The customer orientation is the cornerstone reconnu as of the functioning of the companies. Customer relationship management (CRM) and market orientation (MO) Both are in relation to this. MO-have beens CRM and under permanent focus of Both academics and Practitioners in recent years. Although thesis fields-have-been Analyzed since the 1980s, There Is Little Attention paid to the interconnections entre em.
The purpose of this paper is to reveal the interconnections entre MO and CRM. We also want to verify a degree of relationship entre MO and customer orientation. We want to substantiate the Findings of our research by statistical methods. This research is a share of PhD thesis.
Generally, the concept of CRM means clustering organizing an active relationship with a customer / with customers. AIMS CRM for permanent development of long-term relationship with customers in order to create a position of two winners ("win-win") using a relationship strategy of "what you give is what you get." It is based on the exchange of information, emotions, and actions During development value using different strategies. (Storbacka and Lehtinen, 2002)
Although by definition CRM is customer-oriented, in practice the philosophy of CRM drives icts positive influence to the relationships with employed, suppliers and all interested groups l'autre (Roberts et al., 2005). CRM is regarded to be entrepreneurial than year strategy or philosophy (Hommerova, 2009). In this case, CRM is not only Focused on customers and Certainly it is not just about technology. This study is in full agreement with Such a WIDER understanding of CRM.
Although the literature is Concerned with CRM is less competition Compared To monitor the literature is MO, the CRM Targeted effect is still a competitive advantage.
Kohli and Jaworski include The Following definition of MO: "Market orientation is the organization wide generation of market intelligence Pertaining to current and future customers needs, dissemination of the intelligence across departments and organisms wide responsiveness to it." (Kohli and Jaworski, 1990 p. 6)
The literature today presents a number of Approaches to define MO. There are two branches Basically interpretation of market orientation. One interpretation olefins MO as a corporate culture. Reviews The other interpretation characterizes market orientation as a specific kind of company behavior. Narver and Slater (1990: 21-22.) MO compromised as Follows: "Market orientation contains three Elements of behavior - customer orientation, orientation is competition and interfunctional coordination (and two decision criteria - long-term orientation and Profitability)." Market orientation is Understood as a crop is concentrating profit generation, establishment of values for customers and includes guidance on the --other stakeholders (Narver and Slater, 1990).
We Consider It The Most significant to mention common features entre les MO and CRM. MO and CRM-have long-term focus and are not just about short-term results. MO, as well as CRM, is based upon the customer perception of value. Develop and keep the relationships with customers are not enough, care needs to be aussi Given To Those --other with stakeholders. There is perception of ethical and moral aspects in Both concepts (Kuntze, 2008 Wessling, 2003). MO and CRM are regarded to be a motivating factor with a positive effect is employed (Cooper et al., 2008).
Companies shoulds supporting the function of technologies, aim for shared and unified interpretation of information and spread 'em across the company. It is Necessary to use the continuous learning, observes the surroundings, monitor the competition and focus are processes (Deshpande (ed), 1999. Wessling, 2003).
Decentralization of powers and responsibility is Necessary. It is recommended That people closer to customers can make decisions, qui is definitely true of CRM as well as of MO. Moreover, There exist a negative relationship entre centralization and market orientation (Jaworski and Kohli, 1993).
Used methods and research results
In this study we used a systematic analysis of available literature in the sphere of OM and CRM. CRM and MO Were Compared bases and principles identiques Were APPROBATION. We also Statistically processed results of the research Described below.
The research Was the carried out Within The framework of the project No. 402/07/1493 supported by the Czech Science Foundation (GA CR) (Chalupský, 2009).
This research Was Focused on the analysis of factoring Supporting gold Hindering the implementation of MO Within high-tech companies in the mechanical engineering industry. "High-tech" in the description this research means clustering of companies Developing the Most updated technology available, PARTICULARLY in the high-technology sector level. This description goes along with a high prestige. (Wikipedia, 2009)
The Respondents Were mostly from middle management, Especially managers from the fields business marketing gold. Addressed to small companies included wide-sized organizations from the Czech Republic.
The main research method Was questionnaire. Was the intention to keep the issues concise and unambiguous. After piloting, There Were 57 issues divided into thematic parts: analysis of the external environment (ie analysis of customers, distributors, Competitors, and suppliers); analysis of internal environment; Reflecting the level of CRM issues; Information about the performance of the company. The only predefined response Respondents marked boxes. A seven point Likert scale ranging from Model 1 (absolutely disagree) to 7 (absolutely pleased with him) Was used to help the Respondents express Their opinion.
Data Were Collected During the years 2008 and 2009. Web questionnaires and face-to-face interviews Were used. A total of 115 responses Were received. Some Respondents Were Sami from the company, so the arithmetic average obtenir Was used to the number of 88 companies. The final number for this research paper Was companies with 69 fully completed questions. Although the data are the Sami for the Previously Mentioned and research for this paper, this study examined a different topic and uses only one mutual issue: the market orientation level in companies.
Every issue Was designed in a way That Such A Higher Point on the scale Meant A Higher inclination to MO gold to CRM.
The mean level of market orientation Was Established For Each company. The companies Were Placed in ascending order and divided in two parts - highly market-oriented and less market-oriented. The threshold between "highly" and "less" market-oriented companies has-been based on the calculation of average value of Corresponding answers - the average value of 5 is taken as a limit.
