Customer Relationship Management Practices in Islamic Banks

*Ahmad Rafiki*

### **Abstract**

This chapter explores the implementation of customer relationship management (CRM) in Islamic banks through two components of organizational and technological factors. The CRM is one of the solutions to resolve the two common issues that are low level of public awareness toward the Islamic banks' products and low level of Islamic financial literacy. A mix method that is used in this chapter consists of quantitative method using descriptive analysis and qualitative method using content analysis based on a review of literature. A stratified sampling technique is used to collect questionnaires from a total of 22 respondents. The findings reveal that a majority of respondents agreed to all statements related to organizational and technological factors, which affect the CRM implementation. The information in this chapter can be useful, or as a reference, for stakeholders, particularly the financial service authority and the bank of Indonesia in developing the Islamic banks.

**Keywords:** CRM, organizational factor, technological factor, Islamic banks, Indonesia

#### **1. Introduction**

The borderless business transaction is a challenge in this global competition. There are factors that convince customers to continuously purchase the products. One of them is an excellent service; thus, companies nowadays are improving their services by identifying the customers' preferences and strengthening the relationships with customers, then customers' expectations can be fulfilled and make them satisfy.

Managing personalization of the customer experience has been an important task. The idea of having happy customers through better services is a key motivation in any organizations. Moreover, the increasing of online price-product transparency causes a change in customers' orientations and demands, whereby customers are more meticulous in selecting and comparing the best prices. This is one of the challenges for the Islamic banks to preserve the customer loyalty and obtain the "value for money."

Nowadays, the companies' ways in approaching the customer are changing toward more closer and highly responsible. It is therefore necessary to differentiate the business approaches toward customer and product orientation. As customer orientation is importantly needed to improve customer relationships, companies

are focusing on factors such as personalization, personal contact/care, and privilege marketing to attract customers' attention. When the managers are able to detect, monitor, and satisfy customer needs and expectations, it displays the importance of CRM [1]. In fact, there are studies that revealed the factors affecting the CRM success (e.g., [2–6]).

Customer relationship management (CRM) is a concept, which consists of strategies, technologies, and practices used to analyze and manage their interactions with the customers. The ultimate goal of CRM is to improve the business relationship while driving sales growth and improving customer retention. The company maintains such relationship by analyzing data and information about the customers and hence can predict future sales and behaviors.

CRM might be used and applied in many companies including the Islamic banks. The Islamic bank is an institution, which is governed by the Islamic law called as shariah. However, this institution requires an understanding on the needs of consumers and establishes reliable relationships with customers; one of the ways is by applying the CRM in its business operations. Islamic banks must create competitive advantages and compete in terms of the uniqueness of products and services with other banks. Therefore, it is important to observe the practices of CRM in the Islamic banks, which can be used as a reference to other banks.

#### **2. Literature review**

CRM is needed by the company that has high concern on dealing with customers, which considered as a competitive advantage. The main support of CRM is the information technology, which plays a role in maintaining and sustaining CRM [7]. A positive relationship with customers has been attributed to the improved sales volume among different companies [8]. Using CRM, the Islamic banks are able to compete in the industry, where the costs of direct sales can be reduced. However, to get and to collect the information related to the behaviors of consumers are not an easy task. These consumers' databases can be useful for any actions to provide better business operations.

**2.2 Islamic banks development**

**Author Definition**

*DOI: http://dx.doi.org/10.5772/intechopen.89225*

part neglected in the literature.

*Customer Relationship Management Practices in Islamic Banks*

relationships within a company.

firm is maximized.

needs and desires.

Shang and Chen

Ramani and Kumar [15]

Grant & Anderson [18]

Schermerhorn [19]

Schermerhorn [19]

**Table 1.** *CRM definition.*

1

**15**

www.ey.com

[13]

thereof has reached 81% [21].

Islamic banking has positive attention by the international banking system and has become a very fast-growing element of global capital markets in the last 20 years. Islamic banks still take a large portion of 75% on global Islamic finance total asset. There is a great interest toward Islamic banking not only by those adopted Islamic law but also in the global scale. According to World Islamic Banking Competitiveness Report 2016 of Ernst and Young,<sup>1</sup> it is estimated that the size of assets of global Islamic banks as of the year 2015 is already over \$1 trillion, and the growth rate thereof between 2008 and 2012 is 17.6%. Although most of them are in the countries of densely Muslim population, over 300 Islamic banks carry on their activities in more than 75 countries including many Western ones. The largest share of Islamic financial assets in the world belongs to Islamic banking, and the ratio

needs and wants and thus building strong customer relationships.

