The Impact of Customer Relationship Management

Practices on Marketing Performance:

The case of Lion Bank

Approved By a Board of Examiners

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Chair Person Signature Date

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Internal Examiner Signature Date

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External Examiner Signature Date

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 Declaration

I, the undersigned, declare that, this study “The Impact of Customer Relationship Management
Practices on Marketing Performance: The Case Of Lion Bank” is my original work and has not
been presented for a degree in any other university, and that all sources of materials used for the
study have been duly acknowledged.

Declared by:

Name: __________________

Signature: ______________

Date: __________________

Confirmed by Advisor:
_____________

Signature: ______________

Date: __________________

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 Acknowledgment
I wish to extend my deepest gratitude to my advisor Bekele Reta (Asst.Prof) for his professional
guidance and advice throughout my study.

I also want to sincerely thank LIB, LIB employees and customers for the assistance they
accorded to me during data collection period. In addition, my heartfelt appreciations to the staff
of Unity University Adama campus for their unreserved support during the research study.

Finally, my acknowledgement extends to all my family and friends for their unreserved
encouraging support to accomplish this study.

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Table of Content

Contents
Declaration......................................................................................................................................ii
Acknowledgment............................................................................................................................iii
Table of Content.............................................................................................................................iv
Acronyms/ List of Abbreviations...................................................................................................vi
List of Tables.................................................................................................................................vii
List of figures...............................................................................................................................viii
Abstract...........................................................................................................................................ix
CHAPTER ONE: INTRODUCTION..............................................................................................1
1.1. Background of the study....................................................................................................1
1.2. Background of Lion International Bank............................................................................3
1.3. Statement of the Problem..................................................................................................3
1.4. Research Questions...........................................................................................................5
1.5. Objectives of the Study.....................................................................................................6
1.5.1. General objective...........................................................................................................6
1.5.2. Specific Objectives........................................................................................................6
1.6. Significance of the Study...................................................................................................6
1.7. Scope of the study.............................................................................................................6
1.8. Limitation of the study......................................................................................................7
1.9. Definition of Basic Terms.................................................................................................7
CHAPTER TWO: REVIEW OF RELATED LITERATURES......................................................8
2.1. Theoretical Review of Related Literature.........................................................................8
2.1.1. Definitions of Customer Relationship Management.....................................................8
2.1.2. Views about Customer Relationship Management....................................................9
2.1.3. Benefits of Customer Relationship Management in banking Industry....................11
2.1.4. Customer Relationship Management Components.................................................12
2.1.4.1. Customer Orientation:..........................................................................................13
2.1.4.2. Organizing the business process:.........................................................................16
2.1.4.3. Knowledge Management:....................................................................................18

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 2.1.4.4. Technology Based CRM:.....................................................................................21
2.1.4.5. Information Technology Integration Practices....................................................22
2.1.4.6. Performance Measurement Metrics.....................................................................23
2.2. Empirical Review of Related Literatures........................................................................26
2.3. Conceptual Model...........................................................................................................30
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY........................................31
3.1. Introduction.....................................................................................................................31
3.2. Research Design..............................................................................................................31
3.3. Data type and source.......................................................................................................31
3.4. Target population............................................................................................................31
3.5. Sample size determination..............................................................................................32
3.6. Sampling Technique.......................................................................................................32
3.7. Data Collection Instruments............................................................................................32
3.8. Method of data analysis..................................................................................................33
3.9. Ethical Clearance............................................................................................................34
3.1. Validity and Reliability...................................................................................................34
CHAPTER FOUR: DATA PRESNTATION, ANALYSIS AND DISCUSION..........................35
4.1. Introduction.....................................................................................................................35
4.2. Response Rate.................................................................................................................36
4.3. Demographic Characteristics..........................................................................................36
4.4. Descriptive Analysis.......................................................................................................38
4.4.1. Independent Variables (CRMPs).................................................................................38
4.4.2. Dependent Variable (Marketing Performance)...........................................................42
4.5. Inferential Statistics for CRMPs and Marketing Performance.......................................43
4.5.1. Correlation Analysis....................................................................................................43
4.5.2. Multiple Regression Analysis.....................................................................................44
4.5.2.1. Multi-co linearity Test.............................................................................................44
4.5.2.2. Model summery.......................................................................................................45
4.5.2.3. ANOVA Test...........................................................................................................46
4.5.2.4. Coefficients of Regression Analysis........................................................................46

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CHAPTER FIVE: SUMMARY OF MAJOR FINDINGS, CONCLUSION AND
RECOMMENDATION.................................................................................................................49
5.1. Summary of Major Findings...........................................................................................49
5.2. Conclusion......................................................................................................................50
5.3. Recommendation............................................................................................................50

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Acronyms/ List of Abbreviations
CO: Customer Orientation

CRM: Customer Relationship Management

CR: Customer Retention

CRS: Convenience and Responsiveness

CS: Customer Satisfaction

ITI: Information Technology Integration

KM: Knowledge Management

MPR: Marketing Performance

OBP: Organizing Business Process

TBCRM: Technology Based Customer RelationshipManagement

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List of Tables

Table 3.1: Reliability of constructs-------------------------------------------------------------------32

Table 4.1 Description of response rate---------------------------------------------------------------33

Table 4.2 Respondents’ frequency distribution of Age -------------------------------------------34

Table 4.3 Respondents’ frequency distribution of Educational Qualification------------------34

Table 4.4 Respondents’ frequency distribution of Work Experience----------------------------35

Table 4.5: Descriptive statistics on key customer orientation------------------------------------36

Table 4.6: Descriptive statistics on Organizing Business Processes-----------------------------37

Table 4.7: Descriptive statistics on Knowledge Management------------------------------------37

Table 4.8: Descriptive statistics on Technology based CRM Practices-------------------------38

Table 4.9: Descriptive statistics on Information Technology Integration Practices-----------39

Table 4.10: Descriptive Statistics on marketing performance------------------------------------40

Table 4.11 Correlation matrix between constructs of CRM practices and MP-----------------41

Table 4.12: Multi co linearity test of independent variables--------------------------------------43

Table 4.13: Regression Model between CRM Practices and MP--------------------------------43

Table 4.14 ANOVA Result between constructs of CRMPs and MP----------------------------44

Table 4.15 Regression Coefficients between CRMPs and MP-----------------------------------44

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List of figures

Figure2.1: The CRM continuum, Payne & Frow, 2005------------------------------------------9

Figure 2.2: IT links businesses and their suppliers, distributors, reseller and customers----22

Figure 2.3: Conceptual framework------------------------------------------------------------------30

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 Abstract

As the world become a global village and stiff competition between organizations attracting and
retaining customer is vital for the success of any organization. So as to achieve this
performance, Customer Relationship Management is the most important concept that companies
use for managing their interactions with customers. The main aim of this research was to
examine the impact of customer relationship management practices on marketing performance
of Lion International Bank. To study the impact of customer relationship management practices
five dimensions of CRM practices were used as independent variables and tests the respondents
understanding perspectives on the impact of customer relationship practices on marketing
performance. A sample of 119 employees and customers was taken using non-probability
sampling particularly purposive and convenience sampling technique. A questionnaire was used
as a research tool for the collection of data. Collected data was analyzed through SPSS version
25 by running descriptive statistics, correlation and regression. From the result of the analysis it
is concluded that all variables of customer relationship management Practices (Customer
orientation practice, Organizing Business Process, Knowledge Management, Technology Based
CRM and Information Technology Integration practices) strongly, significantly and positively
affected marketing performance of the company. To achieve strong competitive advantage in
terms of increasing profitability, market share, customer retention and attracting new and
potential customers over other banks they must establish a strong relationship with their
customers making them happy with their services and product they offer.

Key words: - Customer Relationship Management, CRM Practices and Marketing Performance

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 CHAPTER ONE: INTRODUCTION
This chapter consists of the back ground of the study, statement of the problem, research
questions, objectives of the study, significance of the study, limitations of the study, definition of
terms and organization of the paper.

1.1. Background of the study

Customer relationship management (CRM) is a concept for managing a company’s
interactions with customers, clients, and sales prospects which can achieve financial goal such as
the company’s marketing effectiveness. It involves using technology to organize, automate, and
synchronize business processes. Scholars have put forward various definitions of Customer
Relationship Management practices. Stone, Woodcock & Machtynger, (2005) define CRM as a
management approach that enables the firm to identify, attract and increase of profitable
consumers by managing relationships with them. According to Sugandhi, (2007) CRM involves
establishing and maintaining long-term mutually beneficial relationships with strategically
significant customers and managerial efforts to manage business interactions with the customers
by combining business processes and technologies that seek to understand the firm’s customers.

