Formulating and prioritizing crm implementation strategies in mehr eghtesad ba

International Journal of Marketing and Human Resource Management (IJMHRM), ISSN
0976 – 6421 (Print), ISSN 0976 – 643X (Online), Volume 4, Issue 2, May - August (2013)
40
FORMULATING AND PRIORITIZING CRM IMPLEMENTATION
STRATEGIES IN MEHR EGHTESAD BANK OF IRAN USING
COMBINATIONAL MODEL OF PIP AND ANP
Allahyar Beigi Firoozi1
, Mehran Aslaniyan2
, Faranak Yusefvand3
, Mojtaba Pahlavani4
1
Marketing consulter of Mehr Eghtesad Bank, Mehr Eghtesad Bank, Amiralmomenin Avenue,
Zahedan, Sistan and Baluchestan, Iran
2
PhD Student of Human Resource Management, Department of Management, University of Sistan
and Baluchestan, Daneshgah Avenue, Zahedan, Iran
3
MSc of Human Resource management, Islamic Azad University of Borujerd, Lorestan, Iran
4
MSc of IT management, Department of Management, Daneshgah Avenue, University of Sistan and
Baluchestan, Zahedan, Iran
ABSTRACT
This study aimed to identify encouraging and restraining forces for implementation of
Customer Relationship Management (CRM), as well as formulate and prioritize suitable strategies
for it in Mehr Eghtesad Bank in Sistan and Baluchestan province. In this research, encouraging and
restraining forces were identified through studying literatures and interviews with managers and
heads of branches. In order to prioritize forces, a 9-scale questionnaire was designed based on ANP
method and they were completed by 30 managers. In the second step, the most suitable strategies of
CRM implementation in Mehr Eghtesad Bank of Sistan and Baluchestan were formulated by using
PIP model. Finally, for prioritizing the strategies, paired comparison was established between
formulated strategies based on research criteria. Results showed that “Providing insight and deep
understanding about customers' behaviour” with the scale of 0.06903 among encouraging forces and
“Lack of staff's belief toward CRM” with the scale of 0.05319 among restraining forces were the
most important ones. Also, "persuading employees about advantages of implementing CRM and
increasing their customer-orientation incentives" was proposed as the best strategy.
Keywords: Analytic Network Process (ANP), CRM, Mehr Eghtesad Bank, PIP model, Strategy.
INTERNATIONAL JOURNAL OF MARKETING AND HUMAN
RESOURCE MANAGEMENT (IJMHRM)
ISSN 0976 – 6421 (Print)
ISSN 0976 – 643X (Online)
Volume 4, Issue 2, May - August (2013), pp. 40-53
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1. INTRODUCTION
Customer Relationship Management (CRM) is one of the newest issues in the late twentieth
century (after production and mass marketing) which were raised by developments in information
and communication technology (ICT) in business world (Mohammadi, 2003). This concept refers to
the fact that different customers demand different products and services and we should do
specifically marketing for each customer rather than mass marketing for individuals and
organizations. In other words, customer relationship management will take all functions of
organization (marketing, manufacturing, customer service, etc.) that require direct or indirect contact
with customers (Elahi & Heidari, 2008).
Customers tend to organizations which know them and their needs well and build better
relationship with them. According to this view, it is being tried to attract customers' satisfaction by
making relationships with them and qualify these relations (Liu, 2009); because nowadays,
consumers have higher expectation than before. They used to low cost as well as high quality and
variety; if their satisfaction is not obtained, they may simply tend into competitors; especially in
today's business world that competition is much more complex (Doroudian & Khanbaba, 2007).
Therefore, Customer Relationship Management is a strategic necessity and undeniable matter for
all organizations that can directly affect customer attraction, make permanent and loyal customers,
and subsequently can increase the profitability of organizations in the competitive environment
(Pierce, 2009). According to researchers, attracting new customers is much more expensive than
keeping existing ones; attracting a new customer costs about 7 to 10 times more than maintaining old
and current customers (Gebert et al, 2003). Meanwhile, organizations, especially banks, have
concluded that customers are their most important asset.
Privatization of financial industry, expansion of trade for international financial institutions,
and diversification of customers' needs in financial services have led to intense competition in
banking industry. Due to this intense competition, resources and abilities in banks have been
changed from product-oriented or service-oriented banking services into customer-oriented services
and capabilities; customer as an essential component is the main goal of banks' activities (Gilmore
and Mc Mullan, 2008).