A philosophically related offspring to relationship marketing which is for the most

using effective communications in order to improve customer acquisition, client

Involves all the processes needed to achieve, build, and maintain an ongoing relationship with customers through differential and tailored treatment of individual customers based on their likely responses to alternative marketing programs, so the contribution of each customer to the overall profitability of the

Adam et al. [14] As an enterprise approach that comprehends and affects customer behavior by

retention, customer commitment, and customer profitability.

Raab et al. [17] A management philosophy that is aligned toward existing and potential customer

New avenues for expansion of the organization through improvement of

The concept when in business utilizes the latest technology in maintaining intense

satisfying and exceeding customer expectation through the provision of customer

The concept is important in that it helps the company in anticipating customer

Goldenberg [16] As a business approach integrating people, processes and technology in maximizing relationships with customers.

customers' retention, values, and satisfaction.

rapport with customers both current and future. Nickels [20] The concept is a process of understanding customers and working toward

Meanwhile, the total assets of Islamic banks in Indonesia reach US\$29.94 billion [22]. Another positive indicator of Islamic banks is the Islamic banking growth in 2017 that reaches 11.10%, which is higher than the total banking system growth of 6.78% [23]. However, the Islamic banks in Indonesia have a low market share of 5%, which ironically contrast with the potential as the most Muslim population of 265 million in the world. Among the problems emerged are limited/unvaried product range, low literacy and inclusion level of Islamic finance, unfavorable perception for Islamic banking, lack of talent and qualified employees, limited distribution

networks and outreach, and only focus on the retail segment.

Peppers and Rogers [9] explore the existence of a global tendency to the concept of CRM, regardless of the industry of the business. This is because the companies are concerned on creating the customer satisfactions, increasing the expectations, and achieving the long-term loyalty of the customers.

According to Pradan [10], CRM is increasingly becoming a marketing tool for retail and wholesale businesses. It is meant for long-term growth, which is demanded by multinational corporations. Eventually, CRM is effective in providing strategic concepts through efficiency improvement, customer retention, and market development [11]. The application of CRM is beneficial to the companies including the incidence of innovation, value enhancement, and service improvement. Potentially, company goals regarding the use of CRM are aligned toward creating value for the customers, customization of products, and improving customer profitability [12].

#### **2.1 CRM definition**

CRM can be reckoned as a business philosophy that allows organizations to comprehend customers' needs and requirements clearly through their histories and preferences, which can be used as the key in helping organizations to plan for the long run. **Table 1** elaborates CRM definitions.

*Customer Relationship Management Practices in Islamic Banks DOI: http://dx.doi.org/10.5772/intechopen.89225*


#### **Table 1.**

are focusing on factors such as personalization, personal contact/care, and privilege marketing to attract customers' attention. When the managers are able to detect, monitor, and satisfy customer needs and expectations, it displays the importance of CRM [1]. In fact, there are studies that revealed the factors affecting the CRM

Customer relationship management (CRM) is a concept, which consists of strategies, technologies, and practices used to analyze and manage their interactions with the customers. The ultimate goal of CRM is to improve the business relationship while driving sales growth and improving customer retention. The company maintains such relationship by analyzing data and information about the customers

CRM might be used and applied in many companies including the Islamic banks. The Islamic bank is an institution, which is governed by the Islamic law called as shariah. However, this institution requires an understanding on the needs of consumers and establishes reliable relationships with customers; one of the ways is by applying the CRM in its business operations. Islamic banks must create competitive advantages and compete in terms of the uniqueness of products and services with other banks. Therefore, it is important to observe the practices of CRM in the

CRM is needed by the company that has high concern on dealing with customers, which considered as a competitive advantage. The main support of CRM is the information technology, which plays a role in maintaining and sustaining CRM [7]. A positive relationship with customers has been attributed to the improved sales volume among different companies [8]. Using CRM, the Islamic banks are able to compete in the industry, where the costs of direct sales can be reduced. However, to get and to collect the information related to the behaviors of consumers are not an easy task. These consumers' databases can be useful for any actions to provide

