CHAPTER-V EXECUTIVES ROLE IN CRM Executive s behaviours can either enhance or damage value for the selected customers managements have always intuitively understood that executive service can only be delivered by executives who are satisfied at work. It seems self-evident that makes unhappy, discounted executives must communicate their dissatisfaction counters with customers. A very strong link between executives and customers perceptions of the quality of service delivered and the internal climate for service. A positive climate for service is less bureaucratic more customers oriented more supportive of personal initiatives which improve service. When executives have a positive view of the firm s HR policies and practices then customers will leave a positive view of the service quality which they received. Executive s satisfaction, driven by estate human resource management, feels positively into customer perceptions of quality. In other words, executive satisfaction drives customer satisfaction and in a competitive market place where customers can switch of suppliers, customer satisfaction is the sine qua non of customer retention. Another review of the practices in service organization regarded as excellent found a number of commonalities. They organized that executives relation mirrored customers relationship and they were to be superior in service which they knew that they had to be superior in their relationships with executives. They created an awareness of the importance of the service in the minds of executives. They developed and implemented support systems to teach executives the behaviours which are regarded by customers as exemplifying excellent service. They set performance standards which were precise and measurable and trained managers, supervisors and executives to perform to those standards. The present study aims at ascertaining the opinion of bank executives to identify the prevailing gap between customers perception at executives opinion (Francis Buttle: 2005). 205
5.1 FIFTH OBJECTIVE The following percentage analysis and t-test executive s perception of variance elements of CRM maintenance, CRM strategies, technology on CRM and customer satisfaction, is done to identify the banking details of public and private sector banks. The main aim of this section is to analysis the banking details the various banking services offered by public and private sector banks. The opinion of the bank personal is obtained through likely 5 point scales which ranges from strongly agree and strongly disagree. In this context a parametric t-test applied to study exactly the opinion of respondent. 5.1.1 CRM Maintenance CRM maintenance is a fundamental factor among all the successful organization to retaining the customers. Success and failure of the organization is depending upon maintenance/motivation of the customers. Basically all the organizations are believed to have this instructional procedure in CRM. This study also emphasizes on 20 variables of CRM maintenance. The important variables are segregation of frequency customers more concentration, acquire new customers, ideal location, wear an identify badge, remove FUD, customers requirements, create awareness, office hours, inquiry, customer s request, ATM counter, transactions, quick withdrawal, the Ombudsman service, over-drafts, service charges, prompt and quick service, feel the part of the organization, faulty service, better service. The application of t-test to compare the computed mean value based on the perception of bank executives. In this t-test the computed mean value of the executives is compared with hypothesized mean value 3 to obtain the significance or insignificance value. The results are presented in the following. 206
Table 5.1.1 One sample Statistics-CRM Maintenance variable N mean Std.Deviation Std.Error Mean t-value Sig(2- tailed) CRMM1 250 4.1677 1.01642.04514 25.867.000 CRMM2 250 4.0947.77696.03451 31.724.000 CRMM3 250 2.7791 1.13449.05038-4.384.000 CRMM4 250 3.7850 1.14516.05086 15.435.000 CRMM5 250 4.3945.78914.03505 39.789.000 CRMM6 250 2.8580 1.28520.05708-2.488.013 CRMM7 250 3.8422.92759.04120 20.444.000 CRMM8 250 3.9231.91323.04056 22.759.000 CRMM9 250 2.8777 1.15277.05120-2.389.017 CRMM10 250 3.9231 1.09797.04876 18.930.000 CRMM11 250 2.1223 1.22750.05452-16.100.000 CRMM12 250 4.3037.83551.03711 35.136.000 CRMM13 250 1.7041 1.10659.04915-26.368.000 CRMM14 250 2.4122 1.14454.05083-11.563.000 CRMM15 250 2.0296 1.08580.04822-20.124.000 CRMM16 250 3.2367.98366.04369 5.418.000 CRMM17 250 4.5207.81553.03622 41.987.000 CRMM18 250 4.2505 1.08273.04809 26.005.000 CRMM19 250 2.2012 1.22513.05441-14.681.000 CRMM20 250 2.7041 1.07580.04778-6.192.000 From the above table, it is found that the mean value of the CRM maintenance variables range from 1.7041 to 4.5207. In particular, it is identified that the variable number of CRMM13 to CRMM17, teller system in our bank for quick withdrawal, prompt and quick service to our banks executives possesses the mean value 3.5. The t-test values are significantly greater than 3. Since the t-values are significantly is positive side and it is found that the bank executives strongly agreed the t-values are 25.867, 31.724, 15.435, 39.789, 20.444, 22.759, 18.930, 35.136, 5.418, 41.987, 26.005 are statistically and significantly 5percentlevel.The bank executives strongly agreed that concentration is more on frequency customers, acquire new customers, bank staff wear on identify 207
