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ECRM success
Investigating the impact of factors
ECRM success factors on
business performance
Jordanian commercial banks 105

Hani H. Al-Dmour Received 30 October 2017

Revised 28 April 2018
Princess Sumaya University for Technology, Amman, Jordan 27 June 2018
12 August 2018
Raed Salah Algharabat Accepted 16 August 2018
Qatar University, Doha, Qatar, and
Rawan Khawaja and Rand H. Al-Dmour
The University of Jordan, Amman, Jordan

Abstract
Purpose – The purpose of this paper is to develop an integrated framework to explore the influences of
electronic customer relationship management (ECRM) success factors (process fit, customer information
quality and system support) on customer satisfaction, customer trust and customer retention, which, in turn,
impact upon the business financial performance of Jordanian commercial banks in Amman city.
Design/methodology/approach – Using a sample of 343 branch managers, assistant branch managers
and heads of departments in Jordanian commercial banks, who answered a self-administrated questionnaire,
data were collected and analysed using structural equation modelling (AMOS 17.0).
Findings – The results showed that the ECRM success factors (process fit, customer information quality and
system support) positively affected customer satisfaction, customer trust and customer retention.
Furthermore, the authors discovered that customer satisfaction and customer trust positively influenced
customer retention. It was determined that customer satisfaction, customer trust and customer retention
positively impact on a business’s financial performance.
Originality/value – Previous research lacks the link between ECRM success factors and business
performance (financial and non-financial).
Keywords Business performance, Customer information quality, ECRM success factors, Process fit,
System support
Paper type Research paper

Introduction
The service sector is witnessing a significant expansion in today’s market place, in terms of
its size and its use of advanced technology in both developed and emerging countries
(Lovelock and Wirtz, 2011). Rapid development in information technology (IT) allows
service businesses to be significantly developed and improved within service processes and
operations. The banking sector is one of the main services affecting the market place.
A strong banking sector is very important for stimulating economic growth and
maintaining the financial stability of a country (Alalwan et al., 2015).
In Jordan, in the Middle East, the banking sector, as in many countries, is one of the
main pillars of the Jordanian economy. The Jordanian banking sector contributed to
around 18.8 per cent of the gross domestic product at market prices in the second quarter
of 2015 (Awraq Investment, 2015; Alalwan et al., 2015). Hence, the banking sector is
Asia Pacific Journal of Marketing
motivated by the development of the technology and information systems (IS) revolution, and Logistics
increasing profitability by attracting more customers and retaining existing ones by Vol. 31 No. 1, 2019
pp. 105-127
providing a quality service and meeting customers’ expectations (Alalwan et al., 2015). © Emerald Publishing Limited
1355-5855
In addition to the IS revolution, which has increased the profitability of many banks DOI 10.1108/APJML-10-2017-0270
APJML in the Middle Eastern area, banks are trying to retain their customers by
31,1 adopting customer-centric approaches that gain their trust and satisfaction
(Sadek et al., 2011).
Attracting new customers is more expensive than retaining existing ones. Banks are
orientated to acquire the loyalty of their existing customers as it is critical for business
continuity with growing granted profit. Banks should satisfy their customers’ expectations
106 to increase their loyalty, by seeking effective and efficient management strategies
(Rootman et al., 2008). The most important aspect of any successful bank is “the customer”.
Therefore, banks must meet their customers’ expectations by maintaining a strong and
long relationship with them, and properly manage their data using efficient and effective
methods. Electronic customer relationship management (ECRM) helps banks to
serve their clients in an improved way, by managing and categorising their data
(Alalwan et al., 2015).
Many researchers have explained the benefits of ECRM applications to banks and their
customers. For example, Bezovski and Hussain (2016) discovered that ECRM has reduced
workload and administrative costs, increased cross-selling, increased bank revenue and
enabled bankers to understand customers’ future needs, depending on past transactions.
In addition, Scullin et al. (2002) posit that well-implemented ECRM systems produce
winning customers and companies because overall improvements in customer experience
lead to greater customer satisfaction, which consequently has a positive impact on
companies’ profitability.
Alalwan et al. (2015) assert that to cope with customers’ changing needs and to have
competitive advantages, banks should make efforts to add value to their ECRM strategies to
create satisfied and loyal customers. Furthermore, the authors suggest that banks can
enhance their ECRM strategy from their customers’ perspective when dealing carefully with
the quality of their data, such as determining customers’ needs, preferences and income.
Abu-Shanab and Anagreh (2015) indicate that ECRM is a useful tool that can improve
banks’ profitability by helping them to retain customers and reducing cost.
However, the nascent literature on ECRM within the banking sector, particularly in the
Middle Eastern area, has not attempted to link the impact of ECRM success factors (process
fit, customer information quality, and system support) with business performance (financial
and non-financial) aspects. What has been accomplished in this area is the linking of ECRM
(with different definitions and measurements) with business performance aspects. Due to
the lack of a clear understanding of the relationship between ECRM success factors and
business performance aspects, we were motivated to empirically investigate the nature of
the link between these constructs. We therefore propose that ECRM success factors should
be considered as the main antecedents of customer satisfaction, trust, and retention.
Using ECRM in the Jordanian commercial banking sector, the current research aims to:
investigate how ECRM success factors influence customer satisfaction, customer trust and
customer retention; test the impact of customer satisfaction and customer trust on customer
retention; and investigate the impact of customer satisfaction, customer trust and
customer retention on business financial performance. Therefore, within the context
of the Jordanian commercial bank sector, this research attempts to answer the following
research questions:
RQ1. How do ECRM success factors influence customer satisfaction, customer trust, and
customer retention?
RQ2. How do customer satisfaction and customer trust impact on customer retention?
RQ3. How do customer satisfaction, customer trust, and customer retention impact on a
business’s financial performance?
Literature review ECRM success
Customer relationship management (CRM) factors
Customer Relationship Management (CRM) as a concept, which was introduced and
developed in the 1990s, aimed to merge the market with its customers. As a result, CRM was
rapidly adopted in companies of all sizes that dealt with customers (Xu et al., 2002). Many
studies defined CRM as a system and a strategy used by companies to increase customers’
value, sales growth, satisfaction (Kennedy, 2006; Yim et al., 2004), trust (Miremadi et al., 107
2012), retention (Christopher et al., 1991), loyalty, profitability and revenue (Miremadi et al.,
2012; Christopher et al., 1991). For instance, Shaw (1999) defined CRM as an interactive
process that aims to achieve the optimum balance between corporate and customer
satisfaction, to generate maximum profit. The author asserts that marketing activities such
as sales and services should be integrated into CRM. Within the context of banking, CRM is
more than a technology; it is a strategic process (Hung and Lin, 2008). Therefore, adopting
CRM strategies helps banks to understand customers’ current needs and enables them to
predict their future and meet their goals (Xu et al., 2002). Miremadi et al. (2012) posited that
the main goal of CRM is to create customer trust, loyalty and the maximum length of
customer relationship. Boulding et al. (2005) noted that CRM has the potential to enhance a
firm’s performance and benefit customers. For instance, CRM enables firms to increase the
value extraction from customers, and it helps customers to gain greater value from firms as
they meet their needs and expectations.
Within the banking sector, previous studies have demonstrated the positive effects of
implementing CRM. For instance, Krasnikov et al. (2009) reveal that CRM programme
implementation reduces cost and increases the profitability of banks in the USA.
Furthermore, nascent literature on the implementation of CRM, e.g. by Feinberg and Kadam
(2002), Mithas et al. (2005) and Newell (2001), shows the positive impact of adopting CRM on
relational variables such as satisfaction and loyalty. Furthermore, other research by Chang
and Tsay (2004) highlights the significant positive impact of CRM on profitability.
Woodcock and Stone (2012) discuss the strategies used by CRM and how they can win, keep
and develop customers’ relationships, leading to profitability, and assert that CRM can
increase organisational efficiency.