Peppers and Rogers [9] explore the existence of a global tendency to the concept of CRM, regardless of the industry of the business. This is because the companies are concerned on creating the customer satisfactions, increasing the expectations,

According to Pradan [10], CRM is increasingly becoming a marketing tool for

demanded by multinational corporations. Eventually, CRM is effective in providing strategic concepts through efficiency improvement, customer retention, and market development [11]. The application of CRM is beneficial to the companies including the incidence of innovation, value enhancement, and service improvement. Potentially, company goals regarding the use of CRM are aligned toward creating value for the customers, customization of products, and improving cus-

CRM can be reckoned as a business philosophy that allows organizations to comprehend customers' needs and requirements clearly through their histories and preferences, which can be used as the key in helping organizations to plan for the

retail and wholesale businesses. It is meant for long-term growth, which is

success (e.g., [2–6]).

*Customer Relationship Management and IT*

**2. Literature review**

better business operations.

tomer profitability [12].

**2.1 CRM definition**

**14**

and hence can predict future sales and behaviors.

Islamic banks, which can be used as a reference to other banks.

and achieving the long-term loyalty of the customers.

long run. **Table 1** elaborates CRM definitions.

*CRM definition.*

#### **2.2 Islamic banks development**

Islamic banking has positive attention by the international banking system and has become a very fast-growing element of global capital markets in the last 20 years. Islamic banks still take a large portion of 75% on global Islamic finance total asset. There is a great interest toward Islamic banking not only by those adopted Islamic law but also in the global scale. According to World Islamic Banking Competitiveness Report 2016 of Ernst and Young,<sup>1</sup> it is estimated that the size of assets of global Islamic banks as of the year 2015 is already over \$1 trillion, and the growth rate thereof between 2008 and 2012 is 17.6%. Although most of them are in the countries of densely Muslim population, over 300 Islamic banks carry on their activities in more than 75 countries including many Western ones. The largest share of Islamic financial assets in the world belongs to Islamic banking, and the ratio thereof has reached 81% [21].

Meanwhile, the total assets of Islamic banks in Indonesia reach US\$29.94 billion [22]. Another positive indicator of Islamic banks is the Islamic banking growth in 2017 that reaches 11.10%, which is higher than the total banking system growth of 6.78% [23]. However, the Islamic banks in Indonesia have a low market share of 5%, which ironically contrast with the potential as the most Muslim population of 265 million in the world. Among the problems emerged are limited/unvaried product range, low literacy and inclusion level of Islamic finance, unfavorable perception for Islamic banking, lack of talent and qualified employees, limited distribution networks and outreach, and only focus on the retail segment.

<sup>1</sup> www.ey.com

Nalan [21] mentioned that the key principles or features in the Islamic finance system emphasize on the need of sharing the risk, equity, and stakes with the customers. The sharing aspect as the main requirement in the Islamic banking system suggests that the outcome of a project, whether it is profitable or otherwise, will be shared in an equitable manner [24]. The essence of Islamic principles is to achieve a fair distribution of wealth. The main aim of the Islamic banking system is to shield the benefits and interests of all parties who are involved in the economic transaction and to promote the welfare of the whole society as well [25].

*2.4.1 Organizational factors*

*Customer Relationship Management Practices in Islamic Banks*

*DOI: http://dx.doi.org/10.5772/intechopen.89225*

accommodate the CRM systems.

crucial to accomplish CRM missions.

*2.4.1.1 Top management support*

this chapter.

organization:

Chen and Popovich [33]

**17**

Mendoza et al. [52]

Organizational factors refer to the factors that relate directly or indirectly to the structural, operational, human, and managerial sides of the business entity. Becker et al. [28] stated that the organizational factors such as organizational structure, employee training, employee incentives, and customer orientation are significantly related to CRM performance. Nath et al. [29] posited that a few numbers of dedicated workers contribute to the failure of CRM implementation; therefore, companies must engage the workers with necessary advancement and transformation to

Payne and Frow [30] mentioned that the key organizational factors associated with the CRM success consist of company's structure and its operational business procedures. Meanwhile, Croteau and Li [31] added that a suitable organizational arrangement through collaboration of various units and functions in the company is

Though there are other dimensions of CRM that could be adopted, the organizational factors still remain considered as the main dimensions based on previous studies [32–50]. There are three organizational factors that will be discussed in

This crucial attention from the executive level is emphasized by Buttle [51]. In Islamic banks, the top management support has shown in their plan to conduct motivation program, which the employees being asked the purpose and dedication in accomplishing their tasks. With a role model by the leaders, the employees are transformed into the good behavior or attitudes. This commitment from the leaders may generate trust, which plays a significant role in building long-term relationships. One of the bodies that always giving its support is a Shariah Advisor Board. This body will monitor and guide the Islamic banks to the ways in implementing the shariah principles. In having an innovation of products and services, this body is expected to encourage its promotions as long as complied with the shariah law.

