THE SURVEY AND CLASSIFYING OF RELATED FACTORS WITH RATE OF MANAGEMENT PERFORMANCE AND COMMUNICATION WITH CUSTOMER IN GOVERNMENTAL COMPANIES IN SHIRAZ

Transcription

1 THE SURVEY AND CLASSIFYING OF RELATED FACTORS WITH RATE OF MANAGEMENT PERFORMANCE AND COMMUNICATION WITH CUSTOMER IN GOVERNMENTAL COMPANIES IN SHIRAZ Shariat.H¹, Pour Kiani.M², Bahrami Nejad.Z³, Asiabani.L4 1. Faculty Member of Islamic Azad university of Bardsir unit 2. Faculty Member of Azad university of Kerman. 3. PHD. Student in Governmental Management, Islamic Azad University of Kerman Unit. 4. Master of Science in governmental management of Rafsanjan Azad University. Abstract; Present research has been done in order to survey and classify related factors to rate management and communication with customer in governmental companies in Shiraz. The method of research is descriptive and kind and statistical society of this research includes 343 persons of formal, arbitrary, joint personnel who works in governmental chosen companies in Shiraz in persons were chosen accidently form this statistical society. The tool of collecting dates including two researchers made questionnaires for evaluating related factors with management performance and communication with customer and also evaluating rate of CRM¹ performance. For statistical analysis of research data used descriptive, deduction and statistical method (Aspirman, kandal and lag khati test ).The results showed that, there is a positive and meaningful between effective factors in management performance and communication with customer that the rate of its performance is 0.05.According to obtained averages, we can say that effective factors in CRM performance are regularly important as: 1- Superior manager support; 2- Organization culture; 3- Technology; 4- The rate of employee preparation; 5-Knowledge management; 6-Changing management. It seems by reconsideration in manner with customers and care to customer can increase customer tendency and satisfying customer in an organization. Keywords: Relation management with customer, CRM performance, knowledge management, changing management. ¹ Customer relationship management (CRM) COPY RIGHT 2013 Institute of Interdisciplinary Business Research 382

2 Introduction Providing and preservation of relation with customers is the beginning of loyalty to customers in direction of increasing benefit of organization. (Farshid, 2008).It needs to say that because of power transfer to customer in the foling cases, the main attention has been gotten to management communication with customer: 1-Completed mechanization of circulation and formation connection; 2-Reducing time cycle of invention until production and the end of production life; 3-Leading market to increasing customer choosing attribution and decreasing market window.(gavanmard,yuseffeani-page.3-4).generally, the base of management system of communication with customer is aiming increasing customer value in loge term. (Chang Wen ku, 2009-page.327) (Shang and Feng ko, 2006)².management system knows customer communication as mixture of processes and technology and fols customer apperception from company and supports business strategy in order to make a long and beneficial relationship with customer. (Almotairi, 2008-page.2). On the other hand, CRM helps organization to manage customer relation better. The CRM of service strategies, marketing and selling are related to each other which improve customer premium and communication with customer in a long time and use their behavior for developing a stronger relationship with them.(nicolae-page.1001) (Stern,2002)³. CRM is known as the art of using each information which has designed as a device for each customer. Vose4 has stated that CRM has been created because of customer differences in preferences and buying habits. If all the customers were the same, there wouldn t need to CRM. With understanding of customer needs and their benefit, factories can make their suggestions compatible better and increase general value of customer benefit. (Azari, 2008-page.11).Tomas5 divides CRM concept to 6 parts: 1.Customer requirements;2. Participation 3.Increased benefit 4.Loyalty 5.Value 6.Satisfying.Wilson6 (2002) knows CRM as a concept that make organization able to proper their productions and services for each customer.( Jonson, 2005-page.1). Bottle (2003) presents a model that mentions 5 factors as a support factor for CRM performance: manager support, quality of services, technology, personnel, knowledge management (Ali,2007- page.61 ) 2 (Shang and Feng Ko, 2006). ³ Sterne 4 Vose 5 Wilson 6 Tomas COPY RIGHT 2013 Institute of Interdisciplinary Business Research 383

