This leads them to invest in banking CRM systems, to focus on the front-office business of retail banks and to move towards the creation of value linked to distribution and customer relations. All these elements tend to justify the importance and interest of evaluating the success of the CRM system as perceived by the actors of Moroccan bank branches.
Methodology This qualitative study was conducted with Moroccan bank executives, including information technology IT and CRM managers, as well as bank employees who interact with customers in eight Moroccan banks.
The objective is to check whether the respondents think that the selected variables apply to the Moroccan banking sector, in their opinion, there is anything missing from the initial conceptualisation based on the reviewed literature. Since the research concepts and their measures have been established previously, as mentioned in the literature review section, the qualitative study did not require the implementation of a purely inductive or grounded theory method Glaser and Straus, The exploratory design phase of this study operated in two ways: it is primarily confirmatory as it seeks to further clarify the existing conceptualisation of CRM systems, its benefits and attributes of buying behaviour.
This phase is intended to corroborate the relevance of the variables to be measured from the practitioner's perspective. In order not to prejudge the practical situation in the Moroccan banking sector on the applicability of the variables, the exploratory study aims to expose any new variable s not identified in the literature.
The data obtained during the qualitative research phase was analysed deductively using a deductive thematic approach Braun and Clarke This was done in order to extract themes that confirm the constructs identified in the literature.
Given that the total population number of bank branches is 21, the bank branches surveyed were selected on the basis of certain criteria, as indicated in section 3. Similarly, respondents were selected on the basis of their eligibility, but in a reasoned manner.
Before selecting and conducting the interview, potential respondents were first contacted by telephone and email. After the initial contacts, a formal confirmation letter detailing the purpose of the research, the anonymity of the respondents and confirmation of their consent was sent to the banks.
After the initial contacts and the respondents' agreement to participate in the study, the interviews were scheduled. Given the exploratory dynamics of the qualitative study, the sample size was considered adequate.
The use of an interview guide was necessary in order to avoid any deviation from the specified objectives of the study. The interview questions were therefore developed according to the sequence of the study concepts.
In order to ensure that each of the variables was confirmed, the interview guide was organised in such a way that each of the questions related to the measurement of a specific construct. Nevertheless, the content of the question guide was designed in a semi- structured manner so that it offers flexibility to uncover potentially new variables relating to the use of CRM systems and the dimensions of consumer purchase behaviour attributes.
The questions were deliberately designed in this way to allow participants to discuss the benefits of adopting CRM systems, the particular attributes of consumer buying behaviour and the relationships between the variables.
The questions also open up a discussion that uncovers the potential challenges of CRM systems, the level of adoption, success and improvement. In particular, through the probing questions and a final general question that prompted an open discussion, respondents were encouraged to freely share their opinions and experiences on the subject.
This uncovered a new variable and gave an indication of a new way of exploring the possibility of new results in subsequent interviews. It is conceivable that the last open- ended question was asked because the researcher has some openness to the fact that some of the variables identified in the literature may not be mentioned by the respondents in the exploratory phase. Given that the interviewees were bank managers who work to a tight schedule and have many other responsibilities and tasks, the interview was designed so that each interview lasted approximately 30 minutes.
The length of the interview was justified by the nature of the exploratory review, which was primarily aimed at obtaining confirmation of variables derived from the literature review and not at obtaining an in- depth understanding of complex associations.
This confirmation can simply be done by thematic extraction without having to go through a rigorous process of qualitative data analysis Braun and Clark, Nevertheless, the researcher has endeavoured to carry out a meticulous analysis of the qualitative data, as this chapter shows.
This form of qualitative analysis was conducted on the basis that the variables are already established from the literature, which implies that the coding was based on the existing variables rather than on the interviews. Nevertheless, an effort was made to adopt an analytical technique that demonstrates confirmation of the variables and a deeper level of analysis of the data collected in order to better understand the relationship between CRM systems and consumer buying behaviour in the Moroccan banking sector.
