Document Type : Original Article
Authors
1
Ph.D. student in Information Technology Management, Faculty of Management, Central Tehran branch, Islamic Azad University, Tehran, Iran.
2
Assistant Professor, Department of Government Management, Faculty of Management, Central Tehran branch, Islamic Azad University, Tehran, Iran.
3
Assistant Professor, Department of Industrial Management, Faculty of Management, Central Tehran branch, Islamic Azad University, Tehran, Iran.
10.22034/cbsj.2024.63231
Abstract
The present research purpose has been dynamic modeling of customer relationship management in e-banking in Sepeh Bank and merged banks, and the conceptual framework identified in the case study was used. The statistical population is the experts in Sepah Bank's customer affairs, and a sample of 14 people has been selected through theoretical sampling method utilizing purposeful techniques. To measure the relationship between dimensions and indicators, fuzzy cognitive map was used in the form of pairwise comparison matrix questionnaire, and the reliability and validity of the questionnaires were confirmed by the test-retest method and the content validity with Lawshe method. For simulation in a certain period of time and measuring the validity of the model, Bidirectional Associative Memory(BAM) Neural Networks have been used in the FCM Expert software. The research findings show that "Customer Relationship Development" is the most central and influential and "Customer Retention" is the most affected dimension, and the mutual influence between "Customer Identification" and "Customer Relationship Development" is significant. Also, the "Customer Attraction" has the greatest impact on the "Customer Retention & Customer Relationship Development" and the "Customer Reach and Acquisition" has the greatest impact on the "Customer Attraction & Customer Retention". Based on these results, it is recommended that Sepah Bank managers pay special attention to customer attraction through branding and the implementation of advertising campaigns at contact points, and despite the low impact of the "Customer Relationship Review", its significant impact on the most central dimension, i.e. "Customer Relationship Development" should not be neglected.
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