CUSTOMER RELATIONSHIP MANAGEMENT WITHIN THE BANKS IN ROMANIA IN THE CONTEXT OF KNOWLEDGE REVOLUTION
Autor (i): Laurenţia-Elena, Scurtu; Gheorghe, Moroşan
JEL: D83, G21, M19.
Cuvinte cheie: customer relationship management (CRM); banks; knowledge revolution; vision, mission and values; social well-being, Romania.
Abstract:
Contrary to the traditional approaches in customer relationship management, we have found that in the context of a very competitive banking system and within the conditions of the knowledge revolution, were individualized certain dimensions which, beyond the philosophical nature they behave, become pragmatic viewed in terms of contribution brought to the competitive advantage obtained by banks. From this perspective, the present paper has the scope to highlight that the performance of banks on the Romanian market is influenced by defining the top management vision (as well as the organizational mission and values) as an essential stage within the strategic line adopted. Moreover, we believe that the vision expresses a desirable image of the future (which inspires the employees to achieve their goals) and the performance implies the materialization of that image. Simply put, both are rooted in the present of the organization but reveal a state of the future. Under those circumstances, we have tried to show, through this work, that the most competitive banks are those whose vision, mission and values are aimed at strengthening customer relationship. In this respect, CRM can be capitalized taking into account two other fundamental parameters: the needs of employees and the social well-being.
Contrary to the traditional approaches in customer relationship management, we have found that in the context of a very competitive banking system and within the conditions of the knowledge revolution, were individualized certain dimensions which, beyond the philosophical nature they behave, become pragmatic viewed in terms of contribution brought to the competitive advantage obtained by banks. From this perspective, the present paper has the scope to highlight that the performance of banks on the Romanian market is influenced by defining the top management vision (as well as the organizational mission and values) as an essential stage within the strategic line adopted. Moreover, we believe that the vision expresses a desirable image of the future (which inspires the employees to achieve their goals) and the performance implies the materialization of that image. Simply put, both are rooted in the present of the organization but reveal a state of the future. Under those circumstances, we have tried to show, through this work, that the most competitive banks are those whose vision, mission and values are aimed at strengthening customer relationship. In this respect, CRM can be capitalized taking into account two other fundamental parameters: the needs of employees and the social well-being.
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