This was done in part to obtain credible, reliable and replicable approaches Miles and Huberman Accordingly, each of the interviews conducted was properly recorded and transcribed in detail.
As this is a broad definition of the thematic approach, it is important to note that its applicability depends largely on the nature of the intended interpretations of the topic or research questions.
Essentially, this technique allows the researcher to identify relevant themes research variables of interest from the data, which could be based on an inductive or deductive manner Harding, The thematic technique requires a process of transcribing interviews, coding and reading the transcribed data to achieve the desired results Harding, The above is based on the six steps for conducting thematic analysis suggested by Braun and Clarke The objective of the first phase of the current study was to confirm the variables identified from the literature prior to the interview.
The interview was also developed on the basis of the variables from the literature. Given the nature of the exploratory study and the data obtained, deductive and apriori coding variables was carried out, rather than using an inductive method Harding, Apriori coding was employed on the basis that it reflects the central research interest in the topic variables or where the variables of interest are considered central to the mainstream literature on the area of study Gibson and Brown, Although this form of thematic analysis is driven by the researcher's analytical interest and does not produce a complete description of the data set, it does produce confirmation and insight into the aspect of the data that is fundamental to the confirmation of variables Braun and Clarke, In line with the basic principle of a thematic design according to Braun and Clarke , if a new variable is exposed during the interviews, a new code variable can be added to the list of codes.
Figure 1 shows a sketch of the extracted coding derived from the literature-induced variables. The author stated that for this technique to be used, the hypothesis or research question must come from the literature. In this research, a deductive thematic approach was adopted, basically enhanced by its analytical ability to detect and identify variables that have an impact on a particular topic generated by the interviewees Alhojailan, Therefore, the interpretations and explanations of the key informants confirming the main benefits of CRM and the purchasing behaviour variables have a significant impact on the second phase of the study quantitative study.
The analytical process of the exploratory study is shown in Figure 2. Therefore, Hoinville et al. This will provide the researcher with detailed and comprehensive knowledge to develop the questionnaire. Figure 2: Analysis process of the qualitative study In order to use interviews to confirm the research constructs identified in the literature, the researcher conducted interviews with banking technology IT systems specialists, bank strategic technology deployment managers and bank customer relationship managers Kumar et al.
This exercise was necessary in order to conduct a head-on confirmation of the constructs initially identified. The names and associated banks of respondents are not provided in this report in order not to violate the anonymity agreement with the participants. However, it is important to mention that the participants are specialists and professionals in customer relationship management who have 10 to 20 years of professional experience in their field. After selecting the banks according to the categories, the interviewees were selected according to the choice of their bank to represent them, intentional selection by direct contact, and the interviews took place in their different offices, as agreed by the interviewees.
In addition to the aforementioned reasons for these interviews, the researcher intended to first establish from the interviewees that banks have been using CRM channels for their customers, the types of channels available, the benefits of adopting technology, the buying behaviour of customers in the Moroccan banking sector and the meaning of the concepts identified in the literature.
The interview questions focused on the reasons why banks adopt technology channels to serve their customers, the expected benefits of these channels and the particular characteristics known about the buying behaviour of Moroccan bank customers.
Respondents were also asked to mention the CRM channels available to customers and to confirm whether these channels have an impact or lead to an increase in acquisition, customer satisfaction, retention, loyalty and service quality. In a few interviews, the interviewees did not mention some of the concepts identified in the literature and, therefore, the interviewer went further by introducing the concept and asked the interviewees to discuss the concepts in relation to CRM tools.
Results of the interviews This section presents the discussion of the key issues and findings discovered during the exploratory phase of this research. A systematic method of qualitative analysis deductive apriori approach of the recorded interviews was used.
It took the form of a thematic transcription approach that was used to extract relevant 'statements, assertions, comments or opinions' that supported the research concepts and their definitions according to the interviewees.