3 Land Green (2006) explains 9 foling factors for performing of CRM team in organizations with foling model.(azari,2008-p.17) Information Technology Culture Superior manager support Personnel CRM Changing management Knowledge management Relation management process p CRM strategy Organization Almotairi (2008) states successful factors of CRM with surveying different ideas under classifying them : superior manager support, definition or CRM strategy relation /cultural or structural changes /inside integration of organization /skilful employee/ key information about customers /IT structure management / customers participation.(kimiloglu,2008). According to the results of done researches,we can clearly observe that the role of some factors such as knowledge management, culture, attention to customer requirements, superior managements support,technology are main factors in management with customers. By using these factors, organizations can gain customer s satisfaction and lead their needs and wants to their organizational goals and abilities. Of course the goal of the process is not just applying customer s needs but also responding and satisfaction of customers and the style of benefit and satisfaction is in mind. In this research, the researcher is foling this question whether these is a meaningful relation between effective factors in performance of management relation with customer and the rate of CRM performance according to variants such as sex, age, education or not? Visual concepts and codification of search hypothesis: The concept of management relation with customer; Different definitions about management relation with customer have been presented by researchers. Someone know management relation with customer as a strategy, some as technology, and some as process and others as information system (Thompson, 2004:18).The management relation with customer is made of methodologies, processes and soft wares which help to organized management relation with customers. (Bohling, 2006:96). Management relation COPY RIGHT 2013 Institute of Interdisciplinary Business Research 384

4 with customer means to provide and protect recognized relation with beneficial customers by proper usage of the technology of information and communication. (Payne& frow, 2004:533)Management relation with customer as a process has formed of supervision on customer, collection of proper dates, management and evaluation of dates and finally providing a real profit of extracted in formation of their communications.(kim,2010:317).management relation with customer is a kind of marketing strategy that its aim is not just increasing profit as sectional.but also its aim is increasing customer satisfaction and profit in a long term.(stefanou,2003:622). management relation with customer is a kind of organization and customer tendency model that uses customer information for creation a bespoke method so increases the rate of customer loyalty and decreases practical costs by recognition of customer wants.(wan &luk,2005:262). Effective facts in rate of performance of management relation with customer: Technology; _ These kinds of technology are needed for each Institute that can provide a long and continuous learning relation. 1- Data base for recording transactions with each customer and communication with company. 2- Communication devices such as internet sites of shopping automation and selling tools and methods al customer to present his wants. 3- The technology of numerous and bespoke production or mixture of digital goods and services which have been made of prefab parts al company to answer wanted variety of customers with proper costs.( pearz and ragerz 1381-page.64) Superior manager support; _ Designing, using and performing of management relation with customer need widespread investment in different time and resources. It needs along guarantee of superior manager of organization, the affection of his percept on week by changing processes and tendency to use of new technology for improving work as for as new management processes of work have been used.(visiting of work market site, 1389/10). Knowledge management; _ Knowledge management includes some processes that gain knowledge, protect and use it. The goal of it is exploitation of mental possessions in order to increase efficiency, provide new values and enhance competition capability (Ghollamean and others, 1387). Employees; _ Golden key in a successful performance of CRM systems is hidden in organization employees. Organization employees are main heroes in implementation. The presence of employees is effective. And if employees understand and support beginning concepts, there will be more chance for successful performance of this existent system (Jafari, 89/10-page.64). Culture; _ Culture is the most important part in successful implementation of management relation with customer and it needs to change employees view point about work and attend in customer tendency. It s necessary to provide first steps of the project of requirements of organization culture changing. The lack of customerism culture in organization will have dissatisfaction of COPY RIGHT 2013 Institute of Interdisciplinary Business Research 385