On the other hand, Swift, (2000) defined CRM as a method of understanding the customer
behavior through intense communication with him/her to improve the performance which is
represented in attracting the customer, keeping him/her and increasing his/her loyalty and
profitability. It can be noticed that this definition regards CRM as mere communication on the
part of the organization to understand the customer's behavior. Parvatiyar & Sheth , (2002)
mentioned that CRM is a comprehensive strategy that includes the process of acquiring certain
customers, keeping them and cooperating with them to create a distinguished value for both the
company and the customer. This strategy requires integrating the functions of marketing, sales,
customer service and exposition chain so as to achieve the highest competence and efficiency in
delivering value to the customer. As it shows, this definition regards CRM as a strategy with a
main goal of delivering a distinguished value to the customer through improving the marketing
productivity.

Similarly, Payne & Frow, (2005) defined CRM as a strategic method related to creating a
distinguished value for the contributors through improving good relationships with the main
customers and other customer categories, as it (CRM) seeks to unify the strategies of marketing

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using relationships and information technology to create profitable, long-term relationships with
customers and other parties. This value is created through providing good chances to use data
and information to understand customers and provide them with value. Consequently, this
requires the integration of customers, individuals and marketing abilities, which happens through
information, technology and applications.

One of the sectors in which competition is experienced intensively is that of banking. Banks are
the finance institutions that meet the economic needs of the individuals and businesses and that
perform such economic activities as collecting bank deposits, giving credits, providing capital,
and etc. In recent years there have appeared important developments in the understanding of
modern banking with the transition to automation, customer satisfaction and management of
customer relationships have taken place in the banking sector. It is clear that customer is the only
source of the banks’ present profit and future growth. Kotler and Keller (2012) stated that
creating loyal customers is at the heart of every business. Customers are central to all marketing
activities all over the world. Success and profit is not thinkable without customers.

Several studies have been carried out to examine the impact of customer relationship on firm
performance. Some studies investigate the contribution of IT to a CRM program and then probe
whether a superior CRM capability is a robust indicator of firm performance Coltman, Devinney,
and Midgley, (2010). Other studies first conceptualize a construct for the CRM process and its
dimensions, next operationalize and validate the construct, and finally investigate the
organizational performance consequences of implementing CRM processes Reinartz, Krafft, and
Hoyer, (2004). Customer relationship management practices include information technology,
knowledge management, customer communication, customer acquisition, customer interactions
and customer response and customer transaction. Knowledge management application, customer
response and customer interaction are the most commonly used Peck et al., (2014). Today,
organizations like banks are operating in a customer oriented environment in which customer is
the real ruler of market. This critical issue is forcing them to consider customer as an asset
requiring management Ghalandari, (2012). From this ground in today’s competitive economy,
enterprises are realizing the importance of becoming customer centric, and they are adopting
Customer Relationship Management (CRM) as a core business strategy Wu, J. (2008). In such
situation, banks like Commercial Bank of Ethiopia can use the CRM strategy to create, maintain,
and enhance strong relationships with their customers to secure their customer loyalty.
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Therefore, it is important to empirically investigate the impact of CRM practices on market
performance.

1.2. Background of Lion International Bank

The establishment of Lion International Bank S.C., on October 2, 2006 in accordance with
Proclamation No፡ 84/94 and Commercial Code of Ethiopia has marked a shift in ownership as
the company based its roots in a larger number of shareholders than any other Bank has had
during the time and has become a pioneer for the Banks that came later. The then 3,739
shareholders have subscribed a capital of Birr 432.5 million and have had an initial paid-up
capital of Birr 108.2 million; Lion International Bank commenced operation on 6th January 2007
with three branches. During the financial year 2017/18, the bank was able to increase the
number of agents to 1,686, and to raise the number of customers’ to 143,740. The Bank has also
facilitated transactions of above Birr 160 million. Moreover, Lion Bank has now integrated the
Core Banking System (CBS) with the Hello cash service. By the end of the financial year, 8,148
customers have successfully linked their regular account to Hello cash mobile account. With
distinguished services, tailored to support the needs and wants of stakeholders at community and
individual level, small businesses, medium and big investments; based on sound feasibility
study, Lion has opened 40 new branches across the country, raising the total number of branches
to 190. In addition, the Bank has added additional 20 new ATM’s to the market and distributed
14,408 Lion Cards that raised the number of ATMs to 29 and number of Lion cardholders to
26,000. As far as card banking is concerned, a total value of Birr 164 million transactions was
processed. The bank has been diligently working to exceed the expectation of customers and
enhance their convenience by deploying technology based delivery channels, mobile and internet
banking. Primary activities are underway for the pre-launching project of the internet banking
service. Source: Lion Bank annual report (2017/18)

1.3. Statement of the Problem

As world has become a global village, competition become tough and stiff between organizations
and formed a climate of constant change, achieving and holding a customer has become vital for
the success of any organization and Ethiopia is no exception. However, in today’s world
customers have more awareness and choice of various products and services due to modern and
sophisticated channels of communication like internet than ever before. Hence due to increased

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customer awareness, customers are more demanding, and those banks having strong
relationships with their customers have strong competitive advantage in terms of increasing
profitability, market share, customer retention and attracting new and potential customers over
other banks. However, in a competitive market place, customers are easily lost through in
different services Oracle, 2002. Customers are becoming solider to please, they are smarter,
more price sensitive, more challenging, less sympathetic, and they are approached by many more
competitors with equal or better offers Kotler, 2007.

Different researches have been done about CRM frameworks but there has been limited
academic effort about the issue of the CRM process and firm marketing performance. There is
some evidence focus on CRM’s impact on organizational performance (Reinartz, Krafft, &
Hoyer, 2003; Day & Van den Bulte, 2002. And also there are some studies that show a
relationship between the CRM activity and customer satisfaction and business performance.

For instance, Hisham Solieman, 2011, in his study customer relationship management and its
relationship to marketing performances assured that there is a positive relationship between
CRM and marketing performance such as customer satisfaction and customer loyalty. Three
major variables of CRM was tested in this study i,e focusing on the main customers, organization
efficiency and customer knowledge management. The study concluded that all elements of CRM
have positive relationship with customer satisfaction and customer loyalty.

Dotur & Halmajan(2011) studied the role of organizations preparation on customers relationship
management and commercial performance. This research was done with 82 companies in
Romania. The result showed that organization had to highly prepare to perform customer
relationship management. Moreover, customer relationship management has significant
relationship with customers and commercial performance. Cho, et. al. (2013) investigates the
impact of customer relationship management on customer satisfaction and loyalty. The main
findings of the study shows that behavior of the employees is significantly related and
contributed to customer loyalty compared to other elements of CRM i,e interaction
management , relationship management and services quality.

Kocoglue (2012), in his study titled customer relationship management and customer loyalty in
the banking industry. The study concluded that all elements of CRM I,e customer database,
learning customer needs and complaints, and providing solutions peculiar to customers are

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positively correlated with customer loyalty. In addition, Payne & Frow, 2005 identified three
different perspectives in the definitions of CRM, namely, emphasis on information technology
(IT) implementation, wide range of customer oriented IT and Internet applications, and customer
centric focus. And also Yim et al. 2004 and Sin et al. 2005 developed a model of CRM
dimensions consisting of: key customer focus, CRM organization, knowledge management, and
technology-based CRM.

To conclude, most of the aforementioned models agree on the significance of all dimensions of
CRM. Thus, based on the above empirical evidences the researcher identified five dimensions of
CRM practices including IT Integration (which is most of the researchers not include as part of
CRMP) and will intend to investigate the impact of those CRM practices namely; customer
orientation, Organizing Business Processes, Knowledge Management, Information Technology
Integration and CRM technology on market performance (customer service perspectives) of Lion
International Bank.

1.4. Research Questions

With reference to the above statements the study will intend to investigate and answer the
following research questions.

 What is the impact of customer orientation practices on marketing performance of LIB?

 What is the impact of organizing business process practices on marketing performance of
LIB?
 What is the impact of Knowledge management practices on marketing performance of
LIB?
 What is the impact of Technology base CRM practices on market performance of LIB?
 What is the impact of IT integration practices on marketing performance of LIB?