ECRM success factors

Nowadays, the internet and web services are the main core of any business. The internet as
an information centre helps to facilitate information transference and distribution (Alalwan
et al., 2018; Navimipour, 2015). Furthermore, using the internet as a base for CRM functions
and a channel for marketing, commerce, and information introduces new and great
opportunities for businesses, described as ECRM (Feinberg and Kadam, 2002). Miremadi
et al. (2012) define ECRM as “a combination of traditional CRM, with e-business market
place applications”. Miremadi et al. (2012) posit that ECRM refers to a set of activities that
enable firms to utilise new internet technology to implement CRM. Thus, banks all over the
world have realised the benefit of CRM implementation using the internet and actively use
ECRM strategies. Lederer et al. (2000) describe ECRM as a combination of hardware,
software, applications and management commitment. Javadi and Azmoon (2011) define
ECRM as a strategy of marketing, selling and integration of online services that play the
role of identifying, obtaining and maintaining customers (the largest assets of the
companies). Romano and Fjermestad (2003) assert that ECRM can attract and keep
customers and thus allows organisations to eliminate any customers that are not
valuable. Adopting ECRM within the banking sector is considered a competitive advantage
that provides benefits for customers and banks. Effective organisational implementation of
ECRM serves customers in an improved way, e.g. it increases customers’ satisfaction,
loyalty and retention and increases organisational performance, e.g. sales, profits
APJML and revenue (Akhlagh et al., 2014). ECRM provides many benefits for banks, such as
31,1 reducing the workload for branches, reducing administrative costs, increasing cross-selling,
enhancing bank revenue and enabling bankers to analyse customers’ needs based on their
past transactions (Bezovski and Hussain, 2016). Miremadi et al. (2012) assert that ECRM
implementation enhances banks’ competitive advantages, such as keeping banks updated
with the technology, creating a strategic focus for banks and helping banks in segmentation.
108 Soltani and Navimipour (2016) state that ECRM is a gathering of concepts, tools and
processes that help an organisation to achieve maximum value from their businesses, thus
increasing the effectiveness of their personal interaction with customers, especially through
individualisation. Chen and Chen (2004) reveal that companies using ECRM often increase
their customer loyalty to leverage their brand equity.
Sivaraks et al. (2011) examine the outcomes of ECRM implementation in the banking
sector from a customer’s perspective. The results revealed that ECRM implementation
improves relationship quality outcomes (overall satisfaction, trust, loyalty, retention and
willingness to recommend) between the bank and its customers, which in turn impacts
banks’ overall profitability. Yazdanifard and Long (2010) discuss the impact of ECRM on
customer satisfaction. The authors assert that most companies, with proper ECRM
strategies, have a positive impact on customer expectation, loyalty and profitability.
Dhingra and Dhingra (2013) postulate that customer satisfaction, accurate transactions,
customer convenience and trust are the main advantages of implementing ECRM strategies
in the banking sector.
This research aims to investigate the impact of ECRM success factors (process fit,
customer information quality and system support) on the facilitation of the ECRM process.
Previous research by Soltani and Navimipour (2016), Akhlagh et al. (2014), Roh et al. (2005),
Wixom and Watson (2001) and Fok et al. (2001), which investigates ECRM success factors,
agrees that the main components of ECRM success factors are process fit, customer
information quality and system support. ECRM success factors are discussed further within
the following sections.

