marketplace.

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Fedyaeva, Anna, Anastasiya Babintseva, Olga Lezhnina, and Alla Egorova. "Evaluating the effectiveness of integrated marketing communications while implementing a CRM system in the agricultural industry." E3S Web of Conferences 258 (2021): 06061. http://dx.doi.org/10.1051/e3sconf/202125806061.

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This article deals with the problem of insufficient objective characteristics for determining the productivity of integrated marketing communications in business and organizations of various fields of activity, including those involved in ecology, energy, etc. The relevance of the work is due to the massive distribution of various marketing communications tools, often customized and used today through CRM systems. The aim of the study is to determine the criteria for evaluating the effectiveness of integrated marketing communications tools, reflected in CRM systems. The author uses methods of the structural and functional approach. The research is based on the descriptive and analytical method. The result of the work is a list of parameters reflected in the CRM system. They can help consider the degree of effectiveness of integrated marketing communications used in business and organizations of various fields of activity, including those involved in the field of ecology, energy, etc. Moreover, the list of criteria can be used to determine the degree of successful implementation of a CRM system and individual tools of integrated marketing communications.

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Kim, Sung-Bum, Kathleen Jeehyae Kim, and Dae-Young Kim. "Exploring the effective restaurant CrM ad." International Journal of Contemporary Hospitality Management 28, no. 11 (2016): 2473–92. http://dx.doi.org/10.1108/ijchm-05-2015-0225.

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Purpose This experimental study aims to examine the effectiveness of cause-related marketing messages that incorporate both text and visuals, as compared to messages comprised solely of text, on the attitudes and behavioral intentions of restaurant customers, and to see if the impact varies across four categories of social causes (health, animal welfare, human services and the environment). Design/methodology/approach This experimental study uses a 2 (type of message) × 4 (cause category) between-subjects design. Findings Restaurant messages that combine text and visuals are more effective than restaurant messages with only text in engendering positive attitudinal and behavioral responses. This paper also found interaction effects between advertisement type and cause category on individuals’ responses (i.e. attitudes and behavioral intentions). Practical implications The messaging strategies suggested by this research will allow the restaurant industry to capitalize on the value of cause-related marketing initiatives. Originality/value This research contributes to the hospitality literature by expanding the realm of research on effective cause-related marketing initiatives.

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Idzikowski, Adam, Piotr Kuryło, Joanna Cyganiuk, and Marta Ryczko. "Customer Relationship Management (CRM) - Philosophy and its Significance for the Enterprise." System Safety: Human - Technical Facility - Environment 1, no. 1 (2019): 1004–11. http://dx.doi.org/10.2478/czoto-2019-0127.

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AbstractThe article presents the CRM (Customer Relationship Management) philosophy. The principles of building the CRM strategy, enabling building and strengthening ties with the client (including ensuring its safety in relationship with a company), thanks to which the company can expect continuous sales, have been presented. Exemplary tools used in CRM (such as: call centre, contact centre, key account management) are listed and described. An attempt has been made to assess the cost-effectiveness of implementing the CRM philosophy in the enterprise based on the SWOT analysis. The strengths, weaknesses, opportunities and threats of such an undertaking were analysed, and the results were presented in the summary and final conclusions.

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Kim, Jonghyeok, Euiho Suh, and Hyunseok Hwang. "A model for evaluating the effectiveness of CRM using the balanced scorecard." Journal of Interactive Marketing 17, no. 2 (2003): 5–19. http://dx.doi.org/10.1002/dir.10051.

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Xiang, Yu-Tao, Yong-Zhen Weng, Wen-Yong Li, et al. "Efficacy of the Community Re-Entry Module for patients with schizophrenia in Beijing, China: outcome at 2-year follow-up." British Journal of Psychiatry 190, no. 1 (2007): 49–56. http://dx.doi.org/10.1192/bjp.bp.106.023697.