badge, we remove the fud, create awareness, customers requirements are attended to within the office hours, customer s request, minimum time to complete transaction, service charges are minimum, prompt and quick service to our customer, customers feel the part of the organization. They disagreed that the T-values are 4.384, 2.488, 2.389, 16.100, 26.368, 11.563, 20.124, 14.681, 6.192, there banks situated always in an ideal location, ATM counter installed for the convenience of our customers, quick withdrawal, Ombudsman service, over-drafts facility, better service to our customers. It is also indicated that the 5 and 9 variables, are different schemes to customers requirements, and few customers to become an inquiry, T-values are lower than 3, so, gives insignificance. Therefore it can be concluded that the, CRM maintenance of different banks agreed to the executives. 5.1.2 Strategies for CRM The true business of every organization is to make and keep customers. CRM is the latest philosophy most organizations are adopting for different strategies. CRM has caught the attention of practicing managers, academicians, and industry leaders. This study provides the necessary insights into the improvement aspects of this revolutionary concept. This study provides 13 variables of strategies in CRM. The important variables are training, rewards for creating cordial relations among management and customers, attract new customers, committed project, customer satisfaction, and proper guidance to new customers, customers directly in the delivery process, and sort to outsourcing, customer retention, and pamphlets. The application of t-test to compare the computed mean value based on the perception of bank executives. In this t-test the computed mean value of the executives is compared with hypothesized mean value 3 to obtain the significance or insignificance value. The results are presented in the following. 208
Table 5.1.2 One sample Statistics- Strategies for CRM variable N mean Std.Deviation Std.Error Mean t-value Sig(2- tailed) SCRM21 250 3.9763 1.12615.05001 19.521.000 SCRM22 505 4.6535.74317.03307 49.998.000 SCRM23 250 4.6312.66835.02968 54.954.000 SCRM24 250 3.5286 1.17982.05240 10.088.000 SCRM25 250 4.1854 1.00451.04461 26.572.000 SCRM26 250 2.3669 1.12970.05017-12.619.000 SCRM27 250 2.0256 1.13398.05036-19.347.000 SCRM28 250 4.0375 1.01985.04529 22.906.000 SCRM29 250 2.4615 1.07982.04796-11.228.000 SCRM30 249 4.2312.87421.03886 31.681.000 SCRM31 250 3.9329.97976.04351 21.441.000 SCRM32 250 3.0533 1.31993.05862.908.364 SCRM33 250 4.3846.84348.03746 36.962.000 From the above table, it is found that the mean value of the strategies for CRM variables range from 2.0256 to 4.6535. In particular, it is identified that the variable number of SCRM27 to SCRM22, staff gives proper guidance to new customers and rewards based on their customer relations with its banks executives who are frequently and personalized dealings possess the mean values strictly greater than 3. The t-test values are significantly greater than 3. Since the t-values are significantly is positive side, it is found that the bank executives strongly agreed the t-values are19.521, 49.998, 54.954, 10.088, 26.572, 22.906, 31.681, 21.441, and 36.962 which are statistically significant at 5percent level. The bank executives strongly agreed that respect to customers, reward based on their customer relationships, different customers with different treatment is followed in CRM, attract new customers, highly committed project, the executives and managers are contained to their cabin, we sort to outsourcing, we generate new concepts and approaches for customer retention, pamphlets and notice to easy available. They disagree that the t-values are 12.619, 19.347, 11.228, maintain to measure the level of customer satisfaction, proper guidance to new customers, customers directly in the delivery process. It also indicates the SCRM32 variable, 209
