Competitive Advantage Achievement through Customer Relationship Management Dimensions
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Purpose: This paper aims to examine the interaction effect of customers relationship management (CRM) on the competitive advantage (CA) of small and medium-scale enterprises (SMEs) in Yemen. Research design, data and methodology: This study applied a quantitative approach in dealing with the interaction effect of CRM dimensions and SMEs’ competitive advantage in Yemen. The research uses a sample of 247 manufacturing SMEs surveyed in Yemen. Results: The results indicate that only three dimensions of CRM, namely (TCM), (KM) and (CRMO), have a significant effect on SMEs’ competitive advantage, but not that between (KCF) and SMEs’ competitive advantage. Conclusions: The findings of this study offer important insights for owners and managers of SMEs, researchers and policymakers to further understand the effects of CRM on SMEs’ competitive advantage. SMEs should also be encouraged to develop their CRM to improve their competitive advantage. Lastly, this study makes several contributions to the literature, the first of which is the provision of evidence concerning the major role of CRM as a dependent variable and competitive advantage as an independent variable. The second contribution pertains to its pioneering status in examining the direct relationship between CRM dimensions and the competitive advantage of SMEs in a Middle Eastern country.
Abstract
Purpose: This paper aims to examine the interaction effect of customers relationship management (CRM) on the competitive advantage (CA) of small and medium-scale enterprises (SMEs) in Yemen. Research design, data and methodology: This study applied a quantitative approach in dealing with the interaction effect of CRM dimensions and SMEs’ competitive advantage in Yemen. The research uses a sample of 247 manufacturing SMEs surveyed in Yemen. Results: The results indicate that only three dimensions of CRM, namely (TCM), (KM) and (CRMO), have a significant effect on SMEs’ competitive advantage, but not that between (KCF) and SMEs’ competitive advantage. Conclusions: The findings of this study offer important insights for owners and managers of SMEs, researchers and policymakers to further understand the effects of CRM on SMEs’ competitive advantage. SMEs should also be encouraged to develop their CRM to improve their competitive advantage. Lastly, this study makes several contributions to the literature, the first of which is the provision of evidence concerning the major role of CRM as a dependent variable and competitive advantage as an independent variable. The second contribution pertains to its pioneering status in examining the direct relationship between CRM dimensions and the competitive advantage of SMEs in a Middle Eastern country.
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