Hence, customer relationship management as a client-centered approach based on
information and communication technologies has been increasingly used by banks and financial
institutions which made significant investments in this area (Sinha and Sen, 2011). Because in its
evolutionary way, marketing is in the stage that finding new customers is not the only aim; the main
focus is on demand management through development and leading customers into loyalty. Today,
customer satisfaction is not enough for maintaining them. Beside satisfaction, their loyalty should be
ensured (Elahi and Heidari, 2008). The objective in CRM is to establish interactions and long-term
relationships with banks stakeholders, especially customers, in such a way that more customers
maintain and less customers leave the bank; more market share and increase in profitability would be
the outcome for banks (King, 2008).
2. THEORETICAL BACKGROUND AND LITERATURE REVIEW
2.1. Customer Relationship Management
Philosophical foundation of CRM is relationship marketing, customer retention, profitability,
and making the processes of business management satisfactory (Chen and Papovic, 2003). In fact,
this is a strategy which can be used to gather customers’ needs and business practices in order to
have stronger relationships with them; and strong relationship with customers is the most important
key to success in any business. CRM consists of three main parts: Customer, Relationship, and

42
Management. “Customer” is the ultimate consumer with supporting role in value creation
relationships. By “Relationship”, it means creating loyal and profitable customers through learning
communications. “Management” is creativity and the process of customer-oriented business as well
as putting customer at the focus of organization's processes and practices (Singh et al., 2013). Today
in organizations, strategic importance has been paid to customer relationship management. In the
competitive conditions, organized and in-time relationship with customers is the best way to increase
customer satisfaction, increase sales, and reduce costs at the same time. Due to these issues,
customer relationship management in organizations is kind of business strategy (Abir Khan et al.,
2012).
In Cutler’s view (2003), customer relationship management is a concept based on the
philosophy of using marketing to create customer relationship. Gronerus (2000) defines CRM in
services marketing as a communication process between the customers and organization services in
order to attract and maintain customers which is eventually led to customers trust on using
organization services (Siriprasoetsin et al., 2011). Brown views CRM as a business approach that
combines infrastructure strategies, products, and channels to influence customer behavior through
meaningful communications. He also believes that implementation of CRM aims in improving
customer attraction and maintenance and increasing profitability (Sen and Sinha, 2011). Hawks
(2000) states customer relationship management is a necessity for competitive industries, because
companies can maximize their profitability from each customer by using CRM in such a condition.
Osgender and Ayraz (2006) consider CRM as a key strategy for business in which a company can
focus on customer needs and promote customer-oriented approach in organization (Liao, 2009).
2.2. PIP Model
Rapid development of technology, rapid growth of economic markets as well as social and
political changes are continually putting pressure on organizations and making challenge for them as
encouraging and restraining forces. It is important for organizations to be in improvement way,
move into the future, and rely on past experiences. These experiences may even be irrelevant with
new problems that are ahead, but if an organization makes suitable strategy based on environmental
forces, it will have the foresight rather than passive approach (Gholizadeh, 2010). As mentioned
before and based on PIP (Performance Improvement Planning) method, at first problems are
identified, analysed, and stemmed; then encouraging and restraining forces effecting on making
potential problems or solving current problems are determined. Finally, strategies are formulated to
apply encouraging forces and prevent restraining forces; then practical improvement programs are
determined. The process of PIP model is summarized in Table (1) (Davari & Shanesarzadeh, 2001).
Table (1) PIP Model Process
ActivitiesStages
Determining performance indicators and goals priorities
Predicting future performance
First stage
Identifying and analyzing performance problems
Determining encouraging and restraining forces
Stemming and clustering problems
Assessing relative strength of encouraging and restraining forces
Second stage
Formulating strategy based on encouraging and restraining forces
Deep thinking to create new ideas
Identifying potential and actual facilities
Formulating a performance improvement plan for organization
Third stage

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2.3. Analytic Network Process (ANP)
Analytic Network Process is a new theory which develops Analytic Hierarchy Process (AHP)
to address dependency in feedback; to do so, the super-matrix approach is used. Sa’ati established
ANP method to solve problems on which there is dependency between options or criteria
(Monavarian et al., 2011). ANP is composed of three major steps as follows:
Step 1: Establishing model and problem structure: problem should be clearly stated and divided into
a rational system, like a network. The network structure can be determined by decision-makers at
brainstorming meetings or other methods (Alem Tabriz & Bagherzadeh Azar, 2010).