expectations of customers in times of emergency. These t- values are insignificant because these t-test values are lower than 3. Therefore, it can be concluded that the strategies for CRM of different banks agreed to the executives. 5.1.3 Technology on CRM Technology in an essential enabler of the CRM, to implement the CRM in the modern day organizations with millions of customers, so as to achieve one to one relationships with all the profitable and valuable customer, leveraging on Technology is must. The entire ranges of the technologies that are used in building the CRM. This study focuses on 12 variables of technology in CRM. The distinguished variables are to introduce high technology with minimum cost, advanced technology, modern technology, the customer s feedback, core banking internet solutions, fulfill the needs of the customers, time consuming, computerizing the banking transactions (Bagchi adn tulskei 2000). The application of t-test to compare the computed mean value based on the perception of bank executives. In this t-test the computed mean value of the executives is compared with hypothesized mean value 3 to obtain the significance or insignificance value. The results are presented in the following. Table 5.1.3 One sample Statistics-Technology on CRM variable N mean Std.Deviation Std.Error Mean t-value Sig(2- tailed) Tec34 250 2.4852 1.32074.05866-8.776.000 Tec35 250 3.4142 1.25347.05567 7.441.000 Tec36 250 4.4615.74122.03292 44.398.000 Tec37 250 3.6371 1.21032.05375 11.852.000 Tec38 250 4.2702.75441.03350 37.912.000 Tec39 250 2.8619 1.15784.05142-2.685.007 Tec40 250 4.1953.93215.04140 28.872.000 Tec41 250 2.4680 1.11982.07082-7.512.000 Tec42 250 2.0360 1.10616.06996-13.779.000 Tec43 250 4.0000 1.05663.06683 14.964.000 Tec44 250 2.4120 1.06903.06761-8.697.000 Tec45 250 4.2120.84493.05344 22.680.000 210
From the above table indicates that the mean values of the variables range from 2.0360 to 4.4615. In generally, it is indicated that the 42 and 36 variables, time consuming to increase the employees, competition is met with advanced technology is to be appreciated possess the mean value strictly greater than 3. The t-test values are significantly greater than 3. Since the t-values are significantly is positive side, it is found that the bank executives strongly agreed the t-values are 7.441, 44.398, 11.852, 37.912, 28.872, 14.964, and 22.680 which are statistically significant at 5percent level. The bank executives strongly agreed that advanced technology, competition met on advanced technology, modern technology, technology manage the real time customer information and feedback, to fulfill the needs of the customers, time consuming, computerizing. They disagree that the t-values are high technology with minimum cost, core banking is one of the internet solutions, technology, time consuming, and computerized customer details accounts will reduce the bankers work. It is also indicated that the 39 variable, core banking is one of the internet solutions, t-values are lower than 3, so, it gives insignificant. Therefore, it can be concluded that the technology in CRM of different bank agreed to the executives. 5.1.4 Impact of CRM The aim of any organization is survival and growth. The key to achieve these objectives is their ability and retain the customers. It costs ten times more to acquire a new customer than holding on an existing one. Organizations must be able to understand the life time value of the customers. CRM helps in attracting and retaining valuable, high/most valuable, customers and economic value of the customers. Hence, the CRM helps the organization, to increase sales, product/service, profit and growth rate. This study examines on 7 variables of impact of CRM. The outstanding variables are customers are maximized, survival is made, to increase product/ 211
service, financial performance, banking growth rate, overall performance of satisfactory. The application of t-test to compare the computed mean value based on the perception of bank executives. In this t-test the computed mean value of the executives is compared with hypothesized mean value 3 to obtain the significance or insignificance value. The results are presented in the following. Table 5.1.4 One sample Statistics- Impact of CRM variable N mean Std.Deviation Std.Error Mean t-value Sig(2- tailed) IMP46 250 3.8960.94698.05989 14.960.000 IMP47 250 2.9360 1.33078.08417 -.760.448 IMP48 250 4.3920.82038.05189 26.828.000 IMP49 250 2.6600 1.34747.08522-3.990.000 IMP50 250 3.2040 1.18998.07526 2.711.007 IMP51 250 4.4520.77595.04908 29.587.000 IMP52 250 3.9400 1.11597.07058 13.318.000 From the above table, it is examined that the mean values of the variables range from 2.6600 to 4.4520 generally, it has been ascertained that the 49 and 51 variable financial performance, customer satisfaction, possess the mean values strictly greater than 3. The t-test values are significantly greater than 3. Since the t-values are significantly positive side and it is found that the bank executives strongly agreed the t-values are14.960, 26.828, 29.587, and 13.318 which are statistically significant at 5percent level. The bank executives strongly agreed that customers are maximized, survival is made easy amid competition, banking growth rate increased rapidly, customer satisfaction is achieved, and overall performance is satisfactory. This study also indicated, that the customers in these banks disagreed the services output increase, banking growth rate increased rapidly. Because, these 2 variables t-test values are lower than 3 so, it gives insignificant. Therefore, it can be concluded that the impact of CRM of different banks agreed to the executives. 212
