Research Proposal: Customer Relationship Management Impact on Rabobank

This research proposal investigates the impact of Customer Relationship Management (CRM) on customer loyalty within Rabobank, a prominent rural bank in New Zealand. The study aims to analyze how CRM technology influences customer loyalty programs, considering the current lack of CRM practices within the bank. The research employs a mixed-method approach, combining qualitative and quantitative data collection through surveys and interviews. The literature review defines CRM technology, emphasizing its importance in business automation, communication, customer service, and interdepartmental proficiency. It also explores the efficacy of CRM in the banking sector, focusing on customer retention, service quality, and profitability. The proposal outlines the research methodology, expected outcomes, and a timeline for completion. The study anticipates that implementing CRM will positively impact customer loyalty at Rabobank, offering insights for enhancing its customer relationship strategies and business operations.

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RESEARCH PROPOSAL
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Abstract
Rabobank is one of the popular banks in rural New Zealand. The bank is recently trying to put
great deal of focus on its customer loyalty programs. However, there is no customer relationship
management practice that Rabobank follows. Therefore, the purpose of this research is to find
out the degree of impact that CRM technology will cast on the customer loyalty program of
Rabobank. For successfully conducting the research, this research proposal designs the
methodology on a mixed method where qualitative and quantitative data will be collected from
primary research strategy. Both survey and interview will be conducted and it is expected that
the research outcome will support research theme of CRM technology positively influence
customer loyalty in Rabobank.

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Table of Contents
1.0 Introduction................................................................................................................................3
1.1 Problem statement.................................................................................................................3
1.2 Research rationale..............................................................................................................3
1.3 Research aim..........................................................................................................................4
1.4 Research question..................................................................................................................4
2.0 Literature review........................................................................................................................4
2.1 Definition of CRM technology..............................................................................................4
2.2 Importance of CRM in current business................................................................................5
2.2.1 Business automation.......................................................................................................5
2.2.2 Developing better communication..................................................................................5
2.2.3 Effective customer service..............................................................................................6
2.2.4 Interdepartmental proficiency.........................................................................................6
2.2.5 Improving analytical reporting.......................................................................................7
2.2.6 Makes customer happy...................................................................................................7
2.3 Efficacy of CRM in banking sectors.....................................................................................7
2.3.1 Customer retention..........................................................................................................7
2.3.2 Effective banking service...............................................................................................8
2.3.3 Increase bank profitability..............................................................................................8
2.3.4 Enhancing the marketing credibility...............................................................................9
2.4 Factors of customer loyalty...................................................................................................9
2.4.1 Expectation.....................................................................................................................9
2.4.2 Service............................................................................................................................9
2.5 Conceptual framework.........................................................................................................10
2.6 Literature gap.......................................................................................................................10
3.0 Methodology............................................................................................................................11
4.0 Research outline.......................................................................................................................12
5.0 Timeline...................................................................................................................................12
6.0 Expected outcome....................................................................................................................13
7.0 Reference.................................................................................................................................14

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Topic: Impact of Customer Relationship Management on customer loyalty- A case study of
Rabobank
1.0 Introduction
1.1 Problem statement
Rabobank is a popular rural banking entity in New Zealand that is primarily focused on
the banking activities like rural banking, business banking and saving services (Rabobank.com,
2019). Currently the organisation looking for the opportunity to expand its business further so
that it will deliver an effective and competitive advantage to Rabobank. In response to this, the
bank starts focusing on its customer loyalty programs and finds out that it does not have any
customer relationship management practice that will facilitate a direct communication with the
customers. As a result of that it presumes enormous threat to the success of Rabobank because
the bank fails to increase its number of customers in the rural sector of New Zealand.
1.2 Research rationale
The purpose of the research proposal is to set deep insights into the customer relationship
management and evaluate both the theoretical perception and practical implication that will
foster relevance to business operations. Moreover, the efficacy and degree of compatibility that
Rabobank can deal with while incorporating the Customer relationship management as a
technology is also a subject of this research. Besides this, with the help of empirical studies and
the research findings it is also pertinent to look into the efficacy of CRM technology in banking
sector. Therefore, this research proposal is highly important to usher a new paradigm of CRM
technology where customer loyalty can be achieved in an exemplary manner.