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BackgroundFew psychosocial interventions have been developed in China that are suitable for use in the community.AimsTo evaluate the effectiveness of the Chinese version of the Community Re-Entry Module (CRM; a module of a standardised, structured social skills training programme devised at the University of California, Los Angeles) for patients with schizophrenia compared with standard group psychoeducation.MethodPatients with schizophrenia (n=103) were randomly allocated to CRM or psychoeducation groups and followed up for 24 months. Outcome measures included social functioning, psychiatric symptoms, insight, re-employment, relapse and re-hospitalisation rates.ResultsThe CRM group significantly improved in terms of social functioning, insight and psychiatric symptoms compared with the psychoeducation group; the re-employment rate was significantly higher and relapse and rehospitalisation rates were significantly lower in the CRM group.ConclusionsThe findings support the feasibility and effectiveness of CRM as a psychosocial intervention for Chinese patients with schizophrenia in the community.

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Zeltser, Marina V., and David B. Nash. "Republished: Approaching the Evidence Basis for Aviation-Derived Teamwork Training in Medicine." American Journal of Medical Quality 34, no. 5 (2019): 455–64. http://dx.doi.org/10.1177/1062860619873215.

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The Institute of Medicine has suggested that training in team behavior, leadership, communication, and other human factors could reduce medical errors and improve patient safety. Training on such topics has been adapted from teamwork training programs used in military and commercial aviation, called crew resource management (CRM). The principles behind CRM programs have been deployed in a number of clinical settings over the past 2 decades, and there are now several CRM vendors. Little is known about this nascent industry, and the emerging research supporting CRM programs lacks standardization and conclusive evidence. The objectives of this study were to report on the body of empirical data about CRM training in clinical settings and to provide a conceptual framework for evaluating its effectiveness in medicine. Using the proposed conceptual framework, the authors further examine currently published methods of measuring effectiveness and identify future directions for the use of teamwork training in medicine.

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Cho, Chul-Hyun, Taek Lee, Jung-Been Lee, et al. "Effectiveness of a Smartphone App With a Wearable Activity Tracker in Preventing the Recurrence of Mood Disorders: Prospective Case-Control Study." JMIR Mental Health 7, no. 8 (2020): e21283. http://dx.doi.org/10.2196/21283.

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Background Smartphones and wearable devices can be used to obtain diverse daily log data related to circadian rhythms. For patients with mood disorders, giving feedback via a smartphone app with appropriate behavioral correction guides could play an important therapeutic role in the real world. Objective We aimed to evaluate the effectiveness of a smartphone app named Circadian Rhythm for Mood (CRM), which was developed to prevent mood episodes based on a machine learning algorithm that uses passive digital phenotype data of circadian rhythm behaviors obtained with a wearable activity tracker. The feedback intervention for the CRM app consisted of a trend report of mood prediction, H-score feedback with behavioral guidance, and an alert system triggered when trending toward a high-risk state. Methods In total, 73 patients with a major mood disorder were recruited and allocated in a nonrandomized fashion into 2 groups: the CRM group (14 patients) and the non-CRM group (59 patients). After the data qualification process, 10 subjects in the CRM group and 33 subjects in the non-CRM group were evaluated over 12 months. Both groups were treated in a similar manner. Patients took their usual medications, wore a wrist-worn activity tracker, and checked their eMoodChart daily. Patients in the CRM group were provided with daily feedback on their mood prediction and health scores based on the algorithm. For the CRM group, warning alerts were given when irregular life patterns were observed. However, these alerts were not given to patients in the non-CRM group. Every 3 months, mood episodes that had occurred in the previous 3 months were assessed based on the completed daily eMoodChart for both groups. The clinical course and prognosis, including mood episodes, were evaluated via face-to-face interviews based on the completed daily eMoodChart. For a 1-year prospective period, the number and duration of mood episodes were compared between the CRM and non-CRM groups using a generalized linear model. Results The CRM group had 96.7% fewer total depressive episodes (n/year; exp β=0.033, P=.03), 99.5% shorter depressive episodes (total; exp β=0.005, P<.001), 96.1% shorter manic or hypomanic episodes (exp β=0.039, P<.001), 97.4% fewer total mood episodes (exp β=0.026, P=.008), and 98.9% shorter mood episodes (total; exp β=0.011, P<.001) than the non-CRM group. Positive changes in health behaviors due to the alerts and in wearable device adherence rates were observed in the CRM group. Conclusions The CRM app with a wearable activity tracker was found to be effective in preventing and reducing the recurrence of mood disorders, improving prognosis, and promoting better health behaviors. Patients appeared to develop a regular habit of using the CRM app. Trial Registration ClinicalTrials.gov NCT03088657; https://clinicaltrials.gov/ct2/show/NCT03088657

