Review of Literature- New 30-7-2013

8/13/2019 Review of Literature- New 30-7-2013

1/11

1

REVIEW OF LITERATURE

Yi-Ting Yu, Alison Dean (2001) 1 have examined the role of emotions in satisfaction, and

then compared the predictive ability of the cognitive and affective elements. The findings

are that both positive and negative emotions, and the cognitive component of satisfactioncorrelate with loyalty. Regression analysis indicates that the affective component serves as a

better predictor of customer loyalty than the cognitive component. The best predictor of both

overall loyalty and the most reliable dimension of loyalty, positive word of mouth, is positive

emotions.

Liz Lec-Kelley, David Gilbert, Robin Mannicom (2003) 2 have investigated the empiricalresearch has been conducted on the link between customer relationship management andcustomer loyalty within an internet, or e-commerce context. Survey method was conducted.

The results revealed that e-retail companies (with CD, DVD, Video and Book Product)should consider customer perceptions of relationship marketing efforts as they arefundamental to enhancing customer loyalty and that an enhancement of customer loyaltyreduced price sensitivity.

Anna S. Mattila, (2004) 3 have investigated the negative impact of service failures on

customer loyalty. It also examined the moderating role of affective commitment on post-

failure attitudes and loyalty intentions under two service failure conditions: a successful and

poor service recovery. The findings indicated that emotionally-bonded customers might feel

“betrayed” when a service failure occurs, thus resulting in sharp decrease in post -recovery

attitudes. Conversely, this negatively effect was limited to poor service recovery among

consumers with low affective commitment. Customers with lower levels of emotional

bonding with the service provider were more “forgiving” when the service recovery was

effectively handled. Poor service recovery led to more ambivalent post-failure attitudes

irrespective of the degree of affective commitment between the customer and the service

provider. It is suggested that affective commitment might reduce the spill-over effects of

service failures to future loyalty behaviours.

1 Yi-Ting Yu, Alison Dean (2001) , “The contribution of emotional satisfaction to consumer loyalty”, Emerald12.2 Liz Lec-Kelley, David Gilbert, Robin Mannicom (2003), How e-CRM can enhance customer loyalty,Marketing Intelligence & Planning, Vol. 21 / 4 pp 239-248. 3 Anna S. Mattila, (2004), “The impact of service failures on customer loyalty: The moderating role of affectivecommitment”, International Journal of Service Industry Management, Vol.15 Iss:2, pp 134 -149.


2/11

2

MarkXu, jhon walton,(2005) 4 have examined how customer relationship management(CRM) system is implemented in practice with a focus on the strategic application.Methodology- the current if CRM application is based on examining data reported from afour-year survey of CRM application in the UK and evolution of CRM analytical function

provided by 20 leading software vendors. Finding current CRM system is operationalapplications such as call center. The application of analytical CRM has been low, and the

provision of these systems is limited to a few leading software vendors.

Serkin Ayden, Go khan Ozer, (2005) 5 have examined the relationship between thesefactors Viz., corporate image, Received service quality, trusted and Customers switchingcosts and factors in the Turkish GSM sector. Data were collected from 1662 mobile phoneusers in Turkey through well structure questionnaire. Analysis result showed that receivedservice quality is necessary but not sufficient condition for customer loyalty.

Christopher White (2005) 6 have explored the relationship between mood states, emotions,

perceptions of service quality and customer loyalty in an extended service context. The

results indicated that all of the variables were significantly correlated and mood state was

demonstrated to influence the way judgements were formed, however, the contribution of

mood to explaining the variance in loyalty intentions was minimal.

Andreas Leverin, Veronica Liljander (2006) 7 have investigated the relationship marketing

strategy of a retail bank and examine whether – after its implementation – customer

relationships were strengthened through perceived improvements in the banking relationship

and consequent loyalty towards the bank. The results revealed that there is no significant

differences found between the segments on customers‟ evaluations of the service relationship

or their loyalty toward the bank. Regression analysis revealed that relationship satisfaction

was less important as a determinant of loyalty in the more profitable segment.