Process fit
Roh et al. (2005) assert that process fit centres on the contingency theory and is related to
technological fit (Drazinand Andrew, 1985). Thus, process fit, as one factor of ECRM success
factors, should be designed to reflect an understanding of the CRM process. Therefore,
process fit is one of the technological topics that specify a set of processes and technologies
used in the ECRM system (Akhlagh et al., 2014). Fan and Ku (2010) describe process fit as
the association between information system success and ECRM profitability. The authors
demonstrate how the configuration of technologies from the service provider respond to the
complex needs of customers using IT. Fan and Ku (2010) assert that process fit implies that
companies should analyse customers’ problems and needs and respond to them accordingly.
Therefore, process fit aims to improve the performance of ECRM via an appropriate “fitness
level” of the customer interaction process (one-to-one communication; Wells et al., 1999),
sales channel process (single channel, multiple channels or online channels) (Bilgicer et al.,
2015), the personalisation process (to provide a personal service for each customer;
Surprenant and Solomon, 1987) and the after-sales service process (a set of services
provided for customers after they purchase a product; Egonsson et al., 2013; Roh et al., 2005).
Roh et al. (2005) assert that process fit can improve ECRM performance through the
customer interaction process, processing sales channels, the personalisation process and
the after-sales service process. We have adopted the definition of process fit based on the
description by Roh et al. (2005), as the fitness level of the customer interaction process, sales
channel process, personalisation process and after-sales service process.
Customer information quality ECRM success
The ECRM system was designed to relate to customers (Akhlagh et al., 2014). Therefore, the factors
evaluation of customer perception for the service provider is necessary (Pitt et al., 1995). The
quality of customer information is considered to be another important factor for the success
of the ECRM system (Akoka et al., 2007). This is justified because knowing the customers
who use the ECRM system is important for its success. However, only collecting data from
customers is not enough, as data are helpful when analysed and segmented to build insights 109
into customers and market behaviour (Roh et al., 2005). The area of customer information
quality focusses on four aspects: data accuracy, timeliness, completeness and consistency
(Ballou and Tayi, 1999; Wang and Strong, 1996). Hable and Aglassinger (2013) also classify
customer information quality as accuracy, completeness and consistency. Furthermore, the
authors assert that the quality of customer information is a key factor for successful
application of ECRM systems. Mueller and Nyfeler (2011) posit that customer information
quality is key to effective ECRM performance. The author stated that when employees enter
customer data that is not accurate, useful or reliable, neither the companies nor the
customers will benefit from the ECRM system (Chuang and Lin, 2013). According to Roh
et al. (2005), the quality of customer information can be measured by the integrity and
usefulness of customer information, support of information segmentation and the
forecasting of customers’ purchasing power. Integrity of customer information relates to
protecting the information of ECRM users from any manipulation by companies or
employees (Graves and Wong, 2015). Usefulness of customer information relates to rich
knowledge of ECRM users that can be useful and valuable for the system. This information
must be clear, correct and effective for simple analysis and comprehension (Algharabat,
2014; Algharabat and Shatnawi, 2014). ECRM systems support customer information
segmentation by classifying customers’ data, which helps to identify valuable and loyal
customers (Roh et al., 2005). Forecasting the purchasing power of customers acquired from
the quality of the customer information in ECRM systems, helps to predict purchasing
intentions, builds trust and loyalty with customers, and predicts the products that
customers will be more interested in (Lin et al., 2015). Therefore, we adopted classifications
for customer information quality by Roh et al. (2005) and expect that the quality of
customers’ information will help banks to understand users’ needs, feedback and level of
satisfaction, as the data need to be useful and accurate for CRM implementation to be
successful (Abbott et al., 2001).

System support
System support is related to the measurement of the system processing itself (Negash et al.,
2003). To reap the benefits of ECRM systems, it should be successfully implemented with an
effective processing system. This all takes place through a well-organised IT infrastructure,
and the system is expected to facilitate segmentation, processing and the response-time
process (Rostami et al., 2016). System support in ECRM should support and manage the
organisational and business process to gain a competitive advantage in the market (Turban
et al., 2008). Previous studies determined the main characteristics of system support, such as
reliability, response time, ease of use, system flexibility, quality of documentation and
consistency of the user interface (Butler, 2000; Hamilton and Chervany, 1981; Seddon, 1997;
Swanson, 1974). Davis (1989) states that a good system should be easy to use (the degree to
which users believe, when using this technology system, that they would be free from effort
when adapting this technology) and useful (the degree to which users believe this
technology system can enhance their job performance). Jutla et al. (2001) assert that
technology has a positive impact on the applicability of ECRM systems. Technology makes
ECRM systems useful and effective. We adopted the measures of system support described
by Roh et al. (2005), based on favourable system investment, implementation level,
APJML integration of CRM system with legacy MIS systems and open networking systems for the
31,1 sales force. All the above factors are expected to strengthen the relationship between system
users and customers.

Research model and hypotheses

Figure 1 exhibits the relationships between these research constructs, namely, ECRM
110 success factor dimensions (second-order), customer satisfaction, customer retention,
customer trust and financial performance.

Impact of ECRM success factors on customer satisfaction, customer retention

and customer trust
Many researchers argue that calculating the level of performance should go beyond financial
performance measurement using market measurements, such as customer satisfaction and
loyalty (Ambler and Kokkinaki, 1997; Doyle, 1995). Therefore, for this study, two types of
measurements for business performance were used: financial and non-financial performance.
Uadiale and Fagbemi (2012) measure banking performance by using both financial and
non-financial measures. To measure non-financial performance, Sadek et al. (2011) used
customer loyalty, satisfaction, and customers’ willingness to purchase the product.
Therefore, many studies examine the impact of ECRM relating to bank performance. For
instance, Abu-Shanab and Anagreh (2015) study the impact of ECRM in the Jordanian
banking sector. The author posited the importance of ECRM as technology that increases
customer satisfaction and bank profitability. Yim et al. (2004) assert the positive relationship