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1.3 Research aim
The aim of this research is to analyse the impact of Customer Relationship Management
on the Customer loyalty practice in Rabobank, New Zealand.
1.4 Research question
i. What is the significance of CRM in current business scenario?
ii. How CRM technology is linked with the business operations in banking sector?
iii. In which manner CRM technology can bring customer loyalty in present day business?
2.0 Literature review
2.1 Definition of CRM technology
There are abundant interpretations regarding the meaning of Customer Relationship
Management (CRM) in business. The empirical studies are trying to find out the definition and
purpose of the CRM technology either from theoretical perspective or in practical and technical
terms. According to Agnihotri et al. (2017) customer relationship management is a combination
of practice and strategies that the business enterprises are used to manage the degree of customer
interaction. In other words, Cambra-Fierro et al. (2017) suggested that the role of customer
relationship management is to facilitate an amicable ambience or environment where the
business operatives can easily communication with the potential customers. However, there is a
different perception existed regarding the role of CRM and its practicality in the current business
operations. In this regard, Powell et al. (2018) opined that the role of CRM is to provide a
technological back up for the business company so that it can easily connect with the customers.
On the contrary, the research of Salojärvi and Sainio (2015) illustrated the definition and

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objectives of customer relationship management in a sober manner. The research advocated that
customer relationship management is a technology that facilitates a medium for the business
operatives to interact with the existing and potential customers. Moreover, the process also
endorses an effective manner of increasing sales and profitability through the use of strong
customer relationship.
2.2 Importance of CRM in current business
2.2.1 Business automation
The advent of technological advancement also pushed the business organisations to
incorporate advanced technologies into the business operations. There are certainly a number of
factors that guides business companies to seek advanced technologies. Charoensukmongkol and
Sasatanun (2017) remarked that technology leads to reduce errors in business operations and get
strategic advantages in the process. However, this argument does not fulfil the notion of CRM as
a whole. Girchenko, Ovsiannikova and Girchenko (2017) opined that the purpose of technology
driven business is that the business companies are highly focused on reducing operational costs
which is increased gradually due to the recruitment of huge workforce. CRM will foster a better
customer relationship mechanism which is free from human error and efficient enough to satisfy
the needs of millions of customers at a time.
2.2.2 Developing better communication
The technology driven CRM practice makes it effective for customer relations
department to keep the operations in a loop so that customer specification and demands can be
met properly. Venturini and Benito (2015) advocated that the role CRM is to provide a time
effective measure for the business organisations so that the customers do not have to wait for his

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or her problem. In the service industry especially this kind of communication is much needed.
Often the operations fails to meet the requirements that the clients is expected to get. As a result
of that it damages the satisfaction level of the customers. In respect to this, CRM technology
creates a direct link between the operations and customers so that a transparency between the
service providers and receivers can be made which will bring long term profitability (Preece et
al., 2015).
2.2.3 Effective customer service
In the globalised market, it is essential for the business organisations to put high focus on
their service quality. In other words, most of the business companies are using efficient service
as a tool to attract more customers into the fold. As a result of that CRM technology is highly
significant for the present business operatives. Besides this, Shaon and Rahman (2015) found out
that CRM created an environment where the customers are directly engaged with the business
process of the organisation. It helps the company to maintain a goodwill and strategic
engagement with its customers so that it can generate a solid customer base.
2.2.4 Interdepartmental proficiency
The present organisational framework is divided into a small number of teams so that
each have to take specific responsibility to meet. This type of workplace culture is proved to be
highly effective for the business organisations because it brings more proficiency and
professionalism in the business activities and easily meet the demands of the customers (Ryu &
Lee, 2017). Nevertheless, a continuous threat is always existed in the effective business practice
in terms of communication. CRM technology is committed to create a better communication not
only with the customers but also emphasizes on the interdepartmental communications also. It
helps to shape a better business practice and earn more profitability.

