Volume 2 Issue 4 INTERNATIONAL JOURNAL OF HUMANITIES AND

March 2016 CULTURAL STUDIES ISSN 2356-5926

The survey of the effect of the customer relationship management components

on the organization performance from the balanced score card perspective

Hassan Daraee*
M.A. in Administrative Management, Central Branch, Islamic Azad University, Tehran, Iran

Ahmad Reza Kasraee

Department of Industrial Management, Central Branch, Islamic Azad University, Tehran, Iran

Abstract

According to the importance of organizations performance evaluation in the realm of

competition, the effect of various factors on the performance improvement will be surveyed. In
the present study CRM components and their effect on the performance evaluation has been the
focus of the study. To do so, tangible and intangible advantages of CRM were designed in the
format of a questionnaire and also the performance evaluation was conducted on a sample of
205 people as the study subjects by making use of BSC model from four different aspects of
finance, customer, internal process and growth & learning. Then, the study hypotheses were
surveyed by using the correlation, regression, and Freidman tests. The results obtained
confirmed the existence of a positive and significant relationship between the independent and
dependent variable.

Keywords: CRM, Organization Performance, BSC, Tangible and Intangible Advantages.

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1. Introduction
Nowadays, organizations are faced with vast challenges surviving in the instable and competitive
world markets. For overcoming these challenges and gaining success in the competition arena,
organizations should take advantage of some sort of programming which is prospective and
environment-oriented in a way that while identifying the environmental change factors, in a
long-term time horizon allows for determining their effects on the organization and the way
organization interacts with them. (Yang et al, 2010) The organizations persistence and survival
and their development as well requires the in-time understanding of the environmental
opportunities, changes in the market and strategic programming and the selection of the
appropriate and effective strategy. Effective strategy is a strategy which provides the
organization with competitive advantage and strategic superiority (Ko and Lee, 2000). The
effective strategy uses strategy compilation approaches and by relying on the mathematical
models along with discretion and intuition tries to compile strategy. In this case, the basis of the
compiled strategies is based on the reality and the organizational conditions and in case of proper
implementation, the conditions and terms would be provided for the organizational success and
the creation of competitive advantages (Mintzberg et al, 2001). Organizations having the
competency of understanding the market norms and regulations will have more chance for
enjoying the opportunities. Modern technologies, new speculations and novel methods all can
change the extant rules and create absolutely new conditions. (Andersen, 2004; Chen and Weng,
2006) Since no one organization has the limitless resources and the governing atmosphere is a
competitive one, the compilation of the correct and competitive strategies which gets the
organization to its macro-objectives is of the greatest importance. Spending the limited resources
on inessential subjects has a penalty and this penalty is leaving the competition arena to a
competitor which has focused its limited resources on essential grounds. (Searcy, 2004)
According to the topics mentioned it can be stated that having a guideline and strategic
programming is considered as the best tool for all of the organizations that are about, not to give
up in confrontation with the change, rather to have a conscious and informed presence in the
market. Strategic programming is a collection of the theories and frameworks which are designed
along with other tools and hi-tech technologies in order to create a will and inclination for the
managers to think, program and perform strategically. Creative and unique strategies which are
consequents of the strategic thought should be operationalized via convergent thought and
analysis; or in other words, via strategic programming (Nieboer, 2011). The objective of the
strategic programming process is the compilation of the competitive strategies. The most
important part in the compilation of the strategies and guidelines is the correct selection of the
strategies; since firstly no one organization owns limitless and infinite resources and secondly
through the implementation of a single wrong strategy the company may find itself in such an
irreversible vortex which has no return path. (Acur and Englyst, 2006 and Searcy, 2004) Strategy
is a comprehensive program for operations which indicates the general and major orientation of
an organization and introduces guidelines for the allocation of the resources in the course of
getting to the organizational long-term targets. The proper strategy selection is a complicated and
even adventurous task; because each strategy leads the organization towards a special
competitive environment. An organization strategy determines the way that the organization is
going to create value for the shareholders, customers and the citizens. Before developing a

