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Big data analytics and market BDA and data-

driven CRM
performance: the roles of strategies

customization and personalization

strategies and 1727
competitive intensity Received 9 April 2022
Revised 13 September 2023
Accepted 5 October 2023
Mahmoud Abdelrahman Kamel
Department of Management, Faculty of Commerce, Benha University, Benha, Egypt

Abstract
Purpose – Big data analytics (BDA) plays a crucial role in understanding customer behavior through
Customer Relationship Management (CRM), especially in a rapidly changing business environment. This paper
investigates the direct effect of BDA use on market performance, besides the mediating effect through Big
Data-enabled CRM strategies adoption (e.g. customization and personalization). The paper also examines the
moderating role of competitive intensity in these effects.
Design/methodology/approach – Drawing from a knowledge-based view (KBV) and Organizational
Information Processing Theory (OIPT), the authors formulated the research model. Subsequently, the
measurement model and hypotheses were tested through PLS-SEM on online survey data of 229 managers
from 167 companies out of Egypt’s top 500.
Findings – The results indicated that BDA use does not directly affect the market performance, but this effect
was significant through customization and personalization strategies adoption. The results also revealed a
positive association between BDA use and the adoption of these strategies. Furthermore, competitive intensity
only moderates the relationship between BDA use and personalization strategy adoption.
Research limitations/implications – Companies can use BDA to improve customer knowledge and
experience through customization and personalization, leading to better market performance and moving
towards becoming a Big Data-driven organization. This study is limited to companies in the Egyptian context,
which restricts the generalizability of the results.
Originality/value – This study conceptually and empirically explores how BDA usage, customization and
personalization strategies impact market performance under competitive intensity situations, especially in the
context of emerging markets.
Keywords BDA use, Market performance, Customer relationship management (CRM),
Customization strategy, Personalization strategy, Big data-enabled CRM
Paper type Research paper

1. Introduction
Thanks to unprecedented advances in industry 4.0 technologies, big data analytics (BDA) has
transformed the rules of corporate competition by providing new methods for extracting
latent patterns and powerful insights from data for use in making informed decisions about
customer relationship management (CRM), increasing productivity and performance
improvement (Garmaki et al., 2023; Maroufkhani et al., 2020; Hallikainen et al., 2020; Gupta
et al., 2019; Muller et al., 2018). In the current business environment, enormous and varied data
about products or services, customers, employees and suppliers are generated continuously
from various sources such as transaction systems, sensors, social networks, etc (Zhu et al.,
2021; Ghasemaghaei, 2018). Contemporary organizations use BDA to gain a competitive
Journal of Enterprise Information
advantage by delivering superior value to customers in a dynamic business environment Management
(Olabode et al., 2022; Hossain et al., 2021), not only for a better understanding of its internal Vol. 36 No. 6, 2023
pp. 1727-1749
operations but also to sense market opportunities and threats through strengthening CRM © Emerald Publishing Limited
1741-0398
(Nam et al., 2019). DOI 10.1108/JEIM-04-2022-0114
JEIM Some researchers have argued that using BDA is not an easy task. Some empirical
36,6 evidence has indicated that companies have not been able to achieve the expected outcomes
from implementing BDA (Kastouni and Lahcen, 2020) and that not all companies investing in
BDA can improve their performance (Ghasemaghaei, 2018; Akter et al., 2016). Additionally,
managers and practitioners still lack tools and sufficient knowledge of how to employ and
benefit from Big Data (BD) in attaining a market advantage (Hallikainen et al., 2020).
Management researchers have argued that achieving business value depends on the extent to
1728 which BDA is actually utilized in business activities along with the organization’s ability to
use it to raise their promising benefits in improving multiple types of performance like
operational (Gupta et al., 2019; Gunasekaran et al., 2017; Wamba et al., 2017; Xu et al., 2016),
financial (Maroufkhani et al., 2020; Mikalef et al., 2019; Raguseo and Vitari, 2018; Huang et al.,
2018), competitive (Tchuente and El Haddadi, 2023), innovation (Ghasemaghaei and Calic,
2020), decision-making (Shamim et al., 2020) and marketing performance (Gupta et al., 2021).
Other studies have considered BDA as a determinant of market performance by enabling
organizations to identify potential market opportunities, identify appropriate and profitable
market segments and develop new products/services (Olabode et al., 2022; Xu et al., 2016;
Wamba et al., 2015).
In the internal context, a company’s decision may influence its business strategy about
using BDA to support market performance and could be affected by external conditions, such
as the industry environment, where companies are devoting incremental efforts to use BDA
to sustain business strategy given competition pressures (Zhang et al., 2020). BD is an enabler
of business process innovation and a new form of value creation due to its peculiarities and
unprecedented potential to transform customer-facing industries that discover the concealed
value of data and integrate it into CRM strategies (Wamba et al., 2015). This emerging
research stream is known as Big data-enabled CRM (Hallikainen et al., 2020; Taleb et al., 2020;
Anshari et al., 2019; Zerbino et al., 2018). To refer to the BD integrating practices into
corporate CRM implementation to provide value to customers and enable managers and
decision-makers to maintain effective CRM to achieve a competitive advantage over their
rivals (Taleb et al., 2020).
Companies seek to use strategies that provide them with an improved customer
experience at lower associated costs. This trend was supported by a new wave of CRM
strategies, such as customization and personalization, to help companies understand their
current and potential customers for usual practices and thus provide activities that persuade
them to make decisions and complete transactions (Qi et al., 2020; Anshari et al., 2019). This
makes it imperative for companies to do their best to obtain meaningful insights where
traditional approaches are no longer feasible (Dubey et al., 2019). Corporate endeavors to
adopt this new wave of strategies raise several important questions for marketers and
operation managers: What is the most suitable product/service for a particular market? How
can this product/service be promoted? How can better services be provided to customers that
satisfy their needs and develop their loyalty? Given these ideas and questions, the use of BDA
to support CRM strategies and market performance has become a fertile field on both the
theoretical and empirical levels (Del Vecchio et al., 2022). Extant literature lacks empirical
evidence on these issues, especially in a developing country context, and of course, Egypt is
no exception. The current study focuses on the following research questions:
RQ1. How does BDA enable companies to adopt CRM strategies and thus improve their
market performance?
RQ2. How do big data-enabled CRM strategies affect market performance?
RQ3. To what extent can competitive intensity modify these relationships?
To answer these questions, the study examines the impact of BDA use on BD-enabled CRM BDA and data-
strategies adoption (e.g. customization and personalization). Furthermore, the study suggests driven CRM
that competitive intensity, as an external factor, is a significant element in driving or impeding
BDA utilization in improving market performance or CRM strategies adoption. This study
strategies
contributes to the existing literature in several ways as follows: Firstly, the study builds on the
knowledge-based view (KBV) by considering BDA as a knowledge resource that relies on BD,
as well as Organizational Information Processing Theory (OIPT) to provide meaningful
insights for managers to look for achieving better returns on BDA investment in a highly 1729
competitive market, like in the environment of Egypt as an emerging economy, and how to
maximize the outcomes of this investment. Secondly, When using BDA, the traditional CRM
strategies are no longer appropriate. In one respect, this study provides empirical evidence
about the role of BDA in supporting BD-enabled CRM strategies. Then, the impact of these
strategies on improving the market performance. These two issues have not been empirically
discussed so far in prior literature. Thirdly, the relationship between BD-enabled customization
and personalization strategies and firm performance has been operationalized in existent
literature based on conceptual and theoretical outlines by focusing on systematic literature
reviews (Varadarajan, 2020; Saidali et al., 2019; Anshari et al., 2019) or through frameworks and
case studies (Gupta and Ramachandran, 2021; Kastouni and Lahcen, 2020; Kunz et al., 2017) or
depending alternatively on some sub-dimensions such as CRM performance and CRM
capabilities (Tchuente and El Haddadi, 2023). Hence, this study as far as we know is among the
earliest empirical studies to scrutinize this relationship in one moderated-mediation model.
Finally, while previous literature has addressed a range of environmental factors in the BDA
context, there is still a scarcity of knowledge about whether competitive intensity conditions
affect the value generated by BDA in promoting the adoption of customization, personalization
strategies and market performance. Therefore, the study attempts to provide empirical support
for those influences, particularly since previous research has not yet revealed whether
companies can extract and apply new knowledge to implement CRM strategies and improve
market performance and under what conditions.
The remainder of this paper is ordered as follows: Section 2 reviews the theoretical
background in preparation for hypotheses development, Section 3 discusses the study
methodology and data collection, Section 4 presents the results of the structural model,
hypothesis testing and the result discussion, finally the study concludes in Section 5 through
theoretical, managerial implications and future research directions.