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2.2.5 Improving analytical reporting
Data and information are considered to be the backbone of an organisation in order to get
success in competitive market. Most of the leading companies are using data analysis before
reaching to the final judgement of making decisions. In this regard, CRM is the best process
where customer related data can be stored and integrate with different business objectives if
needed. Zhang, Watson and Palmatier (2018) stated that CRM was highly effective in analysing
data and found out both the strengths and weaknesses that the company suffered with throughout
its customer engagement program. As a result of that it seems highly advantageous for the
business organisations to rely on CRM driven analytical reporting.
2.2.6 Makes customer happy
Happiness of the customer is referred as high satisfaction level. Every organisation
intends to make its customer happy so that the strong customer base can provide a long term
advantage for the enterprise. In this context, CRM plays a pivotal role in not only managing and
identify the needs of the customers but also provides feedback so that the efficacy of the
customer service can be evaluated in a great manner (Jaber and Simkin, 2017).
2.3 Efficacy of CRM in banking sectors
2.3.1 Customer retention
The best example of benefits of CRM in banking sector is that CRM helps to maximise
customer retention. As opined by Opara and Opara (2016) CRM help the bank to get connected
with potential leads who are interested to open account in that bank. Moreover, in due course, the
bank also meets other expectations of the customer through CRM driven communication and
personal touch. These practices are enough for the banking organisation to establish a strong

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relationship with its customers and convince them to stay with the bank for their own profit. The
bottom line is CRM helps to make the customers confident enough to keep in touch with the
bank.
2.3.2 Effective banking service
CRM is a dedicated technology to fulfil the needs and demands of the customers. As a
result of that the banking service also compels to meet the demands. Moreover, Laketa et al.
(2015) presumed that CRM created an automated platform where it would be easier to target the
potential customers by accessing useful metrics. The sorted data is very useful for the banking
organisation because it helps to find out the potential targeted customers in a brief span of time.
As a result of that the bank can also get detailed specifications and expectations of the customers
which in return boost the service effectively.
2.3.3 Increase bank profitability
The better service and clear idea about the customer preferences lead to a highly
profitable opportunity for the business organisations. In one hand, the customer data helps the
bank management to have a quick access to the information and plan strategies accordingly. On
the other hand, the leads management and targeted marketing features of the CRM technology
makes the bank to get strategic position in the competitive market (Bezovski & Hussain, 2016).
This exclusiveness of a particular bank enables to get more advantage from the market and
subsequently achieved high profitability. The bank can earn extra revenue from application fees,
account fees, commissions and loan interests.

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2.3.4 Enhancing the marketing credibility
A good marketing approach requires in-depth knowledge in the customer details and their
purchase behaviours, engagement channels and so more. From the research of Abu-Shanab and
Anagreh (2015) it can be seen that all those factors are intricately imbued into the CRM system
and the banking management easily exploit those data to gain more customers into the fold. For a
banking sales person apart from those data it is also essential to communicate with the
potentially targeted customers. In this process, CRM provides the right environment and
platform to the banking sales executive to convince the customers efficiently.
2.4 Factors of customer loyalty
2.4.1 Expectation
According to So et al. (2016) the psychology of the customers is considered to be one of
the most important aspects that the business organisations has to be addressed. Henceforth, it is
essential to figure out the desires of the customers and the way customers will get convinced.
False assurance and service details will never be a good attempt for the business enterprises in
achieving long term goals because the moment customers acknowledge the falsification they will
quit (Shafei & Tabaa, 2016). It is also formulate a negative image of the company. Therefore, the
customer relationship executives have to take extra care of transparency while doing
conversation with the customers.
2.4.2 Service
Quality of service is another important facet in the loyalty of the customers. From the
research of Nyadzayo and Khajehzadeh (2016) it is derived that integrating the customers with
better delivery service enables the organisations to win confidence of the customers. It is also