1.5. Objectives of the Study

1.5.1. General objective
The general objective the study was to assess the impact of customer relationship management
practices on marketing performance of LIB, Rift valley cluster.

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1.5.2. Specific Objectives
 To assess the impact of customer orientation practices on marketing performance.
 To examine the impact of organizing business process practices on marketing
performance.
 To evaluate the impact of knowledge management practices on marketing performance.
 To assess the impact of Technology based CRM practices on marketing performance.
 To assess the impact of Information Technology integration practices on marketing
performance.

1.6. Significance of the Study

The study had significant importance in strengthening the existing knowledge and understanding
of CRM practices and marketing performance by examining and empirically testing the
relationship between CRM and marketing performance for the case of Lion International Bank
(LIB). The study will also provide some insight or recommendations to LIB to evaluate and
improve their CRM practice based on the study findings. Finally, the proposed study can serve as
an additional reference to others researchers who are interested in the area of CRM and
marketing performance.

1.7. Scope of the study

CRM encompasses vast areas of managerial practices. However, it is difficult and unmanageable
to conduct the study in all areas that summarizes CRM in terms of time, finance, and research
manageability. Therefore, the scope of the study was delimited to an assessment of the impact of
CRM practices (customer orientation, knowledge management, technology based CRM,
organizing the business processes and IT Integration) on the market performance of Lion
International bank branches (Rift Valley Cluster) which has 10 branches.

1.8. Limitation of the study

While these results are valuable, the limitation of this study must also be considered. Potential
limitations of this research are not considering or conducting other performance measures, only
taking Marketing performance as the performance measures, and not considering the other
contextual factors i.e. type of industry.

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1.9. Definition of Basic Terms
Customer: Any individual who is able to figure out and do processing of account, checking
account and all other capable person who operate by banks
Customer Relationship Management: is an enterprise approach to understanding and
influencing customer behavior through meaningful communications in order to improve
customer acquisition, customer retention, customer loyalty and customer profitability (Swift,
2001).
Market performance: refers to the enhancement of the organizational standing in the market,
improvement of the customers’ perception of organization and its products, and increase in their
loyalty toward organization Martin, 2005.

Customer Orientation: is defined as laying emphasis on understanding what customer want and
anticipating their future requirements (Aggarwal, 2004).

Organizing Business process: is defined as the supporting organization structure, incentives,

resources allocation, and management controls that enables building and sustaining customer
relationships (Day and Vanden Bulte 2002)

Knowledge management: is the transfer and application of knowledge about their customer and
business processes.

CRM Technology: are all the information systems used to support front office functions (sales,
customer service, and marketing) and back office applications that deal with data integration and
analysis (Jayachandran et al., 2005).

Information Technology Integration: Technology in case of banking can entail a variety of

options for instance Automatic teller machine (ATM), internet banking as well as mobile
banking (Kolodinskyet al., 2004).

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 CHAPTER TWO: REVIEW OF RELATED LITERATURES

This part of the study provides theoretical and empirical review collected from different sources
and specific to concepts or ideas of CRM Practices and marketing performance. Based on the
literature reviewed, the selected conceptual framework is also presented.

2.1. Theoretical Review of Related Literature

2.1.1. Definitions of Customer Relationship Management

Various definitions have been provided for customer relationship management (CRM) by
scholars. It is defined as a management approach which consists of methodologies, processes and
software which help in establishment of an organized relationship with customers Bohling et al
(2006). CRM means to create and maintain a specified relationship with profitable customers
through using appropriate information and communication technology (Payne & Frow, 2005).

Swift,(2000) defined CRM as a method of understanding the customer behavior through intense
communication with him/her to improve the performance which is represented in attracting the
customer, keeping him/her and increasing his/her loyalty and profitability. It can be noticed that
this definition regards CRM as mere communication on the part of the organization to
understand the customer's behavior. (Stone & Findlay, 2001) defined CRM as the organization
carrying out a lot of information about the customer from various resources and keeping it in
order to divide the territories, analyze and reuse. This definition regards CRM as only collecting
and recording information about the customer. (Fross & Stone, 2001, p.1) defined CRM as the
company use of its abilities in the field of research methodology, technology and e-commerce in
order to manage customer relationships. This definition for CRM regards it as the ability to use
technology in the domain of dealing with customers.(Parvatiyar & Sheth , 2002, p.5) mentioned
that CRM is a comprehensive strategy that includes the process of acquiring certain customers,
keeping them and cooperating with them to create a distinguished value for both the company
and the customer. This strategy requires integrating the functions of marketing, sales, customer
service and exposition chain so as to achieve the highest competence and efficiency in delivering
value to the customer. As it shows, this definition regards CRM as a strategy with a main goal of
delivering a distinguished value to the customer through improving the marketing productivity.

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Furthermore, in a narrow sense, customer relationship management could be defined as
"managing detailed information about individual customers and carefully managing customer
touch points maximize customer loyalty and if it is seen in a browed sense, it is also defined as
the overall process of building and maintaining profitable customer relationship by delivering
superior customer value and satisfaction"(Kotler & Armstrong, 2010).

To make the above definitions conceptual , CRM continuum which is developed by Payne &
Frow ( 2005) ,explain CRM adopted from different sources ranges from narrowing IT enabling
solutions to a broadly and strategically approach to managing customer relationship as it is seen
in figure2.1

Figure2.1: The CRM continuum, Payne & Frow, 2005

2.1.2. Views about Customer Relationship Management

Based on an extensive review of CRM definitions, Zablah et al.(2004), concluded that CRM
conceptualizations take one, or a combination of five complementary perspectives: CRM as a
strategy, as a philosophy, as a process, as an information technology application, and as an
organizational capability. CRM as a philosophy considers customer loyalty key to business
profitability. To achieve loyalty, firm must shift their focus from getting customers to retaining
customers (Reichheld, 2006).

When CRM is seen as strategy, attention is directed to maximizing the use of organizational
resources towards a favorable market position. Under this perspective, researchers emphasize
that not all relationships are good, and that customers who contribute the highest value to the
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firm deserve more attention from managers (Ryals, 2005). Payne & Frow, 2005, p.168 seen
CRM as a strategic method related to creating a distinguished value for the contributors through
improving good relationships with the main customers and other customer categories, as it
(CRM) seeks to unify the strategies of marketing using relationships and information technology
to create profitable, long-term relationships with customers and other parties. This value is
created through providing good chances to use data and information to understand customers and
provide them with value. Consequently, this requires the integration of customers, individuals
and marketing abilities, which happens through information, technology and applications.

Many researchers see CRM as a processor a collection of tasks or activities that help
organization achieve desired business outcomes (Reinartz et al., 2004), and others look at the
customer knowledge management processes (Sin, et al., 2005). Customer relationship
management is a process consisting of monitoring clients, collecting proper data, management
and evaluation of data and finally real advantage of the extracted data in their interactions Kim et
al, (2010). The main goal of customer relationship management is simply better understanding of
customer behavior and enhances loyalty and profits (Zarali, 2009, 247). In Organizations often
due to the reasons including greater continuity of services by them, high importance of
maintaining and strengthening long-term relationships with customers and deeper relationship
with customers have caused the effective factors of customer loyalty to be very important
Jayawardhena et al, (2007).

CRM is also seen as an information technology solution or an enterprise application system that
supports the building of profitable customer relationships (Torggle, 2008; Ang&Buttle, 2006).
Although the importance of technologies such as the internet, sales force automation, call
centers, and data mining in CRM is well acknowledged, many researchers agree that CRM is
more than a technology, especially with poor to moderate empirical evidence on a direct link
between technology and organizational performance (Minami & Dawson, 2008; Day & Van den
Butle, 2002; Reinartz et al., 2004). CRM is an IT system, which is an RM strategy enabler (Ryals
and Payne 2001). Indicatively, Glazer (1997) argues that CRM is an information intensive
process, which provides businesses a connection between marketing strategies and IT, thus
enhancing profitability and supporting the development of long-term relationships with their
customers.

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Recently more attention was directed to CRM as an organizational capability that contributes to
the creation of a competitive advantage (Campbell, 2003; Day & Bulte, 2002; Day, 2000).
According to the capability view, firms need to acquire and integrate resources that increase their
responsiveness to the changing needs of individual customers (Peppers & Rogers, 2004). One
can argue that CRM as a capability is the most comprehensive view of CRM, because it
combines CRM processes with other complementary tangible and intangible assets deemed
necessary to carry out such processes.