4 MarkXu, jhon walton,(2005) 4”gaining customer knowledgethrough analytical CRM” industrialmanagement & data systems, vol. 105 iss: 7 , pp. 955-971.5 Serkan Aydin, Gokhan Ozer, 2005” the analysis of antecedents of customer loyalty in the turkish mobiletelecommunication market” , erupean journal of mark eting, vol.39 iss: 7/8,pp.919-925 6 Christopher White (2005) , “ Towards an understanding of the relationship between mood, emotions, servicequality and customer loyalty intentions”, Service Marketing. 7 Andreas Leverin, Veronica Liljander (2006), Does relationship marketing improve customer relationshipsatisfaction and loyalty?, International journal of Bank Marketing, Vol. 24 Iss,:4, pp. 232-251.


3/11


4/11


5/11

5

and indirectly associated with customer loyalty .moreover, trust and relationship quality aredirectly associated with loyalty.

Gianfranco walsh, heiner evenschitzky maren wunderlich,(2008) 16 have aimed to theempirical evidence of the conditions in which the satisfaction loyalty relationship becomes

stronger or weaker .Data were collected from 700 customer of DIY. The empirical resultssuggested that not the entire moderators considered influence the satisfaction loyalty link.Specifically critical incidents and income are important moderator of the relationship

between customer satisfaction and customer loyalty.

Frederic Jallat, Fabio Ancarani, (2008) 17 have investigated to demonstrate that thesetechniques can be profitably applied to telecommunication and similar sectors and toexamined the particular condition of their implementation, development and efficiency. Themethodology was adapted to case study method in telecommunication industries. The resultindicated to such an approach is more difficult to implement in the telecommunication

industry then in the airlines sect6or because of the difficulty to control and sometimes refusenetwork access to customer.

Dr.Wann Yih Wu, Dr.Hsi-An Shih, and Dr.Hui-Chun Chan (2008) 18 have investigatedthe interaction of membership relationship management activities and marketing tactics inthe hypermarket through perceived relationship investment linking; understood members

psychological factors that promote customer value allowing industries and customer toestablish a good memebership relationship and finally, the influences of relationship qualityand member behavior. Survey were conducted from 200 northern, middle and southern parts

of Taiwan. The results indicated that hypermarket handle the mutual implementation of bothmembership management and relationship marketing tactics well, they cause a positive

perceived relationship investment among customers and both come away with a mutually-intensitying effect. Effect of relationship management activities is slightly higher than ofrelationship marketing tactics.

16Gianfranco walsh, heiner evenschitzky maren wunderlich,(2008) ”16 identification and analysis ofmoderator variables investigating the customer satisfaction- loyalty link “ eropean journal of marketing,vol.42iss;9/10, pp.977-1004. 17 Frederic jallat, fabio ancarani, (2008) 17” yield management, dynamic pricing and CRM telecommunication”

journal of service marketing, vol. 22 iss: 6, pp. 465-478 .18 Dr.Wann Yih Wu, Dr.Hsi-An Shih, and Dr.Hui-Chun Chan (2008), A study of Customer RelationshipManagement Activities and Marketing Tactics for Hypermarkets on Membership Behaviour, The BusinessReview, Cambridge, Vol. No.10.


6/11

6

Suzanne Hanley, Rose Leahy (2008) 19 have examined the effective of relationshipmarketing stategies used by departmental stores.the primary objective of the study wasto discover the extend to which costomers used and are influnced by relation marketingstategies.The methodology used for non-probality sampling methods.This reaserchconcludes that the challenge for departmental store is to identify the drivers ofsatisfaction in doing so build positive relationship with their customers.

Suzanne Hanley, Rose Leahy (2008) 20 have examined the effectiveness of relationship

marketing strategies used by department stores. It is concluded that customers do perceive

that relationships exist between the customer and the department store. These relationships

develop as a result of positive personal interactions between customers and department store

staff and as a result to certain value driven relationship marketing strategies.

Dr.Sulaiman A. Al-Hudhaif (2009) 21 have examined the implementing CRM in the banksare to enhance the customer relationship and improve customer satisfaction. Theseobjectives can be customer acquisition, customer retention and increase the customer loyalty.Data were collected from a sample of twelve Saudi banks. The results revealed that there arecritical success factors which play vital roles in the implementation of CRM and such factorshave positive effects is the selected domain.