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Makes
customer happy
Meet customer
expectation
Effective
banking service
Customer
retention
CRM in banking sector Customer loyalty
associated with the expectation of the organisation where the customers intend to get better
facilities and efficient service quality that they deserve. As a result of that they feel secured to
have connection with the bank and in return the bank will get a strong customer base for its long
term business sustainability.
2.5 Conceptual framework
2.6 Literature gap
Despite of making an extensive and detailed discussion regarding the topic of the
research proposal, the literature review is not free from gaps. It can be stated that the literature
review fails to create any direct relation between CRM and customer loyalty. There is no such
evidence that proves that CRM directly leaves an impact on the customer loyalty in banking
sector. From this point of view, it can be argued that this gap intrigues the research to carry out
an investigation into the relationship between CRM technology and customer loyalty.

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3.0 Methodology
The researcher is willing to conduct the research on the basis of positivism research
philosophy. The reason behind choosing positivism philosophy is that the quantifiable
knowledge and measurement of the research can be evaluated properly with the use of positivism
research philosophy. In association with this a deductive research approach is going to be taken
because the approach supports and evaluate all the mentioned theories and models that the
research addresses. As a result of that the outcome of the research will be justifiable and
effectively being deducted. In association with this the explanatory research design will be
taken as the prescribed research design. The reason behind choosing the explanatory research
design is that the researcher intends to find out the correlation between the implementation of
CRM technologies in organisation and customer loyalty in banking sector. The intention of the
research is very clear that the research will require justification for corroborating the outcome of
the research findings. As a result of that the explanatory research design will provide the
justification by supporting the research findings.
The research method will be developed on the basis of a mixed method where both the
qualitative and quantitative data collection method is practiced. Furthermore, the focus will be
set on the primary data collection. It means the research findings will extract data from both the
qualitative and quantitative data generated from the primary data collection technique. Therefore,
the research strategy is also emphasised on both qualitative and quantitative data. For the
qualitative data collection, the researcher will take an interview session with the executives of
Rabobank whereas the quantitative data collection will rely on the survey of Rabobank
customers. For the interview a group of 4 executives will be taken as the sample size for
qualitative data analysis who will give answers of 5 open ended questions. Moreover, for the

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survey the researcher will design a questionnaire of 15 close ended questions with the sample
size of 50 respondents.
4.0 Research outline
The first chapter of the research will be the introduction part where the researcher will
put focus on the research rationale, problem statement, research aims, objectives and research
questions. The second chapter will be associated with literature review where the research will
discuss the theoretical explanation of the research with the help of empirical evidences. A
conceptual framework will also be provided so that the theoretical explanation can be understood
through a pictorial depiction. The next chapter will discuss research methodology. This is a
crucial chapter for conducting the research. The methodology part will provide guidance to the
researcher to conduct the research in the next chapter. The methodology chapter is followed by
the research findings and analysis. In this chapter the outcome of the research will be evaluated.
Finally the research will be concluded with a concluding chapter with recommendations for
further investigation.
5.0 Timeline
Task Week
1
Week
2
Week
3
Week
4
Week
5
Week
6
Week
7
Week
8
Week
9
Topic relation and
rationale
Literature review
Developing
research
methodology
Collecting data

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Analysis of the
data
Evaluating the
outcomes
Conclusions
Draft submission
Final submission
6.0 Expected outcome
The expected outcome will be positive where the research will find a direct relation
between the Customer Relationship Management Technique and the customer loyalty in
Rabobank. It is to be said that the outcome of the research will represent CRM technology
enhances customer loyalty in Rabobank.

