The current issue and full text archive of this journal is available on Emerald Insight at:

www.emeraldinsight.com/1757-9880.htm

Key factors for a successful Customer

relationship
implementation of a customer management
technology
relationship management
technology in the Tunisian 271

hotel sector Received 29 August 2014

Revised 3 May 2015
22 July 2015
Nedra Bahri-Ammari 28 July 2015
Accepted 21 August 2015
Department of Marketing, IHEC, Carthage, Carthage, Tunisia, and
Khaldoon Nusair
Rosen College of Hospitality Management, University of Central Florida,
Orlando, Florida, USA

Abstract
Purpose – This study aims to show the contribution of the determinants of customer relationship
management (CRM), namely, customer-centric organizational culture and customer-centric
management system, in explaining CRM performance. The moderating role of employee support has
also been examined.
Design/methodology/approach – A questionnaire was administered to 406 CRM users in 15 four-
and five-star hotels in Tunisia. Data were analyzed using structural equation modeling.
Findings – The results show that a consumer-centric managerial system positively affects CRM
technology. Managerial system contributes to have an efficient CRM technology implemented that
provides sales force with customer information, competitor information, leads for cross-sell/up-sell
opportunities, tracks product availability and measures customer loyalty. These dimensions are
negatively affected by a consumer-centric organizational culture. CRM technology once implemented
with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM
technology by employees leads to higher performance. CRM performance can improve when different
CRM components are used and supported by employee. Exchange of relevant information that provides
technology can improve in regaining lost customers, in acquiring customers and in improving the total
return per customer and reducing customer migration.
Practical implications – The findings help managers to consider adopting a customer-oriented
CRM strategy that considers all the variables that may affect the performance of this technology
(initiation, maintenance and retention). Companies will be able to reconsider some notions related to
CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and
training of users.
Originality/value – This study is the first to explain CRM performance in Tunisian hotels. It helps to
highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the
difficulty of maintaining long-lasting relationship with hotel guests, despite a good system
management and a good customer-centric culture. Journal of Hospitality and
Tourism Technology
Keywords SEM, CRM performance, CRM technology use, Customer-centric management system, Vol. 6 No. 3, 2015
pp. 271-287
Customer-centric organizational culture, Employee support © Emerald Group Publishing Limited
1757-9880
Paper type Research paper DOI 10.1108/JHTT-08-2014-0042
JHTT 1. Introduction
6,3 Customer relationship management (CRM) is a widely accepted tool that supports
customer-oriented corporate decisions (Pawar and Sharda, 1997; Cash et al., 1992;
Achrol, 1991; Konsynski and McFarlan, 1990; Saeed et al., 2011). CRM is a process that
manages customer expectations to ensure long-term relationships that meet consumers’
dynamic needs. Through the adoption of CRM, companies seek to increase attraction
272 and retention of customers (Wesleti and Bahri-Ammari, 2014). Retaining existing
customers is cheaper than attracting new ones (Becker et al., 2009; Benanti, 1988). CRM
is also relevant to activities that have a significant impact on profitability (Roh et al.,
2005; Werner and Kumar, 2000; Han et al., 1998; Reichheld and Sasser, 1996). Once
implemented and operated, CRM requires a suitable organizational structure, namely, a
platform suitable to the requirements of relation-making processes. Accomplishing
CRM-related projects requires the presence of a global customer-oriented vision (CRM),
good customer information communication, effective training on CRM application
and a customer-centric organizational culture (Bahri-Ammari, 2014). During the
implementation of a CRM technology, the management system can be a barrier to a
customer-oriented strategy (Francalanci et al., 2001; McKinsey, 2001). Implementation
requires an infrastructure adapted to the requirements of technology and a well-trained
human capital (Deepinder et al., 2005; Quan et al., 2005). According to previous research,
CRM can help the firm to satisfy customers but far from achieving retention and
profitability (Bahri-Ammari, 2014). Therefore, CRM does not ensure maintaining
customer relationship. Thus, other variables could be integrated in CRM application
(Sharma and Gopalkrishnan, 2007; Francalanci et al., 2001). Certain research has focused
on CRM performance in terms of profitability (Cao and Gruca, 2005; Kim and Lee, 2007),
market share (Jayachandran et al., 2005; Schoder and Madeja, 2004; Minghetti, 2003),
company growth (Day and Van den Bulte, 2002; Zahay and Griffin, 2002), customer
satisfaction (Stefanou et al., 2003) and loyalty (Gustafsson et al., 2005; Colgate and
Danaher, 2000). Others studied the impact of some factors (activities within the
company) that influence CRM performance, but independently. Few are those who have
treated the interaction of these variables and their effect on CRM performance and
especially on staff interaction (Boulding et al., 2005). The CRM implementation not only
requires certain annexes technologies but also the involvement of human resources
technology users and those who receive the decisions on clients (Sigala, 2005; Ozgener
and Iraz, 2006). The employee support as a determinant of the CRM implementation
contributes to the success of CRM if this technology is exploited normally (Verdugo
et al., 2009). This good exploitation will improve the CRM and the profitability through
the return on investment. The aim of this paper is to measure the contribution of
customer-centric organizational culture and customer-centric management system as
determinants of CRM technology, in explaining CRM performance in the acquisition,
maintenance and retention of customers. In this study, we tried to show, on the one hand,
the interaction effect of these factors on CRM performance, and, on the other hand, the
moderating effect of the supporting staff using this technology on the relationship
between CRM technology and CRM performance in the hospitality sector, specifically in
the emergent country. The results of the study can assist managers in this sector to
make successful and effective strategic decisions regarding customer and CRM
performance.
2. Conceptual framework and research hypotheses Customer
2.1 The determinants of CRM performance relationship
Success in implementing CRM depends on acquiring the technology. In addition, the
presence of some factors is needed (Day, 2003; Ko et al., 2008; Kim, 2008). Corporate
management
culture and information configuration are considered intrinsic factors to the company technology
(Day, 2003). While companies try to focus on customers, CRM efforts need to consider
corporate culture and management system (Jayachandran et al., 2005). Therefore, this 273
will provide a holistic view of CRM and, in return, it will reach a better CRM performance
(acquisition, maintenance and customer retention).
2.1.1 Customer-centric organizational culture. Customer focus is the set of beliefs that
put the client’s interests above all, without neglecting those of the company in a
long-term profitability goal for the company (Deshpande and Farley, 1996). Corporate
culture represents a customer-oriented organizational aspect that is deeply embedded in