CRM systems are used into the primary functions of sales, marketing and customer service.
Especially in the banking sector, the utilization of data relevant to customers’ needs and
behavior, can lead to the identification of the most important customers, support the development
of relationships with prospective customers and estimate not only the generated revenues but
also any future possible opportunities for investments (Zineldin, 2005). CRM processes include
all the activities that take place inside a company, which influence the customer relationship
quality and duration (Rababah et al., 2011). Geib et al. (2005) classified CRM processes into
three groups, namely delivery processes (activities associated with sales, service support,
marketing promotions and customer complaints), support processes (activities oriented towards
what the market needs with the intention to develop loyal customers) and analysis processes
(activities entailing analysis of the data acquired by processes from the other two groups and the
creation of value leading to service innovation).

2.1.3. Benefits of Customer Relationship Management in banking Industry

According to Liyun(2008,) the emphasis of CRM is to focuses on keeping and maintaining long-
term relationship with customers, leading to customer satisfaction and hence creating business
performance in the banking industry.CRM if used properly would enhance a bank‘s ability to
achieve the ultimate goal of retaining customers in order to gain a strategic advantage over its
competitors (Nguyen, Sherif and Newby, 2007).Thus, the successful management of customer
relationship can improve customers‘ satisfaction and loyalty in order to give positive effect on
upgrading business performance (Liyun, Keyi, Xiaoshu and Fangfang, 2008).

Customer relationships are becoming even more important for banks as market conditions get
harder. Competition is increasing, margins are eroding, customers are becoming more
demanding and the life-cycles of products and services are shortening dramatically. All these

xxi
forces make it necessary for banks to intensify the relationship with their customers and offer
them the services they need via the channels they prefer. Companies that implement CRM make
better relationships with their customers, achieve loyal customers and a substantial payback,
increased revenue and reduced cost (Roh, Ahn and Han, 2005).

According to Lovelock (2004), well implemented CRM system can offer a ―unified customer
interface‖, which means that at each transaction the relevant account details, knowledge of
customer preferences and past transactions or history of service problem are at the fingertips of
the person serving the customer. This can result in a vast service improvement.

The effective implementation of customer relationship management results both in higher

revenues and lower costs, making companies more effective and efficient, effective in focusing
the right customer base with the right services through the right channels, and efficient in doing
this at the lowest costs (Lindgreen and Antioco, 2005).

In general the main goal of customer relationship management is simply better understanding of
customer behavior and enhances loyalty and profits (Zarali, 2009). In Organizations often due to
the reasons including greater continuity of services by them, high importance of maintaining and
strengthening long-term relationships with customers and deeper relationship with customers
have caused the effective factors of customer loyalty to be very important (Jayawardhena et al,
2007).

2.1.4. Customer Relationship Management Components

Different researchers tell us that there is no one universal definition of CRM. However,
occasionally, people define it based on the context within which it is being considered for
specific study. Hence, some researchers described CRM dimensions from customer’s attitudinal
aspects like trust, commitment, conflict handling and empathy. But on this study behavioral
aspect of customers is chosen to describe the CRM dimensions. Hisham,S (2011) posited that

CRM means the desire and ability of the institution to custom its behavior towards every
customer on the basis of information the customer tells and what the institution knows about
those customers. Sin et al. (2005) and Yim et al. (2005) suggest that the concept of CRM is a
multidimensional construct consisting of four broad behavioral components. These behavioral
components are: Key Customer Focus, CRM organization, Knowledge Management and

xxii
Technology-based CRM. It is strongly emphasized that all behavioral components or dimensions
must be integrated in order to achieve Customer Loyalty and company profitability. Chen and
Popvich (2003) presented CRM as a combination of three components: people, resources, and
technology. A fourth component; strategy; is suggested by other researchers (Yim et al., 2004).

Wang and Feng (2012) proposed that customer orientation, customer centric management
systems, and CRM technology influence organizational performance through three CRM
capabilities (interaction management, relationship upgrading, and win-back). Coltman et al.
(2011) posited that CRM capability consists of three components: (1) IT infrastructure (CRM
technology and customer information); (2) human analytic-based resources (employees' skills to
use the data effectively); and (3) business architecture and structural capabilities (incentives and
management controls that support CRM). Consistent with the RBV line of research, Yim et al.
(2004) and Sin et al. (2005) developed a model of CRM dimensions consisting of: key customer
focus, CRM organization, knowledge management, and technology-based CRM. Other studies
like those of Abdullateef et al. (2010) and Wang et al. (2010) also find customer orientation as
part of behavioral components.

2.1.4.1. Customer Orientation:

Customer orientation theory is traced back to McCarthy’s (1960) market orientation concept
whose primary objective was to ensure that business firms focus all its efforts on satisfying its
customers, at a profit. According to Frambach, Fiss and Ingenbleek (2016), customer orientation
is at the heart of a market orientation because customer orientation best reflects the core of the
marketing concept. That is, customer orientation underpins the sufficient understanding of one's
target buyers to be able to create superior value for them continuously. Therefore, by organizing
the firms' structure and operations around creating customer value, business enterprises generate
higher levels of satisfaction, loyalty, innovation, and performance (Gebauer & Kowalkowski,
2012).

Customer orientation in general refers to "the set of beliefs that puts the customer's interests
first...., in order to develop a long term profitable organization" (Deshpande, Farley, & Webster,
1993, p. 27). Customer orientation is the part of the organizational culture that provides implicit
values and beliefs on which norms of accepted behavior are based (Bentum & Stone, 2005).
According to Roberts, Liu & Hazard (2005) customer centricity is the first requirement for CRM
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readiness. Unlike transaction orientation, a relationship orientation dominates the organizations
mind-set, values, and norms and thus influences all interactions with customers (Day, 2000). It
includes the intense focus of organization on key customers, providing superior service and
added value for customers by providing customization that is composed of parts including
customer-oriented marketing, customer lifetime value, customization, and interactive marketing
(Lee, 2000). In relation-based marketing companies and customers play a role in different
aspects of design, manufacturing and product and service? And this causes a strong relationship
between the company and the customer (Sin et al, 2005).

Customers focus strategy emphasizes positioning of the customer as the primary basis for
organizing all organizational activities with the aim of increasing customer satisfaction and
loyalty (Gebauer & Kowalkowski, 2012). The strategy is geared towards understanding the
dynamic needs of the customer as well as establishing and sustaining customer relationships for
better retention of the customer (Yaacob, 2014). However, Jain and Singh (2002) argue that the
firm should not just focus on any other customer, but the key customers who are identifiable
through customer lifetime value analysis (Yim, Anderson, & Swaminathan, 2004). The main
objective of focusing on key customers is to establish a deep customer relationship through
personalized products and services that makes an organization a necessary partner to its most
profitable customers (Vandermerwe, 2004).

Customer Needs Assessment

Customer needs assessment is defined as the process of examining and analyzing the existing
customer needs to establish the difference between current and the desired state (Messner, 2009).
Firdousi (2014) posit that needs assessment can be as simple as asking customers what service or
product they would like to have, to developing an individualized service for every customer to
satisfy their needs. Prasad, Subbaiah, Rao and Sastry (2010) argue that since quality is judged by
how best a product or service satisfy the needs of the customer, customer needs assessment
forms an important process in ensuring that the right customer needs are identified so as to
design products and service that ensure customer satisfaction. Therefore, as a prerequisite of
customer satisfaction, needs assessment is focal in designing products and services that meet
customer expectations and even beyond.

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Customized Services

Service customization is defined as any creation or adjustment of a service to fit the individual
requirements of a customer (Ball, Coelho, & Vilares, 2006). However, this should not be
construed to limit the definition to only a specific individual customer, but can include a group of
customers who share a common need. The primary objective of service customization is to
identify profitable market segments or customers and design products and services to optimally
satisfy their needs (Coelho & Henseler, 2012). Simonson (2005) asserts that the emphasis on
customization is on satisfying as many needs as possible for each individual customer rather than
reaching many customers and only satisfying needs of a limited number of them. In this way,
customization strategy provides solutions to the varied and dynamic customers’ demands.

Proponents of service customization argue that customization plays a pivotal role in customer
relationship management. They argue that service personalization improves customer retention
through service quality, customer satisfaction, customer trust and customer loyalty (Coelho &
Henseler, 2012). Empirically, a study by Ostrom and Iacobucci (1995) established an indirect
relationship between service customization and customer retention. The study showed that
service customization contributes to customer satisfaction, which in turn positively influence
customer retention. That is to say, a satisfied customer has a higher rate of coming back for more
and more from the same service provider.