The analysis of the qualitative data followed the approach of Braun and Clarke who proposed that a thematic method is an approach that involves the identification, analysis and reporting of patterns of themes in a data set. The underlying thematic model was used to identify and report themes that explain the variables included in the questionnaire. This approach was deemed valid based on the understanding that it can be used 'when the study aims to understand the current practices of any individual'.
This would allow for the investigation and identification of how current situations affect individuals' views Alhojailan, , p. It is fundamental to note that the results of the interviews confirmed the concepts identified in the literature.
This not only confirms the concepts identified in the literature, but also helps the researcher to operationalise the concepts of the study and gives credence to the process of literature review.
Interestingly, 'technology downtime' was mentioned by six of the respondents as a fundamental factor affecting the level of effectiveness of banks' CRM channels. Technology downtime has not been identified in the literature as an outcome, benefit or consequence of CRM channels and was not one of the concepts considered in this study.
However, the concept was considered fundamental. It was therefore included in the final questionnaire. However, the researcher was able to confirm this factor both with the interviewees and through personal observation, which exposed him to the experience of downtime during the data collection exercise. The inclusion of this factor in the research design was carefully considered without compromising the idea of letting theory determine the nature of the study.
Technology downtime was included in the research design at the analysis stage to see what effect it would have on the results. Confirmation of these variables is expressed at the qualitative analysis stage, based on the quotes from the interviews presented in Table 2. Table 2: Interviews with their oral interviewees Build Quotes from interviews Sampled banks Benefits of Therefore, you can stay at home and do all the transactions you A Customer need to do.
The benefits are: time saving, faster problem solving, Relationship customer satisfaction as some customers do not need to go to the Management bank to get the information they need or to solve a problem I will talk about another stolen one, which is customer service excellence, I will also say emmm I will say effective results using these means, basically customer service excellence leads to a close intertwined relationship The use of technology in my bank allows us to The adoption of technology also gives us some competitive advantage, although I must say that Bank X have a greater competitive advantage, which improves their customer base acquisition.
For example, customers often prefer to use Bank X, which is one of the most technologically advanced banks in the sector.
It also allows us to impress our customers with excellent service. The use of technology improves retention and loyalty, but you You can imagine coming to the bank and not being able to use the channels available, you will be discouraged and go to another bank. So I would say that effective adoption of technology is imperative to enable the bank to provide an excellent service. In terms of retention: once you have these things effective service delivery channels , you don't just attract new customers, you retain old customers in short; you even move from retention to upselling the customer, so that the customer will be willing to do more business with you and leave the relationship they have with other banks.
Loyalty means giving references. You want to stay loyal to the brand and if you can do that in terms of technology and service excellence, then loyalty is there. It also allows customers to cross-sell. It allows them to increase their equity, to increase their share of wallet in the sector.
The availability of mobile banking, for example, influences the chances of a bank being selected. In fact, the adoption of technology has really helped the bank to improve the type of service it provides to its customers, because customer acquisition and retention depend on the type of service it provides.
When they are well served and satisfied, they choose to come back retention The use of technology gives the customer more control over their E banking activities and, if the service delivery process is efficient, it will improve their satisfaction. In terms of new customer acquisition, well, I wouldn't say there is a direct impact because all banks have adopted CRM, but the differentiating factor is how you use it, which is the differentiating factor, not the bank.
While these marketing strategies have been used for various purposes within the customer life cycle, obtaining and maintaining customers remain its prime objectives. Currently, the use of such strategies had increased as businesses give more priority to their markets.
In addition, changes in the consumer trends had caused an increased interest of businesses for their CRM. Greater customer service is a critical differentiator in an increasingly competitively marketplace. One of the technologically advanced systems that can be used is the Customer Relationship Management. Although, there are many literatures that give emphasis on customer relationship management and organisational performance, there is still a need to investigate the issue on how CRM impact the organizational performance.