Below are the impacts of top management support to CRM implementation in an

As an essential element for bringing an innovation online and ensuring delivery of

Sets the stages in CRM initiatives for leadership, strategic direction, and alignment

customers' needs when introducing new technologies with its traditional

• The key success factor in CRM (customer acquisition, retention, and

**Authors Function/impact of top management support to CRM implementation** Adam et al. [14] Establishes necessary level of commitment of staff with relevant expertise to

Kim et al. [53] • It is essential for assisting the improvement of the relationship and for meeting

Sohrabi et al. [54] Is positively related to organizational performance (customer satisfaction, profitability, customer loyalty, and market share). Eid [4] Has a minor negative relationship with organizational performance.

Kale [55] Helps CRM deployments and implementation initiatives.

support the needs of CRM.

of vision and business goals.

business activities.

expansion).

promised benefits.

#### **2.3 CRM and shariah compliance**

Islam has shariah law, which brings benefit to all people and avoids the harms. All products and methods in the Islamic banks have to comply with shariah. CRM is a tool or method used to collect the data of consumers, build the relationship, and create the consumers' retention and satisfaction. Islam allows every person to collect data or any information related to the business purposes. The data must be true and genuine that should be used for goodness or not use for speculative actions. Muslims must avoid from cheating and stealing acts.

Build and establish relationship is encouraged in Islam, which is known as *ukhuwah Islamiyyah*; thus, it is aligned with CRM objectives. With this relationship, consumers and sellers can collaborate and support each other aimed to gain mutual benefits. In CRM, the Islamic banks can widen the network through relationships, which then able to promote the products efficiently, update any features proportionately, and convey the offerings effectively. As CRM aimed for consumer satisfaction, Islam always tries to deliver the excellence services as possible. Satisfaction is *qanaah* in Islamic term, which means an achievement for every Muslims. Thus, CRM and Islam have similar goals that carry *maslahah* for the *ummah*.

#### **2.4 CRM components**

CRM practices represent opportunities to proactively extend the services to its customers and gain satisfaction and loyalty. Wang and Feng [26] found that CRM capabilities reflected a firm's skill and knowledge in regularly establishing, maintaining, upgrading, and re-establishing beneficial relationships with attractive customers.

Gupte [27] mentioned that CRM tools are implemented to:


Two main CRM components are widely used in many organizations including in the Islamic financial institutions namely organizational and technological factors. Some organizations have spent tremendous resources on information and computer technologies; however, the organization factor also needed to support and implement the CRM.

#### *2.4.1 Organizational factors*

Nalan [21] mentioned that the key principles or features in the Islamic finance

Islam has shariah law, which brings benefit to all people and avoids the harms. All products and methods in the Islamic banks have to comply with shariah. CRM is a tool or method used to collect the data of consumers, build the relationship, and create the consumers' retention and satisfaction. Islam allows every person to collect data or any information related to the business purposes. The data must be true and genuine that should be used for goodness or not use for speculative actions.

Build and establish relationship is encouraged in Islam, which is known as *ukhuwah Islamiyyah*; thus, it is aligned with CRM objectives. With this relationship, consumers and sellers can collaborate and support each other aimed to gain mutual benefits. In CRM, the Islamic banks can widen the network through relationships, which then able to promote the products efficiently, update any features proportionately, and convey the offerings effectively. As CRM aimed for consumer satisfaction, Islam always tries to deliver the excellence services as possible. Satisfaction is *qanaah* in Islamic term, which means an achievement for every Muslims. Thus,