2. Theoretical background and hypothesis development

Previous research adopted diverse theoretical lenses to examine the relationship between
study variables. The resource-based view (RBV) and dynamic capability have frequently
dominated this type of research (Yasmin et al., 2020; Mikalef et al., 2019; Wamba et al., 2017).
Besides, some studies indicated that KBV provides a powerful theoretical lens to explain the
mechanism linking BDA and market performance, as a company that can accumulate, create
and use new knowledge from BD is likely to gain superior market advantages (Olabode et al.,
2022; Gupta et al., 2021; Xu et al., 2016). This study argues that having such knowledge in the
present-day disruptive environment is an enabler of market advantage as long as the
company has improved information to support its ability to rapidly convert information into
innovative business models and strategies that enhance market performance (Olabode et al.,
2022). On another hand, OIPT proposes that extreme turbulence and unpredictability of the
industry environment will drive the need for information processing and analysis. Hence, the
ability of BDA to capture and analyze dynamic market data enables the organization to
accurately accommodate customized needs by enhancing customization and personalization
strategies (Ciampi et al., 2021; Sheng et al., 2021).
JEIM BDA literature has involved three research fields relevant to this study: First: Studies have
36,6 examined the relationship between BDA and organizational performance (Mikalef et al., 2019;
Raguseo and Vitari, 2018; Akter et al., 2016). Despite there is evidence that BDA can create
value that enhances market performance, little attention has been given to this issue.
Numerous studies have examined the effect of BDA capabilities (Garmaki et al., 2023;
Olabode et al., 2022; Awan et al., 2021; Wamba et al., 2017; Yasmin et al., 2020), challenges and
analytical methods (Sivarajah et al., 2017), while others addressed the potential for BDA to
1730 improve marketing strategies (Saidali et al., 2019) and marketing performance (Rahman et al.,
2022; Gupta et al., 2021). Second: Studies have investigated BDA’s impact on customer data
management under the emerging research stream of BD-enabled CRM by enabling
companies to create a unique competitive advantage that is difficult to imitate. Several
studies focused on the benefits that can be achieved from using BDA in CRM (Hallikainen
et al., 2020; Nam et al., 2019; Anshari et al., 2019; Zerbino et al., 2018), value creation through
marketing mix (Erevelles et al., 2016) or new product innovation (Zhang and Xiao, 2020). More
attention has been concentrated on examining the BDA relationship with CRM performance
(Zhang et al., 2020; Taleb et al., 2020) and CRM capabilities (Shahbaz et al., 2020; Coa and Tian,
2020). Few studies have addressed customization and personalization as new strategies for
data-driven CRM (Sheng et al., 2021). The literature on BD-driven CRM is still developing,
with conceptual frameworks and mechanisms established, and its practical application has
not been extensively studied (Zerbino et al., 2018). Third: literature has explored internal and
external factors that may promote or impede BDA adoption in business and how companies
can align BDA with their environment (Olabode et al., 2022; Zhu et al., 2021; Mikalef et al.,
2019; Muller et al., 2018). Studies have addressed diverse contextual factors on internal level,
for example analytical capability-business strategy alignment (Akter et al., 2016), information
governance, data-driven culture (Shamim et al., 2020; Mikalef et al., 2019), business strategy
(Suoniemi et al., 2020) and recently organizational learning (Garmaki et al., 2023), and external
industry environment, such as industry concentration, dynamism and competitiveness
(Wamba et al., 2020; Raguseo et al., 2020; Muller et al., 2018). Further studies have addressed
competitive intensity (Olabode et al., 2022; Zhang et al., 2020). Overall, there is limited
evidence on how BDA enhances CRM strategies and market performance, so this study
attempts to integrate the three research fields into the moderated-mediation model to
understand their interrelated relationships. Figure 1 displays the conceptual research model
for this study. Based on the literature review, we will present the research hypotheses, which
will be hereafter empirically tested.

