Travel Reference
In-Depth Information
This study revealed that superior CRM capability
is a mediator between CRM training orientation,
CRM organization-wide and CRM profitability.
The findings support and broaden customer rela-
tionship management theory. Finally, the results
showed evidence on the influence of size of firm
and educational level on superior CRM capabil-
ity and CRM profitability. The findings suggest
that the size of hotel has positive effect on profit-
ability because bigger hotel will make better CRM
training orientation for their employees and better
CRM system.
Bodenberg, T.M. (2001).
Customer Relationship Manage-
ment: New Ways of Keeping the Customer Satisfied.
Paper presented at the The Conference Board, New
Yo r k .
Bohling, T., Bowman, D., LaValle, S., Mittal, V., Naray-
andas, D., Ramani, G. & Varadarajan, R. (2006).
CRM Implementation Effectiveness Issues and
Insights.
Journal of Service Research, 9
(2), 184-194.
Buttle, F. (2009).
Customer relationship management:
concepts and technologies
. Oxford: Elsevier.
Chen, I.J. & Popovich, K. (2003). Understanding cus-
tomer relationship management (CRM): People,
process and technology.
Business Process Management
Journal, 9
(5), 672-688.
Day, G.S. (1994). The capabilities of market-driven
organizations.
Journal of marketing, 58
(4), 37-51.
Day, G.S. & Van den Bulte, C. (2002).
Superiority in cus-
tomer relationship management: consequences for com-
petitive advantage and performance
. Cambridge, MA:
Marketing Science Institute.
Gulati, R. & Galino, J. (2000). Get the right mix of bricks
and clicks.
Harvard Business Review, 78
, 107-114.
Jayachandran, S., Sharma, S., Kaufman, P. & Raman, P.
(2005). The role of relational information processes
and technology use in customer relationship manage-
ment.
Journal of marketing, 69
(4), 177-192.
Kim, B.Y. (2008). Mediated effects of customer orienta-
tion on customer relationship management perform-
ance.
International Journal of Hospitality & Tourism
Administration, 9
(2), 192-218.
Kim, J., Suh, E. & Hwang, H. (2003). A model for evalu-
ating the effectiveness of CRM using the balanced
scorecard.
Journal of interactive Marketing, 17
(2),
5-19.
Marchand, D.A., Kettinger, W.J. & Rollins, J.D. (2000).
Information orientation: people, technology and the
bottom line.
Sloan Management Review, 41
(4), 69-80.
Morgan, N.A., Slotegraaf, R.J. & Vorhies, D.W. (2009).
Linking marketing capabilities with profit growth.
International journal of research in marketing, 26
(4),
284-293.
Payne, A. & Frow, P. (2005). A strategic framework for
customer relationship management.
Journal of mar-
keting, 69
(4), 167-176.
Reinartz, W., Krafft, M. & Hoyer, W.D. (2004). The
customer relationship management process: its meas-
urement and impact on performance.
Journal of mar-
keting research, 41
(3), 293-305.
Reinartz, W.J. & Kumar, V. (2003). The impact of cus-
tomer relationship characteristics on profitable life-
time duration.
Journal of marketing, 67
(1), 77-99.
Roh, T.H., Ahn, C.K. & Han, I. (2005). The priority fac-
tor model for customer relationship management sys-
tem success.
Expert systems with applications, 28
(4),
641-654.
Wang, Y. & Feng, H. (2012). Customer relationship man-
agement capabilities: Measurement, antecedents and
consequences.
Management Decision, 50
(1), 115-129.
Yim, F.H.-k., Anderson, R.E. & Swaminathan, S. (2004).
Customer relationship management: its dimensions
and effect on customer outcomes.
Journal of Personal
Selling and Sales Management, 24
(4), 263-27.
5.2
Practical implications
CRM training orientation increases CRM capa-
bility not only for CRM employees themselves,
but also for organization to develop and remain
good relationship with customers. Managers can
also foster CRM organization-wide by creating
working environment with customer-centric cul-
ture. CRM organization-wide will connect vari-
ous functions or departments in organizations that
aims to enhance the quality of customer interac-
tions. Second, this study will be very helpful for
those who want to build superior CRM capability
for organizations.
5.3
Limitations and future research
Future studies may benefit from assessing other
constructs and variables to make better customer
relationships by improving superior CRM capabil-
ity. The data collected was from hotel industry of a
single country. Future research can use data from
other industries and/or countries for comparison.
REFERENCES
Amburgey, T.L. & Rao, H. (1996). Organizational ecol-
ogy: Past, present, and future directions.
Academy of
Management Journal, 39
(5), 1265-1286.
Baran, R.J., Galka, R.J. & Strunk, D.P. (2008).
Principles
of customer relationship management
. Mason: Thom-
son South-Western.
Barney, J. (1991). Firm resources and sustained com-
petitive advantage.
Journal of management, 17
(1),
99-120.
Baron, R.M. & Kenny, D.A. (1986). The moderator-
mediator variable distinction in social psychological
research: Conceptual, strategic, and statistical consid-
erations.
Journal of personality and social psychology,
51
(6), 1173-1182.
Blattberg, R.C., Getz, G. & Thomas, J.S. (2001).
Cus-
tomer equity: Building and managing relationships as
valuable assets
. Boston: Harvard Business Press.
Search WWH ::
Custom Search