The aim of this research is to determine the impact of CRM on customer satisfaction, retention and the performance of organizations. Traditionally, they have been trying to acquire new customers and most at time other firm's customers, which needed heavy price-oriented promotions and mass advertising. However, today, customers have access to a variety of services and products and when they do not meet their needs easily; they choose those organizations that provide them with fast and high quality products or services.
Therefore, companies try to use unique strategies to satisfy and retain their current customers instead of customer acquisition which needs more investments, though they try to acquiring new ones. To reach this purpose new and different tools and mindset are required Winer, Also considering human and organizational resources as much as technological capabilities it is necessary to manage good relationships with the customers Keramati et al.
As it has been said above, many studies show that the cost of acquiring new customers is 6 times much greater than the cost that firms pay for retaining current ones. Other researches also show the same result such as slight increase in customer retention rates results in substantial growth in income of firms.
Customer relationship management CRM is now adopted as a necessity and its methods and experiences are applied in many industries because of its great role in becoming more customer focused to deal with the competitions between companies and to retain their current and loyal customers to gain more profit and reduce the costs Newell, CRM is one of the most growing trends in banking industry these days, especially in electronic environment and high investments have been spent on its technologies in order to keep the customers satisfied.
In today's competitive markets, an aggressive competition between banks is seen more than in the past. They have realized that relationship with customers and its management are significant factors to win this race especially in e-banking in which face to face interactions does not exist. The applications of customer-centric strategies and programs of customer relationship management CRM help banks to build long-term relationships with customers and result in increasing their income.
The purpose of this research is to identify the impact of customer satisfaction and retention has on the performance. The organizational performance in this study is measured by the rate of customer satisfaction and retention. To evaluate the rate of customer retention in relation to the rate of lost customer 3.
Evaluate the impact of CRM on customer retention 1. What is the level of customer satisfaction and their retention rate? What the relationship between customer satisfaction and the Bank performance? What is the rate of customer retention in relation to the rate of lost customer 1. Within the marketing, organizations must consider how individual customer needs can be provided so as to provide high levels of customer satisfaction to gain good customer relationship.
This will help them analyze and provide general and more specific needs of each customer segment. In providing customer relationship management, the quality of the products and services of businesses must be measured and continually monitored. However, there had been limited resources focusing on the relationship of these marketing strategies in achieving good customer relationship.
On the whole, the purpose of this research is study the impact of customer relationship management in terms of the marketing approach of the organisation and to know how CRM affects the general performance of an organisation. The research will specifically identify how the customer relationship management system enables organisation to have an effective marketing strategy in retaining and acquiring customers. In addition, the study will also include the discussion of relevant literature.
The outcome of this study will be beneficial to the business world since the research will be able to support previous claims that marketing strategies with CRM system can help improved the performance of an organisation and achieved customer satisfaction. This also suggests that the findings of the research will allow leaders and organization to integrate marketing strategies in handling customers.
The research is therefore limited to one 1 branch in Accra. The study is therefore limited the Standard Charted Bank ltd, Abeka branch. The scope of this study is beyond the capacity of the researcher.
A more appropriate alternative would have been to collect data from more than one branch. This was however not attempted for reasons of exorbitant cost and time. Problems such as confidentiality and indifference were also limitations to the study. The first chapter which is the introduction presents the background of the research, the research problem, and research objectives, research question, relevance of the study, scope and limitations, Organization of the study.
Chapter 2 which presents a literature review provides the reader with an overview on the main previously published papers related to CRM and customer retention. Chapter 3 presents the methodology. It describes the methodological choices made in this work and it also examines its validity and reliability. Chapter 4 present and analyzes the data which are collected by the means of questionnaire to test the research hypothesis. This study ends with chapter 5 with the summary, discussion, conclusions and recommendations.
In doing so, we start by defining CRM and specifying its goals. Next, the two well known approaches namely, the resource-based view RBV of the firm and the process-oriented approach, are discussed. At the end, a summary of the literature linking CRM to 'customer retention' is provided. Therefore, focusing on customers' expectations is the most important factor for firms to survive in today market places. Customer relationship management is built on relationship marketing philosophy and redefines the relationship between companies and their customers.