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strategy, managers should analyze the competitive market dynamicity in the respective industry
and the company’s resources and capabilities as well, and gain a clear-cut and straightforward
understanding in respect to it (Lee and Sai On Ko, 2000). Strategies can be defined at least from
two perspectives: 1. What is the organization up to? 2. What will the organization be finally
doing? From the first perspective the strategy is a comprehensive program regarding the
definition and the organizational goals achievement and performing its mission and the strategy
compilation should be conducted in the format of a process and from the second strategy
perspective point of view the strategy is the response patterns of the organization to its
environment during the passage of time (Ip and Ko, 2004 and Lee et al, 2000).
The most important objectives (major objectives) which are paves the way for the
implementation of CRM studies are:
- The growth in the company’s revenues due to the increase in the customers’ satisfaction by
making use of tangible and intangible factors.
- The reduction of the sales and distribution sectors expenses by BSC approach
- The reduction of the after-sale services and supports sectors expenses

2. Literature Review
2-1. Studying the theories and concepts
2-1-1. CRM
CRM is a struggle for the identification, maintenance and building the communication network
with the personal consumers and the constant enhancement of this network for a win-win
relationship with bilateral profits and based on such an interaction the value added will be
obtained by both of the parties. CRM is a comprehensive strategy and process for obtaining,
maintenance and participation with the selected customers in order to make a high value for the
company and the customer as well (Berson & Smith, 2001). CRM generally is considered as the
design process of the organization with respect to its customers in a way that the customers’
needs and wants are the main focus in each and every one of the organizational decision-
makings.
From the Sapinet consultation company perspective “CRM is a customer-oriented organizational
model which utilizes the customer information in a structured way to create a customized
strategy.”
The pivotal objective of the CRM is to maximize the customer’s long term value for the
organization. Current customers are more profitable than the new customers since selling a
newly-emerged product to the current customers on the side is less costly, while attracting new
customers is expensive.
Gartner consultation group, a reputable company in the field of information technology, defines
CRM as “an occupational approach which results in profitability, income and customer
satisfaction through organizing the customer classification, the promotion of behaviors leading to
customer satisfaction and the implementation of customer-oriented processes. CRM technologies
should allow for a more complete identification of the customer, more customer availability,
efficient interaction with the customer and integration among all of the communication channels
and operations before the organization sight.”

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Scott realizes CRM as a collection of business processes and general policies for obtaining,
maintenance and the preparation of services designed for the customers. CRM (Scott, 2001) is
the group of the processes and its potential and existing associated technologies and the
apportionment of the company to the users of the services, sales and marketing units along the
communicational channels. (Injazz & Karen, 2004) From Mr. Greenberg’s point of view CRM
system provides the following three cases: (Greenberg, 2001)
1. Having integrated single view towards the customer by applying analytical tools.
2. The management of the relationship with the customer along the communicational channels
such as telephone, web site etc.
3. The improvement of the effectiveness and efficiency of the customer relationship processes
Through the implementation of the CRM the organizational change and the companies’
operations will be practically improved and the competitive advantage is created and the most
significant improvement estimable are the followings: (Bergeron, 2001):
1. More customer satisfaction
2. More association with the customer
3. Management for increasing the number of the customers
4. Improvement and inclination towards the customer relationships
5. Recognizing the customer sectors
6. The increase in the customer service effectiveness
7. Costs reduction
8. The available and on time information from marketing and sales segments regarding the
customers’ requirements, expectations and estimations.
The customer relationship management is a commercial program for increasing the transaction
value the objective of which is the increase in profits, revenues and customer satisfaction. CRM
is comprised of three components: customer, relationship and management (Robert & Witt,
2000)