Joseph Omotayo Oyeniyi, Joachim Abolaji Abiodun (2009) 22 have studied switching cost

and its relationships with customer retention, loyalty and satisfaction in the Nigerian

telecommunication market. Data collected from the customers in the mobile

telecommunication industry through well structured questionnaire. The study found that

customer satisfaction positively affects customer retention and that switching cost affects

significantly the level of customer retention. It was also found that the effect of switching

barriers on retention is only significant when customers consider to exit.

19 Suzanne Hanley, Rose Leahy (2008), The Effectiveness of Relationship. Marketing Strategies in DepartmentStores, International Journal of Business and Management, Vol. 3, No.10. pp 133-140.20 Suzanne Hanley, Rose Leahy (2008) , “ International Journal of Business and Management, 21 Dr.Sulaiman A. Al-Hudhaif (2009), The Critical Success Factors for Implementation of CustomerRelationship Management in the Banking Sector of Saudi Arabia. Journal of Global Business Management. 22 Joseph Omotayo Oyeniyi, Joachim Abolaji Abiodun ( 2009) , “Switching cost and customers loyalty in themobile phone market: the Nigerian experience”, Business Intelligence Journal, Vol.3, No.1.


7/11

7

Jamil Bojei, Aryaty Alwie (2010) 23 have examined the relationship between relationship

quality and loyalty across service types (Credence services versus Experience Services). The

findings revealed that relationship quality influenced the loyalty in both service types. All

dimensions of relationship quality have different magnitude of influence on relationship

quality in both credence services and experience services, with “commitment” has the

strongest influence and “communication quality” as the weakest dimension. In developing

good relationship quality, the service provider should focus on both firm factors as well as

interpersonal factors.

Joseph omotayo Oyeniyi, Joachim Abolaji Abiodum (2010) 24 have investigated switchingcost if one of the most discussed contemporary issues in marketing in attempt to explainconsumer behavior. The present research studied switching cost and its relationship withcustomer relation, Loyalty and satisfaction in the Nigerian telecommunication market.Random sampling methodology was adopted for analyzing the data. The study finds thatcustomer satisfaction positively affects customer retention and that switching cost affectssignificantly the level of customer retention. However, the effect of switching barriers onretention is only significant when customers consider exiting sector.

Marnik G. Dekimpe, Jan-Benedict E.M. Steenkamp, Martin Mellens, Piet Vanden

Abeele (2010) 25 have examined the over-time behavior of brand loyalty for a large set of

brands drawn from 21 cunsumer packged goods categories. The results revealed that robustto variation in the time interval used to construct the switching matrices, and to different

treatments of multiple purchases.

Rahim Mosahab, Osman Mahamad, T.Ramayah (2010) 26 have determined the quality of

services offered by sepah bank and also to studied the relationship between the service

quality, satisfaction and loyalty. Survey method was used and data collected from 147

customers of this bank were sampled. The results revealed that in all aspects, customers‟

23 Jamil Bojei, Aryaty Alwie (2010) , “The Influence of Relationship Quality on Loyalty in Service Sector”,Internaltional Journal of Economics and Management, Vol. 4 (1), pp 83-100.24 Joseph omotayo Oyeniyi, Joachim Abolaji Abiodum (2010), switching cost and customersloyalty in the mobile phone market: the Nigerian experience, Business Intelligence Journal, Vol.3 No.1. 25 Marnik G. Dekimpe, Jan-Benedict E.M. Steenkamp, Martin Mellens, Piet Vanden Abeele (2010) , “Declineand Variability in brand loyalty, International Journal of Research in Marketing Vol. No.14, pp 405-420.26 Rahim Mosahab, Osman Mahamad, T.Ramayah (2010) . “ Service Quality, Customer Satisfaction andLoyalty: A test of Mediation”, Internaltion Business Research, Vol.3, No.4 pp 72 -78.


8/11

8

expectation, are higher than their perceptions of the Bank‟s operation, and in fact the quality

of offered services is low. It also found that the customer satisfaction plays the role of a

mediator in the effects of service quality on service loyalty.

