شناسایی عوامل مؤثر بر اثر بخشی بانکداری شرکتی با نقش متغیر میانجی مدیریت ارتباط با مشتری "پژوهش ترکیبی"
محورهای موضوعی : مدیریت بازاریابیمحمد علی عبدالوند 1 , مهدی بنی اسدی 2
1 - استادیار، گروه مدیریت بازرگانی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
2 - دانشجوی دکتری مدیریت بازرگانی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
کلید واژه: مدیر مشتریان کلیدی, نظریه داده بنیاد, مدیریت ارتباط با مشتری, بانکداری شرکتی, پژوهش ترکیبی,
چکیده مقاله :
هدف: این پژوهش بررسی شناسایی عوامل مؤثر برموفقیت بانکداری شرکتی با استفاده از رویکرد ترکیبی است. روششناسی: این پژوهش از دو بخش تشکیل شده است. در مطالعه اول، برای شناخت مؤلفههای اثربخش بانکداری شرکتی از روش داده بنیاد و در مطالعه دوم، به آزمون مدل با استفاده از روش کمی پرداخته شده است. دادههای مورد نیاز در مطالعه اول، پروتکل و مصاحبه عمیق، با هفت مدیر ارشد نطام بانکی و در مطالعه دوم پس از مشخص شدن مدل نهایی و متغیرهای آن ابتدا سؤالات هر متغیر مشخص و پرسشنامه تهیه و در اختیار 330 مشتری بانکداری شرکتی سه بانک خصوصی جهت جمعآوری دادههای قرار داده شده است. پژوهشگر برای تحلیل مصاحبه از نرم افزار مکس کیو دی ای و برای تحلیل دادههای کمی از نرمافزار ایموس استفاده کرده است. یافتهها: نتایج نشان میدهد سه متغیر، فناوری به مقدار (0.180)، مدیر مشتریان کلیدی به مقدار (0.488) کیفیت خدمات به مقدار (0.418) روی مدیریت ارتباط با مشتری تأثیر دارد و دو متغیر، مدیر مشتریان کلیدی به مقدار (0.214) و مدیریت ارتباط با مشتری به مقدار (0.343) روی بانکداری شرکتی تأثیر دارد و دو متغیر کیفیت خدمات و فناوری روی بانکداری شرکتی تأثیر نداشته است. محدودیت پژوهش: شناسایی مؤلفههای بانکداری شرکتی به مدیران بانکی کمک میکند تا برنامه ای ایجاد کند که باعث تقویت رابطه مشتریان بانکداری شرکتی با مدیران مشتریان کلیدی فراهم کند تا سایرخدمات بانک به مشتریان کلیدی ارائه شود. اصالت و ارزش: این مقاله مهمترین خلاها را شناسایی و مدل مفهومی در زمینه بانکداری شرکتی ارائه و بررسی میکند که چگونه مدیریت ارتباط با مشتری روی بانکداری شرکتی تأثیر دارد.
Purpose: The purpose of this Paper is representing the model of customer relationship management in corporate banking by using a mixed method. Design/ Methodology Approach: This Research consist of two studies .In study 1, researchers carried out the recognition of dimensions and factors of customer relationship management and corporate banking by using phenomenological approaches, they also used the Grounded Theory approach in order to investigate relationships between these two main issues during the first study. In study 2, after determining the model, they carried out testing models. Required data In study 1, were provided by using the protocol based on interviewing with seven senior bank managers while applying a quantitative approach, and in study 2, questionnaire I team, deigned & distributed among 330 corporate banking customers of a 3private bank, after investigating the content and construct validity, The MAX QDA 12 software was applied in the first study in order to analyze interviews, and AMOS software was utilized in the second study. Finding: The researcher identifies 278 open codes in the first study, then classifies them into 6 clusters and finally, identifies relationships between the two main issues of customer relationship management and corporate banking by using the selective coding. Results showed that impacts of variable such as, technology, key account manager, and service quality on customer relationship management are considered to be 0.280, 0.488, and 0.418, respectively. Impacts of key account manager and customer relationship management on corporate banking were also determined to be 0.214, and 0.343. Research Limitation / Implications: The Identification of Corporate Banking will help bank managers to implement an Effective CRM that enhance corporate banking customer Relationship by Key Account to provides more opportunities for bank to cross –sell other related product to key accounts. Originality/Value: This Paper Addresses Significant Gap &provide a conceptual framework in Corporate Banking Context, and examining how possession of CRM Influences’ on Corporate banking. Purpose: The purpose of this Identification Effect Factors on Paper is corporate banking by using a mixed method. Design/ Methodology Approach :This Research two studies .In study 1, researchers carried out the recognition of dimensions and factors of corporate banking by using Grounded Theory approach in order to investigate relationships between these two main issues during the first study. In study 2, after determining the model, they carried out testing models. Required data In study 1, were provided by using the protocol based on interviewing with seven senior bank managers while applying a quantitative approach, and in study 2, questionnaire I team, deigned & distributed among 330 corporate banking customers of a 3private bank, after investigating the content and construct validity, The Maxqda 12 software was applied in the first study in order to analyze interviews, and AMOS software was utilized in the second study. Finding: The researcher identifies 278 open codes in the first study, then classifies them into 6 clusters and finally, identifies relationships between the two main issues of customer relationship management and corporate banking by using the selective coding. Results showed that impacts of variable such as , technology, key account manager, and service quality on customer relationship management are considered to be 0.280, 0.488, and 0.418, respectively. Impacts of key account manager and customer relationship management on corporate banking were also determined to be 0.214, and 0.343. Research / Implications-The Identification of Corporate Banking will help bank managers to implement an Effective CRM that enhance corporate banking customer Relationship by Key Account to provides more opportunities for bank to cross –sell other related product to key accounts. Originality/Value- This Paper Addresses Significant Gap &provide a conceptual frame work in Corporate Banking Context, and examining how possession of CRM Influences’ on Corporate banking.