Some researchers have defined CRM as a competitive strategy companies adopt to focus on their customer's needs, but others regard it as a discipline to concentrate on development and automation of business process in companies.
Based on Payne and Frow and Payne and Frow , Dimitriadis and Stevens emphasizes that CRM creates long-term and profitable relationships with stakeholders and customers by uniting IT technologies and appropriate strategies. Here, the outcome is a mutually beneficial relationship between company and customers that leads to customer loyalty and therefore more profitability for the companies.
Winer considers the customer retention as the final goal of firms practicing CRM programs. He suggests that if firms want to deliver their customers the performance they expect, a comprehensive set of relationship programs is a necessity.
He implies that these programs include customization, customer service, rewards programs, community building, and loyalty programs. Ghavami and Olyaei argue that CRM is one of the key processes in any company and its implementation needs capital investments to integrate marketing, strategy, and technology.
Using CRM, companies can achieve competitive advantage provided it is well implemented. In case it is not, customers may leave the company and never come back again.
Now, a key question is: what are the elements of a successful CRM program? To answer this question, based on Payne , Ghavami and Olyaei explain the following four elements: 1 Strategy assessment process 2 Value creation process 3 Multi channel integration process 4 Data repository process The first process must be done for both business strategy and customer strategy. The second process consists in the value customers receive, the value organization receives, and the customer segment life time value analysis.
The values customers receive from a relationship with a company include value proposition and value assessment. The third process is multi channel integration process. In this step, the components which CRM tries to integrate and manage include e-commerce, m-commerce, direct marketing, sales force, telephony, and outlets.
This is a very significant factor, since any business must focus on acquiring and retaining the profitable customers to generate profit and reduce costs. Based on Newell , Persson discusses that a real value to a firm is the value it creates for the customers as well as the value its customers deliver back to that firm. If CRM is applied in the right way, it can be an efficient tool that generates profits for firms. By transforming customer data into knowledge intended to build better relationships with profitable customers, CRM creates more customer loyalty and therefore more profits for companies.
Ultimately, CRM is about creating mutual and collaborative, satisfying relationships between the company and its customers to increase customer loyalty and satisfaction. These include: Reduced costs, because the right things are being done i.
Increase customer satisfaction, because they are getting exactly what they want i. Ensuring that the focus of the organization is external, Growth in number of customers, Maximization of opportunities i. Avoiding switching cost because maintaining a relationship with a supplier avoids the cost associated with switching to a new provider. To find the reason of this problem, many academicians and practitioners tried to identify the origin of this situation and found two problems referred to the performance of CRM.
In this regard, academicians believe that although it is easy to acquire IT in the industry, it does not lead to success in business strategies and does not confer competitive advantage. This finding is the same with CRM technology. The second reason is referred to the concept of CRM meaning that it should not be considered only in the context of technology. According to Zablah et al.
Indeed, many models have been developed to propose how CRM affects the firm performances which are different in conceptualization of key dimensions of CRM and the relationships among them Keramati et al.
By reviewing the IT and organizational outcome literature, we found out that in order to explain the productivity paradox of IT and to propose an integrated framework from CRM investment to customer retention in firms, some academicians have emphasized on considering the resource based view RBV of the organization.
Indeed, by using these two approaches, firms can be able to identify important resources in the CRM processes implementations and can find the appropriate mechanisms of CRM value creation for the firm.
As it has been said previously, communicational technologies make interactions between the firm and its customers and help driving the sales through communicational channels such as call centers. Customer facing applications are related to operational segment which automate customer service, marketing, and sales. And finally, analytical technologies uses information sources in the best possible way for better gaining insight of customer behavior patterns and then make more personalized communication with them Keramati et al.