Customer Ongoing Dialogue

Ongoing dialogue is defined the continuous exchanges between the organization and its
customers (Kanagal, 2012). The significance of making regular contacts with the organization’s
customers is of ultimate importance in an environment where customer demands are highly
dynamic. The changing demand drives the need for interactivity, connectivity and ongoing
dialogue between an organization and its customers (Vargo & Lusch, 2004).

Merisavo and Raulas (2004) posit that one way to create brand loyalty is by communicating
actively with customers as regular communication brings value to the users of the brand by
providing them with relevant information and by reducing their efforts to search for information.
In this way, by customers appreciating regular communication from the brand, their loyalty to
the brand is enhanced. Moreover, ongoing communications with the customers may also help

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reassure consumers that they are using the right brand, thereby helping to remove cognitive
dissonance (Merisavo & Raulas, 2004).

2.1.4.2. Organizing the business process:

Processes of customer relationship management require a change in the organization and the
business process structure. For this purpose, organizational structure, organizational commitment
and human resource management are important (Agarwal, 2004). An issue that should be
considered is commitment in the organization. For this purpose it is necessary to have
instruments required in sales, marketing and technical expertise of other resources. Success in
attracting and retaining customers depends on the commitment of resources to identify and meet
the needs of key customers (Nicampa, 2001, 71). As firms align their structure and management
processes with their market goals, they become more successful in responding to their customers,
which eventually leads to superior performance (Reinartz et al., 2004). CRM organizing is
defined as the supporting organization structure, incentives, resources allocation, and
management controls that enables building and sustaining customer relationships (Day and
Vanden Bulte 2002; Jayachandran et al., 2005; Sin et al., 2005). Organizational structures that
support cross functional communication and coordination, as well as rewards and training
programs designed around customers needs resulted in higher relationship quality, which in turn
positively influenced organizational performance (Chang, 2007).

Organizational Structure

Organizational structure is defined as the “totality of connections and relationships between all
the factors of production, as well as the totality of connections and relationships within each
factor of production or operations” (Sikavica & Novak, 1999, p 142). That is, it defines the
relationships between factors of production, and the relations within these factors (Nedović &
Božinović, 2013). Tran and Tian (2013) explain that organizational structure constitute the
formal system of task and reporting relationships that controls, coordinates, and motivates
employees so that they cooperate to achieve an organization’s goals. This according to Andrews
(2012) includes well defined job positions, their relationships to each other and accountabilities
for the process and sub-process deliverables. Hence, organizational structure directs the

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competence of work, the enthusiasm of employees and coordination among the top management
and subordinates for flow of plans and goals in the organization.

Organizational structure has three broad dimensions. First, is the formalization, which refers to
the degree of prescription, the level of standards and measures of employee behaviour in
accordance with the prescribed rules and procedures (Nedović & Božinović, 2013). A study by
Sivadas and Dwyer (2000) indicate that for organizations with low formalization, job behaviours
are relatively unstructured and members have greater freedom in dealing with the demands of
their relevant tasks. This means that low formalization would offer more flexibility and
autonomy to the front-line employees who provide services to the customers. This becomes a
critical tool for addressing emerging and dynamic customer needs in a timely manner. It will also
encourage innovation for enhanced customer satisfaction and retention. The second dimension of
organizational structure is the concept of centralization. Nedović and Božinović (2013) refers to
the concept as the locus of decision-making authority, which lies in the higher levels of a
hierarchical relationship. Hence, centralization creates a non-participatory environment that
reduces communication, commitment, and involvement from the employees (Sivadas & Dwyer,
2000). The study argues that a highly centralized structure slows down the responsiveness of the
organization, reduces staff commitment and motivation. These in turn negatively affect
organizational efficiency and delivery of value to the customers.

The third dimension of the organizational structure is the integration. Integration looks at how
the various departments or sections of the organization are inter connected. It is imperative for
employees in different departments to easily and readily access information from different
sections to effectively address customer needs. Chung-Jen and Jing-Wen (2007) argue that
integrative work structure provides opportunities for employees to learn from their colleagues.
This learning framework empowers employees with the necessary information for efficient
customer service. The presumption is that well integrated organizations offer an opportunity to
deliver value that satisfies and retentions the customers.

Employee Reward Systems

Employee reward is the compensation which an employee receives from an organization for his
or her service (Jiang & Xiao, 2009). Rewards are used by organizations to strengthen certain

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behaviors. The rewards may extrinsic or intrinsic. That is, monetary rewards or those items
which can be converted to currencies as well as soft rewards such as having a comfortable office;
favorable interpersonal relationship inside the organization; having access to decision-making
involvement; the challenge and sense of achievement; and preferable growth opportunities (Jiang
& Xiao, 2009). Reward systems are anchored on the theory of positive reinforcement. The theory
is concerned with the use of stimuli to produce desired behaviors among employees (Skinner,
1963). That is, the use of incentives to elicit and strengthen the desired behaviors. Rewards can
be either intrinsic such as praise and acknowledgement or extrinsic such as salary, promotion,
freedom in office and job security (Wei & Yazdanifard, 2014).

Organizational Goals

Establishment of organizational goals is a concept linked to management by objectives. Peter

Drucker first fronted the management by objectives concept in 1954. The concept requires all
managers to set specific objectives to be achieved in the future and encourages them to
continually ask what more can be done (Thomson, 2011). Since all organizations exist for a
purpose, Thomson (2011) posits that to achieve that purpose, organizational management sets
goals and objectives that are common to the whole organization. These goals form the basis of
performance evaluation. Lawlor and Hornyak (2012) assert that employees are motivated when
given clear goals and are provided with feedback about their performance. Effective goals as
indicated by Williams (2012) should be, specific (identify exactly what is being pursued);
measurable (having a number to track progress); attainable (achievability of the goal); realistic
(doability from a business perspective); and time bound (ability to be completed within
reasonable amount of time). The goals therefore steer the organizational activities towards a
focused direction. For effective customer relationship management, the organization should have
well spelt out goals and how these goals are to be achieved with the available resources.

2.1.4.3. Knowledge Management:

The main reason of a company from the perspective of knowledge management is the transfer
and application of knowledge. Knowledge can be gained by understanding customer experiences
and information. Main aspects of knowledge management include knowledge creation, sharing
knowledge and accountability. Knowledge about major customers is essential to the success of

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customer relationship management and can lead to the development of a learning relationship
with customers, and significantly increase the competitiveness of the organization. Customer
information can be received via interactive communication. Business intelligence tools such as
data mining and data warehouse enables companies to use the Customer data into strategic
business intelligence (Stefanou et al, 2003, 634-617).

Knowledge based theory, proposes that knowledge management practices such as knowledge
acquisition, knowledge storage, knowledge creation, knowledge sharing and knowledge
implementation play a critical role in achieving high level productivity; financial and human
resource performance; and improved sustainable competitive advantage (Gholami, Asli, Nazari-
Shirkouhi, & Noruzy, 2013).

Knowledge Creation

Gholami, et al. (2013) define knowledge creation as the utilization of internal and external
resources of an organization to generate new knowledge for achieving the organizational goals.
Knowledge creation therefore involves the interactions between tacit and explicit information in
spiral movement that leads to the creation of new knowledge (Srisamran & Ractham, 2014). This
cyclic movement means that the use of the knowledge in actively involved in development of the
new knowledge.

Knowledge creation is particularly important in customer relationship management. The

arguerment is that both the external and intenal environments of the organization possess critical
information that can be brought together, rearrranged or constructed to create unique knowledge
that can be used to better the organization’s decision making. Srisamran and Ractham (2014)
posit that the process facilitates knowledge of customer needs and motivation for continuous
performance improvement. Huiming and Yi (2010) argue that competitive advantages and
growth do not emerge from merely making decisions in the present but from creating knowledge
over periods of time. Grant (2000) gives examples of research and development; experimental
learning and simulations as some of the knowledge creation mechanism.

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Knowledge Acquisition

According to ALHawari, Talet, Alryalat and Hadi, (2008) customer knowledge acquisition is
defined as the process of pursuing certain knowledge that is necessary for gaining new customers
to the company. However, as indicated by Gholami, et al. (2013) knowledge acqusition
encompass the process of acquiring and learning appropriate knowledge from the organization’s
various internal and external resources, such as experiences, experts, relevant documents,
surveys among others.