Almotairi, M. (2009). “A Framework for CRM Success”, Proceedings of the European and Mediterranean Conference on Information Systems 2009. Izmir, Turkey, 13-14 July.
Balaram, A. & Adhikari, B. (2010). “Managing Customer Relationships in Service Organizations.” Administration and Management Review, 21(2), PP. 65-78.
Becker, U.J., Greve, G. & Albers, S. (2009). “The impact of technological and organizational implementation of CRM on customer acquisition, maintenance, and retention”, International Journal of Research in Marketing, 26(3), PP. 207-215.
Dimitriadis, S. & Stevens, E. (2008). “Integrated customer relationship management for service activities. An internal /external gap model”, Managing Service Quality, 18(5), 496-511.
Dowling, G. (2002), Customer Relationship Management: In B2C Markets, Often Less is More.California Management Review, 44 (3), PP. 87-104.
Ozgener, S. & Iraz, R. (2006). “Customer relationship management in small – medium enterprises: The case of Turkish tourism industry”, Tourism Management, 27(6), PP.1356-1363.
Nunes, J.C. & Dréze, X. (2006). “Your loyalty program is betraying you”, Harvard Business Review, 84(4), PP. 124-131.
Sadek, H., Yousef, A., Ghoneim, A. & Tantawi, P. (2011). “Measuring the effect of customer relationship management (CRM) components on the non financial performance of commercial bank: Egypt case. European”, Mediterranean and Middle Eastern Conference on Information Systems.
Verma, S. & Chaundhuri, R. (2009). “Effect of CRM on Customer Satisfaction in Service Sector in India”, Journal of Marketing and Communication, 5(2), PP. 55-69.
Vogt, C. (2011). “Customer Relationship Management in Tourism: Management Needs and Research Applications”, Journal of Travel Research, 50(4), PP. 356-364.
Yim, F.H., Anderson, R.E. & Swaminathan, S. (2005). “Customer Relationship Management: Its Dimensions and Effect on Customer Outcomes”, Journal of Personal Selling and Sales Management, 24(4), PP. 265-280.
White, C.J., Contant, S.J. & Echambadi, R. (2003). “Marketing Strategy Development Styles, Implementation Capability, and Firm Performance: Investigating the Curvilinear Impact of Multiple Strategy-Making Styles”. Marketing Letters, 14(2), PP. 111-124.
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Almotairi, M. (2009). “A Framework for CRM Success”, Proceedings of the European and Mediterranean Conference on Information Systems 2009. Izmir, Turkey, 13-14 July.
Balaram, A. & Adhikari, B. (2010). “Managing Customer Relationships in Service Organizations.” Administration and Management Review, 21(2), PP. 65-78.
Becker, U.J., Greve, G. & Albers, S. (2009). “The impact of technological and organizational implementation of CRM on customer acquisition, maintenance, and retention”, International Journal of Research in Marketing, 26(3), PP. 207-215.
Dimitriadis, S. & Stevens, E. (2008). “Integrated customer relationship management for service activities. An internal /external gap model”, Managing Service Quality, 18(5), 496-511.
Dowling, G. (2002), Customer Relationship Management: In B2C Markets, Often Less is More.California Management Review, 44 (3), PP. 87-104.
Ozgener, S. & Iraz, R. (2006). “Customer relationship management in small – medium enterprises: The case of Turkish tourism industry”, Tourism Management, 27(6), PP.1356-1363.
Nunes, J.C. & Dréze, X. (2006). “Your loyalty program is betraying you”, Harvard Business Review, 84(4), PP. 124-131.
Sadek, H., Yousef, A., Ghoneim, A. & Tantawi, P. (2011). “Measuring the effect of customer relationship management (CRM) components on the non financial performance of commercial bank: Egypt case. European”, Mediterranean and Middle Eastern Conference on Information Systems.
Verma, S. & Chaundhuri, R. (2009). “Effect of CRM on Customer Satisfaction in Service Sector in India”, Journal of Marketing and Communication, 5(2), PP. 55-69.
Vogt, C. (2011). “Customer Relationship Management in Tourism: Management Needs and Research Applications”, Journal of Travel Research, 50(4), PP. 356-364.
Yim, F.H., Anderson, R.E. & Swaminathan, S. (2005). “Customer Relationship Management: Its Dimensions and Effect on Customer Outcomes”, Journal of Personal Selling and Sales Management, 24(4), PP. 265-280.
White, C.J., Contant, S.J. & Echambadi, R. (2003). “Marketing Strategy Development Styles, Implementation Capability, and Firm Performance: Investigating the Curvilinear Impact of Multiple Strategy-Making Styles”. Marketing Letters, 14(2), PP. 111-124.