CRM Implementation in Abu Dhabi Commercial Bank

The Study Background

Customer Relationship Management (CRM) is a new concept within the UAE banking industry. The industry studies indicate no appropriate CRM framework applicable in UAE, and most of the local banks are still using the traditional concepts (Liu, 2007). Moreover, foreign banks utilize the CRM framework developed from parent banks in their home countries. However, CRM has greater benefits to banks, particularly in terms of customers’ attraction and retention, which in turn leads to a greater output (Kumar & Kanchu, 2012). Even though CRM has greater benefits on the banks’ performances, few banks, including ADCB, have adopted the framework within their operations.

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The study aims at finding the impact of implementing Customer Relationship Management (CRM) in the performance of Abu Dhabi Commercial Bank (ADCB). Also, the study will focus on improved performances in terms of the Bank’s output, taking into considerations local conditions in the UAE to develop CRM that ensures greater outcomes to industry players. Besides, the study will apply both qualitative and quantitative methods (mixed methods approach) to collect the required data resulting from the related outcomes due to the implementation of CRM framework in ADCB. A sample of 15 participants, including four managers, six customers, and five employees from the banks, will be interviewed through the application of a well-designed survey and interview questionnaires.

Besides, the study will be contributing to the original work in the area of CRM development and implementation processes, which can be practically applied, particularly in the UAE banking sector. However, the study will be critically examining the impact of CRM implementation in ADCB. Essentially, the study argues that an appropriate CRM framework is necessary for the bank, particularly in customer relations management.

Introduction

Developing and implementing a framework for Customer Relationship Management (CRM) is one of the critical steps in managing clients. CRM is a concept that is currently being applied by many banks, particularly foreign-based banking institutions within the UAE to improve on the client’s relations, which is significant in enhancing the output. Studies indicate that greater CRM outcomes lead to higher profitability (Liu, 2007). The study will utilize best practice example from the local banking institution putting into consideration the local conditions to establish whether the implementation of the CRM results in increased productivity.

Statement and Purpose of the Problem

CRM adoption in the UAE banks, particularly local banks lags behind foreign-based players (Kumar & Kanchu, 2012). Although ADCB is ahead of its local counterparts about this parameter, the bank still compares poorly to other international banking firms. Currently, the bank’s branches have realized the relevance of customer relationship management, but are to experience the benefits of its adoption fully. Additionally, the bank’s top management is still looking at the CRM concept as a short-term strategy in customer relations management. The management of the bank is yet to embrace the long-terms benefits of investing in CRM.

Moreover, the banking management does not understand the relevance of this investment and as such, is not tapping its full potential. Some technical hitches are also standing in the way of CRM implementation progress. Lack of professional support as well as insufficient applications to compete with international banking institutions are some of the technical hitches (Lambert, 2010).

A need to link great customer satisfaction with increased output necessitates research into the area. Further, the bank has realized that its e-business platforms are not up to the required standard. The reason explains why the bank adopted the CRM frameworks in most of its operations. Besides, the bank is yet to link knowledge management or data warehousing and better customer experiences. Also, the bank needs to understand how to leverage its interactions with clients as well as their inquiries.

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Moreover, products and services offered by the firm should reflect these needs. Furthermore, the bank has not fully exploited its Information Technology (IT) systems. Essentially, customer relationship management is the means through which the firm can deal with all these issues proactively (Sin, Tse & Yim, 2005).

Study Questions and Hypothesis

The main aim of the research is to establish the impact of implementing a CRM framework in the banking system. Since customers relationship management framework is focused on improving the services offered to the clientele, the impact in this question will be measured in terms of the level of output due to increased customer satisfaction. Also, to achieve this aim, the study has set objectives in which the study questions are based. The set objectives include

  • To establish whether the implementation of customers’ relations management framework causes an increase in the general output of the bank
  • To establish whether the adoption of customers’ relations management framework within the banking system causes an increase in customers’ satisfaction
  • To establish whether the adoption of the CRM framework in the banking system increases the individual employee’s performances in terms of customers services delivery
  • To establish other effects of implementing CRM framework within the banking system
  • Therefore, upon completion of the study, the following questions will be answered
  • Is the implementation of CRM framework causes an increase in the general output of the bank?
  • Is the adoption of CRM framework within the banking system causes an increase in customers’ satisfaction?
  • Is the adoption of the CRM framework in the banking system increases the individual employees’ performances in terms of customers’ services delivery?
  • What are other effects of implementing CRM framework within the banking system?

Besides, the study will test the following hypothesis

  • H1: Applications of CRM framework have positive effects on the general performance of the bank
  • H0: Applications of CRM framework have negative effects on the general performance of the bank

Significance of the Study

In the UAE, research on CRM is still underdeveloped. Most firms particularly in the banking sector are yet to learn about and benefit from different platforms available in CRM (Kumar & Kanchu, 2012). Besides, most researches tend to focus on case studies in different limited firms that have success stories on CRM adoption and implementation. Majority the of firms within the banking sector know little about how the industry can best apply customer relationship management. As such, this research will assist banks in the UAE, particularly ADCB to understand the importance of CRM in improving the client’s satisfaction. Also, the study findings will enable ADCB to implement customer relationship management effectively by preparing a framework for the strategy. The study findings will be a compilation of best practices among the banking institutions that have succeeded in the application of the concept. Consequently, other banks that are yet to report the same results will follow suit.