Step 2: Paired comparisons matrices and priority vectors: in Network analysis method, like AHP,
elements in each component are compared in pair according to their importance in standard control;
components are also compared in pair with respect to their impact on the target. In this stage, paired
comparisons of criteria and sub-criteria are carried out and their mutual effect on decision makers
are asked in a series of paired comparisons. In addition, if there is interaction between elements of a
component, effects on elements must be shown using paired comparisons and obtaining eigenvector.
The relative importance is achieved using a relative scale; for example, a scale of 1 to 9 can be used.
While score 1 indicates equal importance of two elements, score 9 represents the highest importance
of an element (row of matrix) compared to another (column of matrix). In a paired comparison
matrix, the value of other side is opposite. In ANP, like AHP, paired comparisons are made in the
form of a matrix and local priority vector is achieved by assigning the relative importance associated
with elements (or components). Paired comparison between dependencies in the network can also be
considered at this stage (Liao et al., 2011).
Step 3: Super matrix formation: ANP elements are interacting with each other. These elements
may be decision-makers, criteria, sub-criteria, results, options and anything else. Relative scale of
each matrix based on paired comparison is computed like AHP method. The result scales are put in
the super-matrix and show interactions between system components. General form of super-matrix is
shown in Fig(1) In this figure, ‫ܥ‬୒ shows Nth
cluster; ݁୒୬ is nth
element in Nth
cluster, ܹ௜௝ is block
matrix consisting relative scales of “w” vectors and the effect of elements in ith
cluster on jth
cluster.
If ith
cluster have no effect on its ith
cluster (inner dependency mode), ܹ௜௝ will be zero.
Figure (1) general form of Super-Matrix

44
In the end, final priority for each element of each subgroup is achieved based on Markov
process as follows (Rahimi and Eshghi, 2009):
Lim௞՜∞ ܹଶ௞ାଵ
(1)
2.4. Literature review
In relation to this study and successful implementation of customer relationship management,
researches have been done worldwide that some of them are mentioned here:
Kazemi et al. (2013) had a study entitled "Formulating development strategy for sustainable
tourism in Lorestan based on PIP and ANP models". The research population included all tourism
experts in the province. By judgmental sampling, 30 individuals were identified and questionnaires
were distributed. After data analysis, it was found that strategy (1-A) with emphasis on increasing
employment in the province has been suggested as the best strategy from the perspective of experts.
Anvari et al. (2005) had a study entitled "Comparative evaluation of banking service quality
from the perspective of customers and employees in Bank Refah". The purpose of this paper is to
determine the factors affecting the quality of banking services, to evaluate the importance or factors
affecting the quality of services on customers’ and banking service providers’ perspective, to analyze
the correspondence between customers’ and service providers’ view toward banking service quality,
and ultimately to develop performance improvement of banks. In order to determine factors affecting
the quality of banking services, the scientific articles, banking and academic experts’ and
practitioners’ point of view was used. To evaluate the importance of the elements, reliable and
adequate sample viewpoints of customers and bank employees were taken and analyzed. The results
of statistical analysis proved significant difference between customers’ viewpoints and employees’
viewpoints about the importance of quality components. In addition, results indicated significant
differences between prioritizing customers’ and bank employees’ corrective actions to improve
service quality.
Nazemi et al. (2005) studied on determining the role of new ways of banking services
providing to attract customers and improve the efficiency of the banking system (a study in branches
of Bank Sepah in Mashhad). In this study, considering two populations of customers and managers
and using multiple classified sampling method, statistical samples of 416 and 39, respectively, were
selected and questionnaires were distributed. Reliability of questionnaires was confirmed
Cronbach’s alpha coefficients of 0.84 and 0.92. For data analysis and to test research hypothesis,
ratio test and contingency tables and chi-square test were used. ANOVA and Duncan's test were
used to investigate the relationship between general characteristics of the respondents (moderator
variables) with the number of new ways of banking services providing. The results showed that the
new techniques for providing banking services increased customers in branches of Bank Sepah in
Mashhad, But these services has not resulted in increasing efficiency (reducing costs and time).