mindsets, values and standards. These latter represent core success factors for CRM
(Day, 2003; Deshpande et al., 1993). Corporate culture influences the allocation of
resources according to priorities (Jayachandran et al., 2005; Moorman, 1995). A support
program adapted to the company’s customer-oriented culture and its human resources
is crucial (Lefébure and Venturi, 2004). This latter ensures the quality of internal
communication and of the individuals selected to participate in the implementation
phase.
Integrating CRM requires cultural and organizational restructuring (Crosby et al.,
2002; Mazur, 2001; Al-Mashari and Zairi, 2000). These proposals are also termed as:
[…] the adoption of customer-oriented demands in an adaptive and reactive organizational
culture and if cultural transformations take place, then the strategy on how success is
measured and rewarded should be changed first (Ryals et al., 2000).
Therefore, company should incorporate a culture of collective decision-making in terms
of processes involving all relevant departments (Francalanci et al., 2001), and allow the
integration of customer information. This helps achieve a unique and a reliable response
and strengthen customer orientation while reducing the costs of maintaining
unnecessary data (Agrebi, 2002):
H1. Customer-centric organizational culture positively influences CRM technology
use.
2.1.2 Customer-centric management system. The management system refers to all
internal processes of a business. A customer-oriented management systems hold be
configured to focus on CRM, and should consider some elements like the evolution of
structural change and process (Day, 2003; Jayachandran et al., 2005). Several studies
have examined this issue, describing a customer-oriented business system as an
organizational system configured in a CRM process (Chen and Popovich, 2003; Day,
2003; Sin et al., 2005). To ensure the successful implementation of CRM technology, the
company should have a global customer-oriented vision. A customer-oriented
management system should be embedded not only in the minds of CRM users, but also
in those who contribute in directly to its success. Employees should consider the
customer as an important criterion for decision-making. Thus, to motivate employees to
strictly use CRM, the company should develop a system of incentives centered on
measurements and/or parameters related to customers (Day, 2003). The success of a
JHTT CRM application also depends on internal communication, engagement and
6,3 collaboration between staff from different services (Bernhardt et al., 2000). Given its
interactive nature, this process should be integrated with existing organizational
processes (Palmer, 2000; Ryals et al., 2000). Involving employees in a customer-focused
strategy needs the specification of the role of those who are responsible for data
collection (front office) and processing (back office). Each time a customer makes a
274 transaction with the company, the data are being stored in a centralized database:
H2. Customer-centric management system positively influences CRM technology
use.
2.1.3 CRM technology and employee support. As a technology, CRM helps to increase
customer acquisition (Chun et al., 2007; Larivière and Van-den Poel, 2004; Yuan and
Chang, 2001) and company profitability. It is less expensive for the company to retain an
existing customer than to acquire a new one (Hamon et al., 2004; Benanti, 1988). This
technology includes particular activities that have significant impact on profitability
(Wang and Hong, 2006; Werner and Kumar, 2000; Han et al., 1998; Reichheld and Sasser,
1996). Profitability depends on CRM technology as companies seek to establish a
relationship of commitment, trust and long-term cooperation with its consumers (Buez
and Van-Den, 2007; Lars, 2007; Bove and Johnson, 2006; Ozgener and Iraz, 2006; Bennett
and Rundle-Thiele, 2004). This relationship should be characterized by sincerity in view
of delivering a high-quality service, should favor response to consumers input and the
hotel should be ready to sacrifice short-term benefits for long-term gains. However, CRM
provides the hotel with the ability to develop a relationship-based marketing strategy
with the aim of building up a relationship of long-term cooperation and mutual
dependence between the two parties (Galbreath and Rogers, 1999; Pulde, 1999; Yim and
Kanan, 1999). A combination of three approaches to identify the individuality of each
consumer is thus adopted: marketing, communication and service. CRM, also
considered as a management approach, identifies, attracts and increases the retention of
the most profitable customers (Bradshaw and Brash, 2001; Minghetti, 2003; Wesleti and
Bahri-Ammari, 2014). Its implementation has a significant impact on the hotel’s
business, as it fulfills strategic objectives (Ness et al., 2001; Winer, 2001). CRM provides
managers with the necessary information to understand each consumer individually
(Chen, 2000). CRM implementation provides benefits in terms of improved sales,
evolution of market shares, consumer satisfaction and, therefore, it reduces customer
leaving rates (Buez and Van-Den, 2007; Chathoth, 2007, Larivière and Van-den Poel,
2005).
CRM success, in a marketing logic, manifests itself in the creation of a faithful
long-term relationship between the hotel and its customers (Jain et al., 2003; Ryals, 2000).
This requires considering processes that help build long-term profitable relationships
with consumers. However, CRM adoption may lead to unexpected results; it was
reported that 75 to 85 per cent of CRM implementation fails (Lehmann, 2004). Some
authors find that failure of an application is the result of a lack of development of a CRM
vision (Rigby et al., 2004), and a lack of robust approaches to its implementation (Rheault
and Sheridan, 2002). Setting up an efficient CRM requires the presence of information
technology and users who, on the one hand, are needed to implement CRM for
decision-making, and to help in retaining and maintaining relationships with customers
(Wells et al., 1999), namely, CRM performance.
 According to some authors, CRM performance depends on the collaboration of two Customer
departments: marketing and information technology (Ryals et al., 2000). Efficiency of a relationship
CRM solution in selecting the most profitable customers is ensured by credibility and
information relevance (Missi et al., 2002), staff skills, activities that strengthen
management
relationships (Crosby and Jonson, 2002; Galbreath, 1998), flexibility and adaptation of technology
management to changes in customer behavior and integration of existing applications
and technologies (Pétrissans, 1999). In this line of thinking, supporting staff is 275
considered a key factor to incorporate success (Christensen and Rog, 2008; Sabherwal
et al., 2006; Devaraj and Kohli, 2003; Mahmood et al., 2001). However, little attention has
been paid to the regular use of information and communications technology in CRM
contexts (Jayachandran et al., 2005). Despite the fact that the new technology could
increase their individual performance (Ahearne et al., 2007, 2008), employees are often
discouraged from using CRM technology because of its relatively complex nature
(Speier and Venkatesh, 2002; Simon and Usunier, 2007). Meanwhile, the success of a
CRM application depends on the commitment and the collaboration of all involved users
(Bernhardt et al., 2000). Therefore, CRM implementation and performance depend on
employees support. We can then formulate our last hypothesis:
H3. The stronger the employees support for CRM implementation is, the higher is
the impact of technological implementation on performance (initiation,
maintenance and retention).

