Customer Relationship Study

1. Introduction
In the banking field a “unique relationship” exists between the customers and the bank however, because of various reasons and apprehensions like financial burdens, risk of failure and marketing inertia banks are still following traditional ways of marketing in the context of Customer Relationship Management (Nguyen & Mutum, 2012). As a member of staff at an amalgamated financial institution, the researcher observed that the amalgamation of three financial institutions affect customers behaviour in CRM perspective. The institution expected twelve customer complaints per month at a one customer touch point, however, actual number of complaints were increased to thirty after the amalgamation. Also, the researcher noticed that

Pablo, Lopez, Polo, Javier and Olivan (2006) states that the time period which customer relationship is sustained is an essential element settle on the importance customer offers to the organisation, in view of the fact, that customer may create additional value. Therefore, in order to sustain the client base the organisation needs to identify customer “switching behavior” otherwise it may affect to the long-term relationships (Pablo et al., 2006). Finally, managing inter personal relationship between employee and customer is of great consequence in long-term success in a financial institution (Camarata, Camarata and Baker,

Furthermore, customer relationship management is being observed as “strategic”, “process-oriented”, “cross-functional”, “value-creating” and as a method of accomplishing financial purposes (Lambert, 2009). Moreover, in his second study, Lambert (2010) points out that CRM is one of the tactics to cope with customer as it emphases on understanding customers as individuals instead of as part of a group. Padmavathy, Balaji, and Sivakumar (2012) discusses customer relationship management as a structure of inter personal performances which organisations implement to improve customer relationships. Chen and Popvich (2003) defines CRM as “one-to-one” marketing. In contrast, Nguyen, Sherif, and Newby (2007) explores CRM as a process of widening a staff’s knowledge about customers and moreover, states that CRM emphases on building “long-term” and viable customer relationships that worth for both the customer and the organisation. However, Customer relationship management means creating a general image of customer needs, expectations and behaviours and managing the factors to influence business performance (Hoots,