5.2 PERSONAL PROFILE OF EXECUTIVES OF PUBLIC AND PRIVATE SECTOR BANKING INDUSTRIES In this study, the personal profile of both executives and customers thoroughly explored the Age, Gender, Education and Income of Executives are vital in determing the Executives Interest in maintaining smooth, optimistic and Developmental Customer Relationship. Personal details: 5.2.1 Age of the Executives The reputation of the firm increased significantly is depending upon the maintances of CRM. Here, the age of the executives is an important determinant for maintain the CRM. The following table dedicates the frequency distribution of Executives of banking industry. Table 5.2.1 Age of the Executives Age Frequency percentage Upto 20 years 24 9.6 21-30 years 116 46.4 31-40 years 83 33.2 41-50 years 27 10.8 From the above table frequency distribution. It is clear from the table that nearly 9.6 percent of the respondents fall in the category of upto 20 years while 46.4 percent of the sample respondents fall between the 21-30 years age group. 33.2 percent are in the age group of 31-40 years and 10.8 percent fall 41-50years age group. The predominance of youth population has a great influence on the overall customer relationship practices in banks. 213
Chart-5.1 Age of the Executives 5.2.2 Gender of the Executives The gender of the executives in an important aspect to determine the ability and potentiality to convert proper relationship to maximize the profit of the organization. The following table presents the frequency distribution of Executives of banking industry. Table 5.2.2 Gender of the Executives Sex Frequency Percentage Male 72 28.8 Female 178 71.2 The respondents were asked to indicate their gender in the questionnaire. From the table, it can be seen that out of 250 respondents, 72 (28.8 percent) are male and 178 (71.2 percent) are females. It implies that the sample is the majority of the females are very active and helpful to the customer relationship practices in banks. 214
Chart-5.2 Gender of the Executives 5.2.3 Marital of the Executives The marital status of the executives is an important factor to determine the CRM. The following table presents the frequency distribution of Executives of banking industry. Table 5.2.3 Marital Status of the Executives Marital Status Frequency Percentage Married 60 24.0 Unmarried 190 76.0 From the table, it is evident that out of 250 respondents 60 (24.0 percent) are married and 190 (76.0 percent) are unmarried. It is inferred from the above analysis that the majority of the respondents are unmarried. 215
Chart-5.3 Marital status of the Executives 5.2.4 Education of the Executives The education of the executives is an important factor to determine the CRM. It is also having a positive optimistic relationship with initiation of the customer, maintances of the customer and acquirement of the customers. So, education has been playing an admirerable role as to the development of the CRM in each and every organization. Table 5.2.4 Education of the Executives Education Frequency Percentage Upto +2 8 3.2 U.G degree 75 30.0 P.G.degree 98 39.2 Professionals 69 27.6 As shown in table, those who hold Post-graduates formed the majority of the sample respondents with 98 (39.2 percent). They are followed by graduates 75 (30.0 percent) and professionals 69 (27.6 percent) and only 8 (3.2 216
percent) are higher secondary school level. Today, the young and the educated are already large in number and this number is increasing. Chart-5.4 Education of the Executives 5.2.5 Family size of the Executives The family size of the executives is an important factor to determine the CRM. The following table presents the frequency distribution of Executives of banking industry. Table 5.2.5 Family Size of the Executives Size of your family Frequency Percentage Upto 2 209 83.6 3-5 37 14.8 6-8 4 1.6 Tables brings into limelight that 83.6 percent of the families had upto two members in the family, 14.8 percent of families fall in the size 3-5 members and 1.6 percent of families belong to the size of 6-8. 217
Chart-5.5 Family size of the Executives Organizational details: 5.2.6 Income of the executives In this study, the incomes of the executives are important aspects determing the executives in maintaining smooth, optimistic and developmental customer relationship. Income of the executives table presents the frequency distribution of executives of banking industry. Table 5.2.6 Income of the Executives Monthly income Frequency Percentage ` 5 68 27.2 ` 10 99 39.6 ` 15 77 30.8 Above ` 20 6 2.4 218