3. Methodology
3.1 Sample and data collection
A questionnaire was administered to CRM managers, CRM operating personnel and
marketing/sales departments of four- and five-star Tunisian hotels. The selection of this
category of hotels is because customers seek an offer and a different service compared
with other less-starred hotels. Furthermore, these consumers pay more to get a
high-quality service, in particular a service that is customized according to their
requirements. To respond to their expectations and to keep their loyal customers, hotels
should invest in technology and in CRM in particular to provide the best service. Hotels
are located on all the Tunisian territory, 11 regions in particular. The choice was made
referring to statistics provided by the Tunisian Tourism Office.
Convenience sampling was used. After pre-testing near 50 respondents to ensure that
the items and questions are understood and very well formulated, the number of
questionnaires administered (direct and by e-mail) was about 500. A total of 406
complete and exploitable questionnaires are retained for data analysis, with a response
rate of 81.2 per cent. In this study, sample size is denoted as adequate as the total number
of variables is 35 and the sample data is 406, which represent the desired ratio (Joreskog,
1971).

3.2 Data analysis method

A principal component analyses was carried out to study the properties of the four
measuring instruments to reduce the number of the items and as well as possibly to
summarize information that they bring around a limited number of factors. The
varimax rotation was performed to determine if the measurement scales comprised
sub-dimensions or if more than one construct explained the same measurement.
Collected data were analyzed using the SPSS 19.0 software. To test hypothesis,
JHTT structural equation modeling was used. This method of second generation adopted to
6,3 enable us to estimate the relationships and the parameters within the theoretical model
as well as the adjustment compared to numeric data. A maximum likelihood test
(Roussel et al., 2002) led to the selection of the best data adjustment compared with the
theoretical model. A multi-group analysis was used to test the moderating effect of the
employee support variable on the relationship between CRM technology (independent
276 variable) and CRM performance (dependent variable). The use of the software AMOS 18
made all these tests possible.

3.3 Operationalization of variables

With reference to the literature, we developed the scales measuring our variables
through confirmatory studies. The scales of customer-oriented management system and
customer-oriented organizational culture, adopted from the study by Jayachandran et al.
(2005), were measured, respectively, with four (alpha ⫽ 0.812) and six items (alpha ⫽
0.873).
The 16 items for CRM technology were adopted from the study by Jayachandran et al.
(2005). Cronbach’s ␣ for this scale is 0.926.
To measure CRM performance as a dependent variable, the seven items from the
study by Becker et al. (2009) were used. Reliability value is 0.76. All measures showed
good internal consistency. All measurement scales used five-point Likert scales ranging
from 1: strongly disagree to 5: strongly agree.
Supporting employee as a moderating variable was also adopted from the study by
Becker et al. (2009). This last variable is considered in the literature as a measurement
variable scale with two items. We asked subjects to evaluate the actual use of
components of the CRM application on a 0-100 scale.

3.4 Results
3.4.1 Sample profile. Sixty-five per cent of respondents were males and 35 per cent were
females. In terms of age, most respondents (54 per cent) were aged 25-44 years old, 38 per
cent were below 25 years and 46 per cent were above 45 years. Thirty-nine per cent of the
respondents worked for the CRM operating department, 46 per cent for the marketing/
sales departments and 15 per cent were CRM managers.
3.4.2 Reliability and PCA results. Scales reliabilities were assessed through
Cronbach’s ␣. Values are all above 0.7 (Nunnally and Bernstein, 1994) for all constructs
and are therefore satisfactory with good internal coherence. Regarding the principal
component analysis, all variables are one-dimensional except the customer-oriented
managerial system that is found to have two dimensions (Table I).
3.4.3 Global model fit results. Table II indicate that the following indices: the
standardized ␹2, goodness-of-fit index (GFI), adjusted goodness-of-fit index (AGFI) and

Scales Items Scales’ dimensions Cronbach’s alpha

Customer-centered organizational culture 2 Unidimension 0.751

Customer-centered management system 5 Bidimension 0.708/0.733
Table I. CRM technology 5 Unidimension 0.845
Scales reliabilities CRM performance 6 Unidimension 0.772
root mean square error of approximation (RMSEA) are satisfactory. Nevertheless, root Customer
mean square residual (RMR), comparative fit index (CFI) and normed fit index (NFI) are relationship
lower than the norms (Roussel et al., 2002). Table II indicates that the following indices:
standardized ␹2, GFI, AGFI and RMSEA are satisfactory. RMR, CFI and NFI are still
management
lower than the norms (Roussel et al., 2002). technology
The results obtained by the exploratory factor analysis are valid. The scales’ internal
consistency was checked by JöreskogRhô or Ksi Rhô (Jöreskog, 1971). The criterion of 277
average variance extracted (AVE) or convergent validity (␳vc) was also checked for all
scales and should exceed the threshold of 0.5 (Fornell and Larcker, 1981; Roehrich and
Valette-Florence, 1989) (Table III).
It is about calculating ␳w determined by the squared correlation between two latent
variables. The discriminant validity is supported because the AVE for each construct is
greater than its shared variance with any other construct. It aims at checking whether
items of a latent variable were either lightly correlated or not at all correlated with other
latent variables (Table IV).
3.4.4 Hypotheses testing. The results showed that the relationship between the
customer-oriented organizational culture and CRM technology was confirmed. The
effect is, however, less significant and negative (␤ ⫽ ⫺0.115, t ⫽ 1.978, p ⬍ 0.048).
Therefore, H1 was not retained. The second hypothesis, which stipulates that the
customer-oriented managerial system affects CRM, was confirmed and with a strong
positive coefficient (␤ ⫽ 0.85, t ⫽ 5.349, p ⬍ 0.00). The direct effect of CRM technology
on CRM performance was also confirmed (␤ ⫽ 0.433, t ⫽ 3.421, p ⬍ 0.00). The
moderating effect of employee support on the relationship between CRM technology and
CRM performance (H3) is then confirmed. The two items in interaction with CRM
technology have a significant moderator effect on the he CRM performance. According