Limitations of the Study

The research scope is limited to a few selected participants or small sample size to make the results have reliable and valid conclusions (Trochim, 2006). Also, the study is limited to only one banking institution in which the CRM framework has been adopted. In other words, many banking institutions need to be studied to come up with a valid and reliable conclusion. As such, the study findings cannot suitably be adopted in cross-industrial applications due to this limitation. Besides, there are limitations in terms of finances, time, research materials, and the study expatriates, particularly where interviews techniques will be applied.

Literature Review

Introduction

Over the years, the banking industry has evolved to adapt to changes brought about by technological advances. The internet provided one such opportunity for the banking industry to develop e-commerce. Besides, customers are increasingly demanding for managed relationships.

Moreover, e-commerce has driven the need for virtual banking that is dynamic, allowing customers to carry out transactions anywhere and anytime (Shibu, 2011). Currently, competition has increased such that banks cannot rely on traditional methods to maintain the loyalty of the customers. As such, banks are prompted to come up with a customer-oriented strategy to retain and gain more customers. Customer Relationship Management (CRM) is the model that has been adopted by most banks to manage their interaction with customers. Essentially, the model makes use of technology to organize, automate and synchronize sales, marketing, customer service as well as technical support (Sin et al., 2005).

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Enterprise-Wide Management

The concept of enterprise-wide management in CRM framework refers to the involvement of all stakeholders in a CRM initiative. Enterprise-wide management is based on customer intimacy, integration of bank systems, and redesigning the business processes (Sin et al., 2005). Essentially, a successful and profitable CRM initiative always begins with a business strategy that serves to drive change, especially a customer-oriented culture within the firm. The notion is that all the bank’s employees can contribute to the improvement of customer behavior, satisfaction, and profitability. Also, the bank’s office systems should be integrated from the customer’s point of view (Shibu, 2011).

Moreover, the bank can start by identifying its end customers, redesigning the process from the customer’s point of view, and making continuous improvements based on customer feedback. The approach helps move the bank from product-oriented to the customer-oriented institution. A successful CRM strategy in terms of enterprise-wide management puts the benefits of the customer first. Ideally, enterprise-wide management highly values customer intimacy. From the enterprise-wide management, banks can set up business processes from the customer’s perspective as well as integrating the bank’s systems and contact channels (Kumar & Kanchu, 2012). Integrating its contact channels means that the bank has to merge its organizational goals, rules, and objectives into being customer-oriented.

Customer Data Management

To understand and manage customer relationships, proper integration of customer data is critical (Liu, 2007). Gathering and integrating the customers’ data is critical in projecting the future needs of the customers. Essentially, the data management platform is one of the bank’s most valuable assets. Data management platform enables the bank to access data that will help them know more about the customer and gain new insight through a variety of analytical methods (Lambert, 2010). Customer data management helps in supporting business operations, business intelligence, and business management. For banks to improve the quality of relationships they have with their customers, the banks must recognize the preferences and behaviors of different customers and strive to satisfy the needs of each. The process is possible through the integration of interactive data from the database in such a way that supports customer analysis and decision-making.

IT Management

The internet has made it possible for all services in the banking industry to be managed by IT applications. A proper CRM strategy requires that the bank invests in the most updated versions of IT infrastructure and software to make it possible to record, track, and analyze the customer information (Liu, 2007). IT management is central in the implementation of contact channels, enterprise, and customer data management. E-commerce has taken advantage of the internet to deliver services to customers. IT helps in the provision of an enterprise-wide view and customer value-focused information systems. CRM puts IT at the center of its operational, analytical, and collaborative support systems (Kumar & Kanchu, 2012). IT complements all the processes involved in customer interactions.

Methodology

Introduction

The research study will be qualitatively conducted to establish the influence of implementing CRM in ADCB banking systems. The empirical data will be collected through the application of a specified number of participants. Also, the number of participants will be limited to 15 respondents and will be chosen through simple random sampling procedures.

Sample

The study focuses on the impact of the implementation of CRM on ADCB banking system. Therefore, all the ADCB managers, customers, and employees are deemed viable for the study. However, only a small number of participants including six customers, five employees, and four managers will be selected through random sampling procedures and depending on the frequency with which they have been using the banking services, applying CRM technology to improve customer services and the knowledge on CRM framework (Trochim, 2006). Also, other personal attributes including gender, age, experience, and academic qualifications, will also be taken into consideration. From the total number of employees, customers and managers that may be sampled, just 15 participants from the bank will be selected via a technique dubbed as convenience simple random sampling strategy (Trochim, 2006). The interviews, as well as a survey, will be conducted to help in addressing the formulated research questions.