2.1 The concept of big data and big data analytics

Researchers often refer to both BD and BDA as alternative terms though they differ
(Maroufkhani et al., 2020). BD refers to the dynamic, massive and varying volumes of data
being generated by people, machines and tools inside and outside a company (Gupta et al.,
2021). Commonly, there is a consensus among researchers alluding to the concept of BD with
its unique properties known as “5Vs”, such as Volume: enormous data size, Velocity: high
speed of data generation, Variety: various types of data structures, Veracity: trustworthy and
authentic data and Value: data flow potential benefits (Sivarajah et al., 2017; Kunz et al., 2017).
Some studies add visualization to display data readably as the sixth dimension aligned with
customer data collection and identification (Wamba et al., 2017; Erevelles et al., 2016). This
data set is beyond the capacity of modular database tools and software to capture, store,
manage and analyze data efficiently (Tykheev, 2018).
BDA originated to refer to big data analytical methods and advanced technologies to
explore values, valuable insights and imperceptible relationships and make suggestions and
decisions (Gupta et al., 2019). BDA also refers to data improvement and visualization
 Big Data enabled BDA and data-
CRM Strategy driven CRM
strategies
Customization

Market
BDA use Performance 1731
Personalization

H1
H8a
H8b
H8c

Direct effect
Competitive
Mediating & Moderating effect
Intensity Figure 1.
Research model
Source(s): Author’s work

techniques such as data mining, data visualization and business intelligence depending on
statistical methods, prediction, database querying and data warehouses (Maroufkhani et al.,
2020; Tykheev, 2018). Technologies related to BDA fall into three main categories: (1) Basic
database technologies: for collecting, handling and storing big data like NoSQL databases and
open-source Big data frameworks (e.g. Hadoop, Spark); (2) advanced data analytics solutions:
to create valuable insights such as predictive analytics, social media analytics and stream
analytics and (3) Data visualization: to generate custom reports (Zhu et al., 2021; Muller et al.,
2018). BDA provides a comprehensive framework for data analytics using Descriptive,
Diagnostic, Predictive and Prescriptive analysis models for business decision-making and
strategies that leverage cloud computing and AI technologies to create predictions and
improve numerous customer activities. Thus, companies can use and implement them
through a myriad of data from the entire buying journey of each customer to generate
business value (Kunz et al., 2017).

2.2 Big data-enabled CRM: customization and personalization strategies

The thoughts of CRM researchers have varied in referring to it as a process, strategy,
philosophy, capability and technology. Zablah et al., (2004) emphasized that it should be
viewed comprehensively as a continuous process that includes developing and utilizing
market information to build and maintain a profit-maximizing portfolio of customer
relationships. Implicitly, the technological tools for CRM are part of the resources used in this
process (Zerbino et al., 2018). As a strategic tool, CRM aims to build sustainable and long-term
relationships with customers to manage their interaction using technology through the
business process automation of the organization. CRM consists of sales, marketing and
customer service activities to acquire, attract and retain new customers for future business
(Anshari et al., 2019). With the emergence of the Web2.0 network based on collaborative
platforms such as wikis, blogs and social media, the social CRM (SCRM) approach has
emerged referring to the CRM second generation known as CRM 2.0. SCRM is a modern
strategy to reveal the underlying patterns in customer behaviors and multi-channel
interactions to help companies deliver programs and activities that meet their interests and
preferences (Orenga-Rogla and Chameta, 2016).
JEIM With the increasing volumes of data generated by these multi-channel interactions, BDA
36,6 becomes more paramount in revealing numerous valued data. Hence, a research stream has
emerged to reinforce BD-enabled CRM strategy (Taleb et al., 2020; Anshari et al., 2019;
Zerbino et al., 2018; Nam et al., 2019). This strategy provides a new CRM model that allows
access to and process of information in real-time, which leads to a nuanced understanding of
customer needs to support CRM activities (Anshari et al., 2019). BD-enabled CRM strategy
allows for extracting knowledge and gaining insights from different data sources, enables the
1732 company to create better product recommendations, understand the competitive
environment and predict upcoming trends (Del Vecchio et al., 2022; Hallikainen et al., 2020).
BDA offers promising opportunities for CRM, and improvement of its strategies, exactly
when it allows converting customer data into knowledge and then transforming it into real
business value that enables the company to adopt customer-centric strategies (Orenga-Rogla
and Chameta, 2016). Among the most prominent BD-enabled CRM strategies are
customization and personalization, which better respond to rapidly changing customer
needs and preferences (Xu et al., 2016). While also enabling the company to provide
recommendations, offers, price improvements, better-customized products and build highly
personal working relationships (Awan et al., 2021; Ervelles et al., 2016). In other words, the
relationship transforms into customer intimacy.
The customization strategy, referred to in some literature as mass customization, is defined
as the ability of a company to quickly provide customized products/services with cost,
quality and delivery considerations (Sheng et al., 2021; Qi et al., 2020). This strategy has
become a critical factor affecting competitive advantage in turbulent markets. The
customization strategy aims to offer various products/services that are customized
individually at low prices considering the customer preferences, which allows them to
better define what they want based on their transaction data and usage behaviors (Sheng
et al., 2021). Personalization is another strategy that is enabled with BD referred to by some
synonyms, such as individualization and One-to-one marketing, occasionally known as mass
personalization when directed to several people. This strategy depends on identifying
potential customers and determining their needs and continuous value to the company for
providing products/services and communications for individual customers at the right time
and place (Albashrawi and Motiwalla, 2019; Lehrer et al., 2018). This means giving customers
what they want when they need it. Sunikka and Bragge (2012) explained that personalization
is focused more on technology and the Internet to gather information for user modeling and
recommendation systems. Conversely, customization is an older strategy and research
direction focused more on tangible products and started more recently in services.