5 customer. Implementation of relation management system with customer, without changing organization culture depends on customerism culture.(keramati and others,1388-page.215). Changing management; _ customerism culture is needed for performing CRM because of its complexity and changing in organization employee s culture and changing intensive culture on production. These cases need to change viewpoint and culture of organization changing culture to customerism culture usually needs changing method that employees have being used and it needs to use different devices and functions which has been got. (Azari,2008-page.24) Effective factors in CRM performance: Satisfaction and loyalty of customer; _ Satisfaction is a positive feeling that is made in person after using goods. This feeling is created by reciprocal expects of customer and operation of seller and includes improving of services to customer and improving organization view. Decreasing of complaints; _ Exact and on time information of management relation with customer cause decreasing of customer complaints and increasing their satisfaction. Increasing of benefit; _ It includes recognizing new business opportunities, decreasing lost opportunities and decreasing escape of customers. Improvements of efficacy of employees; _ Improvements of connection with customer, internal integration and increasing of related abilities to customer management. Improvements of information and knowledge; _ Necessity of widespread utilization of information technology, oblige organization to outfit themselves to technical knowledge, skills and specialty for informing customer needs and improvements of services quality Decreasing of costs; _ It consists of saving organization dates and decreasing again marketing tasks. Usage of employees; _it consists of the rate of employee s usage of management relation system with customer and their communications with CRM strategies. (Reilly&Dunne, 1389/11). Hypothesis of research; _There are a relation between superior manger support and the rate of CRM performance. _There are a relation between organization culture and the rate of CRM performance. _There are a relation between the rate of employee s preparation and the rate of CRM performance. _There are a relation between organization technology and the rate of CRM performance. _There are a relation between management level of organization knowledge and the rate of CRM performance. _There are a relation between changing management in organization and the rate of CRM performance. Research tools and method; Present research, according to its goal is a kind of practical research which has been done with scope research method. Statistical society of this research is formal, arbitrary and joint employees who working in 6 governmental companies in Shiraz that got his diploma degree and upper. The numbers of employees are 343. Choose sample includes 181 persons of these COPY RIGHT 2013 Institute of Interdisciplinary Business Research 386

6 employees who have been chosen accidently. In this research, questionnaires tools have made and used as main tool in collection of information. Because of this reason in this study has used questionnaire (a) for evaluation of related factors with the performance of relation management with the state of related factors according to components such as superior management support, changing management, employees, culture, technology and knowledge management and it has designed to five categories ( / /average// ) by Lekert Spectrum. Questionnaire (b) has designed for evaluation of the rate of CRM with 23 questions. That they are evaluated by some components such as satisfaction and loyalty to customer, decreasing of complains, increasing of benefit, improvements of employees benefit, improving of information and knowledge, decreasing of costs and usage of employees and designed by Lekert spectrum into five categories ( / / average / / ). Questionnaire (a): Number of question Component Low 1-3 Superior management support average Low 4-6 Changing management Low Low Low Low Employees Culture Technology Knowledge management COPY RIGHT 2013 Institute of Interdisciplinary Business Research 387

7 Questionnaire (b): Number of question Component Satisfaction and loyalty of customer Decreasing of complains Increasing of benefit Improvements of employees benefit Improvements of information and knowledge Decreasing of costs The usage of employees In this questionnaire, the justifiability of related factors in CRM performance is 90% and the rate of its performance is 91 and perpetuity of relate factors in CRM performance is 83% and the rate of its performance is 84%. The result of research; Main hypothesis; There are a relation between related factors on performance and rate of CRM performance. Kendal and Apirman s in both P tests has reported two above variants that are regularly ( 0.42and 0.39) and because of (0.0) is er than (0.0) meaning level, support zero ( between related factors in CRM performance and the rate of CRM performance, is not a linear relation ) is failed and we can say that there are a meaningful linear relation between two variants of effective factors in CRM performance and the rate of CRM performance and according to positive, this relation is direct. In other word, we expect to increase the rate of CRM performance by providing effected Factors in CRM performance. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 388

8 Table 1- CRM performance versus the rate of CRM performance The rate of CRM performance Aspirman kendal variant plenty Effective factors in CRM performance 0 /00 0 / / 00 0 / 39 First adjunct hypothesis: there are a relation between superior manger support and the rate of CRM performance in Shiraz governmental companies. according to Kendal and Aspirman s amounts between two variants, are regularly (0.18,0.17), gained amount in both tests (0.0) is er than meaningful level (0.0) however, supposed zero ( there isn t a linear relation between superior manager support and CRM performance ) is failed and we can say that there are a meaningful linear relation between two variants, the rate of CRM performance and superior manager support and according to positive, this relation is direct. In other words, we expect to increase the rate of superior manager support by increasing the rate of CRM performance. Table 2 - Evaluation of linear relation between superior manager supports versus the rate of CRM performance The rate of CRM performance variant Aspirman kendal plenty Superior manager support 0 /01 0 / / 01 0 / 17 Second adjunct hypothesis: there are a linear relation between the culture of organization and the rate of CRM performance in Shiraz government companies. according to Kendal and Aspirman s amounts, between two above variants are regularly (0.39,0.35) gained amount in both tests ( 0.0) is er than meaningful level (0.0) then supposed zero ( there isn t a linear relation between the culture of organization and the rate of CRM performance ).is failed.and we can say that there are a meaningful linear relation between two variants, the culture of organization and the rate of CRM performance and according to positive, this relation is direct however we expect to increase the culture of concentration on customers by increasing the rate of CRM performance. Third adjunct hypothesis : there is a relation between employee s preparation and the rate of CRM performance in Shiraz governmental companies according to kernel and Aspirman s amounts between two above variants are regularly (0.39,0.36), gained amount in both tests (0.0) is er than meaningful level (0.0) then supposed zero ( there isn t a linear relation between the rate of employee s preparation and the rate of CRM performance ) is failed and we COPY RIGHT 2013 Institute of Interdisciplinary Business Research 389

