Specifically, the works of Abdul-Muhmin (2012) and Harrigan, Ramsey, and Ibbotson (2009) were considered for the variable of benefits of m-CRM. The scale of Wang et al.
First, we performed an EFA of the main axes with varimax rotation, which confirmed the existence of five factors (m-CRM benefits, technological competence, innovativeness, employee support, and customer information management).
In the case of the formative construct (m-CRM benefits), a model of multiple-indicators-multiple-causes (MIMIC) was used to determine the model of this construct was suitable (Diamantopoulos, Riefler, & Roth, 2008).
By looking at the results, hypothesis H1 has been confirmed since the technological competence of a company leads to the perception of greater benefits of m-CRM ([lambda] = 0.558, p < 0.05).
This study analyzed factors of a different nature which influence the perception of companies on the benefits of implementing a m-CRM strategy.
According to the results, we can say that companies perceive that the better the technological competence is, the more willingness to innovate, the more employee support, and the better management of customer information, the larger the benefits derived from a m-CRM strategy will be.
Definitely, this study confirms that the organizational and technological factors influence the most the perception of benefits of m-CRM.
In regards to the managerial implications of this research, we understand that providers of content and services, operators and technology companies must work on triggering companies desire to access the benefits of developing a m-CRM strategy, which would help in the advancement of m-commerce in Spain.
Thus, the measurement of the perceived benefits of m-CRM in future studies must take into account other aspects besides the financial and marketing ones, such as the improvement in the control of resources of the company or objective measurements of business results (e.g.
We should also emphasize the limitation of only taking into account four contextual variables that may affect the perception in the practice of m-CRM benefits because there may be other influencing factors such as the appropriateness of the activity of the company and the products or services sold through technology and mobile channel.
Another area of opportunity for future research is to analyze how the use of mass data in a m-CRM strategy for companies may narrow the B2C relationship and how it affects the perception of benefits in m-marketing and the management of unstructured data from the environment of the company and the consumer (e.g.
Aholistic framework for m-CRM Data mining perspective.