THE IMPACT OF THE APPLICATION OF ELECTRONIC CUSTOMER RELATIONSHIP MANAGEMENT ON REPUTATION MANAGEMENT IN TELECOMMUNICATIONS COMPANIES IN JORDAN

Abstract

The study aims to measure the impact of the application of electronic customer relationship
management on reputation management in telecommunications companies in Jordan. The study population
consists of the three telecom companies (Orange, Zain, Umniah) in Jordan. As for the random study sample, it is
made up of managers and heads of departments who work in the information technology departments in the
three companies, a total of (40). According to the statistical tables, the sampling unit reached (36), two were
excluded because they were not valid and (34) remained. A questionnaire was designed to collect data from
Sampling unit, and its validity and reliability were tested. The study used the descriptive analytical research
method to test the results of the study in terms of describing its variables and the level of its existence using
descriptive statistics methods. As for the study hypotheses, it was done using inferential statistics methods such
as simple and multiple regression. The study reached the following prominent results
1. The application of the electronic customer relationship management achieved high levels with all its
components (acquisition, retention and expansion) in telecommunications companies in Jordan, the highest of
which came to retain and the lowest for acquisition.
2. The reputation management has achieved high levels with all its components (emotional attraction, products
and services, physical work environment, financial performance, leadership and vision, and social
responsibility) in telecommunications companies in Jordan. The highest was for social responsibility and the
lowest for financial performance.
3. The average impact of applying the electronic customer relationship management (with its combined
components) on reputation management (with its combined components) in telecommunications companies in
Jordan, where the correlation coefficient was (63.6%)
4. There is an outcome of retaining customer relationships electronically on emotional attraction with
telecommunications companies in Jordan, which indicates the need for emotional attraction to retain customers
with telecommunications companies as a useful basis for successful competition between them in the long term
and the importance of customers as a supportive basis for survival and achieving profitability.
5. There is a significant impact of the expansion of customers electronically on the financial performance of
telecommunications companies in Jordan. This indicates companies' eagerness to expand with more customers
electronically because it is hoped to increase the market share and their reflection on the financial performance
of competing companies.
6. There is no impact of the application of electronic customer relationship management on social responsibility
in telecommunications companies in Jordan, the impact may be attributed to other factors that were not
discussed in the study, despite the apparent interest of telecommunications companies in social responsibility.
Based on the results of the study, it recommends the following:
1. Communications companies continue to implement electronic customer relationship management and to
continuously enhance their levels and strategies to keep abreast of developments in knowledge management and
information technology developments.ISSN- 2394-5125 VOL 7, ISSUE 19, 2020
3085
2. Reinforcement of telecom companies to manage reputation due to their clear reflection of strategic marketing
directions and keeping abreast of modern marketing concepts.
3. Give leadership and vision the importance they deserve to achieve better levels of excellence in reputation
management in the aforementioned companies
4. Activating the customer retention process for its apparent impact on reputation management in telecom
companies, as it is one of the components of its intellectual capital
5. Continue to acquire more customers electronically because of its apparent impact on reputation management
financially in the research companies

Full text

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THE IMPACT OF THE APPLICATION OF
ELECTRONIC CUSTOMER RELATIONSHIP
MANAGEMENT ON REPUTATION MANAGEMENT
IN TELECOMMUNICATIONS COMPANIES IN
JORDAN
Dr. Tayseer Mohammad AL Afaishat 1, Dr. Mufleh Amin AL Jarrah 2, Dr. Ghassan Issa Alomari 3
1 Amman Arab University, College of Business, Department of Marketing.
2 Amman Arab University, College of Business, Department of Management Information Systems.
3 Amman Arab University, College of Business, Department of Business Administration .
E-mail: t_ajarmeh@hotmail.com1, mufleh@aau.edu.jo2, Ghassanomari@aau.edu.jo3
Received: 14 March 2020 Revised and Accepted: 8 July 2020
ABSTRACT: The study aims to measure the impact of the application of electronic customer relationship
management on reputation management in telecommunications companies in Jordan. The study population
consists of the three telecom companies (Orange, Zain, Umniah) in Jordan. As for the random study sample, it is
made up of managers and heads of departments who work in the information technology departments in the
three companies, a total of (40). According to the statistical tables, the sampling unit reached (36), two were
excluded because they were not valid and (34) remained. A questionnaire was designed to collect data from
Sampling unit, and its validity and reliability were tested. The study used the descriptive analytical research
method to test the results of the study in terms of describing its variables and the level of its existence using
descriptive statistics methods. As for the study hypotheses, it was done using inferential statistics methods such
as simple and multiple regression. The study reached the following prominent results
1. The application of the electronic customer relationship management achieved high levels with all its
components (acquisition, retention and expansion) in telecommunications companies in Jordan, the highest of
which came to retain and the lowest for acquisition.
2. The reputation management has achieved high levels with all its components (emotional attraction, products
and services, physical work environment, financial performance, leadership and vision, and social
responsibility) in telecommunications companies in Jordan. The highest was for social responsibility and the
lowest for financial performance.
3. The average impact of applying the electronic customer relationship management (with its combined
components) on reputation management (with its combined components) in telecommunications companies in
Jordan, where the correlation coefficient was (63.6%)
4. There is an outcome of retaining customer relationships electronically on emotional attraction with
telecommunications companies in Jordan, which indicates the need for emotional attraction to retain customers
with telecommunications companies as a useful basis for successful competition between them in the long term
and the importance of customers as a supportive basis for survival and achieving profitability.
5. There is a significant impact of the expansion of customers electronically on the financial performance of
telecommunications companies in Jordan. This indicates companies' eagerness to expand with more customers
electronically because it is hoped to increase the market share and their reflection on the financial performance
of competing companies.
6. There is no impact of the application of electronic customer relationship management on social responsibility
in telecommunications companies in Jordan, the impact may be attributed to other factors that were not
discussed in the study, despite the apparent interest of telecommunications companies in social responsibility.
Based on the results of the study, it recommends the following:
1. Communications companies continue to implement electronic customer relationship management and to
continuously enhance their levels and strategies to keep abreast of developments in knowledge management and
information technology developments.