Table, reveals that there are 68 (27.2 percent) respondents in the group of earning less than ` 5, 001-10,000. Those who are earning ` 10,001- ` 15,000 are 99 (39.6 percent). The other two groups earning between ` 15, 001- ` 20,000 and above ` 20,001 are 77(30.8 percent) and 6(2.4 percent). 5.2.7 Department of the executives Department of the executives is one of the important aspects to determine ability, specialty, sincerity, flexibility and potentiality to create cordial relationship into maximizing the profit and wealth of the organization. The following table reveals the frequency distribution of executives of banking industry. Table 5.2.7 Department of the Executives Department Frequency Percentage Managerial 209 83.6 Clerical 37 14.8 Sub staff 4 1.6 Tables bring to the limelight that 83.6 percent of the managerial, 14.8 percent of clerical work bank staffs and 1.6 percent of sub-stall of bank employees. 5.2.8 Experience of the Executives Experience of the executives is one of the important aspects to determine knowledge ability, specialty, sincerity, flexibility and potentiality to create cordial relationship in to maximizing the profit and wealth of the organization. The following table reveals the frequency distribution of executives of banking industry. 219
Table 5.2.8 Experience of the Executives Department Frequency Percentage 4-6 years 32 12.8 6-8 years 175 70.0 Above 8 years 43 17.2 Enquiry on this issue provides us an idea as to how long ago years of experiences in the banking services. Thus, it is evident from table that 12.8 percent of respondent s years of experience are 4-6 years, 70.0 percent of the respondent s years of experiences are 6-8 years and 17.2 percent of the respondent s years of experience are above 8 years. Customer Interaction Programme: 5.2.9 Interaction Programme The frequency visit of the customers to the organization is used to identify their potentiability. Regular interaction with all types of customers help in regaining them. Regular interaction programmes help these industries for acquirement of all types of customers. The following table presents the frequency distribution of executives of banking industries. Table 5.2.9 Opinion on Customer Interaction Programme Opinion Frequency Percentage Yes 219 87.6 No 31 12.4 From the table, it is found that 87.6 percent of the executives have absolutely accepted the customer s interaction programme. Hence, they fervently hope and trust this customers interaction program will be fulfilled the 220
customer satisfaction is followed by 12.4 percent of the executives who refused the customer s interaction program. 5.2.10 Types of interaction programmes The types of interaction programmes are an important factor to determine the CRM. The following table presents the frequency distribution of Executives of banking industry. Table 5.2.10 Types of Interaction Programmes Opinion Frequency Percentage Awareness 148 67.6 Others 71 32.4 Banks contact the different types of programmes like awareness, business and other programmes. 148 (67.6 percent) of the respondents to attend the awareness programmes. 71(32.4 percent) of the respondents attend the other programmes. 5.2.11 Interaction Programmes The interaction programmes are an important factor to determine the CRM. The following table presents the frequency distribution of Executives of banking industry. Table 5.2.11 Interaction Programmes Opinion Frequency Percentage Satisfied 17 6.8 Neutral 27 10.8 Dissatisfied 47 18.8 Highly Dissatisfied 159 63.6 221
Customer interaction programmes attend the customers 6.8 percent of the respondents to feel about satisfied, 10.8 percent of the respondents to feel about neutral. 18.8 percent and 63.6 percent of the respondents to feel about the dissatisfied and highly dissatisfied. 5.2.12 CRM increased the number of customers CRM increased number of customers. 250 bank executives accept the CRM increased number of customers, and different opinion of bank executives namely, more extent, extent, undecided. Increased number of customers maximized the customers, increase the service, unaffected profit margin and achievement of customers satisfaction are depending upon way of action of the management (or) CRM maintenance. The following table reveals the frequency distribution of executives of banking industry. Table 5.2.12 CRM increased the Number of customers Opinion Frequency Percentage Yes 250 100 Table 5.2.12(i) Opinion on CRM increased the Number of customers Opinion Frequency Percentage More extent 55 22.0 Extent 127 50.8 Undecided 68 27.2 From the above table, it is ascertained that 100 percent of the executives felt that CRM increased the number of customers. 22.0 percent of the respondents to more extent of banks customers, 50.8percent of the respondents extent the banks customers. Undecided the banks customers are 27.2 percent of the respondents. 222