2-1-1-1. CRM Principles

All of the applications and the processes of CRM are based on the following principles: (Gray,
2001)
a. Personal behavior with the customer: CRM has been created based on the personalization
culture and the person-specific behavior. Personalization means communicating and servicing
specific to a customer based on his or her behavior and interests. Personalization brings about
comfort and satisfaction for the customer (Hagan, 1999).
b. Obtaining and maintaining customer loyalty through personal communication: long standing
and personal relationship with the customer brings about the increase in the customer’s loyalty to
the organization. Through the personal relationship besides improvement in the services great
deal of financial advantages will be gained by the company.
c. The selection of good customer instead of a bad one based on the life-long value. A good
customer will create a better profit and return via the use of limited resources.

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2-1-1-2. Important topics in the implementation of CRM

Technology is the main activator of CRM but it is not its actual implementation. There exists not
a single product in the market which mysteriously creates CRM. CRM requires an approach in
the organization level in giving value and importance to the customer which includes output and
input integration and it necessitates the capability of pooling various software and hardware
products in an integrated multi-channel environment. Focusing on the customer and the ability
for learning from each of the customers’ interactions is needed in CRM. In a nutshell, the
necessary subjects in the implementation of CRM include the following points: (Chalmeta, 2005)
- For the management of the efficient and integrated CRM through the existing business
processes (including supply chain, product development cycle, financial systems, organization
structure and service delivery) both staff members and management should understand the CRM
project strategic and business value and make them identical. It should be realized that CRM
management is not the simplification of the technology strategy rather it is the necessary
business strategy for the organization as a whole.
- The customer-oriented business model is rarely implemented and it is recognized less than it
should (both at the management and operational level), so the customer orientation culture
should be domineered.
- The recognition of the customer strategy is difficult. The companies are not prepared to
cooperate with the customers practically and they feel comfortable for the activities based on
their own goals.
- The customer relationship systematic objective is limited. This behavior is the result of
historical factors showed by the organization and the individuals based on their own objectives.
The CRM’s real orientation is coherently far from the real conditions of the business in the
organization.
- Staff training is integrated with CRM. The staff training does not include the lessons and
materials related to CRM in reality.

2-1-2. Performance Evaluation

The performance evaluation system can be surveyed from different angles. There are two
important perspectives regarding the performance evaluation:
a. Traditional Perspective
b. Modern perspective
In the traditional perspective the most important goal is evaluation, judgment and reminding one
of his or her performance while in the modern perspective the philosophy of the evaluation is
concentrated on the growth and development and the improvement of the assesses capacity
(Rahimi, 2006, p.25). Other differences extant between these two perspectives can be indicated
in table 1.

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Table 1. The differences between two modern and traditional perspectives in the performance
evaluation (Rahimi, 2006, 30)
Attributes Traditional perspective Modern perspective
Judgment and the
Assessor’s role measurement of the Advisor and facilitator of the performance
performance (Judge)
Evaluation
Past Future
period
Evaluation The superior managers and
Self-standardization
standards organization ideas
Evaluation’s The assesses growth and guidance and
Assesses control
main objective developing his or her capacity
System output Performance control Growth, development and improvement
Offering consultation services to constantly
Determination and
and increasingly improve the activities
Evaluation identification of the most
(creation of continuous motivation for the
outcomes successful financial reward
improvement of services and activities
to the managers
qualities)
Interview style
after the Imperative (like a trial) Conversation
evaluation