Laohasirichaikul, Bunthuwun, Chaipoopirutana, Sirion, Combs, Howard (2010) 27 haveinvestigated this article the effects and the relative importance of the four perceivedservice quality dimention on corporate image , customer satisfaction , and customerloyalty . the multiple regresstion techniques was adopted . the date collected from 500thai out patients of the five largest private hospitals in bangkok . the finding indicatethat four dimentions significantly affect corporate image, customer satisfaction andcustomer loyalty more specifically the doctor concern dimention is the most importantfactor affecting customer satisfaction nand customer loyaly . the tangibles dimension is

the most important factor affecting corporate image

Olivier Morrison, john w.huppertz (2010) 28 have investigated customer loyalty status,external equity, and Satisfaction with service recovery. The methodology was used toconducted experiment mobile telephone service failure scenarios affecting two similarcustomer; the customer received either identical or one-half of the compensation of a relevantcustomer; who has described as either a member or non-member of the firms loyalty

program. Participants were randomly assigned to condition in a 2X2 design, completingquestionnaires that measured satisfaction with service recovery. Finding that when both focaland referent customer received equal service recovery, loyalty program status had no effect.

When the referent customer received greater compensation, respondent were very dissatisfiedwith the outcome, but were significantly less dissatisfied if the referent customer was aloyalty program member.

Basar Oztaysi, Selime Sezgin, Ahmet Fahri Ozok (2011) 29 has defined the CRM processeswithin a company and proposes a tool for CRM measurement. The data were collected from167 respondents were worked in various industries in Turkey. It is found that the generalunderstanding of CRM processes in Customer-oriented perspective and purpose ameasurement tool that addresses seven main processes which are: targeting management,customer information management, production/service customization, expansionmanagement, referral management, termination management and win back.

27 Laohasirichaikul, Bunthuwun, Chaipoopirutana, Sirion, Combs, Howard (2010) , Effective customerrelationship management of health care: A study of the perceptions of service quality, corporate image,satisfaction, and loyalty of thai outpatients of private hospitals in Thailand.28 Olivier Morrison, john w.huppertz (2010 “external equity, loyalty program membership, and servicer cover” emerald 24.29 Basar Oztaysi, Selime Sezgin, Ahmet Fahri Ozok (2011) 29” a measurement tool for customer relationship managementprocesses “ industrial management & data systems, vol. 111 iss : pp.943-960


9/11

9

Rujitana Mandhachitara, yaowalak Pool thong (2011) have investigated the roles ofcorporate social responsibility (a non service- related concept) and perceived service quality (a service- related concept) in determining the attitudinal and behavior loyalty of customers inthe retail banking sector in Bangkok, Thailand. Out mere connected from customers throughstructured questionnaires. The results revealed 275 bank customer‟s s th at corporate socialresponsibility (CSR) has a significantly strong and positive association with attitudinalloyalty. Perceived service quality mediated the relationship between and repeat patronageintentions (behavioral loyalty). Direct effects were reported between perceived servicequality and both attitudinal and behavioral loyalty. A positive relationship between attitudinaland behavior loyalty was demonstrated.

Munir Hossain, Anowar Ullah (2011) 30 have investigated the relationship between

corporate image, trust, switching cost and customer loyalty in the context of a developing

country – Bangladesh. Correlation analysis was used to test the impacts with a sample of

200 customers. The results revealed that corporate image, trust and switching cost are all

positively related with repurchase intention. It is also revealed that there are not only

relationships between these independent and dependent variables, but they are also

statistically highly significant.

Purnima S. Sangel, Preety awasthi (2011) 31 have studied to develop an understanding ofthe primary concern when they use mobile banking service and identify factors that can beused for making better mobile customer relationship management(mobile CRM) Service InBanking. The Methodology was adopted to empirically explore the underlying factors by theapplication of exploratory factor analysis. The study sample consists of 272 respondents,with a usable response rate of 68 per cent. The results indicated that perceived utility value isregarded as almost important factor for mobile CRM service. The other factors whichemerged were ease of use, context, and compatibility, cost, risk, and personal innovativeness.In addition, negative attitude towards technology also emerged as a factor, which needsfarther investigation.

30 Munir Hossain, Anowar Ullah (2011) , “Customer Loyalty and Influencing Factors – A Correlation Analysis,World Review of Business Research”, Vol. 1, No.1, pp 1 -9.31 Process management journal Purnima S. Sangel, Pretty awasthi,(2011) 31”consumer’s expectations frommobile CRM service: a banking context”, business, vol. 17 iss: 6, pp.898 - 918


10/11

10

Roberts-Lombard Mornay; du Plessis Leon (2011) 32 have investigated the influence ofCRM on customer retention at a south African long-term insurance organization. Data werecollected from 254 customer in four major centres in south Africa. The findings of the studyis the relationship between CRM and customer loyalty is significant at the long-terminsurance organization will increase.