Motameni & Jafari (2009) investigated CRM implementation in hotel industry in Iran. CRM
implementation conditions in Iran’s hotel industry were evaluated based on Gartner model and
important factors to implement CRM technology were determined. After analyzing data, it was
found that Iran’s hotel industry has major weakness in such fields as considering changes in the
customer life cycle, data collection and analysis and converting them into knowledge to apply for
hotel planning, using new methods such as website, etc. It also has strengths in important factors like
senior management’s attention to attract and retain customers for long-term periods, getting
feedback from customers and others, etc. Overall, based on results obtained in this study, it can be
said that Iran’s hotel industry is capable of implementing CRM successfully.
Keramati & Nikzad (2008 had a study entitled "Assessing critical success factors for CRM
strategy in Textile industry using fuzzy approach". In this research, criteria and indicators as critical

45
success factors (CSFs) which are important for implementing customer relationship management in
textile industry were determined considering three key aspects of technology, processes, and human
factors. Using critical success factors, a questionnaire was designed based on pair-wise comparison
tables and fuzzy numbers, which were responded by seven marketing directors in textile companies.
Then, tables were analyzed within AHP Fuzzy method and prioritizing CSFs were identified. The
main objective of the study was to describe and determine validity of a model based on critical
success factors to be the guideline for implementation and evaluation strategy of customer
relationship management in textile industry.
Siriprasoetsin et al. (2011) in a study entitled "Factors affecting the performance of customer
relationship management" used quantitative and qualitative approaches. Collected data were
analyzed by Pearson correlation test, factor analysis and multiple regression. Factors affecting the
performance of CRM were identified as CRM knowledge and understanding by staff, leadership,
communication and organizational culture, and customer management process. Results showed that
all of these factors have significant meaningful relationship with CRM.
Bohling (2006) in his study entitled "Applying CRM: insights and issue of effectiveness"
shows CRM success factors as follows: top management support, clear goals and strategy, and
change management.
Lindgreen et al. (2006) provided a tool in their research to assess the relationship
management. They cited the most important factors for relating customer as: information technology
(IT), people, and organizational culture.
As mentioned in research background, different researchers suggested several CSFs for
successful implementation of CRM. Table (2) lists the most important factors influencing the
success of customer relationship management.
Table (2) Key success factors in CRM implementation
Success FactorsResearcher(s)
Leadership and Organizational CultureButtle (2004)
People
Lindgreen (2006), Buttle (2004), Yang and Tu
(2013)
IT
Croteau (2003), Buttle (2004), Lindgreen (2006),
(Kim (2010)
Clear strategy for CRMKim (2010)
Change ManagementBohling (2006)
3. RESEARCH METHODOLOGY
In terms of data collecting, this study is a descriptive-survey and in terms of target, this is an
practical study. Literature reviews, interviews, and a questionnaire were used to collect and analyze
data. The population in this study consisted of managers, experts and heads of branches in Mehr
Eghtesad Bank in Sistan and Baluchestan province. Judgmental sampling method in the case of
purposeful and non-probable was used. So, due to limited number of research population and after
analysis and identification of experts, 35 questionnaires were distributed; 30 questionnaires were
collected and analyzed. Analysis method in this study includes four main stages: at the first stage,
research objectives and the criteria for achieving them have been determined. Secondly, based on the
criteria identified in the first stage, research sub-criteria- encouraging and restraining forces for
implementation of CRM- were identified. Third, the criteria and sub-criteria of research were

46
prioritized and strategies have been formulated for the most important encouraging and restraining
forces for CRM implementation in Mehr Eghtesad Bank in Sistan and Baluchestan. In the fourth
stage, the strategies presented in the third stage were prioritized and finally suitable strategy for
CRM implementation was selected. Figure 1 illustrates an overview of research processes and the
combinational model.
4. RESEARCH FINDINGS
4.1. First stage: Determine research objectives and criteria for achieving them
The main objective of this research is to formulate and select CRM implementation strategy
in Mehr Eghtesad Bank in Sistan and Baluchestan. In order to achieve this goal and after reviewing
the literature, four factors of people, information technology, clear strategy for CRM, and change
management were identified.