Indices CMIN/df GFI AGFI RMSEA CFI NFI

Table II.
Values 2.742 0.933 0.905 0.066 0.926 0.862 Global model fit

Variable Convergent validity (Rhô de Joreskog) AVE

Customer-centric organizational culture 0.747 0.897

Customer-centric management system Msys1 0.815 0.695
Msys2 0.808 0.927 Table III.
CRM technology 0.662 0.764 Convergent and AVE
CRM performance 0.727 0.895 results

CUL Msys1 Msys2 T.CRM PR.CRM

CUL 1
Msys1 0.015 1
Msys2 0.037 0.330 1
T.CRM 0.068 0.071 0.108 1 Table IV.
PR.CRM 0.084 0.129 0.043 0.076 1 Discriminant results
JHTT to our findings (Table V), the interaction between employee support and CRM
6,3 technology is significant when different CRM components are used (estimate ⫽ 0.212;
t-value ⫽ 4.445; p ⫽ 0.000) with an average value ESupp1 of 2.62. Also, for
customer-relevant information that our CRM application components generate to
support customer-related activities, the test is significant (estimate ⫽ 0.201; t-value ⫽
2.422; p ⫽ 0.015) with an average value ESupp2 of 2.78. Results revealed that the systems
278 and information used to reach the CRM performance have similar coefficients (estimate).
This result shows that customer-relevant information provided by CRM components is
proportional to the CRM components used by employees (means) (Figure 2).

4. Conclusion and discussion

The aim of this study is to show how CRM determinants, namely, customer-oriented
organizational culture and management system, contribute to CRM performance. In
addition, this paper examined the moderating effect of employee support on the
relationship between CRM technology and CRM performance. The results indicate that
customer-oriented organizational culture negatively affects CRM technology. This
finding contradicts the results by Chang et al. (2010) and Garrido-Moreno and
Padilla-Meléndez (2011). This result may be due to the lack of motivation and attitude of
hotel staff. They do not want to invest more of their time to ensure better performance.
Managerial culture should be considered in emerging countries. Managers must involve

CRM performance

Technology Estimate ⫽ 0.867; CR ⫽ 3.572; p ⫽ 0.000

CRM CMIN/df ⫽ 3.277/CFI ⫽ 0.921/NFI ⫽ 0.891/RMSEA ⫽ 0.070/RMR ⫽ 0.030/GFI ⫽
0.981/AGFI ⫽ 0.972
TCRM X Esupp1 (mean ⫽ 2.62; SD ⫽ 1.20) TCRM X Esupp2 (mean ⫽ 2.78;
SD ⫽ 1.21)
Technology Estimate ⫽ 0.212; t-value ⫽ 4.455; Estimate ⫽ 0.201; t-value ⫽ 2.422;
CRM p ⫽ 0.000* p ⫽ 0.015**
CMIN/df ⫽ 2.358/CFI ⫽ 0.956/NFI ⫽ 0.926/RMSEA ⫽ 0.058/RMR ⫽ 0.038/GFI ⫽
Table V. 0.987/AGFI ⫽ 0.976
Employee support
moderation effect Notes: * At the 1% level; ** at the 5% level

Figure 1.
Research model
 Customer
relationship
management
technology

279

Figure 2.
Parameter estimates
for the structural
model

all company staff in a global vision-oriented customer. This is done through

communication, dissemination and integration of customer information. When the
company encourages employees to highlight the client, while the spirit is moving and
work for the realization of this task. CRM technology is a reliable technology that can
assist marketers in the decision-making. This requires an organizational culture
encouraging long-term relationship and mutual benefit with customers to create a
competitive advantage (Luo et al., 2008). It is highly recommended by companies that
believe in the collective mind and consider asset. For this reason, managers should
allocate the resources necessary and available for creation, maintenance and
development (Day, 2000).
However, the relationship between CRM technology and customer-centric
managerial system has been positively validated (Chang et al., 2010; Jayachandran et al.,
2005; Sin et al., 2005; Chen and Popovich, 2003; Minghetti, 2003; Day, 2003). This latter
is very important because focus on customer should be a priority of the management
system. Hotels’ personnel with this vision will thrive to succeed and improve service
quality, promote hotel image/reputation and in fine contribute to brand awareness and
brand equity (Chang, 2013). For the hotel manager, a customer-oriented vision is now
essential to ensure CRM implementation and exploitation (Sigala, 2005; Ozgener and
Iraz, 2006; Kim, 2008).
CRM performance can improve when different CRM components are used and
supported by employee (Kim, 2008). In this study, CRM technology is used by employee
support at a middle level, which shows the progress of the implementation process of
CRM technology in Tunisian hotels; exchange of relevant information that provides
technology can build and strengthen relationships between the hotel and its customers,
which improves knowledge and dependence (retention) between the two parties and
gives value to the relationship. The CRM performance is explained by improvement in
JHTT regaining lost customers, in acquiring customers and improvement of total return per
6,3 customer and reduction of customer migration. The notion of retention for professionals
relates to a non-shared supplier dependency. According to managers, customers often
try to protect themselves from such a dependency as they feel being taken hostages
(Jones and Sasser, 1997). They prefer to increase the number of alternatives (hotels) to
distribute perceived risk after service consumption. An asymmetric dependence does
280 not reduce commitment and satisfaction vis-à-vis the relationship (Geyskens et al., 1996).
Successful CRM implementation of automated CRM involves human resources, yet it
should be adapted to the culture system, which is essential to help managers succeed in
implementing CRM. Indeed, CRM acceptance needs to change the management
program, which strongly depends on the nature of the affected population and culture.
More subjective elements are to be included: communication management, the choice of
the pilot group, employee engagement (Christensen and Rog, 2008), user training and
control of deviant behavior (Polo-Peňa et al., 2013).