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3085
2. Reinforcement of telecom companies to manage reputation due to their clear reflection of strategic marketing
directions and keeping abreast of modern marketing concepts.
3. Give leadership and vision the importance they deserve to achieve better levels of excellence in reputation
management in the aforementioned companies
4. Activating the customer retention process for its apparent impact on reputation management in telecom
companies, as it is one of the components of its intellectual capital
5. Continue to acquire more customers electronically because of its apparent impact on reputation management
financially in the research companies
KEY WORDS: electronic customer relationship management, reputation management, telecommunications
companies in Jordan
I. INTRODUCTION:
The management of the customer relationship has become a special concern that occupies the forefront in
contemporary business concepts in light of the transition from the physical space to the electronic space. This
importance has been formed through the complementarity of the specializations that it serves from marketing,
information systems, information technology, etc. through focusing on developing the transformative and
relational behavior of customers. Their orientations and methods that are the real roots or the basis on which the
management of the customer's electronic relationships are based and which constitute in their products an
important support for the intellectual capital consisting of (human, structural and customer capital) that supports
knowledge management processes and forms one of its standards in contemporary companies and enhances its
reputation that distinguishes it in The world of competition, which is based on the ability to change the rules of
the competitive game from advanced to innovative, including competition in communications companies.
Accordingly, the purpose of the study is to test the impact of managing the customer's electronic relationship
with its variables consisting of (customer acquisition electronically, retaining the customer electronically,
expanding the preparation of the customer electronically) In managing reputation with its components
(emotional attraction, products and services, work environment) Physical, financial performance, leadership and
vision, social responsibility) in telecommunications companies in Jordan.
This study is expected to produce conclusions and recommendations that are useful to the study community and
to researchers and specialists as a modest scientific effort by researchers as a contribution to the Fifth
International Business School conference entitled Road Map for Sustainable Development. It will be held from
11-12 / 7/2020.
II. THE PROBLEM OF THE STUDY AND ITS COMPONENTS:
The problem of the study is that there is a knowledge gap between what is discussed in the management of
customer relations and reputation management in various institutions and companies and what should be
examined and scrutinized in the management of customer electronic relationships and reputation management in
telecommunications companies in Jordan; And guided by the recommendations of multiple studies in the field
of electronic customer relationship management, including the study Navimipour and Soltani. (2016) The
Kingshott et al, study. (2018) The Sobol et al, study. (1992), which recommended more research in the
management of customer electronic relationships and linking them with various variables and therefore the
purpose of this study is to measure the impact of customer electronic relationships on reputation management in
telecommunications companies in Jordan. The purpose of the study can be achieved by answering the following
questions:
1. What is the level of application of the customer's electronic relationship in telecommunications companies in
Jordan?
2. What is the level of reputation management in telecommunications companies in Jordan?
3. What is the impact of managing the customer's electronic relationship on managing reputation (collectively
and individually) in telecommunications companies in Jordan?

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the importance of studying:
The importance of the study emerges from the theoretical point of view through the literature on customer
relationship management in general, the management of customer electronic relations in particular, and
reputation management in institutions and companies in general, in practical terms, through the availability of
electronic customer relationship management and reputation management in telecommunications companies in
Jordan.
Purpose of the study:
The current study seeks to achieve the main goal related to measuring the impact of managing the customer's
electronic relationship with its variables in managing reputation with its combined and individual changes.
Other sub-goals are derived from it to measure the levels of study variables.
Study hypotheses:
To answer the questions of the study problem, the following hypotheses can be formulated:
The main hypothesis: There is no impact of applying the customer's electronic relationship management with its
combined dimensions (acquisition, retention, expansion) at the level of the significance of α≤0.05)) in managing
reputation with its combined dimensions (emotional attraction, products and services, physical work
environment, financial performance, leadership and vision, And social responsibility) in telecommunications
companies in Jordan
Six sub-hypotheses emerge from it:
1. The first sub-hypothesis: There is no impact of managing the customer's electronic relationships with their
dimensions (acquisition, retention, expansion) at the level of significance α≤0.05) on the emotional attraction in
telecommunications companies in Jordan
2. The second sub-hypothesis: There is no impact of managing the customer's electronic relations in their
dimensions (acquisition, retention, expansion) at the level of significance α≤0.05) on products and services in
telecommunications companies in Jordan
3. The third sub-hypothesis: There is no impact of managing the customer's electronic relationships with their
dimensions (acquisition, retention, expansion) at the level of significance (α≤0.05) in the physical work
environment in telecommunications companies in Jordan.
4. Fourth hypothesis: There is no impact of managing the customer's electronic relationships with their
dimensions (acquisition, retention, expansion) at the level of significance of α≤0.05)) Financial performance in
telecommunications companies in Jordan
5. Fifth Sub-Hypothesis: There is no impact of managing the customer's electronic relations with their
dimensions (acquisition, retention, expansion) at the level of significance α≤0.05) on leadership and vision in
telecommunications companies in Jordan
6. Sixth Hypothesis: There is no impact of managing the customer's electronic relationships with their
dimensions (acquisition, retention, expansion) at the level of significance α 0.05)) on social responsibility in
telecom companies in Jordan.
Study method: The study used the descriptive analytical research method as it is appropriate to conduct such
research, where it is possible to describe the study community and its variables and to analyze these variables in
a sober scientific manner.
Study community: The study population consisted of telecommunications companies, which are Zain, Orange
and Umniah in Jordan, in Amman, the capital
Study Sample: The study sample represented workers in the information technology departments of the major
telecommunications companies in the capital, Amman
Sampling Unit: The sampling unit has drawn a simple random sample consisting of (34) individuals out of (40)
who work as managers and heads of information technology departments in telecommunications companies in