This can be done via the e-services provided for customers to contact the firm. It also enables suppliers to interact with each other effectively. Moreover, it offers tools and knowledge to employees, partners and suppliers and helps driving the sales through communicational channels Keramati et al. The special features of communicational CRM include enabling the firm to communicate with the customers at any time and any location. They also allow solving customer's questions, fast service response to customer's requirements, increase in quality of services, customer satisfaction and therefore retaining the current customers Keramati et al.
To interact with customers, customer data should be collected through all possible touch points such as contact center, web, and sales force. Then, these data must be stored in particular databases. By this contact management system, tracking any information related to contact with customers becomes easier and more efficient Keramati et al. It is also established that by using a contact management system, operational CRM improves marketing, customer services, sales force automation and so on.
It automates customer contact and customer-facing processes. In addition, it supports their interaction in service, sales, and marketing. Ultimately, operational CRM is a great help in personalizing relationships with customers and realizing their needs. This has been improved by deploying Intranet and Extranet to distribute the information within the organization and between the organization and all the partners via all touch points Keramati et al.
The functions of operational CRM include sales force automation SFA to focus more on sales, customer service and support to provide better and personalized services for the customers, and also enterprise marketing automation EMA to evaluate profitability of customer segmentations Keramati et al.
Analytical CRM technologies Academic researchers argue that to increase competitiveness of a firm and reach its objectives, customer satisfaction is a necessity. To improve it, companies should ensure customer's expectations are understood and met. Therefore, they need a measurement system fed by data gained from electronic systems or directly from customers. In the next step, to support identifying customer behavior and their loyalty level, these stored data must be analyzed by specific analytical systems Reynolds, ; Keramati et al.
Globally, the most important goal of analytical CRM is to use information sources properly to better gaining insight of customer behavior patterns and then have more personalized communications with them.
To answer this question we can say that for instance, without data gathered through operational CRM, analytical CRM cannot drive strategic and tactical decision making about customer acquisition or maintenance.
Therefore, if firms want to drive the customer life cycle effectively, they must consider all the characteristics of CRM and the available business intelligence at the same time Keramati et al. In addition, they are about customer facing and non-customer facing employees' attitudes, technical skills, and ability to convert customer data to knowledge. Keramati et al. Reinartz et al. This implies the reason why academic researchers claim that among all CRM resources, human resources is the first priority to be considered.
Based on Rigby et al. They emphasize that CRM is a program not a project because projects are implemented in limited time, but for CRM there is no end. These researchers add, to implement a successful CRM program, some elements are required including setting CRM goals, defining incentive systems, having a customer centric philosophy, training the employees, and top management commitment.
The names and associated banks of respondents are not provided in this report in order not to violate the anonymity agreement with the participants. However, it is important to mention that the participants are specialists and professionals in customer relationship management who have 10 to 20 years of professional experience in their field.
After selecting the banks according to the categories, the interviewees were selected according to the choice of their bank to represent them, intentional selection by direct contact, and the interviews took place in their different offices, as agreed by the interviewees. In addition to the aforementioned reasons for these interviews, the researcher intended to first establish from the interviewees that banks have been using CRM channels for their customers, the types of channels available, the benefits of adopting technology, the buying behaviour of customers in the Moroccan banking sector and the meaning of the concepts identified in the literature.
The interview questions focused on the reasons why banks adopt technology channels to serve their customers, the expected benefits of these channels and the particular characteristics known about the buying behaviour of Moroccan bank customers. Respondents were also asked to mention the CRM channels available to customers and to confirm whether these channels have an impact or lead to an increase in acquisition, customer satisfaction, retention, loyalty and service quality.
In a few interviews, the interviewees did not mention some of the concepts identified in the literature and, therefore, the interviewer went further by introducing the concept and asked the interviewees to discuss the concepts in relation to CRM tools.
Results of the interviews This section presents the discussion of the key issues and findings discovered during the exploratory phase of this research. A systematic method of qualitative analysis deductive apriori approach of the recorded interviews was used. It took the form of a thematic transcription approach that was used to extract relevant 'statements, assertions, comments or opinions' that supported the research concepts and their definitions according to the interviewees.