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Ahmed, Bashar Shahir, Mohammed Larbi Ben Maati, and Badreddine Al Mohajir. "Improve Intelligence of E-CRM Applications and Customer Behavior in Online Shopping." International Journal of Business Intelligence Research 6, no. 1 (2015): 1–10. http://dx.doi.org/10.4018/ijbir.2015010101.

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The advent of internet has led to the application of electronic services in enhancing the customer relationship management. E-CRM integrates IT in internal organization in executing the marketing strategies. The current issue facing the E-CRM is determining the number of customers that are responsive to the e-commerce application. Furthermore, a huge number of customers are continuously becoming frustrated when using the E-CRM application. The application, thus becomes redundant making it difficult in meeting the set targets of customer service. The purposive study thus seeks to understand the customer responsiveness to e-CRM. The intelligence of online shopping using E-CRM cannot be underestimated. The research study made use of both qualitative and quantitative methodologies in coming up with the necessary data. Qualitative approach examined the overall effectiveness of E-CRM in influencing positive customer relationships.

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Wongsansukcharoen, Jedsada, Jirasek Trimetsoontorn, and Wanno Fongsuwan. "Social CRM, RMO and business strategies affecting banking performance effectiveness in B2B context." Journal of Business & Industrial Marketing 30, no. 6 (2015): 742–60. http://dx.doi.org/10.1108/jbim-02-2013-0039.

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Purpose – This paper aims to develop structural equation modelling of variables that affect the banking performance effectiveness of Thai Commercial Bank branches in the financial service sector by gathering quantitative data. Design/methodology/approach – The population of the study covers all 2,068 Thai Commercial Bank branches in Bangkok, Thailand. This research defined the Thai banks for data collection using stratified sampling (first step) and simple sampling (second step). Primary data were collected using a self-administered survey of 65 managers and 185 marketing officers. In the total sample, 69 (27.6 per cent) of the respondents were male and 181 (72.4 per cent) were female in the Thai Commercial Bank branches. The responses to the questions capturing focal constructs used a seven-point Likert scale. Data were analysed using confirmatory factor analysis and structural equation modelling. Findings – It was found that significant relationships existed between social customer relationship management (CRM), relationship marketing orientation (RMO) and business strategies and banking performance effectiveness. The key success factors of social CRM and relationship marketing orientation were found to have indirect influences on banking performance effectiveness through mediation of business strategies. Additionally, the results of this research show that social CRM and RMO have direct and indirect influences on banking performance effectiveness through the mediation of focus strategy or differentiation strategy (p < 0.001). Practical implications – Recent development of the digital communications in industrial marketing to achieve firm performance, chief executive officer, management officers and managers could consider setting managing and marketing plans for excellent performance, and long-term relationship by five steps. Originality/value – These results add performance effectiveness and long-term relationships with business-to-business (B2B) service industry and bank customers (both retail and public enterprises) to the factors needed to respond to the highly competitive situation at present, which will be even more important with the ASEAN Economic Community in 2015.

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Trif, Simona-Mihaela, Cristian Duțu, and Daniela-Liliana Tuleu. "Linking CRM capabilities to business performance: a comparison within markets and between products." Management & Marketing. Challenges for the Knowledge Society 14, no. 3 (2019): 292–303. http://dx.doi.org/10.2478/mmcks-2019-0021.