Ali Nasr Esfahani, Maryam Jafarzadeh, Raziye Nafari (2012) 33 have examined factorswhich are related to customer relationship management based on these factors including:financial value, social value, emotional value and customers perceived sacrifices. Data werecollected through well structured questionnaire including 30 items has been used. T-test and

pearson correlation were used for analysis. The findings are relationship between functionalvalues, social value, emotional value and customer relationship management function has

been accepted but relationship between customers perceived sacrifices has not been accepted.

Dr. Duygu Kocoglu, Sevcan Kirmaci (2012) 34 have examined that customer relationshipmanagement and customer loyalty in the banking sector. Data were conducted from 350staff employed in all the branches in Denizli of T.C. Ziraat Banksai, the leading public bankof the banking sector. It is concluded that the study has customer relationship managementaffects customer loyalty in the banking.

C.padmavathy, M.S. balaji V.J sivakumar (2012) 35I have assessed to develop a multi itemscale for measuring the customer relationship management effectiveness in Indian retail bankand also to examine its relationship with key customer response variable. The data werecollected from 197 Indian retail banking customers and 261 from actual bank customers. Theresults revealed that five dimensions for CRME, Viz., ORGANIZATIOPNALCOMMITMENT, CUSTOMER experience, process driven approach, reliability andtechnology orientation. Organizational commitment, process driven approach and reliabilitywere positively affecting customer satisfaction. Reliability was found to have directassociation with customer loyalty and both customer satisfaction and loyalty influenced cross

buying

32

Roberts-Lombard, Mornay; Du Plessis, Leon (2011), Influence of CRM on Customer Loyalty – Anapplication to the life insurance industry in south africa, Journal of Global Business & Technology, Vol. 7, No.1.33 Ali Nasr Esfahani, Maryam Jafarzadeh, Raziye Nafari (2012), Studying Relationship between CustomerValues and Customer Relationship Management Functions, Institute of Interdisciplinary Business Research,Vol.3, No.9, pp 1160-1168. 34 Dr. Duygu Kocoglu, Sevcan Kirmaci (2012), Customer Relationship Management and Customer Loyalty: ASurvey in the sector of Banking, Internaitonal Journal of Business and Social Science, Vo.3, No.3. pp 282-291. 35 C padmavathy, M.S. balaji v.j sivakumar (2012).”Measuring effectiveness of customer relationshipmanagement in indian retail banks “ , international journal of marketing, vol.30iss: 4, pp.246 -266.


11/11

11

Russell lacey (2012 ) 36 have examined how customer voice contributes to service providerrelationship as a relationship driver by assessing its linkages to distinct relationshipoutcomes. The data were collected from two independent samples 2586 from a luxuriantspecially and 634 from a casual dining restaurant it is found that customer voice is show to

positively and directly relate to customer willingness to increase the volume and share their purchases impart positively word of mouth, and participate in a variety of marketing researchinitiatives.

Arvid O.I Hoffmann, Cornelia birnbrich (2012) 37 have examined a conceptual as well asan empirical link between retail banks activities to protect their customers from third partyfraud, the quality of customer relationship, and customer loyalty. The methodology was usedto empirically test the conceptual framework; data were collected in collaboration with largegermen retail bank. Finding a positive association was found between customer familiarity

with and knowledge about fraud prevention measures and the quality of customerrelationship as measured by satisfaction, trust, and commitment. Quality of customerrelationship, in turn, is positively associated with customer loyalty as measured by intentionsto continue their relationship with and cross buy other products from their bank.

36 Russell lacey 2012 I”how customer voice contributes to stronge serviceprovider relationships” ,jounal ofservice marketing, vol. 26 iss: 2, pp137-14437 Arvid o.i hoffmann, cornelia birnbrich (2012) 37 “ the impact of fraud prevention on bank - customer

relationships: an empir ical investigation in retail banking “ intrenational journal of marketing, vol.30iss : 5. Pp.

390-407.

Review of Literature- New 30-7-2013

Documents

Transcript of Review of Literature- New 30-7-2013