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the centers in the capital, Amman. In determining the sample size. It is a statistically acceptable ratio Sekaran,
U. and Boogie, R. (2013) .h] hvm
Study tool and its stability:
A questionnaire was designed to measure study variables based on a number of studies, including a study to
measure customer relationship management and Fombrun et al. 2000).) In Measuring Reputation Management.
The stability of the study was verified by using the Cronbach Alpha laboratories and it was found to be 92%.
Therefore, the study tool can be described in terms of stability, and that the data obtained and through it are
appropriate to measure the variables, and are subject to a good and appropriate degree of reliability, since the
value of the Cronbach alpha exceeds 60%, and therefore it is acceptable ( Sekaran, U. and Bougie, R. 2013).
Procedural definitions:
Electronic Customer Relationship Management:
These are the operations carried out by telecommunications companies from building a database,
communicating services, and conducting studies to identify the characteristics and needs of their current and
potential customers through acquiring new customers, maintaining existing customers electronically and
expanding electronically, and they have been measured through the questionnaire statements from (1- 17).
Reputation Management: It is the process of managing the reputation of telecommunications companies using a
set of dimensions that include (emotional attraction, products and services, physical work environment, financial
performance, leadership and vision, and social responsibility) that are used by telecommunications companies in
Jordan to build their reputation locally and internationally and measured through Resolution phrases (18-37).
III. THEORETICAL FRAMEWORK
Electronic customer relationship management
The presence of customer relationship management in organizations enables it to track all communications with
existing and potential customers to build a relationship with them through contacts, whether cold, warm or hot,
that helps them understand how to develop their relationship with each of these customers. This includes
providing details about them, the type of relationship the company will have with the customer, and notes about
their lifestyle that can be used as an entry point to start talking to them and their durability. A new model has
been developed in the concept of customer relationship management in recent years, known as electronic
customer relationship management (E-CRM). As most companies tended to become involved in managing
electronic customer relations as a result of their emphasis on enhancing the loyalty of their customers. One of
the concepts that can enhance customer loyalty affected by their satisfaction and confidence in the organization
is electronic customer relationship management. It can also increase the competitive advantage of companies. In
this context, it is impossible to consider electronic customer relationship management in isolation from the
company's overall strategy to meet customer demands and satisfy their needs and desires (Marija Midovska
,2015).
The application of E-Customer Relationship Management in an organization enhances the relationship between
the organization and its customers, which in turn maintains a lasting and long-term cooperation between the
organization and its electronic environment. It has been noticed recently that there is a lack of scientific
literature dealing with the implications of developing web technology such as the structure of e-CRM Kaimer
and Brune (2018), and Mekkamol et al (2013) has made it clear that e-CRM is rooted A CRM technology that
focuses on using information technology to market goods and services to small market segments.
Based on the business strategy, the success of the organizations requires the development of a set of integrated
software applications to deal with all aspects of customer interaction such as sales, field support for marketing
and customer service, and focus on demonstrating the role of e-CRM in the main when heading to acquire new
customers Enhance the profitability of the high value segment of existing customers and maximize the real
value of profitable customer (RashidD FaroogI ,2011).
Navimipour and Soltani (2016) stated that the concept of electronic customer relationship management has
emerged as a unique system and is among the most prominent information systems that allow companies to

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communicate with their customers and collect, verify and store their information in order to form a complete
picture of the company's customers.
It is clear that the strategy of application and implementation of the electronic customer relationship
management system is carried out by building and developing the necessary infrastructure for information
technology, which enables to achieve great competitive advantages for institutions in the developing world.
Furthermore, Varajão and Cruz-Cunha (2016) has emphasized that the concept of electronic customer
relationship management is a set of business and marketing strategies that bring together people, procedures,
information technology and business functions with a view to obtaining and retaining customers, providing
analytical capabilities with management, and reducing communication costs with Customers and increased
profitability. Bahrami et al (2012) emphasized that electronic customer relationship management cannot
succeed without looking at the development of information technology as a strategy for accessing information
through collecting customer data, examining it and searching for customer interest for the true use of
information technology tools, and establishing a real relationship With customers, who in turn ultimately helps
companies achieve long-term goals.
Defining an electronic customer relationship management strategy:
Yu et al (2015) defined electronic customer relationship management as the link between hardware, software,
operations and applications, as well as a broader administrative commitment to using the Internet to expand
customer services and options.
The strategy for managing electronic customer relationships comes within the literature on relationship
marketing. Over the years, various definitions of electronic customer relationship management have been
introduced. For example, Zerbino et al (2018) indicated that within the concept of a customer relationship
management strategy, the assets of the capital that will be invested with must be planned based on the
contributions that they will add to the company’s business as well as its continuity and in line with the value of
the customer’s life with the company in Each part of the business, which at the same time requires the use of
modern technologies to deal with knowledge and communication. Sivaraks et al (2011) further explained that
the concept of an e-customer relationship management strategy indicates the point at which organizations begin
to move from a human density model to a focus model on automated interaction such as the Internet and web
technology in order to enhance capabilities to develop and achieve an adequate amount of relationships with
customers Through electronic channels.
Mahdavi et al (2008) introduced a definition of electronic customer relationship management as a set of ideas,
tools and procedures that allow the institution to develop the optimal value for its investments in electronic
business, and it helps industries of all kinds, whether merchandise or service, to increase efficiency in
communication with Customers and at the same time build intimate contact with them. Navimipour & Soltani
(2016) noted that e-Customer Relationship Management is a set of concepts and procedures that allow
businesses to access the industry's highest value.
Kubina and Lendel (2015) also mentioned that the e-Customer Relationship Management community allows
customers, through many collective platforms, to actively participate with their companies that they interact
with. Of course, this enables them to be affected and influence the development and adaptation of a company's
products according to their needs and requests. This supports the view that the formation of an electronic
customer relationship management community is a policy to regulate the customer’s relationship with the
company's primary functions using new technologies such as social media. More recently, Hamidi and
Safareyeh (2018) have suggested that the concept of electronic customer relationship management in the
electronic environment represents a view and policy for the industry as a whole, which is originally found to
connect with customers and share ideas with them.
The strategy of implementing electronic customer relationship management in the organization
Today, in a highly competitive business environment, organizations are studying new ways to increase revenue
by implementing the so-called electronic customer relationship management strategy. Stein et al (2013)
indicated that in order to increase these benefits from electronic customer relationship management systems,
organizations need to create platforms To access their electronic customer relationship management record on a
consistent and impactive basis.
Accordingly, Sivaraks et al (2011) stated that E-Customer Relationship Management is an essential part of
online distribution and selling processes that develop old-fashioned customer relationship management methods