CRM practices represent opportunities to proactively extend the services to its customers and gain satisfaction and loyalty. Wang and Feng [26] found that CRM

maintaining, upgrading, and re-establishing beneficial relationships with attractive

i. manage customer communication and enhance visibility of the organization to

Two main CRM components are widely used in many organizations including in the Islamic financial institutions namely organizational and technological factors. Some organizations have spent tremendous resources on information and computer

ii. act as a one stop shop for customer interactions, customer information, and

iii. act as an information management tool, which is practiced to generate, characterize, store, represent, reproduce, and translate the information.

technologies; however, the organization factor also needed to support and

CRM and Islam have similar goals that carry *maslahah* for the *ummah*.

capabilities reflected a firm's skill and knowledge in regularly establishing,

Gupte [27] mentioned that CRM tools are implemented to:

system emphasize on the need of sharing the risk, equity, and stakes with the customers. The sharing aspect as the main requirement in the Islamic banking system suggests that the outcome of a project, whether it is profitable or otherwise, will be shared in an equitable manner [24]. The essence of Islamic principles is to achieve a fair distribution of wealth. The main aim of the Islamic banking system is to shield the benefits and interests of all parties who are involved in the economic transaction and to promote the welfare of the whole

society as well [25].

**2.4 CRM components**

its customers;

implement the CRM.

**16**

accessible databases; and

customers.

**2.3 CRM and shariah compliance**

*Customer Relationship Management and IT*

Muslims must avoid from cheating and stealing acts.

Organizational factors refer to the factors that relate directly or indirectly to the structural, operational, human, and managerial sides of the business entity. Becker et al. [28] stated that the organizational factors such as organizational structure, employee training, employee incentives, and customer orientation are significantly related to CRM performance. Nath et al. [29] posited that a few numbers of dedicated workers contribute to the failure of CRM implementation; therefore, companies must engage the workers with necessary advancement and transformation to accommodate the CRM systems.

Payne and Frow [30] mentioned that the key organizational factors associated with the CRM success consist of company's structure and its operational business procedures. Meanwhile, Croteau and Li [31] added that a suitable organizational arrangement through collaboration of various units and functions in the company is crucial to accomplish CRM missions.

Though there are other dimensions of CRM that could be adopted, the organizational factors still remain considered as the main dimensions based on previous studies [32–50]. There are three organizational factors that will be discussed in this chapter.

#### *2.4.1.1 Top management support*

This crucial attention from the executive level is emphasized by Buttle [51]. In Islamic banks, the top management support has shown in their plan to conduct motivation program, which the employees being asked the purpose and dedication in accomplishing their tasks. With a role model by the leaders, the employees are transformed into the good behavior or attitudes. This commitment from the leaders may generate trust, which plays a significant role in building long-term relationships. One of the bodies that always giving its support is a Shariah Advisor Board. This body will monitor and guide the Islamic banks to the ways in implementing the shariah principles. In having an innovation of products and services, this body is expected to encourage its promotions as long as complied with the shariah law.


Below are the impacts of top management support to CRM implementation in an organization:

Most of the abovementioned arguments state a positive relationship between top management support of CRM initiatives. The absence of continuous commitment from the top management can result in the failure of the CRM implementations.

**Authors Function/impact of training orientation to CRM implementation**

purchase.

*DOI: http://dx.doi.org/10.5772/intechopen.89225*

employee training to the CRM activities.

*2.4.2 Technological factors*

complexity; and integration [2].

technology (IT) is implemented.

processing, and integration of CRM.

*2.4.2.1 Customer data*

any damages.

**19**

Plakoyiannaki et al. [61]

and profitability.

*Customer Relationship Management Practices in Islamic Banks*

customer retention.

Rigby et al. [60] Training of employees is a key in implementation process encompassing customer

Kim [5] Improves CRM performance and achieves CRM goals of high customer satisfaction

Eid [4] Employee training has a significant positive impact on CRM success in the light of

A well-trained employee has the ability to create a good customer relationship by

Zablah et al. [68] posited that the information technology and communication (ICT) are utilized as the instruments for communicating throughout organization, knowledge management, and strategies. The Islamic banks must adopt the ICT as an important element to implement CRM. Technological factors refer to the factors that relate to the soft and hard aspects including ICT infrastructure, system evaluation, and selection criteria; vendor after sale support; software selection criteria;