Customer ECRM
Appropriate Data Technology
Process Quality System

ECRM

H1 H2 H3

Customer Customer Customer

Satisfaction H4 Retention H5 Trust

H7
H6 H8

Financial
Performance
Figure 1.
Research theoretical
framework Sources: Adapted from Roh et al. (2005), Lai et al. (2009) and
Reinartz et al. (2004)
between CRM, customer satisfaction, and customer retention. Xu et al. (2002) posit that CRM ECRM success
helps banks to understand the needs of their customers and increase their satisfaction. factors
Miremadi et al. (2012) state that there is a relationship between CRM, trust, customer loyalty
and long-lasting customer relationships. Boulding et al. (2005) argue that ECRM enhances
customer benefits. Furthermore, extant literature by Feinberg and Kadam (2002),
Mithas et al. (2005) and Newell (2001) assert the positive impact that implementing
ECRM programmes has on relational variables such as satisfaction and loyalty. Sadek et al. 111
(2011) examine the effect of ECRM on the performance of commercial banks. The authors
concluded that banks with a high level of ECRM adoption often gain customer satisfaction,
which, in turn, impacts their loyalty and profitability. Successful implementation of ECRM
systems enhances banks’ competitive advantages and hence increases their performance
(Coltman, 2007). Regarding the Jordanian bank sector, Akroush et al. (2011) assert that CRM
implementation in Jordanian banks has a positive impact on banks’ performance. Previous
studies assert the positive relationship between CRM factors, customer satisfaction and
customer retention (Kim et al., 2004; Kohli and Jaworski, 1990; Law et al., 2013). Romano and
Fjermestad (2003) assert that ECRM helps organisations to attract and keep customers.
Sivaraks et al. (2011) found that ECRM implementation in the banking sector boosts the
quality of relationships between the bank and customers, and increases customers’
satisfaction, trust, loyalty, retention and willingness to recommend the bank. Yazdanifard
and Long (2010) find that ECRM impacts customer satisfaction, expectation and loyalty.
Dhingra and Dhingra (2013) describe the positive relationships between ECRM
implementation within the banking sector and customer interaction, satisfaction,
high speed, accurate transactions, customer comfort, customer convenience, availability
of the transaction history and trust. Dowling (2002) posits the positive relationship between
ECRM processes and customer satisfaction, which in turn impacts on their loyalty. Ryals
and Knox (2001) and Ryals and Payne (2001) discuss the positive relationship between CRM
and customer satisfaction. Empirical evidence of the existence of this link is provided in a
study by Sin et al. (2005), which found that using marketing performance to measure CRM
success is more effective than using financial performance. Previous studies by Kohli and
Jaworski (1990) and Law et al. (2013) assert that companies’ adoption of CRM often increases
customers’ satisfaction, retention, and enhances companies’ return on investment.
Within the service sector, Law et al. (2013) identify positive relationships between the
adoption of CRM factors, customer satisfaction and customer retention. Edward and
Sahadev (2011) find a positive relationship between customer satisfaction and customer
retention. Previous studies (Wu and Liu, 2010; Chen and Wu, 2016; Fatima and Razzaque,
2014) assert that non-financial performance factors (such as satisfaction, trust and retention)
have a positive impact on organisational financial performance. Thus:
H1. ECRM success factors positively impact customers’ satisfaction.
H2. ECRM success factors positively impact customers’ retention.
H3. ECRM success factors positively impact customers’ trust.
H4. Customers’ satisfaction positively impacts customers’ retention.
H5. Customers’ trust positively impacts customers’ retention.

Customer satisfaction, customer retention, customer trust and business

performance
Previous literature defines business performance in many ways. For example, Ajanthan et al.
(2013) define performance as profitability and productivity in the banking sector.
Furthermore, the authors add that business performance refers to the growth in share
APJML price, or the present valuation of the company. Wheelen and Hunger (2002) posit that
31,1 performance is the outcome of all the firm’s operations and strategies. Morgan (2012) asserts
that business performance mainly derives from the degree to which the firm competes in the
market place, by choosing to operate and turn into function according to market place
characteristics. With reference to key performance indicators, banking performance is
influenced by company profitability, as well as its customer retention ability (Asiedu, 2016).
112 Thus, financial performance can be defined as the results of a company’s operation in
monetary terms. Therefore, non-financial performance should be combined with financial
performance to achieve the best measures of performance (Petersen and Schoeman, 2008). To
measure the financial performance of a firm, Ismail and King (2005, 2006) used profitability,
availability of financial resources and sales growth. Other research by Bontis (1998) and
Bontis et al. (2000) measures business performance as financial performance and non-financial
performance. Woodcock and Stone (2012) discuss the advantages that CRM can achieve, such
as winning, keeping and developing customers, and ensuring their profitability by reducing
costs and increasing yield. Bergendahl and Lindblom (2008) evaluate the performance of
Swedish banks by using financial and non-financial measures. Previous research by Bart et al.
(2001), Dess and Robinson (1984), Lyles and Salk (2007) and Yap and Khong (2006)
emphasises the correlation between financial performance and non-financial performance as a
practical and appropriate measure of the firm’s business performance. Krasnikov et al. (2009)
reveal that CRM programme implementation reduces cost and increases the profitability of US
banks. Other research studies highlight the significant positive impact of ECRM on
profitability (Chang and Tsay, 2004). Yazdanifard and Long (2010) find that ECRM impacts
banks’ profitability and decreases costs. Thus, we hypothesise the following:
H6. Customers’ satisfaction positively impacts financial performance.
H7. Customers’ retention positively impacts financial performance.
H8. Customers’ trust positively impacts financial performance.

Methodology
Data collection and sample
To test the relationships between ECRM success factors (process fit, customer information
quality and system support) and business performance ( financial and non-financial) of the
Jordanian commercial banks in Amman city, the researchers collected data from 13 listed
Jordanian commercial banks (Association of Banks, 2017; Central Bank of Jordan, 2017) as
follows: Housing Bank (58 branches), Arab Bank (49 branches), Jordan Bank (44 branches),
Jordan Kuwait Bank (39 branches), Cairo Amman Bank (34 branches), Ahli Bank
(32 branches), Etihad Bank (28 branches), ABC Bank (19 branches), Jordan Commercial
Bank (18 branches), Arab Jordan Invest Bank (16 branches), Societe General Bank
(11 branches), Capital Bank (8 branches) and Invest Bank (7 branches). Accordingly, we
employed the following procedures to collect data:(i) before distributing the questionnaire,
contact was made with the human resources (HR) department in each of the 13 listed
Jordanian commercial banks to determine whether each bank uses any form of ECRM. All
the listed banks assured the researchers that they are using ECRM; the researchers asked
the HR department to provide details of the employees overseeing this task; results revealed
that branch managers, assistant branch managers and heads of departments in the
branches are the employees who are in charge of monitoring customers’ data and use ECRM
and all its features with authorisation; and copies of the survey were distributed to the
13 Jordanian commercial banks. Due to the statistical analyses used, structural equation
modelling, we decided to distribute 500 questionnaires (based on a recommendation
by Hair et al. in 2010 to allow 10–15 observations per indicator and not to exceed 500).
Furthermore, we obtained a total of 343 valid questionnaires (with a 69 per cent response ECRM success
rate). The number of questionnaires distributed was relative to the size of the banks and factors
their number of branches. The researchers sent emails to the selected participants to
remind them to complete the questionnaires. The questionnaire included the main research
constructs as well as the key characteristics of respondents, such as their age, gender,
education level, position and type of the ECRM system used in the bank.
The sampling method pursued in this study was non-probability sampling, in which 113
each element in the population does not have the same probability of being part of the
sample (Hair et al., 2010). The non-probability sampling technique used was judgmental
sampling (i.e. branch managers, assistant branch managers and heads of departments in the
branches) due to the sample role to use the ECRM in all its features with authorisation
(Hair et al., 2010). Therefore, to achieve the objectives of the current study, only employees
who use ECRM software were included in the sample. We decided to use Jordanian
commercial banks to collect our data due to the following reasons: first, according to the
Central Bank of Jordan (2017), the level of financial inclusion in Jordan has increased from
24.6 per cent in 2014 (Global Findex) to 33.1 per cent in 2017, and this is distributed among
services such as money transfers, online payments, debit cards, and overdrafts. Moreover,
Jordanian commercial banks had $42bn as deposits from different customers at the end of
2016. Therefore, it seems that this industry needs more investigation using ECRM to study
customers’ behaviour. Second, with reference to the 13 listed Jordanian commercial banks,
the need is obvious for this sector to deal with advanced technological software that handles
customers’ data mining to meet their needs and expectations, and thus helping policy
makers and decision makers at Jordanian commercial banks to set their strategies (Agariya
and Singh, 2012). And third, due to the high competition between the Jordanian commercial
banks, the efficient use of ECRM makes this sector of value for further investigation
(Nikbakht, 2011). We followed recommendations by Pitta et al. (1999) to focus on a narrow
measurable group, i.e. a specific geographical area and a selective group of people (our study
took place in Amman with a selective group in the branches).