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by integrating advanced electronic networking technologies, such as the Internet, modern technologies and
communication with e-business applications in A complete electronic customer relationship management
strategy for the organization in order to obtain the maximum profit. In addition, Mahdavi et al (2008)
demonstrated that the growing importance of the concept of electronic customer relationship management to
build and maintain a loyal relationship with its customers has been repeatedly emphasized in organizations that
rely on online presence.
To help the organization and customers achieve their goals, IT tools play an important role in building e-
customer relationship management strategies around the world. Accordingly, Becker et al (2009) emphasized
the need for organizations to categorize customers who were previously profitable but currently inactive and to
start adopting appropriate activities to reactivate these customers. Thus, the development of information
technology technologies helps to develop relationships between the organization and its customers. This is done
through several methods, such as understanding the new structures of e-commerce in order to communicate with
its customers by providing the products they need through electronic portals (Bahrami et al., 2012).
The level of implementation of the customer relationship management strategy
The structure of the level of implementation of the customer relationship management strategy shows how to
expand the electronic customer relationship management strategy to include it at each level. More recently,
Pozza et al., (2018) ranked the CRM level related to the use of new technologies at three levels:
First - the operational level: CRM Operational, which is applied in central practices, for example auctions and
sales, for goals that have automated the implementation of new technological revolutions. This mainly focuses
on their ability to collect and study information based on customer behavior, help identify their performance,
develop analytical models, respond with appropriate and efficient communications impactively, and provide
profitable customers with product and service adaptive values.
Second - the analytical level: Analytical CRM allows the analytical level of companies to be able to check all
information and transfer it seamlessly across the organization.
Third - the cooperative level: Collaborative CRM is applied in external operations with customers and enables
two-way interaction between the organization and its customers. By using a new technology to collect customer
information every time the customer is interacted with.
Kingshott et al., (2018) noted that the literature on Relationship Marketing highlights the importance of
building and maintaining long-term relationships with customers in both B2B (business) and commercial (B2C)
markets. Rapp et al., (2010) viewed the e-customer relationship management technology strategy as an
amalgamation of technology resources, customers and the new enterprise using the concept of e-customer
relationship management strategy, which contains both fixed and operational dimensions, as well as a strategic
dimension such as customer orientation.
In another study, Sen, A., and Sinha, A. P. (2011) categorized customer relationship management in an IT
environment into a three-pronged approach, namely customer acquisition, customer retention, and customer
profitability. Therefore, information technology is applied to achieve different types of customer information
across multiple networks, such as websites that contain customer information and favorite sales. In addition,
Hadi et al. (2013) suggested stages of customer knowledge using electronic customer relationship management
in three categories:
First: electronic acquisition (acquisition) of customers: by providing the necessary requirements to improve the
number of electronic customers attracted by the institution.
Second: electronic retention of customers: by doing a procedure to maintain the relationship with existing
electronic customers within the organization.
Third: The electronic expansion of customers: This discusses expanding the relationship between the
organization and customers.
Company reputation:
Interest in the company's reputation is increasing day by day, at a time when the business environment has
become remarkably turbulent and dynamic, as listing the company's reputation as a strategic asset has become
intangible, and therefore it seemed very important to define the components of the company's reputation, and to

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distinguish between the company's reputation and others. Other concepts related to the company, such as the
image of the company and the company mark, while identifying the factors that affect the reputation, defining
the forms or criteria by which the company’s reputation is measured, and the stakeholders' relationship to the
reputation of the company.
Therefore, reputation is highlighted as an important strategic asset, especially with these large and rapid changes
and changes in economic, political and social environments ... etc. The continuous increase in public
expectations, and the increasing pressure from stakeholder groups in a highly competitive, dynamic and
turbulent business environment, companies strive to find ways to differentiate their offerings and build favorable
relationships with stakeholder groups in the company. Reputation is an important means by which companies
can maintain a sustainable competitive advantage and have a long-term relationship with multiple stakeholder
groups (Boyd et al, 2010).
Clusters of Corporate Reputation:
Given the need to arrive at a more consistent definition of a company's reputation, it was important to define a
set of definitions to determine the corporate reputation. Barnett et al. (2006) classifies definitions of a company's
reputation into three main groups (Barnett et al. 2006) a reputation as a state of awareness, a reputation as an
appraisal or guesswork, and a reputation as an asset. The company's reputation is formed from the sum of all the
different images developed by the stakeholder groups, both customers, society and investors (which are images
created from the brand and external communications activities).
Because of the correlation between reputation and many factors such as the personal reputation of the company,
the reputation of the industry to which the company belongs, the reputation of the competitors of the company,
the reputation of the country to which the company belongs and other environmental factors, then it is important
to consider external reputation and internal factors affecting reputation when examining the company's overall
reputation. For example, a company's reputation may be affected by the reputation of another company inside or
outside the industry. Moreover, the company's reputation may be affected by aspects beyond its control as well,
such as epidemics or the general characteristic of the country in which it operates.
How is the company's reputation determined? Several definitions of the company's reputation indicate that the
company's image and identity together make up the company's reputation. This definition is consistent with
other categories which claim that reputation is the aggregation of other institutional standards such as identity,
image, brand and communications.
Wurtke suggested the following equation regarding reputation: Reputation = ƒ (Image + Identity). (Wartick
2000). Dorley and Garcia also highlighted the importance of managing all elements of reputation. And it is
determined by the following formula:
Reputation = Total images = (Performance + Behavior) + Communications (Doorley and Garcia 2007).
The country's reputation also affects the corporate reputation. This includes the influence of the country of
origin on the company's reputation. There are many elements that can be cited by affecting the company's
reputation, including but not limited to: organizational ethics - financial performance - shareholder value - the
company's branding activities - marketing mix activities - public relations - relationships with stakeholders.
Measuring Corporate Reputation:
There are many bodies that sought to find ways to measure the company's reputation, the first of which was
practitioners or professionals, and that was while they were searching for tools to assess perceptions about the
company. They provided several ways to assess people's perceptions of companies. The most prominent of
which
Fortune developed it as a survey tool in which financial analysts and executives are required to rate companies
based on the following eight characteristics: (1) financial safety, (2) long-term investment value, (3) wise use of
corporate assets, (4) creativity, (5) The ability to attract, maintain, and develop talented individuals (6) quality of
products and services, (7) quality of management, (8) social responsibility and the environment (Sobol et al.
1992).
That the use of a single comprehensive measure of a company’s reputation does not include specific criteria by
which stakeholders form their general perception of the company’s reputation, and that the use of a single
measurement component limits the organization’s ability to determine the specific elements of a company that