The analysis of the qualitative data followed the approach of Braun and Clarke who proposed that a thematic method is an approach that involves the identification, analysis and reporting of patterns of themes in a data set. The underlying thematic model was used to identify and report themes that explain the variables included in the questionnaire.
This approach was deemed valid based on the understanding that it can be used 'when the study aims to understand the current practices of any individual'. This would allow for the investigation and identification of how current situations affect individuals' views Alhojailan, , p.
It is fundamental to note that the results of the interviews confirmed the concepts identified in the literature. This not only confirms the concepts identified in the literature, but also helps the researcher to operationalise the concepts of the study and gives credence to the process of literature review.
Interestingly, 'technology downtime' was mentioned by six of the respondents as a fundamental factor affecting the level of effectiveness of banks' CRM channels. Technology downtime has not been identified in the literature as an outcome, benefit or consequence of CRM channels and was not one of the concepts considered in this study. However, the concept was considered fundamental. It was therefore included in the final questionnaire.
However, the researcher was able to confirm this factor both with the interviewees and through personal observation, which exposed him to the experience of downtime during the data collection exercise.
The inclusion of this factor in the research design was carefully considered without compromising the idea of letting theory determine the nature of the study. Technology downtime was included in the research design at the analysis stage to see what effect it would have on the results. Confirmation of these variables is expressed at the qualitative analysis stage, based on the quotes from the interviews presented in Table 2. Table 2: Interviews with their oral interviewees Build Quotes from interviews Sampled banks Benefits of Therefore, you can stay at home and do all the transactions you A Customer need to do.
The benefits are: time saving, faster problem solving, Relationship customer satisfaction as some customers do not need to go to the Management bank to get the information they need or to solve a problem I will talk about another stolen one, which is customer service excellence, I will also say emmm I will say effective results using these means, basically customer service excellence leads to a close intertwined relationship The use of technology in my bank allows us to The adoption of technology also gives us some competitive advantage, although I must say that Bank X have a greater competitive advantage, which improves their customer base acquisition.
For example, customers often prefer to use Bank X, which is one of the most technologically advanced banks in the sector. It also allows us to impress our customers with excellent service. The use of technology improves retention and loyalty, but you You can imagine coming to the bank and not being able to use the channels available, you will be discouraged and go to another bank. So I would say that effective adoption of technology is imperative to enable the bank to provide an excellent service.
In terms of retention: once you have these things effective service delivery channels , you don't just attract new customers, you retain old customers in short; you even move from retention to upselling the customer, so that the customer will be willing to do more business with you and leave the relationship they have with other banks.
Loyalty means giving references. You want to stay loyal to the brand and if you can do that in terms of technology and service excellence, then loyalty is there. It also allows customers to cross-sell. It allows them to increase their equity, to increase their share of wallet in the sector. The availability of mobile banking, for example, influences the chances of a bank being selected.
In fact, the adoption of technology has really helped the bank to improve the type of service it provides to its customers, because customer acquisition and retention depend on the type of service it provides. When they are well served and satisfied, they choose to come back retention The use of technology gives the customer more control over their E banking activities and, if the service delivery process is efficient, it will improve their satisfaction.
In terms of new customer acquisition, well, I wouldn't say there is a direct impact because all banks have adopted CRM, but the differentiating factor is how you use it, which is the differentiating factor, not the bank.
The customer will prefer to open an account with a bank that has adopted a higher level of technology. Banks that are perceived to be at the cutting edge of technology have more customers, especially young people. CRM systems help to build customer loyalty, but to do this you need to have the latest technology and the right technology for the times. Computer-savvy customers will want to open an account with a F bank that has high-tech platforms.
A customer will choose a bank whose channel is perceived as reliable. Technology adoption will have an impact on loyalty, but it is the effectiveness of your platforms that will drive customer loyalty. It technology has an impact on the number of customers the G bank has acquired and on the acquisition of new customers.