Liu [69] stated that there is a necessity to provide the compatible technology and tools to the company due to the significance on establishment of customer strategy. However, some managers are not updated with the latest technology and fail to choose the most suitable package to fit their customer strategy. Kim et al. [12] warned that the success of the CRM depends on how well the information

Several researches are confirming the relationship between technology factors

Islamic banks have to collect customer data, which can be analyzed to come out with a right decision. With a complete data, the marketing or sales staff can execute the plan of approaching customers and maintain a relationship. Islamic banks can collaborate with other bodies formally and informally to get primary or

secondary data that can be used for future actions. The danger of dirty, inaccurate, old data for the companies, which include the erroneous numbers, mistakes in spelling, and old contact information that has a high probability of infecting the system, must be avoided. This will also incur huge costs to adjust

and CRM performance such as Lucchetti and Sterlacchini [45], Siegele [70], Cavalcanti [71], Ndubisi and Jantan [72], Utomo [73], and Buonanno et al. [74]. The components of technological factor are customer data, customer information

delivering high-quality products and services. Numerous studies stated that employee training is a key driver, which brings tangible and intangible advantages in CRM implementation [28, 62–67]. All of them gave positive proof to the role of

service, improving efficiencies, nurturing consumer confidence, and repeating

CRM practice failure is due to the lack of full attention for the role of workers.

### *2.4.1.2 Customer orientation*

Cai [56] posited that customer orientation is defined as "the set of activities, behaviors, and beliefs that place high priority on customers' interests and continuously create superior customer value." The customer orientation can be seen through the existence of social media that can be used to build sustainable relationships. The client-oriented companies have an emphasis and more attention to personal workers' initiatives, which generate unique values for customers. Those companies recognized the importance of client data handling activities and practices, which used to attain higher CRM performance.


Various studies on customer orientation were used as the potential precursors of CRM achievement, e.g., Eid [4], Faed et al. [59], Kim [5], Becker et al. [28], and Sohrabi et al. [54].

#### *2.4.1.3 Training orientation*

An adequate training is importantly required in the CRM processes to gain success [13]. The employee's engagement in a training contributes to the advancement of knowledge by accommodating the employees in seeking, disseminating, and using the information to respond the customers' problems and inquiries. Employees who serve the customers closely must be trained. Kim [5] added that the training of employees improves features of the quality creation such as accomplishment of administration excellence, communicating with customized correspondence between the firm and its customers, and also could be used as a benchmark for attitude and behavior.

Training is a requirement to contribute for better outcomes. In Islam, it relates to purifying one's soul (*tazkiyah al-nafs*), embedding Islamic values (*at-ta'dib*), understanding the philosophies of Allah's Oneness and Greatness (*at-tawheed aluluhiyyah and ar-rububiyyah*), the concepts of working as a representative (*khalifah*), a team (*jemaah*), full submission to Allah (*ibadah*), and a way to succeed (*al-falah*). Thus, in order to implement CRM successfully, the Islamic banks need to invest in training and development of employees'skills.



A well-trained employee has the ability to create a good customer relationship by delivering high-quality products and services. Numerous studies stated that employee training is a key driver, which brings tangible and intangible advantages in CRM implementation [28, 62–67]. All of them gave positive proof to the role of employee training to the CRM activities.

#### *2.4.2 Technological factors*

Most of the abovementioned arguments state a positive relationship between top management support of CRM initiatives. The absence of continuous commitment from the top management can result in the failure of the CRM implementations.

Cai [56] posited that customer orientation is defined as "the set of activities, behaviors, and beliefs that place high priority on customers' interests and continuously create superior customer value." The customer orientation can be seen through the existence of social media that can be used to build sustainable relationships. The client-oriented companies have an emphasis and more attention to personal workers' initiatives, which generate unique values for customers. Those companies recognized the importance of client data handling activities and

**Authors Function/impact of customer orientation to CRM implementation** Kim [5] The weakness in applying and developing customer orientation is the major

McNally [58] Customer orientation imperative element for CRM achievement is related to

An adequate training is importantly required in the CRM processes to gain success [13]. The employee's engagement in a training contributes to the advancement of knowledge by accommodating the employees in seeking, disseminating, and using the information to respond the customers' problems and inquiries. Employees who serve the customers closely must be trained. Kim [5] added that the training of employees improves features of the quality creation such as accomplishment of administration excellence, communicating with customized correspondence between the firm and its customers, and also could be used as a benchmark

Training is a requirement to contribute for better outcomes. In Islam, it relates to

(*khalifah*), a team (*jemaah*), full submission to Allah (*ibadah*), and a way to succeed (*al-falah*). Thus, in order to implement CRM successfully, the Islamic banks need to

focused systems and processes if they lack trained employees.