The significant difference between knowledge creation and knowledge acquisition is that in the
later, the user does not take an active role in the development of the knowledge but rather adopt
what already exists in the environment. Huiming and Yi (2010) posit that the relationships that
provide knowledge vary in nature, and can be both formal and informal such as daily activities or
structured intentions of data mining and information exploration, among others. Some sources of
knowledge as identified by Grant (2000) include inherited knowledge possessed by the
organization’s founders, on job trainings, attendance of work related conferences, training
programs, workshops, benchmarking with other organizations, interaction with other actors, or
establishing of strategic alliances.

Knowledge Sharing

Knowledge sharing may be defined as the process through which personal and organizational
knowledge is exchanged between and among individuals, and within and among teams,
organizational units, and organizations (Gholami, et al., 2013; Paulin & Suneson, 2012). Foss,
Husted and Michailova (2010) simply define knowledge sharing as the provision or receipt of
information, know how, and feedback on a product or a procedure. This means that the process
of knowledge sharing is intertwined with other elements of customer knowledge management
such as knowledge creation, acquisition, storage, and implementation. The term knowledge
sharing and information sharing has been used interchangeably in literature. However, Paulin
and Suneson (2012) try to offer clarity by arguing that knowledge can never be shared as it exists
in a context and the receiver interprets it in the light of his or her own background. In the study,
knowledge is viewed as information that offer meaning and is of value to the bearers.

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The information exchange in this case can be either focused or unfocused. Moreover, the process
can be formal or informal. Hence, Brčić and Mihelič, (2015) posit that knowledge sharing is a
complex human process that requires dynamic interaction and good relationships between the
giver and the receiver of the information. Therefore, it is important to understand what drives the
knowledge transfer process between customers and the members of an organization. Research
shows that apart from the collective and organizational constructs, the intra and inters individual
factors such as motivation, willingness; communication, expectations, and collaboration play a
critical in igniting knowledge sharing. The significance of knowledge sharing to customer
retention is well illustrated in literature. Many organizations employ various methods to enhance
their information sharing with the customers. In the current technological era, numerous
platforms have emerged where organizations instantly share product or service information with
their customers. These include social media platforms such as Face book, WhatsApp, Twitter,
blogs among others.

2.1.4.4. Technology Based CRM:

According to this study, CRM technology includes all the information systems used to support
front office functions (sales, customer service, and marketing) and back office applications that
deal with data integration and analysis (Jayachandran et al., 2005). Usually companies start with
isolated applications, and as the business scale grows, they face the challenge of integrating
client information which drives the adoption of CRM software packages (Mithas, Krishnan, &
Fornell, 2005). From an architectural view CRM can be classified into operational, analytical,
and collaborative (Ngai et al., 2009; Torggle, 2008; Da Silva & Rahimi, 2007; Teo, Devadoss, &
Pan, 2006). Operational CRM is concerned with the automation of business processes,
analytical CRM provides the tools to analyze customers characteristics and behaviors to support
the organization's customer management strategies, whereas collaborative CRM focus on
enhancing the interactions with customers through all contact points (e.g., call centers, front
office portals, and interactive voice response systems). CRM can also be classified according to
the level of IT employment into: non-IT assisted CRM, IT-assisted CRM, IT-automated CRM,
and integrated CRM (Stephaou, Sarmaniotis, & Stafyla, 2003). Computer Technologies are used
in developing computerized communications and technology aligned with business objectives.
The use of customer relationship management software enables companies to customize services

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to provide a higher quality and lower cost. It also leads employees to work better with customer
contact points (Zinledin et al, 2005, 1290-1264).

2.1.4.5. Information Technology Integration Practices

Information Technology (IT) is the umbrella term that encompasses technologies used to create,
store, change and use the information in its different configurations (PEPPERS & ROGERS
GROUP, 2004). In marketing perspective, says Shoemaker (2001, p.178), IT is “the nervous
system which evolves the forms of marketing organization.” In CRM, IT responds to the
computer requirements of the system, represented by software and hardware. Pedron (2001)
postulates that the CRM strategy is closely related to the advances of IT and, through this tool, it
is possible to seek customer loyalty. Nogueira, Mazzon and Terra (2004, p.2) highlight that IT
and its automation “enable the provision of individualized versions of products and services
aiming to serve the customer at a reasonable price.”
CRM-oriented businesses market their products and services through relationships and
interactions with multiple markets, most notably the customer market, often taking advantage of
IT-based interactivity (Ryals and Payne, 2001). CRM applications take full advantage of
technology innovations with their ability to collect and analyze data on customer patterns,
interpret customer behavior, develop predictive models, respond with timely and effective
customized communications, and deliver product and service value to individual customers.
Using technology to “optimize interactions” with customers, companies can create a 360 degree
view of customers to learn from past interactions to optimize future ones (Eckerson and Watson,
2000).

Since the 1980s, IT has moved to the front end in almost all industries (Cecil and Hall, 1988) and
now links businesses and their suppliers, distributors, resellers, and customers into “seamless”
networks of relationships and interactions throughout an industry’s entire value system (Figure
2.2).

Figure 2.2: IT links businesses and their suppliers, distributors, reseller and customers into
networks of relationships and interactions

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The three most popular topics addressed in IT and IS for CRM are “software, tools, systems
(DSS, ES, IS, ERP, DM, etc.)”, “data mining”, and “knowledge management”. Such “software,
tools, systems (DSS, ES, IS, and ERP, etc.)” can be viewed as technology-based applications to
support the CRM process. These application systems should include database capabilities to
collect and analyze customer information using statistical techniques such as data mining. Data
mining plays a fundamental role in the overall CRM process and is a critical component in the
CRM system (Rygielski et al., 2002a). It helps transform customer data into useful information
and knowledge. Customer information and knowledge is a company asset that must be managed.
A deeper understanding of data mining and knowledge management in CRM is necessary in
today’s highly customer-centered business environment (Shaw et al., 2001).

The CRM approach to marketing has gained much currency in recent years, seeking to establish
closer relationships and interactions between a business and its most important customers
(Barnes, 2001; Brown, 2000; Foss and Stone, 2001; Greenberg, 2001; McKenzie, 2001). CRM-
oriented businesses market their products and services through relationships and interactions
with multiple markets, most notably the customer market, often taking advantage of IT-based
interactivity (Ryals and Payne, 2001).

This is why relationship marketing is termed “customer relationship management” when it

emphasizes the customer market in particular. CRM frequently employs IT technology as a
means to attract, develop and retain customers. For example, the application of IT technology
allows for IT-based interactivity that makes it possible for customers to have access to product
and service information much faster than earlier. It also permits businesses to leverage
information from their customer databases to achieve customer retention, and to cross-sell new
products and services to existing customers (Falque, 2000; Foss and Stone, 2001; Ghodeswar,
2000; Natarajan and Shekar, 2000).

2.1.4.6. Performance Measurement Metrics

Research points to a multiplicity of marketing metrics. Attempts have been made to sort out
numerous measures of marketing metrics into some over-arching metrics. Kokkinaki and Ambler
(1999), for instance, deduced that marketing metrics can be summarized into six categories: 1)
financial measures (i.e. turnover, contribution margins, and profits), 2) measures of competitive

xxxiii
market (i.e. market share, advertising share, and promotion share), 3) measures of consumer
behavior (i.e. customer penetration, customer loyalty, and new customers gained), 4) measure of
consumer intermediate (i.e. brand recognition, satisfaction, and purchase intention), 5) measures
of direct customer (i.e. distribution level, profitability of intermediaries, and quality of service),
and 6) measures of innovativeness (i.e. new products launched and revenue of these products as
a percentage of total turnover). Notably, since marketing performance is a multidimensional
construct, different metrics should theoretically be seen as complements rather than substitutes
(Barwise & Farley, 2004).

Along with the identification of different types of marketing metrics, the focus of interest
gradually shifted from traditional aggregate performance measures (such as market share, sales
or profit) to performance indictors measured at the individual customer level (Kotler & Keller,
2006). Similarly, researchers in business markets argue the effective management of customer
relationships requires a thorough understanding of customer portability starting at the individual
account (Bowman & Narayandas, 2004; Eggert & Ulaga, 2006). In the competitive world,
companies deliver products and services that are almost personalized for every customer. Indeed,
organizations can achieve competitive advantages in sale and service marketing through
customizing their mass services. Nowadays, successful companies strive to transfer their mass
services to individual customer relationship management. Marketing performance refers to the
improvement of the organizational status in the market (market share), improvement of the
customers‟ perception of organization and its products, and increase in their loyalty toward
organization (Sanmartin and Camero, 2005). Market performance refers to the enhancement of
the organizational standing in the market, improvement of the customers‟ perception of
organization and its products, and increase in their loyalty toward organization (Martin, 2005).