Procedures

As one of the most important studies in the banking sector, the information will be collected through administering properly designed survey questionnaires as well as conducting well-structured in-depth interviews to unbiased selected participants (Patton, 2002). The soundly designed survey and interview questionnaires will be administered to 15 participants constituting six customers, five employees, and four managers. Each part of the questionnaires will constitute key items that suitably attend to the research questions. For instance, part one will constitute whether the implementation of CRM contributes to increased performance (Trochim, 2006). Other parts will generate insights on the rest of the study questions amidst offering recommendations to the organization to encourage the adoption and implementation of the CRM framework within the banking system. Some items in the questionnaires will throw light on increased impacts of the implementation of CRM and its functioning processes.

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Design and Statistical Procedures

The study will utilize the qualitative methods of data collection majorly surveys and interviews. The purposes of data collection are chosen due to their effectiveness of reaching out to the respondents and the quality of the obtained data (Bazeley, 2002). Moreover, the data will be gathered from respondents selected through random sampling procedures. Besides, in terms of data analysis, integrated statistical analysis tools, including Microsoft Office applications and statistical software will be applied (Patton, 2002). The analyzed data will be presented through the application of line graphs, tables as well as statistical bar charts. Further, the methods of data collection are chosen due to the reliability and validity of the obtained results (Bazeley, 2002).

Data Analysis

To obtain the best correlation approximation values, the study quantitative data analysis will be carried out by utilizing the integrated Statistical Analysis Tool (WISAT). The quantitative data, which form the bulk of information, will be analyzed through the application of various techniques including statistical analytical software such as the SPSS to come up with measures such as percentages, frequency distribution, and deviations to help in the understanding of the type of correlation between the variables (Patton, 2002). The techniques will be used to determine the research respondents’ proportions that chose various responses. The method will be applied for each group of items available in the questionnaire that ideally corresponds to the formulated research question and objectives. Line graphs, tables as well as statistical bar charts will be used to make sure that quantitative data analysis is simply comprehensible.

Proposed Schedule

The study procedures are divided into various activities that are allocated a certain duration in which they are supposed to be completed. Besides, the study is divided into four main parts, including preparation, data collection, and analysis as well as writing the research paper. However, the consultations with the supervisor are integrated within the stages. In other words, appropriate consultation with the supervisor will be undertaken before the final activities are undertaken in every stage.

In preparation, sequential activities begin with the consultation of the supervisor to provide guidelines on selecting the research topic, designing the study, creating the study questionnaire as well as acquiring the study literature (Trochim, 2006). All preparation activities are apportioned for approximately six weeks. The subsequent activities are scheduled as indicated in the appendix.

Study Problems

Though the study is aimed to provide rich data on the proposed topic, there are various problems likely to be encountered during the study. Also, since the study is still new in the field, inadequate literary works for the review will be one of the problems. Moreover, the result of the study cannot be generalized. The survey and interviews method selected have limitations likely to be the major problem of the study. For instance, not all respondents are likely to answer the study questions. As such, the result does not reflect the opinion of the whole population.

Conclusion

The study aims at finding the impact of implementing Customer Relationship Management (CRM) in the performance of Abu Dhabi Commercial Bank (ADCB). The study will focus on improved performance in terms of the Banks output, taking into considerations the local conditions in the UAE to develop CRM that ensures greater outcomes to the industry players. Essentially, the study argues that the implementation of CRM framework causes an increase in the general output of the bank, in customers’ satisfaction and the individual employees’ performances in terms of the customers’ services delivery. Moreover, the study argues that an appropriate CRM framework is necessary for the bank, especially for customer relations management.

References

Bazeley, P. (2002). Computerised data analysis for mixed methods research. Thousand Oaks, CA: Sage.

Kumar, M. & Kanchu, T. (2012). Customer relationship management with reference to banking industry in Middle East. Asian Journal of Multidimensional Research, 1(6), 32-41.

Lambert, D. (2010). Customer relationship management as a business process. The Journal of Business & Industrial Marketing, 25(1), 4-28.

Liu, H. (2007). Development of a framework for customer relationship management (CRM) in the banking industry. International Journal of Management, 24(1), 15-33.

Patton, M. Q. (2002). Qualitative research and evaluation methods. Newbury Park, CA: Sage.

Shibu, N. (2011). Customer relationship management and banking industry. Journal of Social Sciences, 36(17), 72-79.

Sin, L., Tse, A. & Yim, K. (2005). CRM conceptualisation and scale development. European Journal Market, 39 (11/12), 1264-1290.

Trochim, W. (2006). The Research Methods Knowledge Base. Cincinnati, OH: Atomic Dog Publishing.

Appendix

Proposed Time Schedule

Activity Number
(WKS)
Set up date Ending date Status
Selecting a research topic 1
Presenting the research topic to the supervisor 1
Writing the introduction 1
Designing the study questionnaire 2
Presenting questionnaire to the supervisor 1
Acquiring the study literature 3
Research literature review 5
Writing the research proposal 3
Designing the research 3
Presenting research proposal to the supervisor 1
Conducting interviews 2
Research data collection 2
The prelude of data analysis 1
Concluding data analysis 3
Writing the research paper 3
Final presentation and submission of the research paper 2
Total proposed research time in weeks 34 weeks
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