Construct operationalisation
To measure the ECRM success factors and their impact on the business performance
( financial and non-financial) of Jordanian commercial banks, the researchers adopted well-
established methods and used multiple-item measures to calculate the research variables
using a five-point Likert scale. To measure ECRM success factors, the scale suggested by
Roh et al. (2005) was adopted, consisting of 12 items distributed among three dimensions
(process fit, customer information quality and system support). The scale was also used to
measure financial performance consisting of four items, and again for customer satisfaction,
consisting of four items. The scale of Lai et al. (2009) was used to measure trust, and this
consisted of four items. For customer retention, the scale by Reinartz et al. (2004) was used,
consisting of three items. Table I illustrates the items used and their sources.

Results
Measurement models
To test the validity of our proposed model, an exploratory factor analysis was run using
principal components (extraction method) and varimax (rotation method) in SPSS 17.0. The
results show that SPSS rotated to seven factors, which all loaded above 0.40 (Table II). Then
we proceeded with analyses using two steps. First, the measurement model was evaluated
for ECRM success factors (second-order) using AMOS 17.0. Our results show that the ECRM
success factors construct is multi-dimensional and consists of three factors (PF, CIQ and SS).
Furthermore, fit indices for the ECRM success factors construct were acceptable and
within the recommended levels (Hair et al., 2010). For instance, χ2 ¼ 144.341, df ¼ 51,
APJML Construct Author(s)
31,1
Electronic customer relationship success factors (ECRM) Roh et al. (2005)
(i) Process fit (PF1-PF4)
PF1: the customer interaction processes built into the ECRM system are well equipped
PF2: the linkages between sales channels are well controlled
PF3: the personalised marketing support processes are well constructed
114 PF4: the after-sales service processes are well defined
(ii) Customer information quality (CIQ1–CIQ4)
CIQ1: various customer information sources are well integrated
CIQ2: the customer information provided by ECRM system is useful
CIQ3: the customer scoring and segmentation information is supported by the
ECRM system
CIQ4: the potential purchasing power of customers can be estimated
(iii) System support (SS1–SS4)
SS1: our company is supportive of investing in the system infrastructure for ECRM
SS2: our ECRM system is well implemented
SS3: the ECRM system and legacy MIS system are well integrated
SS4: open networking system for sales force is well supported
(iv) Customer satisfaction (CSAT1–CSAT4)
CSAT1: friendly interactions with customers are increasing after implementation of
the ECRM system
CSAT2: implementation of the ECRM system helps to enhance brand value
CSAT3: customer complaints are decreasing after implementation of the CRM system
CSAT4: overall, customer satisfaction level is increasing after implementation of the
CRM system
(v) Financial performance (FP1–FP4)
FP1: increase of new customers
FP2: increase of reselling/upselling
FP3: decrease of customers’ churn
FP4: increase of overall profitability
Customer trust (CT1–CT4) Lai et al. (2009)
CT1: after implementation of the ECRM system, our customers have the willingness to
share ideas and information with us
CT2: after implementation of the ECRM system, our customers have integrity and stick to
their obligations in dealing with us afterwards
CT3: after implementation of the ECRM system, our customers are competent and have
the technical knowledge and interpersonal skills to perform the job, and good
consistency in handling situations
CT4: after implementation of the ECRM system, our customers are concerned about our
welfare and have willingness to protect, support, and encourage us
Customer retention (CR1–CR4) Reinartz et al.
CR1: we maintain regular interactive communications with our customers (2004)
Table I. CR2: we have customer loyalty or retention programmes
Research construct CR3: we have integrated customer information that can be accessed by
operationalisation different departments

χ2/df ¼ 2.830, p ¼ 0.002, goodness-of-fit index (GFI) ¼ 0.938, comparative fit index
(CFI) ¼ 0.973, Tucker–Lewis index (TLI) ¼ 0.964, incremental fit index (IFI) ¼ 0.973 and
root mean square error of approximation (RMSEA) ¼ 0.073. Moreover, it was proven in this
study that a relationship exists between composite reliability (CR) and discriminant
validity (average variance extracted, AVE) (Tables III and IV ). This research finds that the
loading value for each item was higher than 0.70 (Fornell and Larcker, 1981) and the AVE
for all constructs was higher than the squared correlation coefficients between them
(Anderson and Gerbing, 1988).
Construct PF CIQ SS CSAT FP CT CR
ECRM success
factors
PF1 0.88
PF2 0.89
PF3 0.87
PF4 0.78
CIQ1 0.87
CIQ2 0.88 115
CIQ3 0.87
CIQ4 0.72
SS1 0.86
SS2 0.88
SS3 0.87
SS4 0.76
CSAT1 0.73
CSAT2 0.80
CSAT3 0.87
CSAT4 0.82
FP1 0.84
FP2 0.88
FP3 0.89
FP4 0.87
CT1 0.89
CT2 0.90
CT3 0.87
CT4 0.86
CR1 0.87 Table II.
CR1 0.80 Exploratory factor
CR1 0.87 analysis