9 can say that there are a meaningful linear relation between two variants, the rate of employee s preparation and the rate of CRM performance and according to positive, this relation is direct.however we expect to increase the rate of employee s preparation by increasing CRM performance. Table 3 - evaluation of linear relation between the rates of employee s preparation versus the rate of CRM performance The rate of CRM performance variant Aspirman kendal plenty The rate of employee s preparation 0 /00 0 / / 00 0 / 36 Fourth adjunct hypothesis: there is a relation between technology in organization and the rate of CRM performance in Shiraz governmental companies. according to kernel and aspirman s amounts, between two above variants, are regularly (0.19,0.17), gained amount in both tests (0.0) is er than meaningful level (0.0) however, P according to suppose zero ( there isn t a linear relation between the technology of organization and the rate of CRM performance ) is failed and we can say that there are a meaningful linear relation between two variants the technology of organization and the rate of CRM performance and according to positive, this relation is direct.however we expect to increase the present technology of organization by increasing the rate of CRM performance. Table 4 - evaluation of linear relation between the technologies of organization versus the rate of CRM performance The rate of CRM performance variant Aspirman kendal plenty The technology of organization 0 /01 0 / / 01 0 / 17 Fifth adjunct hypothesis: there is a relation between knowledge management in organization and the rate of CRM performance in Shiraz governmental companies. According to Kendal and Aspirman s a mounts between two variants are regularly (0.32,0.28), gained amount in both tests (0.0) is er than meaningful level (0.0)how ever supposed P according to zero ( there isn t linear relation between knowledge management and the rate of CRM performance ) is failed. And we can say that there is a meaningful linear relation between two variants, knowledge management and the rate of CRM performance and according to positive in organization, the of this relation is direct.however, the rate of CRM performance increases by gaining and protecting knowledge. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 390

10 Table 5 - evaluation of linear relation between knowledge management versus the rate of CRM performance The rate of CRM performance variant Aspirman kendal plenty knowledge management 0/00 0/ / 00 0/28 Sixth adjunct hypothesis: there are a relation between changing management in organization and the rate of CRM performance in Shiraz governmental companies. According to Kendal and Aspirman s amounts, between two variants, are regularly (0.27,0.25),gained amount in both tests (0.0) is er than meaningful level (0.0) how ever supposed P according to zero (there is a linear relation between changing management and the rate of CRM performance ) is failed and we can say that, there are a meaningful linear relation between two variants, changing management and the rate of CRM performance according to positive this relation is direct. Table 6 - evaluation of linear relation between changing management versus the rate of CRM performance The rate of CRM performance variant Aspirman kendal plenty Changing management 0/00 0/ / 00 0/25 Discussion and results; According to obtained result of this research first hypothesis, the relation between superior manager support and the rate of CRM performance was accepted. Herein Azari believes that the role of superior managers in management of their employees is important for making customer sure about more benefit and income. Superior manager apply new technology in organization to make sure about gaining proper benefits (Azari,2008,P.23).There is also a meaningful and positive relation between the culture of organization and the rate of CRM performance, here Azari believes that it s necessary to widespread customerism culture in through of organization for meeting customer s needs.customerism culture has a big affect on customer s satisfaction (Azari.2008.p23) according to obtained results of this research, third hypothesis, relation between employee s preparation and the art of CRM performance,was accepted. herein,moezi believes that employees perform main role in CRM processes and the fields of its performing activities employees are some devises for implementation of processes such as customer services.increasing of yield,increasing of customer s self confidence and repetition of shopping (,Moezi,2007.p67).according to results, relation of organization COPY RIGHT 2013 Institute of Interdisciplinary Business Research 391