2-1-3. Balanced Scored Card

In early 1990s, the Nolan Norton Institute, the research arm of KPMG, took charge of a research
entitled as “the measurement of the future organizations performance.” (Lomotte and Carter,
2000; Andersen, Lawrie and Shulver, 2000, p.5) David Norton, the executive manager of the
institute, was the leader and Robert Kaplan was the academic adviser of the study
(Wongrassamee, Gardiner and Simmons, 2003,p.3). After one year of research on 12 companies,
the group introduced a comprehensive framework named “balanced score card.” According to
Kaplan and Norton, the result of the study was a collection of standards which bestowed the
managers with comprehensive and rapid discretion regarding the avocations and transactions.
They realized this fact that the companies cannot maintain their competitive advantage only
through the creation and development of the tangible assets. In other words, “intangible assets”
or the “intellectual capital” will be the success critical factors in creating and maintaining
competitive advantage (Sim and Koh, 2001, 11).
Balanced score card includes financial standards which shows the past activities results and also
it is comprised of operational standards in areas concerned with customer satisfaction, internal
processes and learning and creativity (Momeni et al., 2011, 86). These standards show the future
financial activities drivers and the amount of progress obtained in aspects necessary for obtaining
“intellectual capital and intangible assets” (Kaplan & Norton, 1992, 6). In this way the traditional
performance measurement systems defection in respect to creating value is resolved via the
intangible assets (Sim & Koh, 2001, 8) and it is in such a way that it can be used as a purging
tool for purifying the value creation process in long run (Decoene & Gruggeman, 2006). As it is

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indicated from the studies performed on 83 companies the balanced score card is a system which
relates macro-objectives, standards, quantitative objectives, programs and innovations. This
collection explains the organization strategy and how the organization strategy is going to be put
into action as well (Lamotte & Carter, 2000, 8). The balanced score card is a framework which is
used by the companies for nourishing individuals, unidirectioning, and commitment to the
strategy (Lamotte & Carter, 2000, 7). Moreover, BSC is a comprehensive system which puts
performance standards and strategies in one direction. (Decoene & Bruggeman, 2006, 9). In
other words, BSC makes it easier to translate the avocation and transaction strategies into a
controllable performance.

2-2. Research Background

A research conducted by Askari (2012) entitled as “the evaluation of the medical sciences
universities’ hospitals efficiency by making use of a quantitative approach to the data
envelopment analysis” made it clear that the studied hospitals’ technical efficiency by taking
advantage of data analysis assuming a variable output was 0.958. based on the study findings it
was mainly suggested that for the hospitals with better performance level other performance
measurement methods such as BSC should be taken advantage of for the results to be compared
with the current study results to determine and guide the inefficient units in order to improve
their efficiencies and special scores.
As’ai mir et al (2010) has written an article under the title of “public hospitals performance
evaluation through the use of BSC, data envelopment analysis and servqual. In this article, the
relative efficiency of 13 hospitals in the province in 2008 was evaluated through the use of a
combination of data envelopment and BSC. The mean relative efficiency of the studied hospitals
is 0.945. nine hospitals out of 13 are on the edge of efficiency and 4 hospitals are known as
having efficiency below 1. Hospital No.3 has the highest efficiency and hospital No.10 has the
lowest efficiency. This article by combining the two performance evaluation models of BSC and
DEA has tried to identify the performance evaluation indices and combining these two models
while reducing the disadvantages of both of the models enhances their advantages and provides
us with a comprehensive model for the performance evaluation.
A research has been performed by Irvani et al (2011) entitled as “the utilization of the
combinatory approach FAHP-BSC for the evaluation of the Tehran’s Hasheminedjad hospital
performance”. This study is descriptive-cross sectional. In this study firstly it has been tried to
prepare a list of performance evaluation indices through the use of BSC approach and the pair-
wise comparisons were obtained from the field studies and standard hierarchy analysis
questionnaire administration, with the consistency rate o 0.1 between 7 experts in the field of
decision making. Then through the use of FAHP the weight of each of the indices and
perspectives was obtained. Among the perspectives, BSC, society stakeholders and the service
area with 28.11% had a little superiority over the other perspectives. Also, among the indices the
amount of the patients’ satisfaction, companions of the patients and the learners as well exerted
the highest importance in the hospital performance. Also, the final score of the performance in
2010 was calculated 95.88. This study was suggested as to improving the hospital’s performance.
Therefore, its results can assist the managers and the customers of the treatment and health sector
in making correct decisions and preparing proper strategies for the future.