Indicator Direction Construct Standardised loading SE t-value p CR AVE

PF1 ← PF 0.897 0.93 0.7624

PF2 ← PF 0.910 0.054 19.276 ***
PF3 ← PF 0.876 0.050 20.284 ***
PF4 ← PF 0.806 0.051 19.586 ***
CIQ1 ← CIQ 0.751 0.91 0.7161
CIQ 2 ← CIQ 0.873 0.070 16.772 ***
CIQ 3 ← CIQ 0.935 0.072 17.981 ***
CIQ4 ← CIQ 0.815 0.070 15.674 ***
SS1 ← SS 0.894 0.92 0.7399
SS2 ← SS 0.897 0.043 24.366 *** Table III.
SS3 ← SS 0.883 0.042 23.167 *** Confirmatory factor
SS4 ← SS 0.759 0.049 17.543 *** analysis: ECRM
Note: ***p o0.001 success factors

Variable PF CIQ SS

PF 0.873
CIQ 0.30 0.846
SS 0.25 0.26 0.86 Table IV.
Notes: The numbers on the diagonal are average variances extracted by each construct. The numbers below Discriminant validity:
the diagonal are the squared correlation coefficients between the constructs ECRM success factors
APJML Second, after testing for the measurement model using the five latent factors of
31,1 ECRM success factors, CSAT, CT, CR and FP, our results revealed the following fit indices:
χ2 ¼ 617.793, df ¼ 311; χ2/df ¼ 1.986, CFI ¼ 0.961, GFI ¼ 0.901, TLI ¼ 0.956, IFI ¼ 0.961
and RMSEA ¼ 0.054. Table V shows standardised estimates, t-values, CR and AVE.
Table VI shows discriminant validity through the Pearson correlation between
constructs against the square roots of AVE across diagonal, all of which proved to
116 be acceptable.

Structural analysis
The results from the structural model revealed acceptable fit indices: χ2 ¼ 684.844, df ¼ 313,
χ2/df ¼ 2.188, CFI ¼ 0.953, GFI ¼ 0.902, TLI ¼ 0.947, IFI ¼ 0.953 and RMSEA ¼ 0.059.
We found that all our hypotheses are supported (Table VII). For instance, we found
a positive relationship between ECRM success factors and customer satisfaction
(H1, β ¼ 0.81, p o0.001, R2 ¼ 0.65), customer retention (H2, β ¼ 0.63, p o0.001, R2 ¼ 0.34)
and customer trust (H1, β ¼ 0.72, p o0.001, R2 ¼ 0.52). The relationship between customer
satisfaction and customer retention (H4, β ¼ 0.60, p o0.001) and customer trust and
customer retention (H4, β ¼ 0.52, p o0.001). Further, we found that customer satisfaction
(H, β ¼ 0.54, p o0.001), customer retention (H, β ¼ 0.26, p o0.001) and customer trust
(H, β ¼ 0.21, p o0.001) have a positive impact on financial performance with R2 ¼ 0.72.

Indicator Direction Construct Standardised loading SE t-value p CR AVE

SS ← ECRMSF 0.801 0.84 0.6294

CIQ ← ECRMSF 0.789 0.089 9.387 ***
PF ← ECRMSF 0.790 0.095 9.760 ***
CSAT1 ← CSAT 0.701 0.89 0.6606
CSAT2 ← CSAT 0.812 0.051 20.387 ***
CSAT3 ← CSAT 0.894 0.060 17.513 ***
CSAT4 ← CSAT 0.832 0.069 14.117 ***
CT1 ← CT 0.894 0.92 0.7331
CT2 ← CT 0.813 0.072 9.692 ***
CT3 ← CT 0.887 0.076 11.769 ***
CT4 ← CT 0.828 0.102 14.107 ***
CR1 ← CR 0.911 0.94 0.8378
CR2 ← CR 0.959 0.033 31.169 ***
CR3 ← CR 0.874 0.036 24.807 ***
FP1 ← FP 0.860 0.94 0.8058
Table V. FP2 ← FP 0.905 0.038 27.716 ***
Results of the CFA FP3 ← FP 0.936 0.043 25.276 ***
within the five FP4 ← FP 0.888 0.044 22.658 ***
latent factors Note: ***p o0.001

Construct ECRM CSAT CR CT FP

ECRM 0.793
Table VI. CSAT 0.22 0.812
Discriminant validity: CR 0.23 0.34 0.856
ECRM success factors CT 0.24 0.41 0.29 0.915
and other constructs FP 0.19 0.27 0.20 0.31 0.897
Mediating test ECRM success
To examine the mediation impact, we tested four mediations: ECRM→CSAT→CR; factors
ECRM→CT→CR; TRU→CR→FP; and SAT→CR→FP. We followed Holmbeck’s (1997)
procedures and used Sobel’s (1982) test to examine the significance of the mediation effect of
trust, satisfaction and retention. Sobel’s test tells whether the indirect effect through the
mediator is significant. Using Amos 17, we generated a 1,000-sample bootstrapping with
phantom variables and bias-corrected 95% confidence intervals (Mallinckrodt et al., 2006). 117
Our results show that, first, the effect of ECRM success factors on customer retention did
drop from 0.63 (without the mediator) to 0.30 (with the mediator) at (p o0.001), indicating
support for the partial mediating influence of trust on the relationship between ECRM
success factors and customer retention. Second, the effect of ECRM success factors on
customer satisfaction did drop from 0.63 (without the mediator) to 0.32 (with the mediator) at
(p o0.001), indicating support for the partial mediating influence of customer retention on
the relationship between ECRM success factors and customer satisfaction. Third, we found
that the effect of customer trust on financial performance did drop from 0.21 (without the
mediator) to 0.17 (with the mediator) at (p o0.001), indicating support for the partial
mediating influence of customer retention on the relationship between customer
trust and financial performance. Fourth, the findings suggest that customer
satisfaction of financial performance did drop from 0.54 (without the mediator) to
0.28 (with the mediator) at (p o0.001), indicating support for the partial mediating influence
of customer retention on the relationship between customer satisfaction and financial
performance (Table VIII).

