沙阿阿里馬利克和特里沃哈珀認(rèn)為客戶關(guān)系管理（CRM）應(yīng)用在巴基斯坦銀行業(yè)時：已存在的問題和挑戰(zhàn)更加凸顯了巴基斯坦銀行業(yè)使用CRM時的問題和挑戰(zhàn)。這項(xiàng)研究強(qiáng)調(diào)了缺乏對技術(shù)服務(wù)的意識和采用的客戶以及低水平培訓(xùn)的銀行員工是在巴基斯坦銀行實(shí)施CRM失敗的主要因素。
 

莫妮卡Urbanowicz (2008)研究《客戶關(guān)系管理理念》時，認(rèn)為這是銀行業(yè)創(chuàng)新的一個例子。它強(qiáng)調(diào)在創(chuàng)建銀行的客戶忠誠度的過程中，重要的是銀行需要提供高標(biāo)準(zhǔn)的服務(wù)，滿足客戶的期望。提高銀行的客戶忠誠度是一個很大的挑戰(zhàn)，要在客戶心目中產(chǎn)生積極印象并提高客戶忠誠度，銀行員工起著至關(guān)重要的作用。
 

按照理查德博士Raghuvanshi(2012)的研究，以在勒克瑙的一家阿克西斯銀行為案例可以看出CRM在印度銀行的運(yùn)營狀況。這項(xiàng)研究描述了CRM超越事務(wù)性的交流，使?fàn)I銷人員可以預(yù)測客戶的情緒和購買意圖。
 

紐文庫馬爾夏爾馬研究表示：關(guān)于銀行業(yè)的策略與實(shí)踐，本地銀行與跨國銀行在CRM實(shí)踐方面是有很大差別的。這種差異取決于目標(biāo)客戶類型。
 

Shahs Ali Malik & Trevor Wood-Harper paper on customer relationship management (CRM) in the banking sector of Pakistan: problems and challenges highlights the problems and challenges in the banking sector of Pakistan using CRM. The study highlighted lack of awareness and adoption of technology services among the customers and low level of training of bank employees were the major obstacle in successful implementation of CRM in banks of Pakistan.
 

Monika Urbanowicz (2008) in study on Concept of Customer Relationship Management as an example of innovation in banking sector highlighted that the crucial thing in the process of creating bank’s customer loyalty is providing high standard service that meets customer expectations. Improving customers’ loyalty in banking sector is a big challenge and there is huge role of bank employees in making positive impression on status of customer loyalty.
 

Dr. Richa Raghuvanshi (2012) study look at the status of CRM in bank operations of India by taking a case of Axis bank at Lucknow. The study depicted that CRM goes beyond the transactional exchange and enables the marketer to estimate the customer's sentiments and buying intentions.
 

Nuveen Kumar Sharma research on CRM : Strategies and Practices in Banking Sector found that there is a great difference in CRM Practices is present in local and multinational banks. This difference depends upon type of targeted customers. The study indicated that private banks have been more innovative in understanding their customers and in building god relations with them. However all types of banks were convinced that CRM is a strategic tool which helps them in understating customer needs.#p#分頁標(biāo)題#e#
 

Prof. Dr. G. L. Pedhiwal (2011) study looked at the status of a CRM in major banks operating in Western Vidarbha District and results showed that there is a direct relationship between perception and satisfaction, commitment and loyalty which underlines the significance of CRM in service industry and employing CRM may only strengthen the relationship between perceptions and up-buying and cross buying which is all in support of introducing CRM in service sector.
 

Kallol Das et. al. (2009) study on “Customer Relationship Management (CRM) Best Practices and Customer Loyalty A Study of Indian Retail Banking Sector” explored the association between deployment of customer relationship management (CRM) best practices and loyalty of profitable customers in Indian retail banking sector. The finding revels that there was no strong association between deployment of CRM best practices in scheduled commercial banks and loyalty levels of both high and medium relationship value retail customers.
 

Tanveer Ahmed (2009) thesis entitled Electronic Customer Relationship Management in Online Banking investigated how banks maintain their customer relations using eCRM technologies by comprising two banks one from Sweden and second from Denmark. The findings indicated that banks use eCRM for mass customization, customer profiling, self service, one to one interaction and automatic locks in flow of financial data like security prices which ultimately results in reduced cost of operation and increased customer loyalty and more profits. Similarly staff training and customer feedback is considered as backbone for successful implementation of eCRM strategy.
 

10 G. O. Melodi (2012) study titled Appraisal of Customer Relationship Management in the Banking Sector: A study of four selected Banks in Lagos State examined the CRM effect on customer loyalty and retention with the consequent impact on banks’ revenue generation capacity and profitability. It was discovered that customer relationship management impact significantly and positively on income generation capacity on the four banks viz. Wema Bank, Intercontinental Bank, United Bank for Africa (UBA) and Equatorial Trust Bank (ETB) and also on their profitability level.
 

Manbeena Lehal (2012) work on Customer Relationships and Information Systems as a competitive strategy in Banking sector: A theoretical framework described that a bank can enjoy competitive advantage of its customers for a long time by building mutually beneficial relationships that increase switching costs and thus cannot be easily replicated.
 