2.3 BDA and market performance

Since the amounts of data available and generated today for companies are exponentially
increasing, it provides a means to create new insights and knowledge to understand the
market, meet customer desires and exceed their expectations. Therefore, BDA can contribute
to enhancing marketplace advantages and achieve superior market performance (Wamba
et al., 2017). According to the principles of RBV and KBV, BDA as a knowledge resource
based on BD will help companies achieve a superior competitive advantage, as market
performance depends on the success of its products/services, markets, business operations,
future position and ability to gain a competitive advantage over competitors (Olabode et al.,
2022). Moreover, a company can be considered a high market performer when its market
share, sales growth, market share growth and product development are higher than its
equivalent competitors (Raguseo et al., 2020).
Several empirical evidence from previous studies reinforced this argument, for example
Olabode et al., (2022) explained that BDA positively affects companies’ market performance
in the UK. Rahman et al., (2022) analyzed the data of 250 company managers and concluded BDA and data-
that a firm’s marketing analytics capabilities significantly affect competitive marketing driven CRM
performance. Yasmin et al. (2020) argued that BDA capabilities positively affect the outcomes
of the market performance of companies in Pakistan, especially market share, sales growth,
strategies
product development and market share growth. Other studies have reported that BDA
contributes to enhancing market performance by identifying potential market opportunities
in European and American firms (Corte-Real et al., 2020), identifying appropriate and
profitable market sectors (Wamba et al., 2015) and developing new products (Xu et al., 2016). 1733
Using an online survey of IT managers in China, Wamba et al., (2017) found a positive
relationship between BDA capabilities and market performance. In the same vein, based on
qualitative analysis, Gupta et al., (2021) documented the positive impact of BDA on enhancing
strategic and operational decisions of companies and facilitating access to information for
improving marketing performance. Moreover, based on a survey of senior marketing
managers, some studies have confirmed that BDA improves company performance through
market-oriented capabilities and competition strategies (Suoniemi et al., 2020) and improves
the perceived sales performance of pharmaceutical companies in Pakistan (Shahbaz et al.,
2020). Based on the above, we put forward the following hypothesis:
H1. BDA use will positively affects the market performance of companies

2.4 BDA and Big data-enabled CRM strategies

Previous literature deals with the impact of BDA on the CRM through its realized benefits
that serve to manage customer details and help the company seize business opportunities by
meeting the needs and requirements of its customers (Chen, 2021; Taleb et al., 2020).
According to Stimmel (2016), BD-enabled CRM will help track and analyze customer data
which, in turn, improves the presentation of the products/services of the company.
In addition, it provides more customized and personalized offers in light of a better
understanding of customer expectations, besides the ability to define marketing technologies
and strategies more precisely. Accordingly, BDA helps improve the customer experience to
make them feel unique (Cao and Tian, 2020). It presents new business opportunities in the
scope of personalized marketing, where customer data can be analyzed and predict which
product is likely to be purchased or provide items similar to those that have led to previous
purchases (Gupta et al., 2021).
This argument was indirectly supported by some prior evidence in the literature, among
them, Nam et al., (2019) exhibited that the ability to respond to customers mediates the
relationship between business analytics use and CRM performance. Zhang et al. (2020)
reported that BDA assimilation, as a company resource, improves mass customization
capabilities that, in turn, affect CRM performance. Farther, Lehrer et al., (2018) clarified the
importance of BDA in service personalization in different sectors and suggested the need for
more empirical studies. In another study, Simanjuntak et al. (2016) considered personalization
as one of the BD and information technology benefits, and they concluded that it positively
impacts CRM capabilities. As such, It seems that a few studies have discussed how
companies use BDA to invest their resources in adopting customer-centric, BD-enabled
strategies (Varadarajan, 2020; Hossain et al., 2021). Despite that, researchers are interested in
studying the relationship between BDA and CRM performance (Zhang et al., 2020; Nam et al.,
2019; Taleb et al., 2020) and CRM capabilities (Shahbaz et al., 2020). So far, it has been ignoring
the direct relationship between BDA and the adoption of BD-enabled CRM strategies, such as
customization and personalization in the management literature. To bridge this research gap,
we assume that:
H2. BDA use will positively and significantly affect customization strategy adoption.
JEIM H3. BDA use will positively and significantly affect personalization strategy adoption.
36,6
2.5 Big data-enabled CRM strategies and market performance
BDA improves the personalization of product offerings based on an in-depth analysis of
customer data to boost the quality of their offerings which helps to increase customer loyalty
and sales (Gupta et al., 2021; Del Vecchio et al., 2022). In a business context, CRM helps a
1734 company identify customers, understand their requirements and develop customer
knowledge by establishing deeper seller-buyer relationships (Zablah et al., 2004). BD-
enabled CRM helps improve market performance because it contributes to building long-term
relationships with customers via making accurate predictions by studying purchasing
patterns, customer behaviors and other external data on market trends. BD-enabled CRM can
create accurate sales forecasts for specific market segments, thus, the possibility to adapt
appropriate marketing strategies and increase efficiency and cost-effectiveness (Gupta et al.,
2021). Researchers have indicated that BD-enabled CRM includes customer journey analytics
to extract insights from customer data points such as sales, returns, Website activity and
product/service provision based on customer feedback and interactions (Gupta and
Ramachandran, 2021; Hallikainen et al., 2020). This strategy aims to improve the efficiency
of marketing activities across multiple channels like market share, sales growth, new product
development and efficiency and effectiveness of business operations (Anshari et al., 2019).
Earlier arguments have been indirectly supported by little empirical evidence. Using a
survey of CEOs in Finnish firms, Hallikainen et al., (2020) found that using customer BD
enhances sales growth and CRM performance. Likewise, Shahbaz et al. (2020) authenticated
that CRM capabilities positively mediate the relationship between BDA and perceived sales
performance. They added that personalization is one of the benefits of BDA that positively
affects perceived sales performance. Chatterjee et al. (2021) argued that CRM in the B2B sector
is a strategic activity for the company and one of the influential factors that lead to the
company’s success and affect its performance. Using data from middle and senior managers
of Chinese firms, Cao and Tian (2020) confirmed that marketing analytics use is positively
related to CRM capabilities, which affects marketing performance. It is clear that BD-enabled
CRM strategies as a new area under investigation urgently need empirical examination.
Based on the preceding discussion, the following hypotheses have been suggested to bridge
the knowledge gap discovered in the literature:
H4. Customization strategy adoption will have a positive impact on market performance.
H5. Personalization strategy adoption will have a positive impact on market
performance.
Given the previous arguments about the direct relationship between BDA use and
customization and personalization strategies adoption (e.g. Zhang et al., 2020; Shahbaz et al.,
2020; Nam et al., 2019; Simanjuntak et al., 2016) as in section (2.4), besides, the direct
relationship between the adoption of these strategies and the market performance (e.g.
Chatterjee et al., 2021; Hallikainen et al., 2020; Coa and Tian, 2020) in section (2.5). Therefore, it
can be concluded that there is an indirect relationship between BDA use and market
performance through customization and personalization strategy adoption. So, we can
propose the following hypotheses:
H6. Customization strategy adoption mediates the relationship between BDA use and
market performance.
H7. Personalization strategy adoption mediates the relationship between BDA use and
market performance.
2.6 The moderating role of competitive intensity BDA and data-
Earlier literature has indicated that the impact of BDA on company performance depends on driven CRM
contextual factors that must be addressed to realize the full potential of BDA. Among these
are environmental dynamism (Wamba et al., 2020; Mikalef et al., 2020), heterogeneity (Mikalef
strategies
et al., 2019, 2020), competitiveness (Muller et al., 2018), market disruption (Sheng et al., 2021)
and other studies have added the environmental complexity (Zhu et al., 2021; Mikalef et al.,
2019). The industry environment generally affects how a company uses its resources for
competition purposes that reflect differences in the company’s performance (Zhu et al., 2021). 1735
Inevitably, competition is an aspect of complexity (Xue et al., 2012). In less competitive
environments, companies know the competitive behavior of potential competitors, so they
compete based on incremental improvements in existing processes, products and services.
Oppositely, firms operating in more competitive intensity environments face crowded
markets with abundant competitors (Hossain et al., 2021; Xue et al., 2012). Customers in such
circumstances have more choices that make the company’s operations, products and services
less competitive, which necessitates adopting customization and personalization strategies to
respond more thoroughly to rapid changes in customer tastes and preferences (Chen, 2021).
Thus, a firm with better knowledge of all market segments and potential emerging
opportunities can reposition its business and outperform competitors (Mikalef et al., 2019).
Therefore, the BDA use in competitive intensity environments empowers customization and
personalization strategies adoption. These strategies improve the products/services of the
company and identify new areas of opportunity and expansion that lead to improved market
performance and long-term business growth by developing new products, services and
markets (Zhu et al., 2021; Erevelles et al., 2016).
Some preceding studies have empirically supported these arguments. For instance,
Mikalef et al. (2019) illustrated the role of BDA capabilities in enhancing the firm ability to
identify emergent opportunities that make fundamental changes in performance under
environmental complexity. Olabode et al., (2022) also supported that BDA use does not lead to
superior performance if the competitive imperative is limited, in this situation, competitive
intensity improves the indirect positive impact on market performance by providing
companies with a unique advantage over their rivals. Using secondary data, Zhu et al., (2021)
confirmed that BDA use positively affects business growth in more dynamic and complex
environments. Muller et al., (2018) likewise showed that the positive impact of BDA on
financial performance increases in highly competitive industries. Li and Liu (2014) support
this argument by confirming that firms operating in highly competitive environments often
need to make continuous adjustments to their businesses to meet customer needs, market
changes and competitive pressures. So, they need to use BDA to gain superior market
performance. Based on the precedent arguments, we assume that:
H8. Competitive intensity positively moderates the relationship between BDA use and
customization strategy adoption (H8a), personalization strategy adoption (H8b) and
market performance (H8c).