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7.0 Reference
Abu-Shanab, E., & Anagreh, L. (2015). Impact of electronic customer relationship management
in banking sector. International Journal of Electronic Customer Relationship
Management, 9(4), 254-270.
Agnihotri, R., Trainor, K. J., Itani, O. S., & Rodriguez, M. (2017). Examining the role of sales-
based CRM technology and social media use on post-sale service behaviors in
India. Journal of Business Research, 81, 144-154.
Bezovski, Z., & Hussain, F. (2016). The benefits of the electronic customer relationship
management to the banks and their customers. Research Journal of Finance and
Accounting, 7(4), 112-116.
Cambra-Fierro, J. J., Centeno, E., Olavarria, A., & Vazquez-Carrasco, R. (2017). Success factors
in a CRM strategy: technology is not all. Journal of Strategic Marketing, 25(4), 316-333.
Charoensukmongkol, P., & Sasatanun, P. (2017). Social media use for CRM and business
performance satisfaction: The moderating roles of social skills and social media sales
intensity. Asia Pacific Management Review, 22(1), 25-34.
Girchenko, T., Ovsiannikova, Y., & Girchenko, L. (2017). CRM System as a Keystone of
Successful Business Activity. Knowledge-Economy Society: Management in the Face of
Contemporary Challenges and Dilemmas, 251-261.

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Jaber, F. N., & Simkin, L. (2017). Understanding customer relationship management (CRM)
adoption in an Arab Middle Eastern context. Behaviour & Information
Technology, 36(10), 1020-1036.
Laketa, M., Sanader, D., Laketa, L., & Misic, Z. (2015). Customer relationship management:
Concept and importance for banking sector. UTMS Journal of Economics, 6(2), 241-254.
Nyadzayo, M. W., & Khajehzadeh, S. (2016). The antecedents of customer loyalty: A moderated
mediation model of customer relationship management quality and brand image. Journal
of Retailing and Consumer Services, 30, 262-270.
Opara, B. C., & Opara, D. N. (2016). Customer relationship management and banking sector
market share performance. International Journal of Business and Management
Invention, 5(12), 13-21.
Powell, A., Noble, C. H., Noble, S. M., & Han, S. (2018). Man vs machine: Relational and
performance outcomes of technology utilization in small business CRM support
capabilities. European Journal of Marketing, 52(3/4), 725-757.
Preece, C., Chong, H. Y., Golizadeh, H., & Rogers, J. (2015). A review of customer relationship
(CRM) implications: benefits and challenges in construction organizations. International
Journal of Civil Engineering, 13(3), 362-371.
Rabobank.com. (2019). About Us. Retrieved 6 October 2019, from
https://www.rabobank.com/en/about-rabobank/profile/index.html

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Ryu, K., & Lee, J. S. (2017). Examination of restaurant quality, relationship benefits, and
customer reciprocity from the perspective of relationship marketing investments. Journal
of Hospitality & Tourism Research, 41(1), 66-92.
Salojärvi, H., & Sainio, L. M. (2015). CRM technology and KAM performance: The mediating
effect of key account-related knowledge. Journal of Business Market Management, 8(1),
435-454.
Shafei, I., & Tabaa, H. (2016). Factors affecting customer loyalty for mobile telecommunication
industry. EuroMed Journal of Business, 11(3), 347-361.
Shaon, S. K. I., & Rahman, H. (2015). A theoretical review of CRM effects on customer
satisfaction and loyalty. Central European Business Review, 4(1), 23.
So, K. K. F., King, C., Sparks, B. A., & Wang, Y. (2016). The role of customer engagement in
building consumer loyalty to tourism brands. Journal of Travel Research, 55(1), 64-78.
Venturini, W. T., & Benito, Ó. G. (2015). CRM software success: a proposed performance
measurement scale. Journal of Knowledge Management, 19(4), 856-875.
Zhang, J. Z., Watson IV, G. F., & Palmatier, R. W. (2018). Customer Relationships Evolve-So
Must Your CRM Strategy. MIT Sloan Management Review, 59(3), 1-7.