Customer Loyalty

Customer loyalty broadly refers to customer behaviors that indicate a desire to better an ongoing
relationship with a company (Palmatier, 2006). The customer‘s willingness to purchase again
from the company, having a preference for the company, or recommending the company to
others could be indications to customers‘ desire to remain in a relationship with a company that
demonstrate how much a customer is related to a company. Loyal customers are often worth the
marketing effort, owing to their willingness to buy additional products and spread positive word

xxxiv
of mouth as well as their reliability as a source of continuous revenues (Zeithaml, Berry, &
Parasuraman 1996).

According to Lovelock (2004), the foundation for true loyalty lies in customer satisfaction.
Highly satisfied or even delighted customers are more likely to become loyal apostles of a firm,
consolidate their buying with one supplier and spread positive word of mouth. In contrast
dissatisfaction drives customers away and is a key factor in switching behavior. Loyalty requires
a positive attitude of the consumer towards a company and its services; retention, on the other
side, can also exist with a negative attitude towards a company (Bruhn, 2009). Six indicators
were used to measure customer loyalty: share information, say positive things, recommends a
friend, continue purchasing, purchase additional service and test new service (Brodie, Roberts
and Varki, 2003). Customer loyalty can be achieved through a successful CRM implementation.

Customer Satisfaction

Kotler and Armstrong (2010), defined satisfaction as a person feeling of pleasure or

disappointment resulting from comparing a product perceived performance or outcome in
relation to his or her expectation. According to Hair, et al (2003), customer satisfaction is defined
as” customer’s response to a product or service in terms of the extent to which consumption
meets expectations”. In implementing customer relationship management, a firm pursues to
establish and retain a long-term relationship with customers based on increasing full customer
satisfaction as opposed to transaction-specific customer satisfaction.

According to Nelson (2012, as cited in Thuita and Muturi, 2014), the level of customer
satisfaction on the service provided has a tremendous effect on profitability of an organization.
His study revealed that, a totally satisfied customer contributes 2.6 times as much as revenue to a
company as a somewhat satisfied customer. And, a totally satisfied customer contributes 17
times much revenue as somewhat dissatisfied customer. Whereas, a totally dissatisfied customer
decreases revenue at a rate equal to 18 times what a totally satisfied customer contributes to a
company.

Responsiveness

Responsiveness is Willingness to help customers and provide prompt service (Ananth,2010;

Kheng, 2010). Responsiveness is the willingness to support customers and provide them

xxxv
immediate services right on demands. However, Taiwo(2011) described that responsiveness is
the degree to which customers perceive service providers‘ readiness to assist them promptly.
Therefore, showing sincerity and willingness to help customers are some of the key issues in
responsiveness. Again what was tested in respect of responsiveness included devoted time to
customers and efficient services.

2.2. Empirical Review of Related Literatures

Wu and Luwu (2012) investigated the relationship between customer’s relationship management
and marketing and commercial performance. The population was hotel industries in Taiwan. The
result showed that customer’s relationship management had a significant and positive effect on
marketing and commercial performance in hotel industries in Taiwan. Thus researchers
suggested that companies had better preference before customer relationship management
performance when they knew the exact benefit of that.

Shahosseini et al (2011) studied the relationship between the update special value and the service
on customers buying behaviors. This study investigated the relationship between special values
of brand services and their components and customers buying behaviors in Ansar Bank. The
result showed the effect on customers buying .This variable was not related to internal
perception. Furthermore, variables such as internal reaction and loyal perception and long term
buying of customers’ were important. Internal reaction is due to customers internal perception
and don’t have direct effect on special values of brand services.

Dotur&Halmajan(2011) studied the role of organizations preparation on customers relationship

management and commercial performance. This research was done with 82 companies in
Romania. The result showed that organization had to highly prepare to perform customer
relationship management. Moreover, customer relationship management has significant
relationship with customers and commercial performance.

Khaligh et al. (2012) investigate the impact of CRM on customer loyalty and retention in the
telecom industry Iran. The data are collected from 200 Iranian telecom services users. Finding
shows that commitment and vision of the management system is highly required for a successful
CRM implementation. The structure of the strategy should be based on flexibility and explicitly

xxxvi
of the policies especially pricing policies. These factors are very important to increase customer
loyalty and benefit of the firm.

Cho, et. al. (2013) investigates the impact of customer relationship management on customer
satisfaction and loyalty. The study was performed at a departmental store in Tehran, Iran. The
study employed quantitative approach. And base on 300 respondents. The main findings of the
study shows that behavior of the employees is significantly related and contributed to customer
loyalty compared to other elements of CRM i,e interaction management , relationship
management and services quality.

Hisham Solieman, (2011), in his study customer relationship management and its relationship to
marketing performances assured that there is a positive relationship between CRM and
marketing performance such as customer satisfaction and customer loyalty. Three major
variables of CRM was tested in this study i,e focusing on the main customers, organization
efficiency and customer knowledge management. The study concluded that all elements of CRM
have positive relationship with customer satisfaction and customer loyalty.

Kocoglue (2012), in his study titled customer relationship management and customer loyalty in
the banking industry. The study has been conducted on a sample of 350 staff employed in all the
branches in Denizili of T.C. Ziraat Bank. The study concluded that all elements of CRM I,e
customer database, learning customer needs and complaints, and providing solutions peculiar to
customers are positively correlated with customer loyalty.

Khaligh et al. (2012) investigate the impact of CRM on customer loyalty and retention in the
telecom industry in Iran. The data are collected from 200 Iranian telecom services users. Finding
shows that commitment and vision of the management system is highly required for a successful
CRM implementation, the structure of the strategy should be based on flexibility and explicitly
of the policies especially pricing policies. These factors are very importance to increase customer
loyalty and benefit of the firm (Khaligh et al.2012).

According to the research Bhattachacharya (2011) CRM is implemented in an organization to

reduce cost and increase company performance, which means profitability result through
customer satisfaction and loyalty. Indeed in a successful CRM implementation, data are collected
from internal and external sources such as sales department, customer service, marketing, after

xxxvii
sales services, and procurement, This is crucial in obtaining a holistic view of each customer
requirement in real times systems. This information will able to aid employees to make fast
accurate decision when dealing with the customers in different areas and touch points. The
finding of this study shows that the customer perception and treatment given to each customer
individual able to assist in solving many customers problems. Thus, customer satisfaction and
loyalty would be achieved through a successful CRM implementation. Therefore, organization
should discover different requirements of the customers and adjust their policies according to
their needs increase the firms competitiveness.

According to the conceptual framework proposed by Faed (2010), customer relationship

management amplifies the relationships of customers and competitors in a firm to increase the
share of the organization in marketplace by integration technology, procedures and people. The
aim of CRM is to maintain the customers and increase their satisfaction and loyalty and
organization profit. Customer satisfaction and pleasing are two main elements in successful
CRM implementations for retaining customer’s loyalty to firm.

Wang and Lo (2004) found that model is based on two perspectives. First, measures the factors
related to customer behavior such as: repurchasing, cross and customer acquisition rate, and
second, measures the relationship quality, such as customer satisfaction and customer loyalty
(Wang and Lo, 2004). Data were collected randomly from 400 selected customers of two
security companies from China. The finding show that emotional and functional behavior of
customers has positive impact on customer satisfaction and customer satisfaction has positive
effect on customer behavior based on CRM elements. Finally, the result of this study shows that
customer behavior based on CRM have a positive customer and brand loyalty.

Wang and Lo, 2004 Zineldin, (2006) developed a triangle strategy between quality, CRM, and
customer loyalty which is leading to company’s’ competitiveness. This research was designed to
measure satisfaction and loyalty of the customers based on two main conditions where the
customer database information and strategy of CRM should be well structured and the capacity
of the system should be enough to produce data accurate analysis. According to the findings of
the research, any changes of the quality of the services or productions in a firm over time could
be used as an indicator to find the level of customer loyalty a through a well-structured CRM
strategy. If the indicators of interaction, infrastructure, and atmosphere are linked to the product

xxxviii
and process quality, it helps the researchers to find what changes are required in CRM strategy to
improve customer satisfaction and loyalty. Izquierdo et al.(2005) developed a model in which,
car repair and maintenance are tested as a case where long- term customer relationship is
frequentative. Path analysis is used to evaluate the association of customers, perception market
loyalty and market position .The hypotheses were evaluated using a path analysis, which
examines the relationship between marketing activities and economic performance.

