Level CRM measurement in this study using the mean score for each dimension. The type of size measurment of the central value used was the arithmetic mean (mean). Analysis to answer the purpose of the measurement of CRM services in Bank BNI WJB was done by representing the overall score contained in the data, used measures of central value. Validity and reliability of the questionnaire was conducted to determine that the arranged indicators were capable of measuring the observed variables. The scale of measurement used in this study is a Likert scale. The number of respondents in this study were 108 respondents (customers). The selection of respondents was done by using purposive sampling to customer segments in Bank BNI Emerald WJB. Data collection techniques and information in the study conducted by face to face interviews and questionnaires and also by literature study. This study aims to look at the performance level of CRM which has been implemented in Bank BNI WJB and CRM to analyze the factors that affect customer satisfaction and loyalty in Bank BNI WJB. Implementation of CRM in Bank BNI is not only intended to retain existing customers, but also aims to attract prospective new customers so that later the customer to transact and collaborate with Bank BNI. Implementation of CRM conducted by Bank BNI conducted in all branches spread throughout Indonesia, one in Bank BNI Regional Jakarta BSD (BNI WJB). BNI is a company which engaged in banking and have implemented CRM as a strategy to increase customer satisfaction and loyalty. The bank does not only sell and market a product with good quality or competitive prices but also can respond to the desires and needs of consumers. Through CRM, the company is expected to build communication and good relationships with customers so as to produce a product. Strategy of building this relationship is called customer relationship management.Ĭustomer Relationship Management (CRM) is a business-based approach to managing customer relationships. Various strategies were implemented by the bank to face the competition, one strategy is to build a good relationship with customers. Banking paradigm is also changing where previously competition rests on the banking business more products and prices (product-centric) but at the moment are more reliant on the quality of service (customer centric). State-owned banks are not only competing with national private banks but also compete with foreign banks that open branches in Indonesia. Banking business in Indonesia is experiencing rapid growth, as shown by an increase in bank managed funds (third party funds / TPF), which experienced a significant growth from year to year.
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March 2023
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