It is impossible for an organization to develop and operate suitable customer-

purifying one's soul (*tazkiyah al-nafs*), embedding Islamic values (*at-ta'dib*), understanding the philosophies of Allah's Oneness and Greatness (*at-tawheed aluluhiyyah and ar-rububiyyah*), the concepts of working as a representative

**Authors Function/impact of training orientation to CRM implementation**

invest in training and development of employees'skills.

Has a critical connection to relative sales, benefit, social favorable position, and

marketing and information technology, which encourages to create customer

loyalty and other positive impacts to organizational performance.

Various studies on customer orientation were used as the potential precursors of CRM achievement, e.g., Eid [4], Faed et al. [59], Kim [5], Becker et al. [28], and

practices, which used to attain higher CRM performance.

reason of inefficient CRM.

retaining client performance.

*2.4.1.2 Customer orientation*

*Customer Relationship Management and IT*

Day and Van den Bulte [57]

Sohrabi et al. [54].

*2.4.1.3 Training orientation*

for attitude and behavior.

Payne and Frow

[30]

**18**

Zablah et al. [68] posited that the information technology and communication (ICT) are utilized as the instruments for communicating throughout organization, knowledge management, and strategies. The Islamic banks must adopt the ICT as an important element to implement CRM. Technological factors refer to the factors that relate to the soft and hard aspects including ICT infrastructure, system evaluation, and selection criteria; vendor after sale support; software selection criteria; complexity; and integration [2].

Liu [69] stated that there is a necessity to provide the compatible technology and tools to the company due to the significance on establishment of customer strategy. However, some managers are not updated with the latest technology and fail to choose the most suitable package to fit their customer strategy. Kim et al. [12] warned that the success of the CRM depends on how well the information technology (IT) is implemented.

Several researches are confirming the relationship between technology factors and CRM performance such as Lucchetti and Sterlacchini [45], Siegele [70], Cavalcanti [71], Ndubisi and Jantan [72], Utomo [73], and Buonanno et al. [74]. The components of technological factor are customer data, customer information processing, and integration of CRM.

#### *2.4.2.1 Customer data*

Islamic banks have to collect customer data, which can be analyzed to come out with a right decision. With a complete data, the marketing or sales staff can execute the plan of approaching customers and maintain a relationship. Islamic banks can collaborate with other bodies formally and informally to get primary or secondary data that can be used for future actions. The danger of dirty, inaccurate, old data for the companies, which include the erroneous numbers, mistakes in spelling, and old contact information that has a high probability of infecting the system, must be avoided. This will also incur huge costs to adjust any damages.


*2.4.2.3 Integration of CRM*

information [30, 51].

successful CRM system.

shown in **Figure 1**.

**3. Methodology**

**Figure 1.**

**21**

Cross-functional integration emerges as key aspects for CRM success [81]. In both operational and customer-handling systems, various types of integrations are importantly required such as system compatibility, multi-channel integration, functional integration, and data integration [30, 63]. There are two factors of system integration that are crucial to CRM: (i) the connection into legacy systems and organizational applications and (ii) throughout other functional customer

In the Islamic banks, this system integration has a significant and positive influence on both operational and strategic benefits in the organizations, particularly for customer retention. Wang and Feng [26] posited that a number of researchers have shown the importance of system integration as a key success component of a

Roh et al. [80] The integration of CRM system with legacy MIS system positively influences customer

Based on the past studies, the proposed framework of CRM in Islamic Banks is

This chapter conducts a mix method of quantitative method using descriptive analysis and qualitative method using content analysis based on a review of literature from academic research journals, websites, social media platforms, electronic

databases (secondary data), and other relevant sources.

*CRM in Islamic banks (Author's proposed framework).*

**Authors Function/impact of integration of CRM to CRM implementation**

Capacity [63] The integration helps to forecast the future trend of CRM.

satisfaction and efficiency.