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lead to the generation of a positive reputation for it or the elements that lead to a negative reputation. And so on
Accordingly, it is necessary to find standards for the company's reputation covering various aspects. Fumbron et
al. Developed the Reputation Quotient (RQ), a multi-dimensional structure that consists of six dimensions that
define stakeholders' perceptions of a company's reputation. The following dimensions include: (1) emotional
attraction, (2) products and services, (3) vision and leadership, (4) environmental and social responsibility (5)
work environment, and (6) financial performance (Fombrun et al., 2000). This was adopted by the current
study in reputation management.
Helm also developed standards similar to the company’s reputation that consisted of ten elements: (1) product
quality, (2) commitment to environmental protection, (3) company success, (4) employee treatment, (5)
customer orientation, (6) commitment to charitable issues Social, (7) value of products for money (8) financial
performance, (9) management qualification, (10) credibility of advertising intentions. This highlights the
increasing importance of measuring corporate reputation from a multifaceted perspective and opposes the one-
sided view (Helm 200).
Previous studies
Study of Mufleh et al., (2020) which entitled
Building a Conceptual Model for E-CRM Implementation strategy
The study aimed to provide a conceptual building for the model of the strategy of implementing electronic
customer relationship management where the study demonstrated the importance of information technology (IT)
in electronic customer relationship management (E-CRM) and the implementation of its strategy within the
organization. She explained that this requires rethinking the implementation of the strategy at the various levels
in the organization (operational, analytical and cooperative) and that this is related to the process of managing
electronic customer relationships represented by (electronic customer acquisition and electronic retention of
customers and expansion of electronic customers)
It concluded in its results that the implementation strategy is a smart strategy to achieve a higher level of
innovation, impactiveness, efficiency and profitability based on nature for basic e-marketing activities and new
database technology used to communicate with customers.
The study of Piason & Maxwell. (2017) which titled
Customer Retention Strategies Applicable to Zimbabwe Telecommunication Industry (A Customer
Relationship Management Perspective)
The study aimed at exploring the impact of Customer Relationship Management (CRM) on customer retention
in telecommunications services in Zimbabwe, and to identify customer retention strategies applied to the
telecommunications industry in Zimbabwe. The study used the design of the case study research. It has been
observed that although CRM implementation can provide many benefits to the telecom operator in Zimbabwe,
its industry reliance is still slow and prolonged. And although most telecom operators in Zimbabwe use loyalty
programs to attract customers, customer loyalty is declining, as evidenced by the high volatility in customer
numbers. Therefore, telecom operators are required to adopt Customer Relationship Management (CRM) in
order to attract and retain key customers for their sustainability. The administrative literature confirms that
adopting customer relationship management provides companies with a competitive advantage in the market.
The Study of Cruz-Cunha. Et al., 2016) which entitled
Main Motivations for CRM Adoption by Large Portuguese companies - A Principal Component Analysis
The study aimed at identifying the factors driving the adoption of customer relationship management. It was
conducted on a sample of large Portuguese companies, a survey was conducted to collect data, and an analysis
of the main components was conducted to determine the main drivers. The study concluded that the main
drivers for adopting customer relationship management systems are related to reducing costs, improving overall
customer satisfaction, improving operations, achieving competitive advantages and improving information
quality. This study can help its academic and professional community better understand the main drivers of
companies to adopt CRM systems, as well as CRM systems suppliers and consultants to better meet the needs of
their potential customers.

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The study of Corné, et al., (2015): which entitled
A stage to engage: Social media use and corporate reputation
The study aimed to verify whether the company's activities via the Internet increase the acquisition of targeted
consumers and when they are beneficial to the company's reputation. A survey questionnaire was distributed to
3531 customers and non-customers of an international airline, and it measured the participation of consumers in
the company's social media activities and the awareness of the company's reputation. The results showed that
the intensity of consumers' use of social media is positively linked to their involvement in the airline's social
media activities, especially among customers. Engaging in social media activities in turn is positively related to
the company's reputation, especially among non-customers.
The study of Phavaphan. Et al., (2011) which titled:
Impacts of e-CRM on customer – bank relationship quality and outcomes: The case of Thailand
This study dealt with measuring the results of the implementation of the electronic customer relationship
management system (e-CRM) in the Thai banking industry from the customer's perspective, since most e-CRM
applications cannot be seen or identified directly by customers, the study reviewed the literature and the
interviews were used. With experts in the Thai banking industry to develop a new architecture called "Customer
Based Service Attributes" to measure the results of electronic customer relationship management from a
customer perspective. Then a large-scale field survey was conducted of 684 Thai commercial bank customers. A
service feature model was created and a model that combined relationship quality and results, validated and
reliable. Analysis of the results using the Structural Equation Modeling (SEM) showed that the implementation
of electronic customer relationship management has a positive statistically significant relationship with
customer-based service features and with the quality and results of customer-bank relationships in addition to
the indirect impact on relationship quality and results through service-based features Customer.
The study of Maden, et al., (2009) study: Linking corporate social responsibility to corporate reputation: A
study on understanding behavioral consequences
The study aimed to investigate the impact of corporate social responsibility (CSR) on the company's reputation
CR, then the impact of CR on the behavior of customers, employees and investors such as different stakeholder
groups. To test the hypothetical relationship between them and the company, an online questionnaire was
distributed to a suitable sample of 172 respondents, and the results were calculated using multiple regression
analyzes. The results confirmed that CSR has a positive and strong influence on the CR but also that the CR has
a strong positive impact on the behavior of customers, employees and investors.
The Study of (Hamed M. et al., 2009) which entitled
Customer and non ‐ customer perspectives for examining corporate reputation
The study aimed to examine the company's reputation by looking at the views of the customer and non-
customer. This study was applied to the American wireless communication industry. This study used a random
sample of 1088 respondents, consisting of 518 customers and 570 representing non-customers. The sample was
randomly distributed according to age, gender, income, education and geographical location. The results in this
study revealed that the formation of perceptions about the company's reputation varies between customers and
non-customers. As it appeared that the emotional dimension is specific to the customer group and the dimension
of vision and leadership is specific to the non-customer group. Likewise, social and environmental responsibility
was not an important element in shaping perceptions of the company's reputation for customers and non-
customers.
IV. STATISTICAL ANALYSIS AND DATA TESTING
Descriptive statistics
Descriptive statistics were used to answer study questions related to levels, including means and standard
deviations as follows:

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Table1. Means and standard deviations for the customer relationship management electronic variable
Descriptive Statistics
N
Mean
Std. Deviation
retention
34
4.58
.370
expansion
34
4.43
.565
acquisition
34
4.37
.491
Valid N (listwise)
34
Table (1) shows the arithmetic averages and the standard deviations of the independent variable, which is the
management of the customer relationship arranged from the highest to the lowest as it turned out to be high and
that the customer retention process got the highest arithmetic mean (4.45) and a standard deviation (370.)
followed by the expansion process to obtain customers and finally The acquisition of customers with an average
arithmetic average (4.47) and a standard deviation (491.) which indicates that the application of electronic
customer relationship management is carried out in telecommunications companies in an excellent way because
of its belief in its necessity with the technological progress taking place in information and knowledge
management systems.
Table (2) means and standard deviations for the reputation management variable
Descriptive Statistics
N
Mean
Std. Deviation
Social Responsibility
34
4.67
.557
Products and services
34
4.66
.529
Emotional attraction
34
4.59
.538
Driving and vision
34
4.37
.634
Work environment
34
4.34
.781
Financial performance
34
4.16
.738
Valid N (listwise)
34
Table (2) shows the levels of reputation management in telecommunications companies and all its components
came in a high degree as well and within the arrangement according to which social responsibility obtained the
first rank with an mean (4.67) and a standard deviation (557.) followed by the rest of the components in order of
products and services then emotional attraction then leadership The vision, then the work environment and
finally financial performance, with an average arithmetic average (4.16) and a standard deviation (738.) This
indicates the companies ’interest in their reputation and keenness to manage them in the correct way that reflects
on their competition and achieves a prominent position among the corresponding companies through what it
provides services that take into account components excellent reputation.
Inferential statistics
Hypotheses test
The main hypothesis: There is no impact of managing the customer's electronic relationships with their
combined dimensions (acquisition, retention, expansion) at the level of significance α≤0.05)) in managing
reputation with their combined dimensions (emotional attraction, products and services, physical work
environment, financial performance, leadership and vision, responsibility Social) in telecommunications
companies in Jordan
The main hypothesis was tested using multiple regression as follows:

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Table 3. Multiple regression analysis of the impact of electronic customer relationship management on
reputation management
Regression
summary
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Model
Summary
0.636
0.405
0.346
0.418
Regression
variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
3.59
3
1.197
6.825
0.001
Residual
5.264
30
0.175
Total
8.857
33
Regression
result
Unstandardized Coefficients
Standardized
Coefficients
T
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
1.128
0.998
1.130
0.267
acquisition
-0.045
0.156
-0.042
-0.289
0.774
retention
0.426
0.301
0.304
1.411
0.168
expansion
0.356
0.193
0.389
1.839
0.075
The dependent variable is reputation management
Table (3) shows the result of the regression summary and has the value of correlation coefficients: the
correlation value has reached (63.6%), and this strength means the positive relationship, in a moderate degree,
between managing the customer's electronic relationship with its components and managing reputation in
telecommunications companies. As for the determination factor and its value (054.), that is the possibility of
explaining (40.5%) of the change in reputation management by the change in managing the customer's
electronic relationship and the rest of the results are attributable to other variables.
The analysis of multiple regression variance shown in Table (3) indicates the value of (F) of (6.825) and that the
value of significance (sig = .001). This indicates the ability to rely on the multiple regression model to explain
the change that occurs due to change in reputation management in terms of managing the customer's electronic
relationship. It follows from the above the rejection of the null hypothesis and the acceptance of the alternative
hypothesis which states that there is a statistically significant impact at the level of significance (0.05≥α) for the
application of electronic customer relationship management in reputation management in telecommunications
companies in Jordan.
The results of the multiple regression analysis also indicate the t-values corresponding to the acquisition,
retention and expansion operations, and all these values are greater than the significance value (α≤ 0.05), which
means that there is an apparently non-statistically significant impact of the customer's electronic relationship
management components all on the results of reputation management in telecommunications companies in
Jordan.
The first sub-hypothesis: There is no impact of managing the customer's electronic relationships with their
dimensions (acquisition, retention, expansion) at the level of significance α≤0.05) on the emotional attraction in
telecommunications companies in Jordan
The first sub hypothesis was tested using multiple regression as follows:

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Table 4.Multiple regression analysis of the impact of electronic customer relationship management on
emotional attraction
Regression
summary
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Model
Summary
0.654
0.428
0.371
0.427
Regression
variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
4.098
3
1.366
7.492
.001
Residual
5.470
30
0.182
Total
9.568
33
Regression
result
Unstandardized Coefficients
Standardized
Coefficients
T
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
0.767
1.017
0.753
0.456
acquisition
-0.103
0.159
-0.094
-0.645
0.523
retention
0.740
0.307
0.508
2.406
0.022
expansion
0.198
0.197
0.208
1.00
0.324
The dependent variable is emotional attraction
Table (4) shows the result of the regression summary and has the value of correlation coefficients: the
correlation value has reached (65.4%) and this means the strength of the positive relationship and a moderate
degree between managing the customer's electronic relationship with its components and managing reputation in
telecom companies. As for the determination factor and its value (428), it means that is the possibility of
explaining (42.8%) of the change in emotional attraction by the change in managing the customer's electronic
relationship and the rest of the results are attributed to other variables.
The analysis of multiple regression variance shown in Table (4) indicates the value of (F) of (7.492) and that the
value of significance (sig = .001). This indicates the ability to rely on the multiple regression model to explain
the change that occurs by changing reputation management in terms of managing the customer's electronic
relationship. It follows from the above the rejection of the null hypothesis and the acceptance of the alternative
hypothesis which states that there is a statistically significant impact at the level of significance (0.05≥α) for the
application of customer electronic relationship management in the emotional attraction in the
telecommunications companies in Jordan.
The results of the multiple regression analysis also indicate the values of t corresponding to retention (2.406)
and that the value of significance (0.022) is less than the value of significance (α≤ 0.05), which means that there
is a statistically significant impact of customer retention electronically, while it was found that the impact of the
rest of the customer relationship management electronic components Ostensibly in the telecommunications
companies in Jordan.
The second sub-hypothesis: There is no impact of the application of the customer's electronic relationship
management with its combined dimensions (acquisition, retention, expansion) at the level of significance
α≤0.05)) in the products and services in the telecommunications companies in Jordan
The second sub-hypothesis was tested using multiple regression as follows:

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Table 5.Multiple regression analysis of the impact of electronic customer relationship management on
products and services
Regression
summary
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
Model
Summary
0.529
0.279
0.207
0.470
Regression
variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
2.585
3
0.861
3.888
0.018
Residual
6.649
30
0.221
Total
9.235
33
Regression
result
Unstandardized
Coefficients
Standardized
Coefficients
T
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
2.340
1.121
2.086
0.045
acquisition
-0.0508
0.1752
-0.047
-0.286
0.776
retention
0.130
0.339
0.090
0.383
0.704
expansion
0.4389
0.2179
0.468
2.014
0.053
Dependent variable is services and products
Table (5) shows the result of the regression summary and has the value of correlation coefficients: the
correlation value has reached (52.9%) and this means the strength of the positive relationship and a moderate
degree between managing the customer's electronic relationship with its components, services and products in
telecommunications companies. As for the determination factor and its value (.279) This is the ability to explain
(27.9%) of the change in services and products by the change in managing the customer's electronic relationship
and the rest of the results are attributable to other variables.
The analysis of the multiple regression variance shown in Table 5 indicates the value of (F of 3.888) and the
significance value (sig = 0.018.) This indicates the ability to rely on the multiple regression model to explain the
change that occurs in changing services and products in terms of managing the customer's electronic
relationship. It follows from the above the rejection of the null hypothesis and the acceptance of the alternative
hypothesis which states that there is a statistically significant impact at the level of significance (0.05≥α) for the
application of electronic customer relationship management in services and products in telecommunications
companies in Jordan.
The results of the multiple regression analysis also indicate the t-values corresponding to the acquisition,
retention and expansion operations, and all of these values are greater than the significance value (α≤ 0.05),
which means that there is an apparently non-statistically significant impact of the customer's electronic
relationship management components in all the services and products of telecommunications companies in
Jordan.
The third sub-hypothesis: There is no impact of the application of the customer's electronic relationship
management with its combined dimensions (acquisition, retention, expansion) at the significance level of
α≤0.05) in the physical work environment in telecommunications companies in Jordan
The third sub-hypothesis was tested using the multiple regression as follows:

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Table 6. Multiple regression analysis of the impact of electronic customer relationship management on
the physical work environment
Regression summary
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Model Summary
0.530
0.281
0.209
0.693
Regression variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
5.663
3
1.887
3.920
0.018
Residual
14.444
30
0.481
Total
20.107
33
Regression result
Unstandardized
Coefficients
Standardized
Coefficients
T
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
-0.697
1.653
-0.422
0.675
acquisition
0.011
0.259
0.007
0.042
0.966
retention
0.977
0.500
0.463
1.955
0.059
expansion
0.115
0.321
0.083
0.358
0.722
The dependent variable is a physical working environment
Table (6) shows the result of the regression summary and the correlation coefficient value: the correlation value
reached (53.0%), and this strength means the positive relationship and a moderate degree indicating the
management of the customer's electronic relationship with its components the physical work environment in
telecommunications companies. The limiting factor and its value (281.) means that 28.1% of the change in the
physical work environment can be explained by the change in managing the customer's electronic relationship
and the rest of the results are attributable to other variables.
The analysis of the multiple regression variance shown in Table (6) indicates the value of (F of (3.920) and the
significance value (sig = .018). This indicates the ability to rely on the multiple regression model to explain the
change that occurs due to the change in the physical work environment in terms of managing the customer's
electronic relationship) It follows from the above the rejection of the null hypothesis and the acceptance of the
alternative hypothesis which states that there is a statistically significant impact at the level of significance
(0.05≥α) for the application of electronic customer relationship management in the physical work environment
in telecommunications companies in Jordan.
The results of the multiple regression analysis also indicate the t-values corresponding to the acquisition,
retention and expansion operations, and all these values are greater than the moral value. (Α≤ 0.05), which
means an apparently non-statistically significant impact of the customer's electronic relationship management
components all on the results of the physical work environment in telecommunications companies in Jordan

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The fourth hypothesis, there is no impact of the application of the customer's electronic relationship
management with its combined dimensions (acquisition, retention, expansion) at the significance level of
α≤0.05) on the financial performance of telecommunications companies in Jordan.
The fourth hypothesis was tested using multiple regression as follows:
Table 7. Multiple regression analysis of the impact of electronic customer relationship management on
financial performance
Regression
summary
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Model
Summary
0.578
0.326
0.259
0.635
Regression
variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
5.879
3
1.959
4.857
0.007
Residual
12.105
30
0.4039
Total
17.985
33
Regression
result
Unstandardized Coefficients
Standardized
Coefficients
T
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
1.498
1.513
0.989
0.3301
acquisition
-0.037
0.2375
-0.0254
-0.159
0.874
retention
-0.2025
0.457
-0.101
-0.443
0.660
expansion
0.847
0.2946
0.648
2.883
0.007
The dependent variable is Financial performance
Table (7) shows the result of the regression summary and has the value of the correlation coefficient: the
correlation value reached (57.8%), and this means the strength of the positive relationship and a moderate
degree between managing the customer's electronic relationship with its components and the financial
performance in telecom companies. As for the limiting factor and its value (0.326), this means The ability to
explain (32.6%) of the change in financial performance with the change in managing the customer's electronic
relationship and the rest of the results are attributed to other variables.
The analysis of the multiple regression variance shown in Table (7) indicates the value of ((F of (4.857)) and the
value of significance (sig = .007). This indicates the ability to rely on the multiple regression model to explain
the change in the financial performance change in terms of managing the customer's electronic relationship. It
follows from the above the rejection of the null hypothesis and the acceptance of the alternative hypothesis
which states that there is a statistically significant impact at the level of significance (0.05≥α) for the application
of customer electronic relationship management in the financial performance in telecommunications companies
in Jordan.
The results of the multiple regression analysis also indicate the values of t corresponding to the expansion
process (2.883) and the corresponding significance value (0.007) and this value is less than the value of the
significance (α≤ 0.05), which means that there is a significant impact of the expansion in customers
electronically on the financial performance of telecommunications companies in Jordan, and the rest of the
impact of other operations on the surface.
The fifth sub-hypothesis: There is no impact of the application of the customer's electronic relationship
management with its combined dimensions (acquisition, retention, expansion) at the level of significance α
0.05) in the leadership and vision of telecommunications companies in Jordan

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The fifth sub-hypothesis was tested using multiple regression as follows:
Table 8.Multiple regression analysis of the impact of electronic customer relationship management on
leadership and vision
Regression
summary
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Model
Summary
0.624
0.390
0.329
0.519
Regression
variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
5.179
3
1.726
6.393
0.002
Residual
8.101
30
0.270
Total
13.281
33
Regression
result
Unstandardized Coefficients
Standardized
Coefficients
T
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
0.182
1.238
0.147
0.883
acquisition
-0.030
0.194
-0.023
-0.156
0.876
retention
0.571
0.374
0.333
1.525
0.137
expansion
0.384
0.24045
0.342
1.599
0.120
The dependent variable is leadership and vision
Table (8) shows the result of the regression summary and has a correlation coefficient value: the correlation
value has reached (62.4%) and this means the strength of the positive relationship and a moderate degree
between managing the customer's electronic relationship with its components and leadership and vision in
telecommunications companies. As for the coefficient of determination and its value (0.390), this means The
possibility of explaining (39.0%) of the change in leadership and vision with the change in managing the
customer's electronic relationship and the rest of the results are attributable to other variables.
The analysis of the multiple regression variance shown in table (8) indicates the value of (F of 6.393) and the
value of significance (sig = .002.) This indicates the ability to rely on the multiple regression model to explain
the change in leadership and vision change in terms of managing the customer's electronic relationship. It
follows from the above the rejection of the null hypothesis and the acceptance of the alternative hypothesis
which states that there is a statistically significant impact at the level of significance (0.05≥α) for the application
of customer electronic relationship management in leadership and vision in telecommunications companies in
Jordan.
The results of the multiple regression analysis also indicate the values of t corresponding to acquisitions,
retention and expansion, and all these values are greater than the value of significance (α≤ 0.05), which means
that there is a non-statistically significant impact of the customer's electronic relationship management
components all on the results of leadership and vision in telecommunications companies in Jordan.
Sixth hypothesis: There is no impact of applying the customer's electronic relationship management with its
combined dimensions (acquisition, retention, expansion) at the level of significance α≤0.05) on social
responsibility in telecommunications companies in Jordan.
The sixth sub-hypothesis was tested using multiple regression as follows:

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Table 9. Multiple regression analysis of the impact of electronic customer relationship management on
social responsibility
Regression
summary
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
Model
Summary
0.346
0.120
0.032
0.547
Regression
variance
Sum of
Squares
Df
Mean Square
F
Sig.
ANOVA
Regression
1.230
3
0.410
1.368
0.271
Residual
8.991
30
0.299
Total
10.222
33
Regression
result
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
Coefficients
B
Std. Error
Beta
(Constant)
2.682
1.304
2.056
0.048
acquisition
-0.060
0.204
-0.053
-0.297
0.767
retention
0.340
0.394
0.226
0.862
0.395
expansion
0.155
0.253
0.158
0.614
0.543
The dependent variable is Social responsibility
Table (9) shows the result of the regression summary and has the correlation coefficient value: the correlation
value has reached (34.6%) and this means the strength of the positive relationship and a moderate degree
between managing the customer's electronic relationship with its components and social responsibility in
telecom companies. As for the limiting factor and its value (0.120), this means The ability to explain (12.0%) of
the change in social responsibility to the change in managing the customer's electronic relationship and the rest
of the results are attributable to other variables.
The analysis of the multiple regression variance shown in Table (9) indicates the value of (F) of (1.368) and that
the value of significance (sig = 0.271) indicates this ability to rely on the multiple regression model in the
interpretation of the change resulting from the change of social responsibility in terms of managing the
customer's electronic relationship. It follows from the above acceptance of the null hypothesis, which states that
there is no statistically significant impact at the level of significance (0.05≥α) for the application of customer
relationship management electronic in social responsibility in telecommunications companies in Jordan. The
results of the multiple regression analysis also indicate the values of t corresponding to the acquisition and
retention operations Expansion and all of these values are greater than the significance value. (Α≤ 0.05).
V. DISCUSS THE FINDINGS AND RECOMMENDATIONS
Results
1. The levels of application of the customer's electronic relationship management are high with all its
components (acquisition, retention and expansion) in telecommunications companies in Jordan. The highest
came for retention and the lowest acquisition, which indicates the importance of keeping customers in
telecommunications companies and enhances the customer’s capital in them.
2. Levels of reputation management are high with all its components (emotional attraction, products and
services, physical work environment, financial performance, leadership and vision, and social responsibility) in
telecommunications companies in Jordan. The highest was for social responsibility and the lowest for financial
performance.
3. The average impact of applying the customer's electronic management (with its combined components) on
reputation management (with its combined components) in telecommunications companies in Jordan, where the

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correlation coefficient (63.6%). This result was in agreement with the studies of Corné Dijkmans, et al.,
(2015), and the study of Maden, et al., (2009).
4. There is a moral impact of retaining customers electronically in the emotional attraction of
telecommunications companies in Jordan, which indicates the need for emotional attraction to retain customers
with telecommunications companies as a useful basis for successful competition between them in the long term
and the importance of customers as a supportive basis for survival and achieving profitability. This was in
agreement with the result of Dijkmans, et al. (2015).
5. There is an average impact of the application of electronic customer management in the services and products
of telecommunications companies in Jordan, but this impact is apparent in relation to the management
components (acquisition, retention and expansion).
6. There is an average impact of the application of customer electronic management in the physical work
environment in telecommunications companies in Jordan, but this impact is apparent in relation to the
management components (acquisition, retention and expansion).
7. There is a significant impact of the expansion in customers electronically on the financial performance of
telecommunications companies in Jordan. This indicates companies' eagerness to expand with more customers
electronically because it is hoped to increase the market share and their reflection on the financial performance
of competing companies.
8. There is an average impact of the application of customer electronic management on leadership and vision in
telecommunications companies in Jordan, but this impact is apparent in relation to the components of
management (acquisition, retention and expansion).
9. There is no impact of the application of electronic customer management on social responsibility in
telecommunications companies in Jordan, and the impact may be attributed to other factors that were not
discussed in the study, despite the clear interest of telecommunications companies in social responsibility. This
finding was consistent with a 2009 study (Hamed M. et al., USA).
Recommendations:
Based on the results of the study, it recommends the following:
1. Communications companies continue to implement customer relationship management electronic and
continuously enhance their levels and strategies to keep abreast of developments in knowledge management and
information technology developments.
2. Reinforcement of telecom companies to manage reputation due to their clear reflection of strategic marketing
directions and keeping abreast of modern marketing concepts.
3. Give leadership and vision the importance it deserves to achieve better levels of excellence in reputation
management in the aforementioned companies
4. Activating the customer retention process for its apparent effect on reputation management in telecom
companies, as it is one of the components of its intellectual capital
5. Continue to acquire more customers electronically because of its apparent impact on reputation management
financially in the research companies
6. More studies related to study variables in other companies.
VI. References:
[1]. Ahari, F. T., And Elayidom, S. M. (2015). An Efficient CRM-Data Mining Framework or The Prediction
Of Customer Behavior, Procedia Computer Science, (46), 725-731.
[2]. Bahrami, M., Ghorbani, M., And Arabzad, M. S. (2012). Information Technology (It) As An
Improvement Tool For Customer Relationship Management (CRM), Procedia Social And Behavioral
Sciences, (41), 59-64.
[3]. Barnett, M., Jermier, J., & Lafferty, B. (2006). Corporate Reputation: The Definitional Landscape.
Corporate Reputation Review, 9(1) 26-38.

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[4]. Becker, J. U., Greve, G., And Albers,S. (2009). The Impact of Technological and Organizational
Implementation Of CRM On Customer Acquisition, Maintenance, And Retention, Intern. J. Of Research
In Marketing .(26), 207-215..
[5]. Bartikowski, B., Walsh, G., & Beatty, S. E. (2011). Culture and age as moderators in the corporate
reputation and loyalty relationship. Journal of business research, 64(9), 966-972
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