4.1 Managerial implications

This study further confirms previous studies (Chang et al., 2010; Becker et al., 2009;
Jayachandran et al., 2005; Minghetti, 2003). This is not the case for the relationship
between customer-centric organizational culture and technology CRM. This result will
enrich the literature for research developed in emerging countries like Tunisia and in the
hotel business sector (Bahri-Ammari et al., 2014).
The results pointed to blind spots when implementing CRM technology. Companies
will be able to reconsider some notions concerning their CRM strategy: restructuring the
human factor, disseminating information and training users (Verdugo et al., 2009).
Tunisian hotels should consider adopting a customer-oriented CRM strategy that
considers all the variables that can affect the performance of this technology (initiation,
maintenance and retention).
CRM can help managers to make customers satisfied and loyal (Alexandris et al.,
2006; Gallarza and Gil-Saura, 2006). However, this is far from being the reason of their
retention (Bahri-Ammari, 2014). These results indicate that CRM alone cannot maintain
a relationship. Other variables may need to be integrated. Project managers should
beforehand understand and identify CRM key success factors and their variables
(Sharma and Gopalkrishnan, 2007; Francalanci et al., 2001; Kirchnan and Ramaswamy,
1998), namely: employee engagement (Christensen and Rog, 2008; Fluker et al., 2000),
information communication, users training, etc.
CRM success in a Tunisian context needs a change in users’ perception of technology.
Vertical decision-making, in particular, should be questioned and a horizontal
alternative should be considered. This involves the implementation of participatory
information technology that is particularly dependent on the level of integration
(Bahri-Ammari et al., 2014), interconnection, infrastructure capacity and a decentralized
decision-making (Deepinder et al., 2005). When implementing information technology,
the hierarchical structure can be an obstacle to a customer-oriented strategy
(Francalanci et al., 2001; McKinsey, 2001) and this by information dissemination and
decision-making in real time when needed. Implementation requires an infrastructure
adapted to the requirements of technology and a trained human capital (Deepinder et al.,
2005; Quan et al., 2005). A follow-up program adapted to organizational culture and
human resources is needed (Lefébure and Venturi, 2004), in view of ensuring the quality
of internal communication. The same is true for a careful selection of individuals to Customer
participate in piloting the project. relationship
The hotel industry is in a stage of exploitation that does not require a sophisticated CRM
technology to have a performance. Hotels should neither underestimate the support for
management
employee performance nor overestimate the contribution of CRM technology. technology

4.2 Limitations and suggestions for future research 281

This study is part of a wider debate on CRM performance evaluation. It highlights the
need for considering CRM technology and its intangible assets: customer and human
capital as well as its determinants. It also provides a concrete response to practitioners
concerned with understanding the role of developing a strategy for CRM whose aim is
installing a support system for decision-making. Like any other research study, this
study has several limitations. The sample used for the purpose of this research was a
convenient sample. Therefore, the results cannot be generalized to all hotels. In addition,
three scales, namely, customer-oriented organizational culture, CRM technology and
CRM performance were measured using one-dimensional scale measures. Future
studies may consider using multidimensional measures. Establishing a long-term
relationship with consumers has never been so desired by managers (Petrick, 2004).
This needs considering exchange of knowledge and mutual trust. This study helped to
clarify this complex phenomenon by identifying variables that can be subject of future
research: marketing efficiency and perception of CRM technology (Magd, 2003).
Relevance of the CRM scale to our context was a limitation. The used CRM scale was
designed and implemented in an Asian context, where technology is highly developed.
This is probably the reason it was found to be one-dimensional.