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2-3. Conceptual model:

The study model, based on a combination of Dziugas and Krisi model and the researcher’s
model, explains the relationship between CRM and performance as shown in the following
figure (Dziugas & Krisi, 2004)

Tangible
advantages

Customer
BSC
relationship
performance
management

Intangible
advantages

Figure 1. The study model based on Dziugas & Krisi, 2004

2-4. Research Hypotheses

The study hypotheses are elaborated as follows:
There is a significant relationship between CRM and organization performance.
The ancillary hypotheses are as follows:
There is a significant relationship between tangible factors and CRM.
There is a significant relationship between intangible factors and CRM.

3. Methodology:
The present study is an applied study from the objective point of view and it is considered
causal-comparative from the data gathering perspective and the method of data collection is field
study. The study subjects refer to all of the individuals, events or things which the researcher
wants to study them. The study subjects is referred to the collection of individuals, things or
generally phenomena to which the results obtained by the researcher can be generalized and the
entire study subjects have a common attribute which discriminates them from the other
phenomena taking place outside the territory of the study subjects, this attribute is called the
common characteristic of the study subjects (Metani, 2007, 108). The study subjects of the
present research includes the group of managers, vice presidents, headquarter affair managers
which reaches the total number of 440 and because the entire study subjects are not accessible,
data collection was performed in a stochastic-systematic method. For the determination of the
sample volume the Cochran’s method was used which is as follows:

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N  Z 2

 p . q
 
n 
2

N  1  2
  Z 
2  p . q
 2 

N: the total number of the study subjects (here, totally 440 people).
Z: the amount of the significance level and degree of freedom in the table (1.96).
E: the maximum acceptable error which is assumed 5% here.
P: the success ratio among the sample subjects which is considered 50%.
Q: the lack of success ratio (1-p=q)

4401.96 . / 5  . / 5
2
n  205
440  1. / 052  1.962 . / 5  . / 5

For gathering the required data questionnaires were administered. The present study
questionnaire is the result of interviewing with some of the senior managers and experts
concerning the general combination and schema of the questionnaire and the design method and
regarding the general paradigm of the hypotheses and study questions and the questionnaire was
prepared by making use of Likert scale in the “attitude assessment questionnaire” and for
assessing the group of managers’ attitudes towards the study variables.
For ensuring of the study tool and the evaluation of its correctness, the questionnaire was
experimentally administered to 7 managers and after removing the errors and mistakes, the final
questionnaire was designed based on this logical basis that it is required to provide the researcher
with evaluations which are in a more precise format rather than a purely general assessment. To
evaluate the effect of the independent variables on the dependent variables the scoring method of
the questionnaire is from 1 to 5 and according to this fact that 200 questionnaires out of 205 were
returned the final assessment was also conducted on the sample of 200 questionnaires returned.
For the evaluation of reliability of the applied questionnaire the Cronbach’s alpha was used the
results of which are illustrated in the following table:

Table 2. Variables reliability

variables no. of the questions Cronbach’s alpha coefficient
Tangible advantages 4 0.844
intangible advantages 3 0.874
CRM 7 0.848
Growth and learning 9 0.821
financial 13 0.72
Internal processes 15 0.81
customer 12 0.74
The data analysis was conducted by using statistical tests and SPSS 20 software.

4. Research Findings
4-1. Correlation test
Before investigating the study hypotheses and determining the existence or nonexistence of the
effects of the variables on each other firstly it has to be clarified if there is a relationship between

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the study variables. The Pearson test has been used to investigate the correlation among the
dependent variable and the independent variables. The results of the Pearson test are illustrated
in table 3. It is worth mentioning that in case a relationship between the dependent variable and
each of the independent variables cannot be figured out the hypothesis analysis would be ceased
and the hypothesis itself would be discarded.