11 technology and the rate of CRM performance was accepted.almitery believes that technology als organization to collect, organize and save customer s information. Technology is a stimulant for CRM systems to collect, classify and save more valuable information. Technology als organization to provide better behavior for customer by making an image of customer s behavior.(almitery.2008,p.1) the relation of present knowledge management in organization and the rate of CRM performance was accepted too.ali believes that they can answer the questions and solve the problems by knowledge management of organizations.and use them again and add them to all present information in organization. Knowledge management has a vital role in creation of CRM. Knowledge management and CRM are completely different. Both of them are devices for improving utilization and satisfaction of customer.(ali,2007.p.271).according to results, the relation between present changing management in organization and the rate of CRM performance wes accepted. Herein moezi belives thet changing in culture, structure and employee s behavior persuade producer and partnerships to work with each other and acquit whatever that for CRM performance in preparation of facilities for customer have been promised. CRM needs new and young employees for business processes and revision in behavior with customer for increasing customrism and giving more value to customer. COPY RIGHT 2013 Institute of Interdisciplinary Business Research 392

12 References Pearz, d. ragerz. m One by one marketing, Ali Ayari, fara.p.64.date of visit 1389/5.. Jafari, H, implementation of management relation with customer bases on customer s information. p. 64.visit 1389/10. GHollamian. M, khajeh Afzali.M, Ebrahimi. B, Knowledge management in communication with customer. Date of visit.7/1387www.d e km.com. Kerammati.A, and meshki.h, and nazari shirkohi. s,1388.recognizing and classifying of risk factors of implementation of management relation with customer project in Iran, commercial research. Management relation with customer. Date of visit.10/ Almotairi,m. (2008). CRM Success factors. Taxonomy,p:1,2,4,5.7/ Ali,I.(2007).Customer Relationship Management: A Qualitative Cross-case Analysis In the Uk And soundiabia,p: 12 43,61,271.6/ Azari,A.(2008).A assessment of Factors leading to CRM Success,p:11 15,17, ,67,115. 5/ Bohling,T., Bowman, D., LaValle, S., Mittal, V., Narayandas, D., Ramani, G. and Varadarajan, R. (2006). "CRM Implementation: Effectiveness Issues and Insights. Chang,h & Wen Ku,p.(2009). Implementation of relationship quality for CRM performance: Acquisition of BPR and organizational learning,pp: / Farshid, M.(2008).Investigating CRM Activities in E-Banking of Iranian Banks 5/ Johanson,J&Sparredal,J.(2005).CRM in e-business: 1,9.7/ Kimiloglu,H&Zarali,H.(2008).What signi fies success in e-crm, p: 247 9/ Kim, Hyung-Su and Young-Gul Kim and Chan-Wook Park. (2010). "Integration of firm's resource and capability to implement enterprise CRM: A case study of a retail bank in Korea". Decision Support Systems 48, pp Muazu,Z.(2007).CRM Implemantation in retail banking in Nigeria. Retrived from essays Digital Dissertation, p: 5, 6, /1389 COPY RIGHT 2013 Institute of Interdisciplinary Business Research 393

13 Nicolae,m. A COLLABORATIVE PERSPECTIVE OF CRM / O, Reilly, P&Dunne, S. MEASURING CRM PERFORMANCE: AN EXPLORATORYCASE 10/ Payne,A &.Frow,P. (2004). The role of multi channel integration in Customer relationshipmanagement", Industrial Marketing Management 33, ю Stefanou, C., Sarmaniotis, C. and Stafyla, A. (2003), CRM and Customer-centric knowledge management: an empirical research, Journal of Business Process Management, Vol. 9 No. 5, pp Thompson,B. (2004)."Successful CRM:Turning Customer Loyalty in To Profitability on-line". Availabl:WWW. crmgurn.com. 10 november2004. Wan, W., Luk, C. and Chow, C. (2005), Customers adoption of Banking channels in Hong Kong, International Journal of Bank Marketing, Vol. 23 No. 3, pp COPY RIGHT 2013 Institute of Interdisciplinary Business Research 394