*Customer Relationship Management Practices in Islamic Banks*

*DOI: http://dx.doi.org/10.5772/intechopen.89225*

Many researchers as mentioned above provide evidence of the importance of data analysis and quality for CRM initiatives. A basic factor for successful CRM is an efficient link of customer data to fulfill the customer expectations. The companies are overwhelmed with information, and CRM ultimately focuses on effectively turning information into intelligent business knowledge to administer customer relationships.

### *2.4.2.2 Customer information processing (CIP)*

Customer information processing is defined as relational information processing, which encompasses particular routines used by the organization to set up customer long-term relations [79]. It is also as a component that makes a clear picture of customer and market behaviors, which leads to suitable business actions required in the constantly unstable market environments [80].

Kim [5] stated that the effective CIP has become an emerging challenge for the firms due to the Internet and database technology's potential to assist the collection of comprehensive information on customers' needs, preferences, and behaviors. Kim also added the construct of CIP that consists of one activity after another such as acquisition/generation, analysis, interpretation, and storage of customer information. Moreover, the CIP is crucial for the Islamic banks because it has to deal with the constantly changing of products' offerings as well as the increasingly knowledgeable customers.


Based on the arguments above, it could be concluded that empirical evidence has shown a positive influence of customer information processing on the CRM initiatives.

### *2.4.2.3 Integration of CRM*

**Authors Function/Impact of Customer Data to CRM Implementation**

help integrate and analyze the data.

Kim et al. [53] Better quality of data can improve the confidence of the employees in CRM. Peikin [77] Data quality occasionally does not strongly support the CRM success.

A top cause of failure of CRM initiatives is the poor-quality customer data and information. This may result in poor data analysis followed by poor decision

Lack of data quality and quantity to be a barrier to successful CRM initiatives.

Can support the front-office or customer interaction solutions, which in turn, will

• The unfortunate problem of "bad data" hinders the growth of CRM • Most effective and efficient CRM strategies need good quality data.

Many researchers as mentioned above provide evidence of the importance of data analysis and quality for CRM initiatives. A basic factor for successful CRM is an efficient link of customer data to fulfill the customer expectations. The companies are overwhelmed with information, and CRM ultimately focuses on effectively turning information into intelligent business knowledge to administer customer

Customer information processing is defined as relational information processing, which encompasses particular routines used by the organization to set up customer long-term relations [79]. It is also as a component that makes a clear picture of customer and market behaviors, which leads to suitable business actions

Kim [5] stated that the effective CIP has become an emerging challenge for the firms due to the Internet and database technology's potential to assist the collection of comprehensive information on customers' needs, preferences, and behaviors. Kim also added the construct of CIP that consists of one activity after another such as acquisition/generation, analysis, interpretation, and storage of customer information. Moreover, the CIP is crucial for the Islamic banks because it has to deal with the constantly changing of products' offerings as well as the increasingly knowl-

**Authors Function/impact of customer information processing to CRM implementation**

Kim [5] Can be assisted in identifying their most significant customers to increase their business

Based on the arguments above, it could be concluded that empirical evidence has shown a positive influence of customer information processing on the CRM

and access to customer information and CRM performance.

impact on their CRM performance improvement.

Has a significant positive link between the activities related to the collection, storage,

Managing and using customer information in the marketing efforts will have a strong

required in the constantly unstable market environments [80].

Nelson and Kirkby [75]

[76]

[78]

Ryals and Payne

Bose and Chong

Jaychandran et al. [79]

relationships.

edgeable customers.

Becker et al. [28]

Kim et al. [53]

initiatives.

**20**

value.

making.

*Customer Relationship Management and IT*

*2.4.2.2 Customer information processing (CIP)*

Cross-functional integration emerges as key aspects for CRM success [81]. In both operational and customer-handling systems, various types of integrations are importantly required such as system compatibility, multi-channel integration, functional integration, and data integration [30, 63]. There are two factors of system integration that are crucial to CRM: (i) the connection into legacy systems and organizational applications and (ii) throughout other functional customer information [30, 51].

In the Islamic banks, this system integration has a significant and positive influence on both operational and strategic benefits in the organizations, particularly for customer retention. Wang and Feng [26] posited that a number of researchers have shown the importance of system integration as a key success component of a successful CRM system.


Based on the past studies, the proposed framework of CRM in Islamic Banks is shown in **Figure 1**.

**Figure 1.**

*CRM in Islamic banks (Author's proposed framework).*