4.2. Second stage: Identifying encouraging and restraining forces in CRM implementation, based on
research criteria
At this point, after reviewing the literature and doing interviews with experts and executives
in Mehr Eghtesad Bank in Sistan and Baluchestan, encouraging and restraining forces affecting
Figure(2) research overview and
combinational model of PIP & ANP
Selecting CRM implementation strategy
…1-A 2-A 3-A N-A
)1-C()2-C()3-C()N-C(
Factors with positive
effect- encouraging forces
)1-P(
)2-P(
.
.
.
Factors with negative
effect- restraining forces
)1-N(
)2-N(
.
.
.
First stage
Second stage
Third and fourth stage
…

47
CRM implementation at Mehr Eghtesad Bank were identified as follows: considering people’s
customer-orientation potential, IT platform, clear strategy for CRM, and need for change
management.
Table (3) identifying encouraging and restraining forces in CRM implementation
Encouraging ForcesRestraining Forces
people’scustomer-orientation
potential(1-C)
1- Creating a deep vision and
understanding of customers’ behavior as
well as their needs and demands (1-P)
2- Creating high value for customer as
well as a nice experience (2-P)
3- Increasing organization’s share from
customer’s budget (3-P)
1- Poor priorities planning for
investment in CRM; ex. developing
technology before strategy or defining
expectations of customers and
employees (1-N)
2- Little or no attention to employees’
skills and abilities and their lack of
belief to CRM implementation (2-N)
3- lack of measurable business goals for
customer attraction in branch level (3-N)
IT(2-C)
4- Saving costs (4-P)
4- lack of software infrastructure to
implement CRM (4-N)
5- Little attempt to develop skills and
infrastructures associated with CRM
system (5-N)
clearstrategyforCRM(3-C)
5- Increasing profitability of each
customer (5-P)
6- Increasing attraction of profitable
customers (6-P)
7- Increasing Mehr Eghtesad Bank’s
profit (7-P)
8- Deepening customer lifetime value
(8-P)
6- lack of macro-strategy in the bank to
implement CRM system (6-N)
7- Lack of alignment between CRM
program, organizational brand and
positioning, and customers’ expectations
(7-N) changemanagement
(4-C)
8- Poor change management (8-N)
As Table (3) shows, 8 encouraging and restraining forces for CRM implementation have
been identified based on research criteria. By these forces, it is clear that Mehr Eghtesad Bank has
no CRM implementation strategy. Thus, it can be analyzed that this bank needs to strengthen
customer-orientation culture as well as employees’ mental readiness.

48
4.3. Third stage: prioritizing criteria and sub-criteria of research and formulating CRM
implementation strategy
At this point, data collected from the questionnaires were analyzed by Super Decision
software. Using achieved super-matrix (Appendix 1) priority of criteria and sub-criteria was
determined based on research objective; results are presented in tables 4 and 5.
Table (4) Prioritizing criteria based on research objective
RankPrioritized values based on research objectiveCriteria
10.195351-C
20.080583-C
30.03834-C
40.01912-C
As Table (4) shows, among search criteria, 1-C criterion (people’s customer-orientation
potential) by scale of 0.19535 is the first rate and then 3-C (clear strategy for CRM), 4-C (change
management) and 2-C (IT) by scales of 0.08058, 0.03830, and 0.0191 received 2 to 4 ratings,
respectively.
Table (5) Prioritizing sub-criteria based on research objective
Encouraging ForceRestraining Forces
RankPrioritized valuessub-
criteria
RankPrioritized valuessub-
criteria
1
1-P0.06903
1
2-N0.05319
2
5-P0.02932
2
6-N0.03606
3
6-P0.02716
3
3-N0.02363
4
8-P0.01383
4
7-N0.02103
5
2-P0.00868
5
5-N0.01304
6
7-P0.00801
6
1-N0.00905
7
3-P0.0068
7
4-N0.00534
8
4-P0.00384
8
8-N0.00533

49
Table (5) shows the priority of sub-criteria based on research objective. Among encouraging
factors, sub-criterion 1-P (creating a deep vision and understanding of customers’ behavior as well
as their needs and demands) with the scale of 0.03257 had the highest priority and sub-criteria 5-P
(increasing profitability of each customer), 6-P (increasing attraction of profitable customers), and 8-
P (deepening the lifetime value of each customer) received 2 to 4 rankings with scales of 0.02932,
0.02716, and 0.01383, respectively. Among restraining forces, sub-criterion 2-N(little or no attention
to employees’ skills and abilities and their lack of belief to CRM implementation) with the scale of
0.05319 had the highest priority and sub-criteria 7-N (lack of alignment between CRM program,
organizational brand and positioning, and customers’ expectations), 6-N (lack of macro-strategy in
the bank for implementation of CRM system), and 5-N (little attempt to develop skills and
infrastructures associated with CRM system) received 2 to 4 rankings with scales of 0.05319,
0.03606, and 0.02263, respectively.