3. Methodology
The study adopted the deductive approach and quantitative methods to test the hypotheses.
Specifically, the partial least square-structural equation modeling (PLS-SEM) was used
through the Smart PLS package (3.3.9) to perform the necessary analyses (Ringle et al., 2015).
PLS is suitable for this study because it allows simultaneous estimation of multiple
relationships between manifold independent variables and one or more dependent variables
(Hair et al., 2016). PLS is a variance-based modeling technique that allows for: (1) flexibility
with assumptions of a multivariate normal distribution; (2) efficient use of reflective and
JEIM formative constructs; (3) the ability to analyze complex models using small samples and
36,6 reduce measurement error; (4) more robust estimation of structural constructs and (5)
potential use as a predictive tool for building theory, which is one of the commonly used
methods in management and business research to estimate complex relationships between
constructs (Mikalef et al., 2020). Figure 2 summarizes the flow of the research process.

1736 3.1 Measurements

This study relied on measures extracted from the relevant literature. BDA use was measured
based on a seven-item scale adapted from Nam et al., (2019). BD-enabled CRM strategy
adoption was measured based on four items for customization strategy adoption by Zhang
et al., (2020) and three items for personalization strategy adoption by Albashrawi and
Motiwalla (2019) and Shahbaz et al. (2020). The five-element scale of Mikalef et al. (2020), used
in the study of Olabode et al. (2022), was adapted to measure market performance. Lastly, the
competitive intensity was measured using the 3-item scale of Olabode et al., (2022). All
measurement items were measured using a five-point Likert scale ranging from strongly
disagree 5(1) and strongly agree 5(5).

3.2 Sample and data collection

The data for this study were collected from the 500 top Egyptian companies in the Egypt
Business Directory (EBD) [1] (Schwarz, 2021), that are involved in Big data activities and
make up the study population depending on the online survey strategy. These companies
operate in different sectors and have professional business websites and profiles on the
LinkedIn business platform. Given the characteristics of the online survey, we can control the
missing values by having the respondents answer all the questions. After phone contact, 167
companies agreed to participate in the survey. Subsequently, the survey link was sent via
e-mail to the targeted respondents. We sent four hyperlinks to each company targeting top
and middle-level managers (4*167). A total of 247 questionnaires were returned, of which 229
were valid and suitable for further analysis (response rate 34.3%). Data was collected over a
period of approximately three months.
The questionnaire included two filtering questions, the first confirming that only
companies with experience in BDA are included. Hence, we excluded the companies that
answered no. The second was dedicated to ensuring that senior and middle management
managers were targeted, assuming that those respondents had the necessary background to
answer the questionnaire. Among the respondents were (4.8%) senior management
managers, (40.6%) IT managers, (45.4%) marketing, sales and customer service managers,
(9.2%) operations and business development managers, while the companies were belonged
to different industries, as shown in Table 1. To assess the common method bias (CMB) in our
study: we randomized the questions in the e-survey to make the determination of independent