Discussion and implications

This research aimed to investigate the relationship between ECRM success factors
(second-order) and business performance measures (non-financial and financial). The focus
of this study was to gain an insight into the status of ECRM implementation by commercial
banks in Jordan. To achieve the study objectives, and to conduct the research in a
systematic approach, a conceptual framework was developed based on the ECRM success
factors (process fit, customer information quality and system support) that were introduced

Hypothesised relationships β SE t-value Result

H1: ECRM→customer satisfaction 0.81 0.098 9.957*** Supported

H2: ECRM→customer retention 0.63 0.023 6.548*** Supported
H3: ECRM→customer trust 0.72 0.114 9.6123*** Supported
H4: Customer satisfaction→customer retention 0.60 0.045 7.354*** Supported
H5: Customer trust→customer retention 0.52 0.051 6.256*** Supported
H6: Satisfaction→financial performance 0.54 0.063 9.543*** Supported
H7: Customer retention→financial performance 0.26 0.043 5.853*** Supported Table VII.
H8: Customer trust→financial performance 0.21 0.043 4.365*** Supported Structural model
Notes: ns, not significant; β, standardised path coefficients. ***po 0.001 (two-tailed test) results

Relationship Direct without mediator Direct with mediator Indirect

ECRM→CSAT→CR 0.63 (0.001) 0.30 (0.001) 0.001

ECRM→CT→CR 0.63 (0.001) 0.32 (0.001) 0.001
TRU→CR→FP 0.21 (0.001) 0.17 (0.001) 0.001 Table VIII.
SAT→CR→FP 0.54 (0.001) 0.28 (0.001) 0.001 Mediating test
APJML by previous research (Akhlagh et al., 2014; Roh et al., 2005). The result shows that the three
31,1 dimensions of ECRM success factors (second-order) reflect a better understanding of the
ECRM process. Therefore, the ECRM success factors scale should include process fit,
customer information quality and system support. We found that system support has the
strongest impact on creating ECRM success. System support, which is related to the
measurement of the system processing itself (Negash et al., 2003), has the strongest impact
118 on creating ECRM success in Jordanian commercial banks. Therefore, banks’ ability to gain
more benefits is restricted to their system’s ability to be adopted and implemented
successfully. For instance, implementing system support helps banks to effectively manage
their business process, which leads to banks enhancing system performance, increasing
response time, maintaining reliability by integrating ECRM system with MIS systems
(Kriebel and Raviv, 1980; Roh et al., 2005) and increasing sales. We have found that process
fit is the second most important construct to affect ECRM success. Therefore, process fit
level relates to banks’ ability to analyse their customers’ problems and needs and respond to
them accordingly (Fan and Ku, 2010). Therefore, to implement this factor successfully,
banks should interact with their customers via one-to-one communication, determine which
channel their customers prefer to use, analyse customers’ data, personalise services for each
one and follow customers up to give them better after-sales service (Roh et al., 2005).
We have found that customer information quality is the third most important construct to
affect ECRM success factors. Customer information quality is related to the value produced
by the ECRM system. Thus, Jordanian commercial banks should pay more attention to the
quality of their customers’ information (i.e. integrity, currency, output timeliness, reliability
and usefulness) to segment the current customers and to forecast their purchasing power.
Thus, Jordanian commercial banks should manage their customer information effectively
via customer information analytics to build insight into markets and customers’ behaviours
and to take the correct action. Thus, high-quality customer information results in ECRM
success (DeLone and McLean, 1992). Therefore, organisations should pay more attention to
this aspect while analysing customers’ data. These findings are also consistent with the
literature. As a result, Jordanian commercial banks should take into consideration the
appropriate process of ECRM success factors in order to enhance banks’ business
performance (financial or non-financial performance). In addition, banks should educate
their employees about the importance of ECRM success factors and how such factors impact
ECRM implementation and thus the performance of the banks.
The researchers found that ECRM success factors positively influence customer
satisfaction, customer trust and customer retention (H1–H3). The path coefficient analysis
indicates that ECRM success factors have the most significant impact on customer
satisfaction, with a coefficient value of 0.81 (R2 value of 0.65). This is followed by the impact
of ECRM success factors on customer trust, with a coefficient value of 0.72 (R2 value of 0.52).
Furthermore, we found that ECRM success factors have the least significant impact on
customer retention with a coefficient value of 0.63 (R2 value of 0.34). The relationship
between customer satisfaction and customer retention (H4; β ¼ 0.56, p o0.001), and the
relationship between customer trust and customer retention (H4; β ¼ 0.56, p o0.001) was
also proven. Finally, the relationships between customer satisfaction (H4; β ¼ 0.54,
p o0.001), customer trust (H4; β ¼ 0.21, p o0.001), customer retention (H4; β ¼ 0.26,
p o0.001) and business performance are as expected with an R2 value of 0.35. The above
results come in accordance with previous literature. For instance, within the commercial
banking context, Sivaraks et al. (2011) posited that there is a positive indirect impact of
ECRM implementation on relationship quality (trust, satisfaction, commitment, retention,
loyalty and willingness to recommend). Dyche (2001) argued that ECRM systems improve
customer services, help organisations to retain their customers, increase customer value and
enhance customer loyalty. Abu-Shanab and Anagreh (2015) found that implementing ECRM
in the Jordanian banking sector increases customer satisfaction and bank profitability. ECRM success
Yim et al. (2004) asserted the positive relationship between CRM and customer satisfaction factors
and customer retention. Sadek et al. (2011) discuss the positive relationship between
implementing ECRM and performance of commercial banks (customer satisfaction,
customer loyalty and banks’ profitability). Yazdanifard and Long (2010) found that
ECRM impacts customer satisfaction, expectation, and loyalty. Asiedu (2016) asserts the
positive relationship between profitability, customer retention, and banking performance. 119
Woodcock and Stone (2012) discovered a positive relationship between CRM elements and
organisations’ profitability. Krasnikov et al. (2009) asserted that there is a positive
relationship between CRM programmes and banks’ financial performance. Chang and Tsay
(2004) found that ECRM has a significant positive impact on profitability. Yazdanifard and
Long (2010) found that ECRM impacts upon banks’ profitability.
This analysis provides empirical evidence of the impact of ECRM success factors and
their ability to explain the prediction of business performance measures (financial or
non-financial). This result supports the proposition that the availability of the ECRM system
is positively linked to business performance. Therefore, a better understanding of the
influence of ECRM success factors on business performance should be viewed as a whole,
rather than in isolation. These results are in line with Akhlagh et al. (2014), who support
the positive relationship between success factors and ECRM system technology with
business performance. Furthermore, the results are in line with Roh et al. (2005) and their
findings that suggested that ECRM success factors impact customer satisfaction, which,
in turn, impacts business performance. Based on the findings, we concluded that customer
trust, customer satisfaction and customer retention are partial mediators. Thus Jordanian
bank managers should take care of such mediators.