The company is regarded to be a CRM company (with the CRM concept) if the Corresponding answers To Each of the issues related to CRM match ranks of 5-7 (agreement) in the Likert-like scale, Otherwise it belongs to companies " without CRM. "
Microsoft Excel and Minitab Were used for statistical analysis and graphic outputs.
That we-have verified data come from a normal distribution. The results Were Arranged in a contingency table. The chi-square test Was used to test the independence entre variables. There are no cells with expected counts less than 5 and There are enough values for this test.
There Were 69 companies analysed. MO Was the lowest level '3.51' and The Highest Was '6.64'. Exactly two-Thirds of Companies Were highly market-oriented (the mean level of MO Higher Than five). This means clustering 46 highly market-oriented and less market-oriented 23 companies. The less market-oriented companies are APPROBATION as "without MO".
In the category of "highly market-oriented companies" (46 companies) There Were 20 companies, That-have Developed and Utilized CRM concept, while in the category of "less market-oriented companies" There was just one company with CRM concept. See table 1.
The null hypothesis is tested annually contre alternative hypothesis. H0: There is no combination entre MO and CRM. H1: There is entre Association OM and CRM.
The Observed values are listed in the first table. Expected counts (if exists There Is No association) are printed below Observed counts and Chi-Square contributions are printed below expected counts.
The p-value is 0.001. If we choose the 0.05 significance level, we Conclude null hypothesis is que la false. If we choose the 0.01 significance level, we still Conclude null hypothesis is que la false. The data give evidence Sufficient Against the null hypothesis. We rejected H0 in favor of H1. The result is That There is a relationship entre MO and CRM.
It Would be interesting to test the relationship entre market orientation and customer orientation. The company is regarded to be "with customer orientation" if the answers Corresponding To Each of the issues related to the customer orientation match ranks of 5 to 7 in the Likert scale, Otherwise it belongs to companies "without customer orientation." (Chalupský, 2009).
From 46 highly market-oriented companies There Were 37 with the customer orientation. From 23 less market-oriented companies There Were 8 companies with the customer orientation and 15 without it.
H0: There is no combination entre MO and customer orientation.
H1: There is entre Association OM and customer orientation.
Table 2 shows the results.
The Observed values are listed in the first table. Expected counts (if exists There Is No association) are printed below Observed counts and Chi-Square contributions are printed below expected counts.
The p-value is 0.000. We rejected H0 in favor of H1. The finding is That There is a strong relationship entre MO and customer orientation.
Discussion
The results show 46 That from highly market-oriented companies There Were 20 with the CRM concept and from 23 less market-oriented companies There Was only one with the CRM concept. The evidences Clearly Demonstrate That in highly market-oriented companies is the CRM concept Utilized more frequently, than in less market-oriented companies. Our Findings indicate indication That OM and CRM are very Closely related.
From 46 highly market-oriented companies There Were 37 with the customer orientation. From 23 less market-oriented companies There Were 8 companies with the customer orientation. The evidence Seems To be strong que la highly market-oriented companies are much more Interconnected with customer orientation than the less market-oriented companies. The statistical results confirm That There is a relationship entre MO and customer orientation. Moreover, this is logical, Because customer focus is an essential share of the MO.
These Findings must be regarded Within The limitations of this study. In the secondary research (see eg Frejková, 2009), we found the Sami principles of Both concepts (CRM and MO) and The Therefore questions for determination of CRM and similar MO Were Sometimes. May this be a limiting factor, we believe That goal MO and CRM are Sufficiently similar.
Conclusions for the whole May be drawn business partner after the comparison of experiences across business Sectors from different countries, Because this study Focused only on the high-tech companies in the Czech Republic.
The findings from this study Provide Many Opportunities for future research. Selon the OECD aerospace sector belongs to High-technology industries, so we are going to make it more specific research companies in the field of aeronautical industry.
Conclusions
In this work we wanted to confirm That There are relationships and entre MO and CRM entre également OM and customer orientation. Our figures Clearly Demonstrate That Assumptions Were this right.
In the present hyper-competitive economy, customer orientation HAS Become a central issue for companies. MO and CRM are strong concepts to help companies to accomplish achieve success. This study shows That There are theoretical and practical relationships Both entre les concepts. When we Harmonize the positive aspects of These concepts, We Could Negatively Affecting uncover barriers implementation of 'em. This Could help companies to be successful.
The Findings indicate indication que le companies Involved in this research-have considerable room for improvement. We found That from 46 highly market-oriented companies There Were 56% without the CRM concept and from 23 less market-oriented companies There Were 95% without the concept of CRM. From 46 highly market-oriented companies There Were Nearly 20% without the customer orientation. From 23 less market-oriented companies There Were 65% of companies without the customer orientation. This is alarming.
In today's world, customer orientation is Regarded as essential to success, we can still see goal que la differs from theory in practice Many cases and the companies Does not really take the customer as a priority.
To Become more customer-oriented May be the first step to-have satisfied customers Who are loyal. Closely related to this is CRM and MO, When using em, companies can-have satisfied employed, partners, and achieve achievement The Higher performance.
Ing. Daniela Frejková
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