4.4. Step Four: Formulating and prioritizing CRM implementation strategies in Mehr Eghtesad
Bank
In this stage and using data from the first three steps, strategies for CRM implementation in
banks Mehr Eghtesad Bank in Sistan and Balushestan were formulated and prioritized. Based on PIP
model, suitable strategies are formulated for each encouraging and restraining forces. So, in order to
apply encouraging and avoid restraining force, suitable CRM implementation strategies are
presented as follow:
I. 1-A: Formulating strategic marketing plans and providing clear statements on vision, mission-
Statements clarify organization’s commitment route to quality and focusing on customers so
that employees’ understanding about the necessity of customer-orientation can be developed.
(1-P), (2-N), (6-N)
II. 2-A: Setting and formulating monthly and annual plans to create value for customers - such as
customer intimacy, operational excellence or product leadership - to develop a clear and
balanced vision. (1-P),(2-P),(6-P),(1-N),(2-N),(3-N),(6-N)
III. 3-A: Establishing customers club and completely organizing account information and
segmenting customers’ site (for example in macro, micro, and individual levels). (3-P), (4-P),
(5-P), (6-P), (8-P), (5-N), (7-N)
IV. 4-A: Senior management’s attention to the value that customers gain as much as bank’s
earnings and income. (5-P), (7-P), (8-P), (7-N)
V. 5-A: Assessing customer satisfaction annually in branch level using criteria such as
accountability, accuracy, and being on-time as quantitative indicators; also identifying the
causes of dissatisfaction at any branch. (1-P), (2-P), (3-N)
VI. 6-A: Determining comprehensive measures to calculate the attraction, return, profitability, and
customer lifetime value for each customers department in different branches of province and
providing performance feedback to senior management at least every three months. (2-P), (3-P),
(4-P), (8-P), (3-N), (7-N)
VII. 7-A: Creating a central data storage containing accurate and complete information from
customers- such as demographic information, the use of banking services, etc.- and developing
suitable software for it. (4-P), (4-N), (5-N)
VIII. 8-A: Applying analysis techniques about customers in order to create effective information due
to develop sales for each customer or develop cross-selling.

50
In Table (6) and based on Appendix (1), the priority of strategies has been shown:
Table (6) CRM implementation priority in Mehr Eghtesad Bank
Diagram Strategy
Prioritized values based on
research object
Rank
1-A 0.11552 1
4-A 0.07627 2
5-A 0.04889 3
6-A 0.03227 4
7-A 0.0229 5
3-A 0.01728 6
2-A 0.01173 7
8-A 0.00847 8
As shown in Table (6), strategy 1-A with the value of 0.11552 has the highest priority.
Strategies 4-A, 5-A, 6-A, and 7-A with values of 0.07627, 0.04889, 0.03227, and 0.0229 received 2
to 5 ratings, respectively.
5. DISCUSSION AND CONCLUSIONS
The emphasis on Article 44 of the Constitution and proposing privatization of financial
industry in recent years, expansion of international trade for financial institutions, and diversification
of needs for financial service customer have led to intense competition in banking industry.
Therefore, attracting and maintaining profitable customers as well as meeting their demands are
extremely important in this competitive industry. In this regard, customer relationship management
is considered as a strategic necessity for all banks which can directly affect customer attraction and
make them loyal and permanent; consequently can increase the profitability of banks and financial
institutions in the competitive environment. Accordingly, in order to take advantage of benefits in
this system and develop customer-oriented culture, this study aimed to identify encouraging and
restraining forces as well as formulate and select a suitable strategy for Mehr Eghtesad Bank in
Sistan and Baluchestan. Using analytic network process (ANP), paired comparisons between criteria
and sub-criteria was done; then they were prioritized. Prioritization showed that among criteria, 1-C
(People’s customer-orientation ability) and among sup-criteria, 1-P (Creating a deep vision and
understanding of customers’ behavior as well as their needs and demands) for encouraging forces
and 2-N (Little or no attention to employees’ skills and abilities and their lack of belief to CRM
implementation) for restraining forces were in the highest priority. At the next step and according to
prioritization, the most important strategies for CRM implementation in Mehr Eghtesad Bank in
Sistan-Baluchistan were formulated. Based on sub-criteria, a paired-comparison was done among
selected strategies and strategy 1-A was finally selected as the best strategy.
