Mediated Effects of Customer Orientation on Customer Relationship Management Performance

Abstract

Drawing on relationship marketing and management theory, the author examines how customer orientation can stimulate employee training and customer information processing capability when firms implement customer relationship management (CRM). The researcher also investigates how employee training and customer information processing affect CRM performance in light of customer satisfaction and financial performance. Restaurant data support the proposed model, which incorporated mediated relationships among customer orientation, training orientation, customer information processing, and CRM performance. The findings indicate that training orientation and customer information processing mediate the effect of customer orientation on CRM performance. The empirical results suggest theoretical and managerial implications for CRM implementation and strategies.

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