References
Achrol, R.S. (1991), “Evolution of the marketing organization: new forms for turbulent
environments”, Journal of Marketing, Vol. 55 No. 4, pp. 77-93.
Ahearne, M., Hughes, D.E. and Schillewaert, N. (2007), “Why sales reps should welcome
information technology: measuring the impact of CRM-based IT on sales effectiveness”,
International Journal of Research in Marketing, Vol. 24 No. 4, pp. 336-349.
Ahearne, M., Jones, E., Rapp, A. and Mathieu, J. (2008), “High touch through high tech: the impact
of salesperson technology usage on sales performance via mediating mechanisms”,
Management Science, Vol. 54 No. 4, pp. 671-685.
Alexandris, K., Kouthous, C. and Meligdis, A. (2006), “Increasing customer’s loyalty in a skiing
resort: the contribution of place attachment and service quality”, International Journal of
Contemporary Hospitality Management, Vol. 18 No. 5, pp. 414-425.
Bahri-Ammari, N. (2014), Customer Relationship Management et fidélisation des clients: Cas
d’entreprises pharmaceutiques en Tunisie, Éditions universitaires européennes, p. 219.
Bahri-Ammari, N., Van-Niekerk, M., Ben Khelil, H. and Chtioui, J. (2014), “The effects of brand
attachment on the behavior loyalty: investigation in the luxury service sector”,
International Journal of Contemporary Hospitality Management, Vol. 28 No. 4.
Becker, J.U., Goetz, G. and Sonke, A. (2009), “The impact of technological and organizational
implementation of CRM on customer acquisition, maintenance, and retention”,
International Journal of Research in Marketing, Vol. 26 No. 3, pp. 207-215.
Benanti, J.F. (1988), “The physician as customer”, Health Progress, Vol. 69 No. 3, pp. 62-65.
JHTT Bennett, R. and Rundle-Thiele, S. (2004), “Customer satisfaction should not be the only goal”,
Journal of Services Marketing, Vol. 18 No. 7, pp. 517-523.
6,3
Boulding, W., Staelin, R., Ehret, M. and Johnston, W.J. (2005), “A customer relationship
management roadmap: what is known, potential pitfalls, and where to go”, Journal of
Marketing, Vol. 69 No. 4, pp. 155-166.
Cao, Y. and Gruca, T.S. (2005), “Reducing adverse selection through customer relationship
282 management”, Journal of Marketing, Vol. 69 No. 4, pp. 219-229.
Cash, J., McFarlan, F., McKenney, J. and Applegate, L. (1992), Corporate Information Systems
Management, 3rd ed., Irwin, Homewood, IL.
Chang, K.C. (2013), “How reputation creates loyalty in the restaurant sector”, International Journal
of Contemporary Hospitality Management, Vol. 25 No. 4, pp. 536-557.
Chang, W., Park, J.E. and Chaiy, S. (2010), “How does CRM technology transform into
organizational performance? A mediating role of marketing capability”, Journal of Business
Research, Vol. 63, pp. 849-855.
Chathoth, P.K. (2007), “The impact of information technology on hotel operations, service
management and transaction costs: a conceptual framework for full-service hotel firms”,
Hospitality Management, Vol. 26 No. 2, pp. 395-408.
Christensen, H.J. and Rog, E. (2008), “Talent management: a strategy for improving employee
recruitment, retention and engagement within hospitality organizations”, International
Journal of Contemporary Hospitality Management, Vol. 20 No. 7, pp. 743-757.
Chun, B.H., Tsai, M.S. and Ho, C.S. (2007), “Toward a hybrid data mining model for customer
retention”, Knowledge-Based Systems, Vol. 20 No. 8, pp. 703-718.
Day, G.S. (2003), “Creating a superior customer-relating capability?”, MIT Sloan Management
Revue, Vol. 44 No. 3, pp. 77-82.
Day, G.S. and Van den Bulte, C. (2002), Superiority in Customer Relationship Management:
Consequences for Competitive Advantage and Performance, Marketing Science Institute,
Cambridge.
Deepinder, S., Bajwa, L., Floyd, L., Graham, P. and Vincent, S.L. (2005), “The adoption and use of
collaboration information technologies: international comparisons”, Journal of Information
Technology, Vol. 20 No. 2, pp. 130-140.
Devaraj, S. and Kohli, R. (2003), “Performance impacts of information technology: is actual usage
the missing link?”, Management Science, Vol. 49 No. 3, pp. 73-289.
Fluker, M.R. and Turner, L.W. (2000), “Needs, motivations, and expectations of a commercial
whitewater rafting experience”, Journal of Travel Research, Vol. 38 No. 4, pp. 380-389.
Fornell, C. and Larcker, D.F. (1981), “Evaluating structural equation models with unobservable
variables and measurement error”, Journal of Marketing Research, Vol. 18, February,
pp. 39-50.
Francalanci, C., Willcoks, L. and Kern, T. (2001), “Internet and the horizontal integration of IT
businesses”, European Management Journal, Vol. 19 No. 2, pp. 45-156.
Gallarza, M. and Gil-Saura, I. (2006), “Value dimensions, perceived value, satisfaction and loyalty:
an investigation of university studebt’s travel behaviour”, Tourism Management, Vol. 27
No. 3, pp. 437-452.
Garrido-Moreno, A. and Padilla-Meléndez, A. (2011), “Analyzing the impact of knowledge
management on CRM success: the mediating effects of organizational factors”,
International Journal of Information Management, Vol. 31, pp. 437-444.
Geyskens, I., Steenkamp, J.B., Scheer, L.K. and Kumar, N. (1996), “The effects of trust and Customer
interdependence on relationship commitment: a trans-Atlantic study”, International
Journal of Research in Marketing, Vol. 1, pp. 303-317.
relationship
Gustafsson, A., Johnson, M.D. and Roos, I. (2005), “The effects of customer satisfaction,
management
relationship commitment dimensions, and triggers on customer retention”, Journal of technology
Marketing, Vol. 69 No. 4, pp. 210-218.
Hamon, C., Lézin, P. and Toullec, A. (2004), Gestion des Clientèles, Edition DUNOD, p. 368. 283
Han, J., Manwoon, K. and Rajendra, K.S. (1998), “Market orientation and organisational performance: is
innovation a missing link?”, Journal of Marketing, Vol. 62, October, pp. 30-45.
Jayachandran, S., Sharma, S., Kaufman, P. and Raman, P. (2005), “The role of relational
information processes and technology use in customer relationship management”, Journal
of Marketing, Vol. 69 No. 4, pp. 177-192.
Kim, B.Y. (2008), “Mediated effects of customer orientation on customer relationship management
performance”, International Journal of Hospitality and Tourism Administration, Vol. 9
No. 2, pp. 192-218.
Kim, E. and Lee, B. (2007), “An economic analysis of customer selection and leveraging strategies
in a market where network externalities exist”, Decision Support Systems, Vol. 44 No. 1,
pp. 124-134.
Ko, E., Kim, S.H., Kim, M. and Woo, Y.J. (2008), “Organizational characteristics and the CRM
adoption process”, Journal of Business Research, Vol. 61 No. 1, pp. 65-74.
Konsynski, B. and McFarlan, F. (1990), “Information partnership shared data, shared scale”,
Harvard Business Review, September-October, pp. 114-120.
Larivière, B. and Van-den Poel, D. (2004), “Investigating the role of product features in preventing
customer churn, by using survival analysis and choice modeling: the case of financial
services”, Expert Systems with Applications, Vol. 27, pp. 277-285.
Larivière, B. and Van-den Poel, D. (2005), “Predicting customer retention and profitability by
using random forests and regression forests techniques”, Expert Systems with Applications,
Vol. 29, pp. 472-484.
Lars, M.-W. (2007), “The effects of loyalty programs on customer lifetime duration and share of
wallet”, Journal of Retailing, Vol. 83 No. 2, pp. 223-236.
Lefébure, R. and Venturi, G. (2004), Gestion de la relation Client, EYROLLES, p. 422.
McKinsey, K. (2001), “Know your customer”, Far Eastern Economic Review, Vol. 164 No. 6, p. 40.
Magd, H. (2003), “Management attitudes and perceptions of older employees in hospitality
management”, International Journal of Contemporary Hospitality Management, Vol. 15
No. 7, pp. 393-401.