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Abstract Business performance is the primary goal of any type of firm, being a top priority for managers. Customer relationship management (CRM) capabilities is known in the literature as an important driver of business performance. However, there are significant differences across firms due to market settings they are acting on, or to the nature of products they are selling. Yet, little is known about how the impact of CRM capabilities on business performance vary across Business-to-Business and Business-to-Consumer markets, or across firms that are selling goods or services. In this study, we use data from a sample of 102 firms to investigate how customer relationship orientation influence the dimensions of CRM capabilities and how these capabilities determine customer satisfaction and market effectiveness, two business performance outcomes. Structural equation modelling is used in order to test the hypothesized relationships. The total sample is spilt into subsamples taking into consideration market settings and product type criteria, and the hypothesis are tested within them. Our results reveal that in case of each subsample, customer satisfaction and market effectiveness are driven by different dimensions of CRM capabilities. Critically, we find that in cases of firms that are acting mainly on Business-to-Business markets, customer relationship orientation doesn’t influence customer relationship upgrading capability, a dimension of CRM capabilities. Finally, the implications of these results for practitioners and managers are presented.

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Kim, Ki Tak, Dae Hee Kwak, and Yu Kyoum Kim. "The impact of cause-related marketing (CRM) in spectator sport." Journal of Management & Organization 16, no. 4 (2010): 515–27. http://dx.doi.org/10.1017/s1833367200001905.

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AbstractCause-related marketing (CRM) refers to the marketing strategy an organization uses to associate itself with a good cause. Even though CRM decisions may be partly charitable, they may also serve corporate self-interest. Although this area of inquiry is growing, CRM's strategic potential as an effective management tool for connecting sport organizations (i.e., teams) with consumers has not been thoroughly examined in a sport management context. In order to provide an improved picture of spectator sport consumers' perceptions toward a sport team's CRM initiatives, we developed a structural model that incorporates perceived CRM, attitudes toward the team, and re-attendance intention. Using LISREL analysis, the findings showed that CRM's effect on re-attendance intention was completely mediated through the attitude toward the team. In addition, perceptions toward the team's motive for CRM did not vary CRM's effect on attitude and behavioral intention. The lack of interaction effect might provide evidence that there may be universal appeal and effectiveness of CRM in a spectator sport context. Consequently, the findings provide a useful rationale for making managerial decisions about implementing and maintaining CRM efforts in sport organization.

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Kim, Ki Tak, Dae Hee Kwak, and Yu Kyoum Kim. "The impact of cause-related marketing (CRM) in spectator sport." Journal of Management & Organization 16, no. 4 (2010): 515–27. http://dx.doi.org/10.5172/jmo.2010.16.4.515.

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AbstractCause-related marketing (CRM) refers to the marketing strategy an organization uses to associate itself with a good cause. Even though CRM decisions may be partly charitable, they may also serve corporate self-interest. Although this area of inquiry is growing, CRM's strategic potential as an effective management tool for connecting sport organizations (i.e., teams) with consumers has not been thoroughly examined in a sport management context. In order to provide an improved picture of spectator sport consumers' perceptions toward a sport team's CRM initiatives, we developed a structural model that incorporates perceived CRM, attitudes toward the team, and re-attendance intention. Using LISREL analysis, the findings showed that CRM's effect on re-attendance intention was completely mediated through the attitude toward the team. In addition, perceptions toward the team's motive for CRM did not vary CRM's effect on attitude and behavioral intention. The lack of interaction effect might provide evidence that there may be universal appeal and effectiveness of CRM in a spectator sport context. Consequently, the findings provide a useful rationale for making managerial decisions about implementing and maintaining CRM efforts in sport organization.

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Zhang, Anran, Alex Scodellaro, Bo Pang, Hui-Yi Lo, and Zhengliang Xu. "Attribution and Effectiveness of Cause-Related Marketing: The Interplay between Cause–Brand Fit and Corporate Reputation." Sustainability 12, no. 20 (2020): 8338. http://dx.doi.org/10.3390/su12208338.

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In cause-related marketing (CRM) programs, the fit between the cause and brand is an important factor influencing consumer perceptions and behavior. However, the literature demonstrates that there is disagreement regarding the effect of cause–brand fit on consumer responses with varying corporate reputation. This study aims to examine the influence of cause–brand fit on consumer attitudes, attributed company motives, and the moderating role of corporate reputation. With a two (fit: high/low) by three (reputation: low/medium/high) experimental study, we reveal that consumers hold positive attitudes toward companies that engage in CRM campaigns. The effect of cause–brand fit on consumer-attributed company motives is moderated by corporate reputation. For low-reputation companies, a high cause–brand fit CRM campaign resulted in consumers attributing more negative motives to companies than low-fit campaigns. The opposite was true for medium-reputation companies. Meanwhile, high-reputation companies with a high cause–brand fit elicit greater value-driven attributed motives from consumers than other motives. Recommendations for implementing CRM programs and for future research are discussed.