Table 3. Pearson Correlation Test Results

Growth
Tangible Intangible Internal Total
Variable Customer Financial and
advantages advantages process performance
learning
Tangible
1 - - - - - -
advantages
Intangible
0.082 1 - - - - -
advantages
customer 0.042 0.427** 1 - - - -
financial -0.041 0.062 0.344** 1 - - -
Internal
0.024 0.119 0.247** 0.111 1 - -
process
Growth and
0.348** 0.654** 0.749** 0.458** 0.483** 1 -
learning
total
0.193** 0.66** 0.573** 0.268** 0.345** 0.741** 1
performance

According to the results obtained from the correlation test there is a correlation between all of the
independent variables and dependent variable, therefore, the study hypotheses can be
investigated.

4-2. ANOVA test

To identify the regression type (linear or nonlinear) the ANOVA test was used. For the
evaluation of such test the contemporaneous relationship between independent variables and
dependent variable was surveyed. The results obtained from ANOVA test is illustrated in table 4.

Table 4. ANOVA test results

Model Squares sum Degree of freedom F sig
Regression 9.223 0.005
Independent variables a Residual 5.653 0.00195 61.991 0.000
total 14.876 0.0002
Regression 8.173 0.001
263.542 0.000
Dependent variables b Residual 6.703 0.00199
total 14.876 0.002
a. CRM’s tangible and intangible advantages
b. BSC performance

As it is observed, the amount of significance level obtained for both of the models is lower than
0.05, so there is not sufficient document and evidence for confirming the null hypothesis,

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therefore the null hypothesis is rejected in 95% confidence level and the contrary hypothesis is
confirmed. So, there exists a linear relationship between the independent variables and dependent
variable for both of the models.

4-3. Regression
The regression linear equation is as follows:
Y (performance) = 24.8 (intangible advantages) + 24.4 (tangible advantages)

4-4. Freidman test

This test is usually used when the statistical data are at least ordinal and they can be ordered in
ranks by making use of an ordinal concept. The extant variables of the study can be ranked by
making use of this test. The current study has been used for ratifying the independent variables
components. According to the calculations the amount of sig=0.000 and since sig<0.05, therefore
the null hypothesis cannot be verified and confirmed and it can be said that the components do
not have identical ranks and they can be prioritized. The order of the components’ priorities has
been illustrated in table 5.
Table 5. Friedman ranking test results
Variable components Rank average priority
Tangible advantages 2.020 7
Intangible advantages 2.138 6
Customer 2.862 5
Financial 3.977 3
Internal process 4.003 2
Growth and learning 4.17 1
Total performance 3.10 4

Based on the results obtained, the components of growth and learning and the internal processes
have higher priorities.

5. Discussions and Conclusions

A CRM program success factors in every organization or market is determined via availability
and the quality level of the customers’ information. The more one knows about the needs, issues
and problems, expectations and customer’s complaints the better he or she can forge a stable
communication management program. Nowadays, there are measurable results regarding the
marketing activities in every trading and commercial activity. For instance, based on the studies
performed, 66% of the managers believe that the greatest marketing need is the real analysis of
return on the investment (ROI).
According to the study results, the following suggestions are expressed for further consideration
and possibly implementation:
- Because the intangible advantages exert a greater effect on the organization performance as a
whole, it is suggested that the organization managers study these factors more and put these
factors at the top level of the dispute list of the customer relationship.
- Because growth and learning process and the internal process are of a greater value in respect
to the other study variables, (according to Freidman test), so it is recommended that Iran-Khodro
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company should consider these two components with greater importance and pays more attention
to the growth and learning and internal processes since these processes lead to performance
increase and improvement and eventually to customer satisfaction.
- Because there is a difference between job history and intangible factors it is proposed that the
managers learn about this discrepancy and work to eliminate such a difference.
- It is suggested that other factors and variables should be inserted to the model and be compared
with the results obtained from the above study.

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Volume 2 Issue 4 INTERNATIONAL JOURNAL OF HUMANITIES AND
March 2016 CULTURAL STUDIES ISSN 2356-5926

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