Technology helps the bank to generate new customers, because, H for example, the customer can open an account from the comfort of his phone, now it means that the customer Many customers prefer this, and it has increased the number of accounts the bank has been able to open new customer acquisition Yes, there is a relationship between CRM and satisfaction , I because your customers are satisfied when you meet their needs.
So, if your platforms do not meet their needs, the customers are not satisfied So, this platform is supposed to bring customer satisfaction Yes, that's right, because if your customer is really satisfied with what they get from your platforms, then they have no reason to look elsewhere and they want to stay there retention Consumer In fact, it is common for customers to be loyal to themselves, they A purchase only go to banks that can solve their problem.
They cross-shop and attributes have a multi-banking behaviour. They also have a habit of recommending people to the bank, as I mentioned earlier, and spreading information I also think they have a bank switching behaviour. Technology allows me to have access to my customers' B information, such as where they work, who they are married to and whether they have children, which allows us to cross-sell People often complain about the service, but they still go to the shops, unlike abroad, but in Morocco we like fashion and buy where people buy It's just a common thing, it wouldn't be naive to think that your customer only deals with you, so it's a known and common thing in the industry.
There are also customers who, as a result of cross-selling banking products, our products have done this for us. Some of our customers recommend us to their friends and family after enjoying our products and services.
Most customers in Morocco have more than one bank multiple E banks We have a lot of customers who have several accounts in other F banks. I think this is a particular thing in Morocco. Although you can have accounts in several banks, you only use one in particular as your main bank We have customers who have accounts in my bank and in one or G two other banks multi-banking at the same time.
Yes, I have some of them, you know, for customers, if you are able to meet and exceed their expectations, what you expect from them is a repeat purchase. And apart from the respectful purchase, there is sponsorship, for example, if someone has a flawless mortgage financing, they will recommend other people to our bank. In Morocco, this is very common for customers who have accounts in several banks.
I believe that the adoption of technology has an impact on the A between CRM consumer buying behaviour. In my opinion, the use of and consumer technology as a service delivery channel does not in itself lead to buying favourable patronage behaviour without first gaining customer behaviour loyalty; after all, a customer has to be loyal in order to engage in any kind of umm After that, you can expect constant re purchases. Let me tell you, people talk about the convenience that our competitors offer, without a doubt, it brings WOM Yes, in a way it has an effect on the buying behaviour of E consumers because Basically, in my opinion, technology motivates or triggers the buying behaviour of customers, which depends on the nature of the service they receive.
Although switching banks is not very common despite the fact that the bank does not respond to your request. Customers actually follow trends. Many customers follow trends F and social media control the buying behaviour of customers. Social media is a platform where perceptions of the effectiveness of a brand or bank's services are formed. Generally speaking, I would say that the banking landscape has H improved dramatically with the introduction of the technology platform and we have been able to meet the needs of customers to a reasonable extent and, although it has also increased the level of competition and raised the bar in terms of the quality of service that customers expect from you, emmm, it's so interesting that with the platform you can actually know the behaviours of your customers New variable I wouldn't want to go to this bank because every time you go to A Technology this ATM at bank "A", it takes your card without dispensing any downtime money and it's never on functional i.
I recognise that there are service failures technology C downtime in the technology sector and therefore I cannot exempt my bank. Another barrier to inconsistent technology service delivery is due to power and internet supply. At the moment, Bank Z is leading the banking industry in technology adoption and reliability. Although technology has helped to make banking easier, the D technology itself can sometimes be a headache.
For example, the network can make it impossible to get your money technology downtime. It is worth mentioning that when you have all the technology F applications, but the platforms are not operational at all times, reliability is very important before you can get any benefit.
Well, there are so many factors that affect the effectiveness of G these platforms The exploration of the qualitative data obtained for the confirmation of variables is presented in Table 2. Words and phrases in bold indicate how the survey variables were confirmed.
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