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Chen, Ja-Shen, H. J. Rebecca Yen, Eldon Y. Li, and Russell K. H. Ching. "Measuring CRM effectiveness: Construct development, validation and application of a process-oriented model." Total Quality Management & Business Excellence 20, no. 3 (2009): 283–99. http://dx.doi.org/10.1080/14783360902719451.

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Hakkak, Mohammad, Mahmoud Reza Esmaeili, and Moslem Mirzaei. "An investigation on role of customer relationship management (CRM) in increasing organizational effectiveness." Management Science Letters 2, no. 8 (2012): 2819–26. http://dx.doi.org/10.5267/j.msl.2012.10.004.

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Sutton, Gigi. "Evaluating multidisciplinary health care teams: taking the crisis out of CRM." Australian Health Review 33, no. 3 (2009): 445. http://dx.doi.org/10.1071/ah090445.

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High-reliability organisations are those, such as within the aviation industry, which operate in complex, hazardous environments and yet despite this are able to balance safety and effectiveness. Crew resource management (CRM) training is used to improve the non-technical skills of aviation crews and other high-reliability teams. To date, CRM within the health sector has been restricted to use with ?crisis teams? and ?crisis events?. The purpose of this discussion paper is to examine the application of CRM to acute, ward-based multidisciplinary health care teams and more broadly to argue for the repositioning of health-based CRM to address effective everyday function, of which ?crisis events? form just one part. It is argued that CRM methodology could be applied to evaluate ward-based health care teams and design nontechnical skills training to increase their efficacy, promote better patient outcomes, and facilitate a range of positive personal and organisational level outcomes.

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Romero, Francisco P., José A. Olivas, and Pablo J. Garcés. "FzMail: Using FIS-CRM for E-mail Classification." Journal of Advanced Computational Intelligence and Intelligent Informatics 11, no. 1 (2007): 40–50. http://dx.doi.org/10.20965/jaciii.2007.p0040.

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In this work a brief summary of FIS-CRM (Fuzzy Interrelations and Synonymy Conceptual Representation Model) and its application to intelligent e-mail management are presented. FzMail tool is based on a soft computing methodology for automatic classification of the mailbox into a fuzzy and hierarchical structure of groups of “conceptually related” messages. FIS-CRM is used to conceptually represent messages and it is also used in the process carried out to deal with the incoming messages in order to keep the achieved conceptual organization. The aim is to make an optimum exploitation of the concepts contained in these messages possible. Therefore, we apply Fuzzy Deformable Prototypes for the document clusters representation. The effectiveness of the method has been proved by applying these techniques in an IR system. The documents considered are composed by a set of e-mail messages produced by some distribution lists about different subjects and languages.

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Lee, Jaejin, and Jihye Kim. "The Effect of Consume Characteristics on the Cause-Related Marketing Campaign: The Role of Personal Life Values." International Journal of Business and Management 11, no. 9 (2016): 82. http://dx.doi.org/10.5539/ijbm.v11n9p82.

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Given the increased interest in cause-related marketing (CRM) in the marketing arena, this study demonstrated the importance of personal factors affecting CRM practice with the Theory of Planned Behavior (TPB) as a theoretical background. This study employed personal life values as an indicator of attitudes, social norms, and perceived consumer effectiveness in order to investigate more specific consumer characteristics in a cause-related marketing context. Findings show that consumers who values universalism and benevolence have more positive attitudes toward the CRM campaign, more strong subjective norm, and perceived consumer effectiveness. The results from this empirical study imply that consumers' personal life values have direct and indirect effects on the expended TPB model in the context of cause-related marketing. The findings from this study add to the body of knowledge about cause-related marketing in the field of advertising and marketing studies.