Minghetti, V. (2003), “Building customer value in the hospitality industry: towards the definition
of a customer-centric”, Journal of Information Technology and Tourism, Vol. 6 No. 2,
pp. 141-152.
Ozgener, S. and Iraz, R. (2006), “Customer relationship management in small – medium
enterprises: the case of Turkish tourism industry”, Tourism Management, Vol. 27 No. 6,
pp. 1356-1363.
Pawar, B. and Sharda, R. (1997), “Obtaining business intelligence on the internet”, Long Range
Planning, Vol. 30 No. 1, pp. 110-121.
Petrick, J.F. (2004), “First timers’ and repeaters’ perceived value”, Journal of Travel Research,
Vol. 43 No. 1, pp. 29-38.
JHTT Polo-Peňa, A.I., Dolores, M.R.J. and Miguel, A.R.M. (2013), “Antecedents of loyalty toward rural
hospitality enterprises: the moderating effect of the customer’s previous experience”,
6,3 International Journal of Hospitality Management, Vol. 34, pp. 127-137.
Pulde, M.F. (1999), “Physician-centered management guidelines”, Physician Executive, Vol. 25
No. 1, pp. 40-44.
Quan, J., Qing, H. and Wang, X. (2005), “IT is not for everyone in China”, Communications of the
284 ACM, Vol. 48 No. 4, pp. 69-72.
Reichheld, F.F. and Sasser, E. (1996), “Zero defections: quality comes to services”, Harvard
Business Review, September-October, pp. 105-111.
Roh, T.H., Ahn, C.K. and Han, I. (2005), “The priority factor model for customer relationship
management system success”, Expert Systems with Applications, Vol. 28, pp. 641-654.
Roussel, P., Durrieu, F., Campoy, E. and El Akremi, A. (2002), Méthodes d’équations structurelles:
Recherche et applications en gestion, Economica, Paris, p. 274.
Sabherwal, R., Jeyaraj, A. and Chowa, C. (2006), “Information system success: individual and
organizational determinants”, Management Science, Vol. 52 No. 12, pp. 1849-1864.
Saeed, K., Grover, V., Kettinger, W. and Guha, S. (2011), “Organizational interventions and
successful implementation of customer relationship management (CRM) system projects”,
The DATA BASE for Advances in Information Systems, Vol. 42 No. 2, pp. 9-31.
Schoder, D. and Madeja, N. (2004), “Is customer relationship management a success factor in
electronic commerce?”, Journal of Electronic Commerce Research, Vol. 5 No. 1, pp. 38-53.
Sharma, A. and Gopalkrishnan, I.R. (2007), “Country effects on CRM success”, Journal of
Relationship Marketing, Vol. 5 No. 4, pp. 63-78.
Sigala, M. (2005), “Integrating customer relationship management in hotel operations: managerial
and operational implications”, International Journal of Hospitality Management, Vol. 24
No. 3, pp. 391-413.
Sin, L.Y.M., Tse, A.C.B. and Yim, F.H.K. (2005), “CRM conceptualization and scale development”,
European Journal of Marketing, Vol. 39 Nos 11/12, pp. 1264-1290.
Speier, C. and Venkatesh, V. (2002), “The hidden minefields in the adoption of sales force
automation technologies”, Journal of Marketing, Vol. 66 No. 3, pp. 98-111.
Stefanou, C.J., Sarmaniotis, C. and Stafyla, A. (2003), “CRM and customer-centric knowledge
management: an empirical research”, Business Process Management, Vol. 9 No. 5, pp. 617-634.
Verdugo, C.M., Oviedo-Garcia, A.M. and Roldan, L.J. (2009), “The employee-customer relationship
quality: antecedents and consequences in the hotel industry”, International Journal of
Contemporary Hospitality Management, Vol. 21 No. 3, pp. 251-274.
Wang, H-F. and Hong, W. (2006), “Managing customer profitability in a competitive market by
continuous data mining”, Industrial Marketing Management, Vol. 35, pp. 715-723.
Werner, J.R. and Kumar, V. (2000), “On the profitability of long-life customers in a noncontractual
setting: an empirical investigation and implications for marketing”, Journal of Marketing,
Vol. 64, October, pp. 17-35.
Wesleti, R. and Bahri-Ammari, N. (2014), “Customer relationship management dimensions in the
tourism context”, Journal of Tourism Challenges and Trends (JTCT), Vol. 7 No. 2, pp. 24-45.
Yim, Y.K. and Kanan, P.K. (1999), “Consumer behavioral loyalty: a segmentation model and
analysis”, Journal of Business Research, Vol. 44 No. 2, pp. 75-92.
Yuan, S.-T. and Chang, W.L. (2001), “Mixed-initiative synthesized learning approach for
web-based CRM”, Expert Systems with Applications, Vol. 20 No. 2, pp. 187-200.
Zahay, D. and Griffin, A. (2002), Are Customer Information Systems Worth it? Results from B2B
Services, Marketing Science Institute, Cambridge.
Further reading Customer
Al-Mashari, M., Al-Mudimigh, A. and Zairi, M. (2003), “Enterprise resource planning: a taxonomy relationship
of critical factors”, European Journal of Operational Research, Vol. 146, pp. 352-364.
management
Anderson, J.C. and Narus, J. (1990), “A model of distribution firms and manufacturer firm working
partnerships”, Journal of Marketing, Vol. 54 No. 1, pp. 42-58. technology
Anderson, J.L., Jolly, L.D. and Fairhurst, A.E. (2007), “Customer relationship management in
retailing: a content analysis of retail trade journals”, Journal of Retailing and Consumer 285
Services, Vol. 14 No. 6, pp. 394-399.
Aumont, V. (2001), “Gérer la relation client”, résumé de la communication réalisée dans le cadre du
Master de Marketing de l’ESC Toulouse.
Aurier, P.H., Benavent, C. and N’Goala, G. (1998), “Validité Discriminante et prédictive des
composantes de la relation à la marquee”, in Joël Brée, D. (Ed.), Actes du 17 ème Congrès de
l’AFM, Université de Caen, pp. 156-159.
Berry, L. (1983), “Relationship marketing of services growing interest, emerging perspective”,
Journal of the Academy of Marketing Science, Vol. 23 No. 4, pp. 236-245.
Calciu, M. and Salerno, F. (1997), “Modélisation participative sur le web: un modèle de rétention
des clients”, Academy of Management Review, Vol. 21 No. 1, pp. 100-134.
Chen, J.S. and Gursoy, D. (2000), “Cross-cultural comparison of the information sources used by
first-time and repeat travelers and its marketing implications”, International Journal
Hospitality Management, Vol. 19 No. 2, pp. 191-203.
Day, G.S. (1994), “The capabilities of market-driven organizations”, Journal of Marketing, Vol. 58
No. 4, pp. 37-52.
Deshpande (1983), “Paradigms lost: on theory and method in research in marketing”, Journal of
Marketing, Vol. 47 No. 4, p. 101.
Dwyer, F., Schurr, P. and Oh, S. (1987), “Developing buyer-seller relationships”, Journal of
Marketing, Vol. 51 No. 2, pp. 11-27.
Grönroos, C. (1994), “From marketing mix to relationship marketing: towards a paradigm shift in
marketing”, Australian Marketing Journal, Vol. 2, August, pp. 9-29.
Gummesson, E. (1999), Total Relationship Marketing, Butterworth Heinemann, Oxford.
Hair, J.F., Anderson, R.E., Tatham, R.L. and Black, W.C. (1998), Multivariate Data Analysis with
Readings, 5th ed., Prentice-Hall, Upper Saddle River, NJ.
Hunt, S.D. and Morgan, R.M. (1994), “Relationship marketing in the era of network competition”,
Journal of Marketing Management, Vol. 5 No. 5, pp. 18-28.
Jones, T.O., Mothersbaugh, D.L. and Sharon, E.B. (2008), “Why customers stay: measuring the
underling dimensions of service switching costs and managing their differential strategic
outcomes”, Journal of Business Research, Vol. 55 No. 6.
Jöreskog, K.G., Sörbom, D., Du Toit, S. and Du Toit, M. (1999), LISREL 8: NEW Statistical Feature,
Scientific Software International, Chicago, IL.
McKenna, R. (1991), Relationship Marketing, Successful Strategies for the Age of the Customer,
Addison-Wesley, Reading.
Massey, A.P., Mitzi, M.M. and Holcom, K. (2001), “Re-engineering the customer relationship:
leveling knowledge assets at IBM”, Decision Support Systems, Vol. 32, pp. 155-170.
Morgan, R.M. and Hunt, S.D. (1994), “The commitment-trust theory of relationship marketing”,
Journal of Marketing, Vol. 58 No. 3, pp. 20-38.
JHTT Appendix
6,3