Constructs Find suitable Conceptual Research model

Research plan Findings
conceptualizƟon theory model ValidaƟon

• Knowledge FormulaƟng • QuesƟonnaire Assessment of

InterpretaƟon of
Review of Based View research model development measurement
results and
relevant literature • OrganizaƟonal and hypotheses and sampling and Structural
conclusion
InformaƟon development • Data collecƟon model
Figure 2. Processing
Flow of research Theory
process
Source(s): Author’s work
Respondents Frequency (N 5 229) Percentage (%)
BDA and data-
driven CRM
Gender strategies
Male 143 62.4%
Female 86 37.6%
Occupation
Senior Managers 11 4.8% 1737
Marketing and customer service managers 104 45.4%
IT managers 93 40.6%
Operation managers 21 9.2%
Industry
Manufacturing 64 27.95%
Retail 13 5.68%
IT- Telecom 51 22.27%
Healthcare 34 14.85%
Energy 28 12.23%
Financial services 39 17.03%
Years of big data experience
<1 46 20.09%
1–3 79 34.49%
3–5 66 28.82%
>5 38 16.59% Table 1.
Source(s): Author’s own calculation Sample characteristics

and dependent variables difficult. We also performed Harman’s single factor test, which is
one of the most popular CMB tests, and the first factor explained 37.40% of the total variance,
which is less than 50%, and therefore CMB is not a critical issue in this study (Podsakoff
et al., 2003).

4. Data analysis and results

4.1 Measurement model
We conducted validity and reliability tests and a convergent and discriminant validity check,
as shown in Table 2. To validate the reliability of the study measures, item reliability was
examined by checking whether the loading coefficients were higher than 0.7 for each item. All
factor loadings were above this value. At the construct level we examined the Cronbach
Alpha (CA), and Composite Reliability (CR) values, and confirmed that their values were
above the threshold of 0.70 (Hair et al., 2016). To assess the convergent validity, we tested
whether the average variance extracted (AVE) values of the constructs were higher than 0.5,
the lowest value (0.629) was significantly above this threshold. Two methods were employed
to verify the discriminant validity: Firstly, we made sure that the square root of (AVE) is
higher than its highest correlation with any other construct according to the standard of
Fornell and Larcker (1981), as depicted in Table 3. Secondly, The Heterotrait-Monotrait ratio
(HTMT), recently used as the best indicator for assessing discriminant validity, has been
relied upon (Henseler et al., 2015). The HTMT ratio is calculated based on the average
correlations of items between constructs that measure different aspects of the model relative
to the average correlations of the items within the same construct. Hence, the results confirm
that the HTMT values are less than the threshold of 0.85, as Table 4 shows, which indicates
good discriminant validity (Henseler et al., 2015). We can conclude that the measurement scale
used to evaluate the constructs and their associated items is quite reliable and valid.
JEIM Variable Items Factor loadings Cronbach’s alpha (CA) CR AVE
36,6
BDA use BDAU-1 0.785 0.932 0.945 0.710
(Nam et al., 2019) BDAU-2 0.878
BDAU-3 0.842
BDAU-4 0.871
BDAU-5 0.870
1738 BDAU-6 0.824
BDAU-7 0.824
Customization strategy adop CUST-1 0.875 0.742 0.874 0.649
(Zhang et al., 2020) CUST-2 0.871
CUST-3 0.872
CUST-4 0.892
Personalization strategy adop PERS-1 0.878 0.900 0.930 0.770
(Albashrawi and Motiwalla, 2019) PERS-2 0.899
PERS-3 0.810
Competitive intensity COM-1 0.869 0.853 0.894 0.629
(Olabode et al., 2022) COM-2 0.736
COM-3 0.807
Market Perf MP-1 0.764 0.828 0.897 0.745
(Mikalef et al., 2020) MP-2 0.846
MP-3 0.793
Table 2. MP-4 0.839
Reliability and MP-5 0.716
convergent validity Source(s): Author’s own calculation using (Smart PLS)

Variable 1 2 3 4 5

1- BDA Use 0.843

2- Cust. Str. Adop 0.631 0.877
3- Pers. Str. Adop 0.569 0.524 0.863
4- Comp. intensity 0.647 0.632 0.574 0.806
Table 3. 5- Market perf 0.569 0.718 0.693 0.605 0.793
Discriminant validity Note(s): Italic numbers indicate the AVE for each construct is bigger than its squared correlations with other
(Fornell & Larcker constructs
criteria) Source(s): Author’s own calculation

4.2 Structural model and hypothesis testing

SEM was used for path analysis and hypotheses test based on Bootstrapping analysis with a
5000 resample (Hair et al., 2016) to test the extent to which the causal relationships of the
proposed model agree with the available data. Figure 3 shows the structural model from the
PLS analysis, the variance extracted of the endogenous variables (R2) and standardized path
coefficients (β). The structural model is verified by examining the coefficient of determination
values (R2), predictive relevance (Stone–Geisser Q2), the effect size of path coefficients (f2) and
the significance of the estimates obtained through t-statistics.
As depicted in Table 5, the results indicated that there was no significant positive effect of
BDA use on the market performance of companies (β 5 0.132, t 5 1.010, p < 0.313), which
confirms the rejection of the first hypothesis (H1). In contrast, The results revealed the
approval of the second hypothesis (H2) through a significant positive effect of the BDA use on
the customization strategy adoption (β 5 0.382, t 5 3.370, p < 0.001) as well as on the BDA and data-
personalization strategy adoption (β 5 0.343, t 5 3.437, p < 0.001), that proves the acceptance driven CRM
of the third hypotheses (H3). There was a significant positive effect of the customization
strategy adoption on market performance (β 5 0.419, t 5 3.893, p < 0.000), which proves the
strategies
acceptance of the fourth hypothesis (H4), as well as a significant positive effect of the
personalization strategy adoption on market performance (β 5 0.352, t 5 3.139, p < 0.002),
this confirms the acceptance of the fifth hypothesis (H5).
Regarding mediating effects, Bootstrapping was used to examine whether the adoption of 1739
BD-enabled CRM strategies mediates the relationship between BDA use and market
performance. The results showed an indirect relationship between the BDA use and market
performance through customization strategy adoption (β 5 0.160, t 5 2.362, p < 0.018), as
well as through personalization strategy adoption (β 5 0.121, t 5 2.101, p < 0.036). The
indirect effect of Boot CI Bias Corrected did not straddle a zero in between; which means that a
mediation effect would be in place (Preacher and Hayes, 2008). While the direct relationship
between BDA use and market performance is not significant, this confirms the full mediation
of the adoption of BD-enabled CRM strategies in this relationship that confirms the approval
of the sixth (H6) and seventh (H7) hypotheses.
Regarding the moderating effects of competitive intensity, the two hypotheses H8a and
H8c were rejected as the relationship was not significant (β 5 0.059, t 5 0.553, p < 0.581)
and (β 5 0.023, t 5 0.379, p < 0.705), these effects have been clarified in Figures 4 and 5,
respectively. While the H8b hypothesis was accepted, which asserts that competitive
intensity increases the positive relationship between BDA use and personalization strategy