5.2.13 CRM Strategies Strategies are an important aspect of determining employees training, rewards to employees and employment of strategic business unit to convert cordial relationship into maximizing the customers/profit of the organization. The following table the frequency distribution of executives of the banking industry. Table 5.2.13 Opinion on CRM Strategies Opinion Frequency Percentage Yes 250 100.0 No 0 0 CRM strategies table has indicated that 100 percent of the executives understood about CRM strategies by themselves. 5.2.14 Presence of Customer Complaint Cell Presence of customer complaint cell is an important aspect to determine CRM in these organizations. Through this complaint cell enjoy some privileges to build up the CRM, such as: monitoring the prospect of every customer, acceleration of redressal and grievances, periodic evaluation of customer needs, segregation of high value current customers and incentives are given to customers. The following table presents the frequency distribution of executives of banking industry. Table 5.2.14 Opinion on Customer Complaint Cell Opinion Frequency Percentage Yes 250 100 No 0 0 223
Table 5.2.14.(i) Opinion on Functioning of Complaint Cell Opinion Frequency Percentage Very Excellent 24 9.6 Excellent 116 46.4 Good 85 34.0 Poor 19 7.6 Very poor 6 2.4 In the case of customer complaint cell table, shows that 100 percent of the executives are told that they present customer complaint cell in their organization and followed by 0 percent of the executives didn t present the customer complaint cell in their organization. 9.6 percent of the respondents are functioning the complaint cell is very excellent, 46.4 percent of the respondents are customer complaint cell function which is excellent, 34.0 percent of the respondents complaint cell functioning is good. 7.6 percent and 2.4 percent of the respondents are customer complaint cell functioning is poor and very poor. A CRM MODEL OF BANKING INDUSTRY IN SALEM DISRICT The present research concentrate on four important aspects of CRM namely, initial strategies, maintenance strategies, technology in banking services and service satisfaction of customers. The opinion are sought from both customers as well as bank executives a considerable number of sample respondents from these domains on analyzed using percentage analysis, T-test, Factor analysis, Cluster, Discriminent analysis, Analysis of Variance and Coefficient of Correlation are subsequently exploited to identify the parametric and non-parametric relations. Factor analysis the principal component method identify the factors are initial strategies, maintenance strategies, technology and service satisfaction this factors act as a base to identify a various perceptional difference among the customers of public and private sector banks. 224
The five clusters of the four elements of CRM and impact of CRM are associated using non-parametric, chi-square analysis. All these ascertain the effectiveness of CRM in public and private sector banks. It is found that the four element initial strategy, maintenance strategies, technology and service satisfaction are highly indispensible enable the complete effectiveness of CRM. The present research also cross verified the effectiveness of CRM through the opinion of bank executives. The t-test followed by correlation analysis establishes significance relationship between effectiveness of CRM. As well as CRM elements the gap between the perception of customers and opinion of bank executives actively enumerate the required effectiveness of CRM. The total mean score of the two Discriminent functions completely enumerate the upper and lower limits CRM effectiveness Z 1 =.362(Initial Strategy) +.636(Maintenance Strategy)* +.518(Technology)* +.659(Satisfaction)* =.362(1) +.636(5) +.518(5) +.659(5) = 0.36+3.18+2.59+3.30 Z 1 = 9.43. Z 2 =.955(Initial Strategy) +.205(Maintenance) +.440(Technology) +.391(Satisfaction) =.955(5) +.205(1) +.440(1) +.391(1) = 4.78+0.21+0.44+0.39 Z 2 = 5.82 These Z values clearly indicated the range values 5.82 to 9.43. From these it is concluded that any Z score beyond 5.83 and 9.43 indicated in effective CRM. 225
Figure 5.1 A CRM Model of Banking Industry in Salem District Customer s Perception on CRM Banker s Perception on CRM 1. Attractive services 2. Quick services n 3. Customer Retention Strategy. X 2 =42.966 R=.321 1. Initial Strategies 1. Customer value measurement 2. Banker strategy 3. Responsive customer service 4. Customer win back strategy 5. Customers attractive services 6. Formidable customer relationship 1. Establishing electronic re-contact X 2 =37.337 Effectiveness on CRM Effectiveness On CRM R=.328 2. CRM Maintenance 2. Technology and CRM X 2 =66.165 3. Customer service strategy 1. Customer satisfaction X 2 =55.390 2. Materialization of customers R=.369 3. Establishment of transparency 3. Technology in CRM 4. Cordial relationship between the customer and staff 5.Bankers-customers attractive strategy 226
References 1. Bagchi tulskei (2000), E- business models: Integrating Learning from the strategy Development experience and Empirical Research 2. Francis Buttle (2005). The S.C.O.P.E. of CRM, the ICFaian journal of Management research, May-June, pp.280-305. 227