286 Variables Items

Organizational culture Considers retaining customers to be a top priority

customer-centric (Jayachandran
et al., 2005)
Management system customer-
centric (Jayachandran et al.,
2005)
CRM technology (Jayachandran
et al., 2005)
Encourages employees to focus on customer relationships
Customer relationships to be a valuable asset
Emphasizes the importance of customer relationships
Provides employees with incentives based on customer
satisfaction measures
Evaluates our customer contact employees based on the quality
of their customer relationships
Provides education program for employees to enhance the
quality of customer interactions
Focuses on customer needs while designing business processes
Organizes our company around customer-based groups rather
than product or function-based groups
Various functional areas coordinate their activities to enhance the
quality of customer experience
Sales support
Provides sales force with customer information
Provides sales force with competitor information
Provides sales force with leads for cross-sell/up-sell opportunities
Tracks product availability
Provides customized offers to sales people
Service support
Allows customer support personnel to access data on customer
interactions
Provides customers access to a knowledge base of solutions to
frequently asked question
Tracks service delivery
Analysis support
Forecasts customer preferences
Measures customer loyalty
Calculates customer life time value
Calculates customer retention rates
Assesses product profitability

Data integration and access support

Combines customer transaction data with external source data
Integrates customer information from different contact points (e.g.,
mail, telephone, web, fax)
Allows relevant employees access to unified consumer data
Table AI.
Items list (continued)
Variables Items
Customer
relationship
CRM performance (Becker Initiation performance management
et al., 2009) Improvement of customer acquisition technology
Improvement in terms of regaining lost customers
Maintenance Performance 287
Improvement in customer satisfaction
Improvement in the terms of the expansion of customer
relationships
Improvement of total return per customer
Retention Performance
Improvement in customer retention
Reduction of customer migration

Employee support (Becker
et al., 2009)
Our different CRM application components are used at x%
capacity
Customer-relevant information that our CRM application
components generate are used at x per cent for supporting
customer-related activities Table AI.

About the authors

Nedra Bahri-Ammari is an Assistant Professor of Marketing and Management at the IHEC of
Carthage, Tunisia. She is member of the LARIME laboratory. She obtained her BS and PhD
degrees from the Higher Institute of Management of Tunis. Dr Bahri’s researches include
business-to-customer and business-to-business marketing, customer relationships management
(CRM), customer satisfaction, loyalty, retention, technology’s implementation, firm profitability,
enterprise resource planning (ERP) and supply chain management. Nedra Bahri-Ammari is the
corresponding author and can be contacted at: nedrabahri@yahoo.fr
Dr Khaldoon Nusair is an Associate Professor at the Rosen College of Hospitality
Management, University of Central Florida. He earned his PhD in Hospitality Management with
information systems, e-commerce and research methodology concentration from The Ohio State
University, Columbus, OH. He has consulting experience in the areas of information systems,
e-commerce and marketing. Prior to joining Rosen College, Dr Nusair worked for more than five
years in the information technology industry.

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com