Variable 1 2 3 4 5

1- BDA Use
2- Cust. Str. Adop 0.684
3- Pers. Str. Adop 0.648 0.605 Table 4.
4- Comp. intensity 0.730 0.743 0.680 Discriminant validity
5- Market perf 0.700 0.815 0.780 0.700 (Hetrotrait-Monotrait
Source(s): Author’s own calculation ratio HTMT)

Figure 3.
Structural model of
PLS analysis
JEIM Path coefficients t- p- Confidence intervals bias-
36,6 Path/hypotheses (β) statistics value corrected Result

H1: BDA Use → Market 0.132 1.020 0.308 [ 0.112–0.380] Reject

perf
H2: BDA Use → CUST 0.382 3.410 0.001 [0.154–0.607] Accept
H3: BDA Use → PERS 0.343 3.419 0.001 [0.145–0.542] Accept
1740 H4: CUST → Market perf 0.414 3.838 0.000 [0.201–0.612] Accept
H5: PERS → Market perf 0.352 3.167 0.002 [0.107–0.548] Accept
Mediating effects
H6: BDA Use → CUST → 0.160 2.363 0.018 [0.053–0.318] Accept
Market perf
H7: BDA Use → PERS → 0.121 2.106 0.035 [0.033–0.263] Accept
Market perf
Moderating effects
H8a: BDA use*COM → 0.023 0.375 0.708 [ 0.101–0.143] Reject
CUST
H8b: BDA use*COM → 0.216 2.506 0.012 [0.025–0.391] Accept
PERS
Table 5. H8c: BDA use*COM → 0.059 0.565 0.572 [ 0.188–0.181] Reject
Results of hypotheses Market perf
testing Source(s): Author’s own calculation using PLS analysis

Figure 4.
Interaction effect on
Customization strategy
adoption
Source(s): Author’s work

adoption (β 5 0.216, t 5 2.513, p < 0.012). Figure 6 demonstrates this relationship which
shows that when the use of BDA is higher, the curve shows an upward trend. The structural
model indicates 48.4% of the variance in customization strategy adoption (R2 5 0.484), 45.4%
of the variance in personalization strategy adoption (R2 5 0.454) and 66.9% of the variance in
market performance (R2 5 0.669). These coefficients of determination represent medium to
large predictive power (Hair et al., 2016). The structural model was evaluated by considering
the effect size (f2), which allows for assessing the contribution of exogenous constructs to the
endogenous variable R2, and also shows the effect size of each independent variable on the
dependent variable. The f2 values in the model ranged between (0.025–0.266), which lies
 BDA and data-
driven CRM
strategies

1741

Figure 5.
Interaction effect on
market performance

Figure 6.
Interaction effect on
personalization
strategy adoption

between the average effect sizes (0.15–0.35) (Hair et al., 2016). Concerning the predictive
relevance of the model, the Q2 values of the study variables ranged (CUST 5 0.361;
PERS 5 0.353; Market Perf 5 0.290), all of which are greater than zero indicating a good
predictive validity of the model (Hair et al., 2016; Peng and Lai, 2012).

4.3 Results discussion

In the context of companies in emerging economies, Egypt is the primary destination for
investors and owns the largest data centers in the Middle East and North Africa (MENA)
region. Egyptian companies also have an e-commerce volume of nearly $25.6 billion
(Ghoneim, 2021). This enormous volume of transactions and infrastructure requires using
BDA solutions in CRM strategies to enhance companies’ market performance. From the
perspective of KBV and OIPT, this study provided empirical evidence confirming the direct
positive role of BDA use in customization and personalization strategies adoption. This
means that companies with a higher level of BDA use, and the insights extracted from it,
will be better able to provide customized and personalized products or services that satisfy
JEIM customers’ needs and grow their loyalty. These results are in line with the conclusions of
36,6 some theoretical studies (e.g. Taleb et al., 2020; Saidali et al., 2019; Erevelles et al., 2016;
Kastouni and Lahcen, 2020; Gupta and Ramachandran, 2021; Del Vecchio et al., 2022), as
well as the empirical evidence of some related studies on the role of the BDA in supporting
CRM capabilities and performance (Chatterjee et al., 2021; Anshari et al., 2019; Nam
et al., 2019).
Surprisingly, the study results confirmed that the direct effect of BDA use on market
1742 performance was not significant, in agreement with (Ghasemaghaei, 2018; Janssen et al.,
2017). This outcome exemplifies the investigations stating that BDA does not constitute
value on its own. Instead, a series of activities are required and should be reflected in
strategies that meet customers’ aspirations and are visible obviously in company operations
(Corte-Real et al., 2020; Gupta et al., 2019; Janssen et al., 2017). This conclusion, therefore, does
not agree with the results of other studies (e.g. Olabode et al., 2022; Zhu et al., 2021;
Maroufkhani et al., 2020; Raguseo and Vitari, 2018; Mikalef et al., 2019; Li and Liu, 2014).
However, the results document the mediating role of customization and personalization
strategies adoption in the relationship between BDA use and market performance. This
signifies that market performance -increasing market share and introducing new products
and services with a higher success rate-can be enhanced by using BDA to adopt customer-
centric strategies. Using BDA will provide companies with valuable information about
customer knowledge, accurately target potential customers and enrich brand positioning
based on analysis of customer needs and expectations (Camilleri, 2018). Adopting data-
driven customization and personalization strategies will also help personalize offerings,
messages and products for a single customer supported by the progress accomplished
in BDA.
Another interesting result is that the competitive intensity in the corporate environment
does not adjust the relationship between BDA use and market performance and the adoption
of a customization strategy (Suoniemi et al., 2020), unlike the results of Olabode et al. (2022).
However, the positive effect was significant concerning personalization strategy adoption.
Stated differently, competitive intensity, as a moderating variable, increases the positive
impact of BDA use to provide personalized products and services as well as personalizing
product offers in the context of one-to-one marketing to retain customers. This result explains
that the increased competitive intensity is positively associated with the extent of using BDA
in organizational business activities, so companies become more inclined to use BDA to
achieve competitive superiority through innovative personalization strategies. This
conclusion is consistent with the results of studies that documented the role of industry
environment factors (e.g. Mikalef et al., 2019; Yasmin et al., 2020). Based on the former
discussion, it is imperative for managers to effectively utilize BD-enabled CRM strategies,
more specifically customization and personalization, for customer acquisition, expansion and
retention to achieve superior market performance and maximize the positive impact of BDA
use on the market position and performance.

