دانلود مقاله رسیدگی به بعد مدیریت ارتباط با مشتری و ارزش برند

خلاصه

کلید واژه ها

1. مقدمه

2. مرور مطالعات پیشین

2.1. ارزش ویژه برند مبتنی بر کارمند

2.2. ابعاد مدیریت ارتباط با مشتری

2.2.1. مشتری مداری

2.2.2. مدیریت دانش

2.2.3. سازمان CRM

2.2.4. CRM مبتنی بر فناوری

3. روش شناسی

4. تجزیه و تحلیل نتایج

4.1. روش رایج تعصب

4.2. آمار توصیفی

4.3. مدل اندازه گیری

4.4. مدل سازه ای

5. بحث و نتیجه گیری

6. محدودیت ها و تحقیقات آتی

ضمیمه A. بارگذاری عاملی اقلام باقیمانده بر اساس نتایج CFA

منابع

Abstract

Keywords

1. Introduction

2. Literature review

2.1. Employee-based brand equity

2.2. Customer relationship management dimensions

2.2.1. Customer orientation

2.2.2. Knowledge management

2.2.3. CRM organization

2.2.4. Technology based CRM

3. Methodology

4. Analysis of results

4.1. Common method Bias

4.2. Descriptive statistics

4.3. Measurement model

4.4. Structural model

5. Discussion and conclusion

6. Limitations and future research

Appendix A. Factor loadings of remaining items based on CFA results

References

چکیده

     هدف از این مطالعه بررسی تأثیر ابعاد مدیریت ارتباط با مشتری (CRM) بر ارزش ویژه برند مبنی بر کارمند بود. با نگاهی به مطالعات گذشته، می توان متوجه شد که اکثر مطالعات قبلی در مورد ارزش ویژه برند آن را از دیدگاه مشتریان بررسی کرده اند، در حالی که دیدگاه کارکنان تاکید کمتری داشته است. بنابراین، داده های مورد نیاز با استفاده از ابزار نظرسنجی از 164 کارمند در صنعت خودرو در عربستان سعودی به دست آمد. داده های به دست آمده با استفاده از روش مدل سازی معادلات ساختاری مبتنی بر کوواریانس (CB-SEM) برای آزمون فرضیه و نتیجه گیری مورد تجزیه و تحلیل قرار گرفت. یافته ها نشان داد که CRM به طور کلی تأثیر مثبتی بر ارزش ویژه برند مبتنی بر کارمندان دارد. به طور خاص، مشخص شد که سازمان CRM تأثیر مثبت قابل توجهی بر ارزش ویژه برند مبتنی بر کارمند دارد. همچنین تأیید شد که مدیریت دانش و مشتری مداری تأثیرات مثبتی بر ارزش ویژه برند مبنی بر کارکنان دارد. در نهایت، نتایج تأیید کرد که CRM مبتنی بر فناوری تأثیر مثبت معناداری بر ارزش ویژه برند مبتنی بر کارمند دارد. این نتایج به مجموعه مطالعات در مورد این موضوع می افزاید و اهمیت ابعاد مدیریت ارتباط با مشتری را در تأثیرگذاری بر ارزش ویژه برند مبتنی بر کارمند تأیید می کند.

توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.

Abstract

     The purpose of this study was to explore the effect of customer relationship management (CRM) dimensions on employee-based brand equity. By looking at the past literature, it can be noticed that the majority of earlier studies on brand equity examined it from customers' perspective, while the employees' perspective received less emphasis. Thus, the required data was obtained using a survey tool from 164 employees in the ride-hailing industry in Saudi Arabia. The obtained data was analyzed by the Covariance-Based Structural Equation Modeling (CB-SEM) method to test the hypothesis and reach at conclusions. The findings showed that CRM in general has a positive effect on employee-based brand equity. Specifically, it was found that CRM organization has a significant positive impact on employee-based brand equity. It was also verified that knowledge management and customer orientation have positive effects on overall employee-based brand equity. Finally, the results confirmed that technology-based CRM has a significant positive impact on employee-based brand equity. These results add to the body of literature on this topic and verify the significance of customer relationship management dimensions in affecting employee-based brand equity.