Bhisham Ramkelawon et. al. (2010) study on Customer Relationship Management as an Integrated Approach in the Banking Sector A Case Study of a local bank in Mauritius analysed level of implementation of concept and philosophy of CRM in banks are as a means of securing competitive advantage. The result shows that rather than focusing on developing product strategies, banks can deliver to customers by having a concise and precise ways of doing things through effective CRM.#p#分頁標(biāo)題#e#
 

Evangelia Blery et. al. (2006) research entitled Customer relationship management: a case study of a Greek bank examined the design and implementation of CRM in the bank. The results shows that there were no of benefits in implementation of CRM to the bank viz. Reduction of costs, integration of departments at different level and decrese in complexity of banking system.

Jai Kumar () study on CRM Practices in banking sector with reference to Tamil Nadu reflected that the demographic variables and CRM technology plays a vital role in maintaining and increasing the level of customer satisfaction.
 

The European Centre for Total Quality Management report (2002) discussed the implementation of CRM in the financial services industry and result explained that CRM allows organisations not only to retain customers, but enables more effective marketing, creates intelligent opportunities for cross selling and opens up the possibility of the rapid introduction of new brands and products. Further, This synergy created by relationship development leads to mutual profitability for both the organisation and the consumer.
 

SRINIVAS ANUMALA (2007) thesis entitled Benefits of e-CRM for Banks and their Customers Case studies of two Swedish banks findings indicated that with the implementation of eCRM and the latest technologies banks have ensured full security for the transactions of their customer’s. eCRM facilitates the organizations to provide one to one services and also maintain the transaction security of the customers.
 

Benjarongkij, Yubol (2011) research entitled The Use of CRM in Public Relations Work of Private Sector in Thailand aimed to study CRM practiced in private sectors and their customer’s satisfaction and loyalty. The results explained that all 14 firms believe their CRM is success and intend to invest more on CRM. Price and quality were having main influence of repurchasing decisions of the customers.
 

Arpita Khare et. al. (2008) study on Managing customer relationships using CRM technology in India’s financial sector explored the role and relevance of CRM in creating sustainable relationships. The results depicted that banks needs to utilize the data for planning marketing strategies to reap the benefits of CRM.
 

Dr. Adam Lindgreen and Michael Antioco () study entitled Customer Relationship Management: One European Bank's Experiences revealed that for successful CRM, it is essential to integrate information collected from all the distribution channels in a well organized datamart. After having checked the fluidity of the information, built a framework, recruited the right people, and implemented the relationships, it is crucial for any organization – a bank in this case – to continuously upgrade the data and the IT tools, as well as train the human resources in constantly making efficient use of the precious information gathered.#p#分頁標(biāo)題#e#
 

Gopal Sondur in a Infosys perspective study (2009) on CRM in Banking explained that The C in CRM is now evolved from ‘Customer’ to “Collaborative. The core of CRM requires various entities in a bank to work collaboratively to define and realize a series of business principles which are essential to establish customer-centric organizations. In the same study, Jose Olalla, BBVA explained that CRM is much more than a technological solution. It is a strategy integrated in the business model of the banks and clearly oriented to value generation.
 

Aileen kennedy (2006) electronic customer relationship management (ecrm): opportunities and challenges in a digital world explored the marketing opportunities ecrm creates for companies and challenges confronting implementing ecrm. The result showed that knowledge gap exists between the adoption and implementation of ecrm in practice and robust research-based insights and principles.
 

Uma Sankar Mishra (2011) study CRM in Banks: A Comparative Study of Public and Private Sectors in India explored the multi dimensional construct of customer relationships and its implications in competitive environment in banking sector. The results revealed that the public banks are ahead of the private banks in attracting and retaining customers because of good personal relationship with the customers. However, both types of banks (private & public) are not lagging far behind to match the customer’s expectations.
 

Yonghyeok kim et. al. research entitled A Model For Evaluating The Effectiveness Of Crm Using The Balanced Scorecard measured the intangible attributes of benefits of CRM viz. value enhancement, effectiveness, innovation, and service improvement. The study concluded that CRM has become one of the leading competitive business strategies in the new millennium and CRM is about managerial efforts to manage business interactions with customers.
 

Dr. Kanhaiya singh et. Al. (2011) paper entitled technological innovation in indian banking sector – use of it products focuses on the way transformation is affecting the banking sector and the way use of it products have changed the face of banking in india. The paper explained that in public sector banks, legacy systems and interoperability is a major hurdle in the integration of all delivery channels. A major problem of banks in india is the availability of excessive data along with security issues.
 

Most of the banks are still using the Operational CRM(Network Magazine (2003), “Enterprise Wide Applications – Greasing the Business Mechanism”. Network Magazine India (June). Retrieved from http://www.networkmagazineindia.com/200306/is08.shtml on 14th September 2006.);.
 

Many studies have reported that banks which develop a customer-centric strategy get higher profits (Formant, 2000; Melnick et al., 2000). Starting from the early services of ATMs, the banking industry then began to offer telephone banking, network banking, customer care centres, etc., which have gradually increased the investment in front-office systems, which itself is directly related to the customers (Liu, 2007).#p#分頁標(biāo)題#e#
 

Formant ‘C (2000) “Customer Acquisition and CRM: A Financial Services Perspective”. In S.A.Brown (Ed), Customer Relationship Management: A Strategic Imperative in the World of E-Business, Toronto, John Wiley and Sons, 87-106
 

Liu, H-Y., (2007) “Development of a Framework for Customer Relationship Management (CRM) in the Banking Industry”, International Journal of Management, 24(1)
 

Melnick, E.L., Nayyar, P.B., Pinedo, M.L., and Seshadri, S. (Eds) (2000) Creating Value in Financial Services: Strategies, Operations and Technologies. Norwell, M.A: Kluwer Academic Publisher