5. Conclusion
This paper contributes to empirically researching the link between BDA use, BD-enabled
CRM strategy and market performance besides the moderating role of competitive intensity
in these relationships. The study outcomes provide a comprehensive view of how companies
can benefit from BDA in building innovative CRM strategies that permit the creation of
dialogue-oriented organizations to enhance market performance. The study emphasizes the
importance of companies consciously analyzing the conditions of competition that urge them
to make more efforts to exploit BDA’s insights in providing personalized offers to customers
to achieve a competitive advantage.
5.1 Theoretical implications BDA and data-
Regarding the gaps pinpointed in the literature, this study enriches the current literature driven CRM
through several implications:
First, This study extends recent literature in the context of KBV by providing evidence
strategies
about the positive effect of using BDA as a strategic knowledge resource on customization
and personalization strategies adoption, which considered facilitating mechanisms for
improving market performance. The study contributes in the context of OIPT on the
importance of processing customer information and converting it into knowledge to make 1743
informed decisions that help respond to environmental disruptions to achieve a better
understanding of the ever-changing customer needs. Second, This study contributes to the
marketing and strategic management literature by deepening understanding of the
relationship between BDA use, BD-enabled CRM and market performance by merging two
separate research streams concerning the impact of BDA on business performance and data-
driven CRM. Although these topics have been addressed separately in the literature, their
interrelationships have not previously been explored and analyzed. Third: The study
enhances researchers’ knowledge of BD-enabled CRM as an emerging research stream and its
innovative strategies (e.g. customization and personalization) by providing evidence about
the positive role of adopting these strategies in improving market performance to help
companies manage customer details instead of the current studies that discussed the
capabilities and performance of CRM. Fourth: the results of this study also enrich the
literature on the limited academic discussions about the moderating role of competitive
intensity (Olabode et al., 2022; Hossain et al., 2021), which characterizes the contemporary
business environment in the relationship between BDA use and personalization strategy
adoption in particular. This latter strategy may depend on the conditions of competition in
the markets, as such, the more competitive intensity, the more companies will be interested in
adopting this strategy. Finally: in light of the discrepancy between the results of this study
and their counterparts of similar studies in developed economies, raising these issues and the
empirical evidence associated with them is considered a meaningful contribution in the
context of the emerging markets environments, specifically, the Egyptian business
environment.

5.2 Managerial practical implications

The study results provide managers and practitioners with evidence about assimilating the
insights extracted from BDA in CRM, as a frontline mechanism, by adopting customization
and personalization strategies to enhance competitive market performance. While the study
model did not demonstrate a direct impact of BDA on market performance, it can still assist
companies in adopting BD-enabled CRM strategies that improve their comprehension of
customer demands. Which, in turn, can help build long-term sustainable relationships with
customers and provide proactive customer care. The study results indicate that adopting
such customer-centric strategies will enable managers to make real-time market and
customer decisions, for example, micro-segmentation (Wamba et al., 2015) and product design
informed by customer insights (Saidali et al., 2019). The results will also help managers
accomplish several benefits: On one hand, improve customer knowledge by which the
company understands the needs of its customers better. On the other hand, improve customer
experience by customizing products and marketing messages that meet customer
expectations to achieve sustainable competitive advantage, consecutively enhancing the
market performance to become a big data-driven marketing organization. This
recommendation is consistent with the vision of Varadarajan (2020) and Del Vecchio et al.
(2022) about the role of the underlying knowledge in conceiving and implementing value-
creation strategies.
JEIM Because of the tough competition between companies to attract outstanding market
36,6 segments and maintain existing customers, The results obtained from the developed and tested
model allow managers to realize that competitive pressures act as a supportive role for CRM
based on the personalization strategy underneath the personalized marketing concept (Gupta
et al., 2021), since customer preferences are constantly changing. We find that other than the
immediate benefits widely accepted in the literature on the use of BDA in improving
performance (Wamba et al., 2020; Yasmin et al., 2020; Huang et al., 2018; Gunasekaran et al., 2017),
1744 managers can harness the potential of BDA in sustaining CRM strategies based on BD that will
in turn support companies’ market performance in terms of strategic positioning and
repositioning (Ciampi et al., 2021). Overall, the findings of this study may support marketing and
operations managers in collecting consumption and usage data at a large scale via employing
advanced analytics to identify new gaps or emerging trends in customer behavior and forecast
their potential demands that generate improved market advantages. Therefore, the findings
may contribute to precisely evolving production and marketing strategies by comprehending
the firm customers and directing its business decisions.

5.3 Limitations and future research directions

This study contains some limitations that create opportunities for future research. Firstly, due
to the cross-sectional research design, the issue of CMB is related to this type of research.
Nonetheless, some measures have been taken to address them through the use of online
survey characteristics, future research can use other methodologies to explore the
relationships between the studied variables, including longitudinal research, case studies,
as well as qualitative research to verify the study results and generalize them on a large scale.
Secondly: The study was limited to companies in the Egyptian context as an emerging
economy. Given the cultural differences from Western developed economies, future research
could investigate the proposed model in other countries as well as other sectors such as B2B
companies to compare results. Thirdly: This study does not contain control variables in the
research model. Nevertheless, future research studies could include other control and
moderating variables in the model, for example, data-driven culture, environmental
dynamism, industry concentration, etc. Lastly: The study was limited to examining the
role of customization and personalization strategies adoption as BD-enabled CRM strategies.
Future research can address the adoption of other functional and competitive strategies such
as customer coordination, customer empowerment, marketing automation, BD-driven
product/service design and compare with current results.

Note
1. Egypt Business Directory (EBD) is an online directory of Egyptian organizations from various
sectors and industries, with company profiles, tenders, press releases, jobs and management news.
For more details see www.egypt-business.com

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Corresponding author
Mahmoud Abdelrahman Kamel can be contacted at: [email protected]
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