International Journal For Multidisciplinary Research

E-ISSN: 2582-2160   •   Impact Factor: 9.24

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A Study on Customer Relationship Management in Banking Sector

Author(s) Dr. Ajay Verma, Dr. Atul Gupta, Mr. Tarun Sharma
Country India
Abstract ABSTRACT
Customer Relationship Management (CRM) plays a pivotal role in the Indian banking sector, offering a strategic approach to managing relationships with customers and enhancing their experience. This paper examines the impact of CRM on the banking industry in India, exploring how it can improve customer satisfaction, loyalty, and overall business performance. The study reviews existing literature and analyzes various aspects of CRM adoption in Indian banks, including challenges such as training, technology adoption, and changing customer expectations. The findings indicate that CRM strategies can significantly enhance the quality of customer service and strengthen customer relationships, leading to higher retention rates and a competitive edge in the market. Despite the challenges in implementing CRM, such as technological constraints and a lack of skilled personnel, the benefits far outweigh the obstacles. Through the effective use of CRM tools and techniques, Indian banks can foster stronger connections with customers, tailor services to individual needs, and ultimately drive growth and profitability. This paper concludes that the adoption of CRM in the Indian banking sector is essential for banks to thrive in a rapidly evolving market. By embracing CRM practices, banks can achieve higher levels of customer satisfaction and loyalty, which are crucial for long-term success in the industry.
Keywords Keywords-- Customer Relationships Management, Customer Satisfaction, Customer Loyalty, Data, Information, Banks
Field Business Administration
Published In Volume 6, Issue 3, May-June 2024
Published On 2024-05-16
Cite This A Study on Customer Relationship Management in Banking Sector - Dr. Ajay Verma, Dr. Atul Gupta, Mr. Tarun Sharma - IJFMR Volume 6, Issue 3, May-June 2024. DOI 10.36948/ijfmr.2024.v06i03.20430
DOI https://doi.org/10.36948/ijfmr.2024.v06i03.20430
Short DOI https://doi.org/gtvtzs
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