This model is proposed based on performance of the market and economic. The measures of
proposed model are as follows (lzquierdo el.al. 2005):

 The position of market

 Customer loyalty
 Customer insight
 Economic and market performance
The findings suggest that CRM implementation include attraction activities which are service
quality, commercial practices and loyalty programs such as bonus, contact, and satisfaction and
complain handling. This result in appropriate perception of customers leading to increasing
customer loyalty and therefore, Economic performance of the firm would be increased.

Feinberg and Kadam(2002) argue that emphasizing to online business rather than traditional way
of business is necessary nowadays. So in this way, the usage of internet provides an opportunity
for business to use it as a tool for CRM. According to their research, there are 42 different e-
CRM features used by the retailers. The finding shows that there is significant relationship
between CRM implementation on websites of the retailers and customer satisfaction which leads
to customer loyalty.

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2.3. Conceptual Model

The main objective of this study is to address the impact of CRM dimensions on marketing
performance of Lion International Bank. The conceptual framework of the study developed
based on the literature reviewed above, and shows the relationship between CRM dimensions
and marketing performance.

Figure 2.3: Conceptual framework

Independent Variables Dependant Variable

Customer Relationship Management Practices

Customers Orientation

Organizing the Business Process

Knowledge Management Marketing

Performance

Technology based CRM

IT Integration

Source: compiled by the researcher, (2019)

Figure 2.1 shows the relationship of independent and dependent variables.

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 CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY

3.1. Introduction
This part of the study consists of research design, type and source of data, population, sampling
techniques, sample size determination, data collection instrument, data collection procedure,
methods of data analysis, ethical issues, validity and reliability of the study

3.2. Research Design

The study adopted empirical investigation with descriptive and explanatory research design since
the major focus of the research is the impact of Customer Relationship Practices on Market
Performance of Lion International Bank. Explanatory studies and descriptive survey designs will
allow the researcher for the gathering of information, summarize, present and interpret it for the
purpose of clarification (Creswell, (2003). Whereas, the Research uses qualitative and
quantitative research approach, it is a means for testing objective theories by examining the
relationship among variables. These variables, in turn, will be measured, typically on
instruments, so that numbered data will be analyzed using statistical procedures. Therefore, in
order to accurately describe the impact& relationships between the independent variables and the
dependent variable Descriptive and explanatory research studies are employed which helps to
use both qualitative and quantitative data analysis.

3.3. Data type and source

The study employed both primary and secondary data sources. Primary data was collected from
employees and key customers of the company through closed ended questionnaires. As the
secondary data; books, articles, journals, was reviewed to develop conceptual framework.

3.4. Target population

The target population of the study was 234. From total target population 201 are employees of
LIB located at Rift valley cluster branches (Ginb gebeya branch, Adama main, Menaharia
branch, Kereyu branch are from Adama and Mojo branch, Assela branch, Debrezeyt Branch,
Meki branch, Awash branch, Arerti branch) including secretaries, guards and other supportive
staffs whom they are insignificant for the study, the rest 33 were employees of potential
customers from those areas.

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3.5. Sample size determination
The total numbers of employees of Lion International Bank branches in Rift valley cluster will
be 188 employees. The researcher used Yamane’ (1967) formula to calculate sample size.

N
n=
1+ N (e)²

Where n is the sample size, N is the population size, and e is the level of precision. By using this
formula at 95% confidence level and 5% level of precision the sample size were obtained as
follows:
234
n= =148
1+234 (0.05)²

The total numbers of employees working in Lion Bank Branches (Rift Valley cluster) and
potential customers are 234. Since the total target populations are small all clerical workers (122
employees) and 26 potential (key) customers were considered as sample size of the study
excluding secretaries, guards and other supportive staffs whom they are insignificant for the
study and, through considering the heterogeneity of sample respondents on the basis of different
units/ departments within the organization.

3.6. Sampling Technique

There are 10 Lion International banks in rift valley cluster, from these banks; the researcher will
intend to collect data from all banks in order to conduct the study. Hence, the researcher
purposively select 10 branches found in rift valley cluster based on their Convenience. Then the
samples are selected from each branch based on their job title (clerical workers only). Since the
information required for the study involves selection of respondents who have enough awareness
about the bank’s CRM practices and Market performance, purposive sampling technique will be
used to have the right respondents from every concerned section (branches) and samples from
key customers were selected based on their convenience since they are small in number.

3.7. Data Collection Instruments

The data was collected through structured questionnaires with closed Likert type statements
questions. The Likert type scale, commonly used in business research will be applied because it
allows participants to provide their perceptions and opinions both in terms of direction (positive
or negative) and intensity (degree of agreement or disagreement). The questionnaire will utilize a

xlii
five point likert scale namely Strongly disagree (SD), Disagree (d), Neutral (U), Agree (A) and
Strongly Agree (SA) which will be assigned scores of between 1 and 5. The ratings will provide
a scale of 1 (To no extent) to 5 (To a very great extent). This will allow the researcher to draw
conclusions based on responses made from the respondents.

3.8. Method of data analysis

Descriptive analytical technique was used with the aid of Statistical Package for Social Sciences
(SPSS) version 25. The reliability of the variables was measured by Cronbach alpha. To analyze
the data collected with the use of questionnaires. The questionnaires have a five –point Likert-
type response scale (1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly
agree). In addition, the data collected were analyzed by Regression analysis and correlation
analysis because it helps to investigate the relationship between the independent variable of
CRM practice with marketing performance and its impact on the dependent variables marketing
performance. The study also used tables, frequencies, and percentages to analyze and present the
collected data.

Base on the conceptual model of the study expressed by Figure 2.3, mathematically the
relationship between CRM dimensions and marketing performance is expressed in the multiple
regression equation as:
Y = X0 +X1 (CO) +X2 (OBP) +X3 (CKM) +X4 (TBCRM) + X5(ITI)
Where: Y= Marketing performance.
CO = Customer Orientation.
OBP = Organizing Business Process.
CKM = Customer Knowledge management.
TBCRM = Technology based CRM
ITI= Information Technology Integration
X0= the constant parameter.
X1= Coefficient of Customer Orientation.
X2= Coefficient of Organizing Business Process.
X3= Coefficient of Customer Knowledge management.
X4= Coefficient of Technology based CRM.
X5= Coefficient of Information Technology Integration

xliii
In accordance with the above mathematical model the constructed research questions were
tested by considering significance level of each constant parameter in multiple regression
analysis.

3.9. Ethical Clearance

A formal letter was written from Unity University Adama campus, Department of Business
Administration to all concerned authorities of LIB and key customers. The data collection was
started after getting consent from the parties mentioned above.

3.1. Validity and Reliability

Validity refers to the extent to which questions in an instrument accurately measure the variables
therein (Hair et al., 2003). In other words, validity is the accuracy and meaningfulness of
inferences, which are based on the research results (Mugenda and Mugenda, 1999). The
questionnaire was subjected to experts for face validity and for theoretical content validity tests.
Reliability refers to the degree to which a set of variables are consistent with what they are
intended to measure (Amin, 2005). When the items on an instrument are not scored right versus
wrong, Cronbach Alpha is often used to measure the internal consistency which is often the
case with attitude instruments that use Likert scale (Barifaijo, Basheka & Oonyu, 2010).

Thus, to achieve the reliability of the data collection instrument, each and every item was tested
using a pilot study and based on the results of the pilot test attempts were made to review the
strength and weakness of items of the instrument. Then, the data obtained from the Cronbach
alpha test to the items of the data collecting instrument is given in Table 3.1 below

Table 3.1: Reliability of constructs

Construct Variables Cronbach’s Alpha Result Number of items

Customer orientation 0.893 8
CRM Organizing business processes 0.685 6
Practices 0.787 9
Knowledge management
Technology based CRM 0.838 5
Information Technology 0.900 3
Integration Practices
Marketing performance 0.961 20
Total 56.06

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The reliability values for all constructs are confirmed as greater than 0.7, which are considered
ideal (Pallant 2005).

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