Theoretical implications
The researchers contributed to the field of ECRM literature within the banking sector by
providing the following. First, this study explained an unexplored path between ECRM
success factors and customers’ satisfaction, trust and retention. Previous research examined
and linked ECRM success factors with customer satisfaction (Roh et al., 2005), but not trust
and retention. Therefore, we provided researchers with an integrative framework, which
links ECRM success factors with customers’ satisfaction, trust and retention. Second, this
study is considered, to the best of the authors’ knowledge, to be the first one to conceptualise
and measure ECRM success factors as a multi-dimensional (second-order) construct
consisting of: process fit, customer information quality and system support. Previous
research (Roh et al., 2005) investigated this as a first-order issue, and thus we have no
knowledge of the impact of the ECRM success factors as one unit, or its consequences.
Third, testing the impact of customer satisfaction and customer trust on customer retention,
within the context of commercial banks, which utilised ECRM success factors, was
considered as another contribution for the current study. Previous research in this area
found that customer satisfaction has a direct impact on business profitability (Roh et al.,
2005), or that ECRM has an indirect impact on the customer–bank relationship quality
(Sivaraks et al., 2011). Therefore, our finding regarding the impact of customer–bank
relationships (customer satisfaction and customer trust) on customer retention is considered
as another theoretical contribution. Fourth, more evidence has been provided for scholars on
ECRM success factors, with further indications regarding the relationship between ECRM
success factors and non-financial performance indicators (customers’ satisfaction, trust,
retention), and financial performance. Fifth, our results regarding the mediating impact of
customers’ trust, satisfaction and retention are considered as another contribution to the
literature. Previous research on the ECRM success factors did not investigate the impact of
such mediations within the banking sector (Roh et al., 2005; Sivaraks et al., 2011).
APJML Managerial implications
31,1 Within the increasing competition in the Jordanian commercial banks sector, the current
study provides the following managerial implications. First, according to the results, it is
expected that Jordanian commercial banks’ investment in ECRM success factors will help
branch managers to effectively interact with and retain their existing customers, thus
providing them with the value they seek. Therefore, it is expected that ECRM success
120 factors will enhance banks’ non-financial performance measured by customer satisfaction,
trust and retention. Jordanian commercial banks that wish to increase their non-financial
performance should adopt ECRM success factors. Thus, in order to remain competitive,
Jordanian commercial banks must understand that adopting ECRM success factors will
enhance their sustainable competitive advantage for achieving customers’ trust, satisfaction
and retention. Therefore, ECRM success factors are key to competitive advantage. Second,
the positive correlation between customer satisfaction, customer trust and customer
retention revealed another managerial implication: banks that employ ECRM success
factors properly will have the ability to provide a better understanding of their customers’
needs and wants and will work accordingly to match customers’ needs. This, in turn, will
motivate customers to trust the bank and be satisfied with the services it provides.
As a result, customers will be more loyal and will come back to purchase services whenever
needed. However, this result might not be valid for all customers, particularly customers
who cannot be satisfied due to the bank’s prices, the level of services and the fact that the
customers are not profiting. Therefore, we advise Jordanian commercial banks to evaluate
the efficacy of ECRM success factors based on the long-term perspective and to focus on
targeting and serving customers who can be served better in a profitable way. Thus, a
periodic evaluation for ECRM success factors is recommended, to enable branch managers
to track and monitor changes within customers’ needs over time. Third, based on the results,
the researchers believe that implementing the notion of ECRM within Jordanian commercial
banks can help top management to build, develop and maintain effective marketing
strategies to increase their business performance (financial and non-financial). Fourth, in a
highly competitive environment, the researchers find that Jordanian commercial banks,
which invest in ECRM success factors, also improve their financial performance. Thus, the
researchers recommend that banks invest in the ECRM process and subsequently increase
their profitability. Finally, the impact of customers’ satisfaction and trust on retention could
provide opportunities for bank managers, such as increasing cross-selling for other
products/services. Thus, a satisfied customer is likely to expand his/her purchase of other
product categories in different banks. As a result, bank managers should pay more attention
to their customers’ satisfaction level.

Limitations and future research directions

This study has several limitations that should be considered when evaluating and
generalising its conclusions. However, the limitations discussed below can provide a
starting point for future research. First, the study was conducted in one country, Jordan.
Although Jordan is a valid indicator of prevalent factors in the wider MENA region and
developing countries, the lack of external validity of this research means that any
generalisations of the research should be considered with caution. Future research could be
orientated in other national and cultural settings and compared with the results of this
study. Second, the data analysis was cross-sectional. As with all cross-sectional studies, the
parameters tended to be static rather than dynamic. This drawback limits the generalisation
of the study’s findings to further situations and beyond the specific population from which
the data were gathered. Therefore, future studies should consider longitudinal studies to
better understand the implementation of the ECRM system over time. The study
proposes a framework for future research in measuring ECRM success factors and business
performance from a business perspective. Future research could be conducted from the ECRM success
customers’ perspective. Future research could examine the current research’s conceptual factors
framework, using a wider range, by investigating other samples, such as foreign banks or
Islamic banks, and comparing the results with Jordanian commercial banks.

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Corresponding author
Raed Salah Algharabat can be contacted at: ralgharabat@qu.edu.qa

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