It can be stated according to the chosen strategy that Mehr Eghtesad Bank needs to make
suitable culture as well as make belief about marketing and consequently customer relationship
management among employees so that it can maintain its position in market and improve relative
market share in long-term periods by using pre-defined and formulated customer-orientation
strategies based on market, competitor, and the analysis of internal strengths and weaknesses. CRM
strategy can be a viable option for achieving this. So, the bank would be able to maintain and

51
develop its competitive position in banking industry by identifying target markets and introducing
new services continually.
Aligning results of this study, Anvari et al. (2005) study can be pointed out. He found that in
Refah Bank, there is a difference between staff’s and customers’ views in terms of service quality.
Beside this factor, the factor “employees’ lack of belief to customer-orientation” was presented in
the current study which shows the two studies are consistent with each other.
Nazemi et al. (2005) studied on determining the role of new techniques to provide banking
services in order to attract customers and improve the efficiency of the banking system (case study
of Bank Sepah in Mashhad). They showed that new techniques to provide banking service have led
to increase customers, but not to improve efficiency (reduce costs and time). This study emphasized
the need to implement customer relationship management; it was also proposed to use information
technology for improvement in the effectiveness of this system. So, the two studies are consistent in
this aspect. On the other hand, this study noted that implementing CRM and new technologies will
reduce costs; in this aspect, it is not consistent with Nazemi et al. The reason can be attributed to
different emphasis and population of the two studies.
Keramati and Nikzad (2008) evaluated critical success factors for customer relationship
management strategy in textile industry by using fuzzy approach. They stated these CSFs in terms of
technology, processes, and human factors. Also in the present study, people and technology have
been considered as CRM implementation success factors; in this aspect, it is consistent with
Keramati’s research.
This study is also consistent with Prastoesen et al. (2011), Bohling (2006), and Lyndgreen et
al. (2006) who considered staff, senior management support, strategy and clear goals, change
management, and IT necessary and essential to implement CRM successfully.
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staff’s and employees’ viewpoint, Journal of Human Science Teacher, 2005, No. 3, pp. 53-77.
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International Journal of Marketing and Human Resource Management (IJMHRM), ISSN 0976 – 6421 (Print), ISSN 0976 – 643X
(Online), Volume 4, Issue 2, May - August (2013)
53
Appendix (1) Limited Super Matrix
8-P7-P6-P5-P4-P3-P2-P1-P9-N8-N7-N6-N5-N4-N3-N2-N1-Nselecting the best strategy4-C3-C2-C1-C
0.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.347700.115520.173290.173290.173290.173291-A
0.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.035260.011730.017600.017600.017600.017602-A
0.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.051910.017280.025910.025910.025910.025913-A
0.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.229190.076270.114400.114400.114400.114404-A
0.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.146910.048890.073330.073330.073330.073335-A
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.032270.048400.048400.048400.048406-A
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.022900.034360.034360.034360.034367-A
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.008470.012710.012710.012710.012718-A
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.195350.000000.000000.000000.000001-C
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.019100.000000.000000.000000.000002-C
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.080580.000000.000000.000000.00003-C
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.038300.000000.000000.000000.000004-C
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.009050.013510.013510.013510.013511-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.053190.079830.079830.079830.079832-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.023630.035540.035540.035540.035543-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.005340.008010.008010.008010.008014-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.013040.019520.019520.019520.019525-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.036060.054050.054050.054050.054056-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.021030.031530.031530.031530.031537-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.005330.008010.008010.008010.008018-N
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.069030.103500.103500.103500.103501-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.008680.013000.013000.013000.013002-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.006800.010250.010250.010250.010253-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.003840.005750.005750.005750.005754-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.029320.044000.044000.044000.044005-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.027160.040750.040750.040750.040756-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.008010.012000.012000.012000.012007-P
0.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.000000.013830.020750.020750.020750.020758-P

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