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Agrawal, Vishal. "Effectiveness of CRM Practices in Banking: A Comparative study of Sbi and ICICI Bank." Research Journal of Humanities and Social Sciences 10, no. 1 (2019): 219. http://dx.doi.org/10.5958/2321-5828.2019.00039.1.

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Giglio, Norberto D., Alejandro D. Cane, Paula Micone, and Angela Gentile. "Cost-effectiveness of the CRM-based 7-valent pneumococcal conjugated vaccine (PCV7) in Argentina." Vaccine 28, no. 11 (2010): 2302–10. http://dx.doi.org/10.1016/j.vaccine.2009.12.070.

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Singh, Shamsher, and Manmohan Rahul. "Effectiveness of CRM in Banking Services with Reference to ATM Services in NCR Delhi." Asia Pacific Business Review 6, no. 2 (2010): 141–49. http://dx.doi.org/10.1177/097324701000600214.

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Padmavathy, C., and V. J. Sivakumar. "Adopting analytic hierarchy process to prioritise banks based on CRM effectiveness - the customers perspective." International Journal of Business Innovation and Research 12, no. 1 (2017): 80. http://dx.doi.org/10.1504/ijbir.2017.080712.

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Padmavathy, C., and V. J. Sivakumar. "Adopting analytic hierarchy process to prioritise banks based on CRM effectiveness - the customers perspective." International Journal of Business Innovation and Research 12, no. 1 (2017): 80. http://dx.doi.org/10.1504/ijbir.2017.10000670.

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Stein, Alex, and Michael Smith. "CRM systems and organizational learning: An exploration of the relationship between CRM effectiveness and the customer information orientation of the firm in industrial markets." Industrial Marketing Management 38, no. 2 (2009): 198–206. http://dx.doi.org/10.1016/j.indmarman.2008.12.013.

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Baghi, Ilaria, and Veronica Gabrielli. "Brand prominence in cause-related marketing: luxury versus non-luxury." Journal of Product & Brand Management 27, no. 6 (2018): 716–31. http://dx.doi.org/10.1108/jpbm-07-2017-1512.

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Purpose Past research on cause-related marketing (CRM) suggests that these socially beneficial initiatives can be implemented as co-branding strategies. Little is known, however, about the role of brand prominence, in terms of visual conspicuousness of the two brands that are partner-involved (for-profit and non-profit brands). This study aims to advance a model of moderated mediation that explains how and under what circumstances brand prominence disparity enhances consumers’ attitudes toward CRM co-branded products and increases purchase intention Design/methodology/approach The authors test a model of moderated mediation in two studies. Study 1 shows that the effectiveness of brand prominence disparity is explained by the mediating role of attitude toward a CRM co-branded product. Study 2 demonstrates that this mediation is moderated by the positioning of the for-profit brand partner (luxury vs non-luxury positioning). Findings Results show that brand prominence disparity has a role in defining consumers’ purchase intention toward a CRM co-branded product through mediation of attitude. Moreover, positioning of the for-profit brand partner moderates the cognitive processes activated by the visual brand prominence. In luxury positioning, a loud visual prominence of the for-profit brand significantly improves consumers’ attitudes and intentions to buy the CRM co-branded product. Originality/value The study extends our understanding of how visual brand presence can promote the effectiveness of co-branded CRM initiatives, and it offers practical guidelines for marketers wishing to partner with social causes, while promoting products with luxury or non-luxury features.

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Berraies, Sarra, Rached Chtioui, and Mehrez Chaher. "Customer-contact employees’ empowerment and customer performance." International Journal of Productivity and Performance Management 69, no. 9 (2019): 1833–59. http://dx.doi.org/10.1108/ijppm-07-2017-0169.