Introduction

     The topic of brand equity has received a noteworthy attention from several scholars since the last decades. The examination of brand equity has mainly been centered towards determining the factors that could improve brand value (Dinçer, Bozaykut-Buk, Emir, Yuksel, & Ashill, 2019). Although the concept has many definitions in the previous literature, there is a universal agreement that brand equity symbolizes the tangible and intangible value of a firm's products or services that are devised from the unique name of the brand (Srivastava & Shocker, 1991). A strong brand equity provides noteworthy implications to firms, their clients, and to the investors as well. It enables the service providers to generates several benefits, such as: charging higher prices than the rivals for similar products, maintaining business customers on the long term even though competitors peruse price cutting strategies, and withstanding negative information about the failure of a certain product or service (Gelb & Rangarajan, 2014). High brand equity also permits firms to use the same brand name when they successfully introduce a new product. As the competition has increased recently among businesses and due to the imitation of a brand's offerings, the acquisition of a reliable and trustworthy brand name has been regarded as the key distinguishing element. According to Augusto and Torres (2018); and Phung, Ly, and Nguyen (2019), a firm that acquires high brand equity tends to have greater trust from its consumers. Moreover, Poulis and Wisker (2016) tested the effect of employee-based brand equity on organizational performance and found that the attachment of employees to a brand represents the main factor that contributes to better financial outcomes.

Discussion and conclusion

The primary objective of this paper was to empirically test the impact of CRM dimensions on employee-based brand equity in the transportation context. The findings showed that the effect of customer orientation on the employee-based brand equity is positive and statistically significant. The result was supported by Boukis and Christodoulides (2020) who found that customer orientation and employee-based brand equity are significantly correlated. According to Gazzoli et al. (2013), customer orientation improves the perceptions of customers and employees about the brand, particularly, when they involve in favourable interactions. This ultimately leads to higher brand satisfaction among both of the employees and customers. Moreover, Fan and Ku (2010) declared that when a firm's employees focus on providing customers with superior services, the overall image of the brand will be improved, and this as a result improves brand performance and employees' commitment. Firms which follow a customer orientation strategy tend to conduct frequent marketing researches in order to gain better ideas about the needs of customers before creating a new product or service. Additionally, spiritual organizations encourage their employees to consider how their work provides a sense of purpose through customer support, and then reward employee who display positive behaviors. This ultimately improves employees' morale, brand attachment, and boosts the levels of productivity.

H1. Customer orientation as perceived by employees has a positive effect on employee-based brand equity.

H2. Knowledge management as perceived by employees has a positive effect on employee-based brand equity.

H3. CRM organization as perceived by employees has a positive effect on employee-based brand equity.

H4. Technology-based CRM as perceived by employees has a positive effect on employee-based brand equity.

1. Customer Orientation 

2. Knowledge Management 

3. CRM Organization 

4. Technology-Based CRM 

5. Employee-Based Brand Equity 

6. Brand Endorsement 

7. Brand Consistent Behavior

4. Brand Allegiance

CRM Dimensions

Customer Orientation

In our company, we treat key customers with great care. 0.825

Our company is committed towards meeting the needs and expectations of customers. 0.859

Our company provides customized services/products to our key customers 0.661

Knowledge Management

Our company fully understands the needs of our key customers via knowledge leaning. 0.838

Our company provides channels to enable ongoing two-way communication between our key customers and us. 0.676

In our company's, we are willing to help customers in a responsive manner, e.g. through interaction and touch points. 0.612

Customers can expect prompt service from employees of our company. 0.707

CRM Organization

Our company established and monitored customer centric performance standards at all customer touch-points 0.537

Employee performance in our company is measured and rewarded based on meeting customer needs and on successfully serving the customer. 0.714

Our organizational structure is thoroughly designed around our customers. 0.820

Our training programs are designed to develop skills for acquiring and deepening customer relationships. 0.761

Technology Based CRM

Our company has the right software to serve customers. 0.843

Our company has the right hardware to serve customers. 0.892

Our computer technology helps us to create customized offerings to customers. 0.846

Employee-Based Brand Equity

Brand Endorsement

I say positive things about our company (brand) to others. 0.712

I would recommend our company (brand) to someone who seeks my advice. 0.785

I enjoy talking about our company (brand) to others 0.938

Brand Consistent Behavior

I demonstrate behaviors that are consistent with the brand promise of our company. 0.792

I consider the impact on our company's brand before communicating or taking action in any situation 0.661

I am always interested to learn about our company's brand and what it means to me in my role. 0.802

Brand Allegiance

I plan to be with the company (brand) I work for, for awhile. 0.948

I would turn down an offer from another company (brand) if it comes at any time 0.817