Moreover, each CRMs dimension (system quality information quality, system usage, and user satisfaction) has a significant effect on Jordanian telecommunication companies’ performance. The findings show that there is a significant effect of CRMS dimensions on Jordanian telecommunication companies’ performance. The quantitative method has been adopted in the study such as descriptive analysis, regression models, and hypothesis testing methods. After editing, only 140 questionnaires were valid for analysis. Using the convenient sample, 300 questionnaires were distributed to customer service employees in Jordanian telecommunication companies. A self-administrated questionnaire has been designed as data collection instrument. The study develops conceptual model that links CRMs with performance in Jordanian telecommunication companies. This study aims at investigating the role of customer relationship management systems (CRMS) on Jordanian telecommunication companies’ performance. This is the only paper which reviews the development of the assessment process for customer engagement. The assessment and benchmarking process has been used by the public sector and government, and given government’s desire to engage citizens better, they should consider adopting the ideas in this paper to reform citizen engagement. They should heed the warnings about the risks of inaccurate assessments which may arise because of the incentives by which managers are managed. The assessment and benchmarking process was developed mainly for use by larger companies, though the findings could be adapted for use by smaller companies.Ĭompanies whose success depends upon customer engagement should consider using the assessment and benchmarking tool to guide their planning and implementation. Literature review, conceptual analysis and explanation of the management consulting process are used.Ĭompanies can get an accurate picture of how well they manage customer engagement provided that a careful assessment approach is used where assessors are properly selected and trained and that there is a strong focus on compliance with requirements rather than “box-ticking” based upon managers’ perceptions. It then describes the evolution and use of an assessment and benchmarking process and tool which provide the needed information. This paper aims to review the development of thinking about the information needed by companies to create an accurate picture of how well they manage their engagement with customers, taking into account the evolution of thinking and practice in this area over the past three decades towards the idea of data-driven customer engagement.
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