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Purpose The purpose of this paper is to explore the relationship between the customer-contact employees’ (CCE) empowerment and customer performance indicators, namely, perceived service quality (PSQ), customer satisfaction (CS), customer loyalty (CL) and word-of-mouth (WOM). The authors deepen the analysis by highlighting the mediating role of the dimensions of the customer relationship management (CRM) effectiveness in this link. The authors also investigate links between customer performance indicators. Design/methodology/approach An empirical study was carried out on the basis of a questionnaire administrated to a sample of 215 Tunisian bank CCE and 516 customers. Data analysis was performed using the structural equation modeling method. Findings Findings reveal that the CCE’ empowerment contributes to PSQ, CS and all the dimensions of CRM effectiveness which in turn are key factors of customer performance. This research also outlines the mediating role of two dimensions of the CRM effectiveness, namely, organizational commitment and customer experience between CCE’ empowerment and PSQ and CS, respectively. In addition, the study highlights that PSQ improves CS which is positively linked to CL. Finally, loyal customers tend to generate positive WOM. Originality/value Few studies have investigated the effects of the CCE’ empowerment on PSQ, CS, CL and positive WOM, especially in the banking sector. This research fills this gap by highlighting the mediating role of the dimensions of the CRM effectiveness in these links. This paper offers interesting insights to bankers by providing them with tools to improve their customers’ relationship. In this sense, banks must bet on the proximity of the CCE as a key asset that allows creating a real sense of closeness with customers and offers lighting to banks on how to create customized marketing approaches to ensure customer performance.

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Cheng, Colin CJ, and Eric C. Shiu. "How to enhance SMEs customer involvement using social media: The role of Social CRM." International Small Business Journal: Researching Entrepreneurship 37, no. 1 (2018): 22–42. http://dx.doi.org/10.1177/0266242618774831.

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Despite increasing attention to the influence of customer involvement and social media in developing innovation in small- and medium-sized enterprises (SMEs), few studies have specifically investigated how to improve the effectiveness of social media–based customer involvement. Drawing on the knowledge-based view, social network and capability theories, we address this question by arguing that Social Customer Relation Management (CRM) enhances the effect of social media–based customer involvement upon innovation. Two key capabilities further enhance the moderating effect of Social CRM: social media network and customer information processing capabilities. The results from a longitudinal dataset of 317 SMEs indicate that SME customer involvement, enabled by Social CRM, social media network and customer information processing capabilities increases innovation. These findings have important implications for researchers and managers interested in enhancing the efficacy of SME customer involvement using social media.

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Isaranuwatchai, Wanrudee, Fahad Alam, Jeffrey Hoch, and Sylvain Boet. "A cost-effectiveness analysis of self-debriefing versus instructor debriefing for simulated crises in perioperative medicine in Canada." Journal of Educational Evaluation for Health Professions 13 (December 26, 2016): 44. http://dx.doi.org/10.3352/jeehp.2016.13.44.

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Purpose: High-fidelity simulation training is effective for learning crisis resource management (CRM) skills, but cost is a major barrier to implementing high-fidelity simulation training into the curriculum. The aim of this study was to examine the cost-effectiveness of self-debriefing and traditional instructor debriefing in CRM training programs and to calculate the minimum willingness-to-pay (WTP) value when one debriefing type becomes more cost-effective than the other. Methods: This study used previous data from a randomized controlled trial involving 50 anesthesiology residents in Canada. Each participant managed a pretest crisis scenario. Participants who were randomized to self-debrief used the video of their pretest scenario with no instructor present during their debriefing. Participants from the control group were debriefed by a trained instructor using the video of their pretest scenario. Participants individually managed a post-test simulated crisis scenario. We compared the cost and effectiveness of self-debriefing versus instructor debriefing using net benefit regression. The cost-effectiveness estimate was reported as the incremental net benefit and the uncertainty was presented using a cost-effectiveness acceptability curve. Results: Self-debriefing costs less than instructor debriefing. As the WTP increased, the probability that self-debriefing would be cost-effective decreased. With a WTP ≤Can$200, the self-debriefing program was cost-effective. However, when effectiveness was priced higher than cost-savings and with a WTP >Can$300, instructor debriefing was the preferred alternative. Conclusion: With a lower WTP (≤Can$200), self-debriefing was cost-effective in CRM simulation training when compared to instructor debriefing. This study provides evidence regarding cost-effectiveness that will inform decision-makers and clinical educators in their decision-making process, and may help to optimize resource allocation in education.

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Journal articles on the topic 'Effectiveness of CRM'

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