CRM Strategy Boosts Customer Loyalty in Indonesian Culinary MSME, New Study Finds
Research published in 2026 in the International Journal of Asian Business and Management (IJABM) reports that Customer Relationship Management (CRM) strategies significantly influence customer loyalty in Indonesia’s culinary microbusiness sector. The study was conducted by Vanya Benita and Setya Indah Isnawati from Ngudi Waluyo University, Semarang, analyzing how CRM practices affect repeat purchasing behavior at MSME Dapoer Mom Alena. The findings matter for small businesses navigating intense competition and rapid digital transformation across the food industry.
Background: MSMEs Face Loyalty Challenges in Competitive Culinary Markets
Indonesia’s Micro, Small, and Medium Enterprises (MSMEs) remain a backbone of the national economy, particularly in the culinary sector. However, digitalization and market saturation have intensified competition, making customer retention a critical business priority.
MSME Dapoer Mom Alena, known for quality homemade food products, illustrates a common challenge. While product quality attracts first-time buyers, sustaining loyalty and repeat purchases becomes difficult when customers have many alternatives. This reality highlights the importance of relationship-based marketing strategies rather than relying solely on product attributes.
Customer Relationship Management has emerged globally as a strategic tool to strengthen long-term engagement. CRM integrates customer orientation, personalized interaction, retention programs, and technology use to enhance customer satisfaction and loyalty. Despite growing attention, empirical evidence on CRM effectiveness in Indonesian MSMEs remains limited, prompting this research.
Research Methodology in Simple Terms
The study adopted a quantitative descriptive design to evaluate the relationship between CRM strategies and customer loyalty.
Key methodological details include:
- Data source: Questionnaires distributed to 80 Dapoer Mom Alena customers
- Sampling method: Purposive sampling targeting customers with purchasing experience
- Measurement tool: Likert scale to capture perceptions of CRM practices and loyalty
- Analysis approach: Statistical testing using SPSS, including validity, reliability, classical assumption testing, and multiple linear regression
The analysis focused on four CRM dimensions:
- Customer Orientation
- Customer Interaction Management
- Customer Retention
- Technology-Based CRM
These variables were examined to determine their influence on customer loyalty.
Key Findings: Two CRM Factors Drive Loyalty Most Strongly
The results demonstrate that CRM practices do shape customer loyalty, but not all components contribute equally.
Significant positive effects
- Customer Orientation: Businesses that prioritize understanding customer needs and preferences show stronger loyalty outcomes.
- Customer Retention: Programs encouraging repeat purchases, such as promotions and relationship-building efforts, significantly improve loyalty.
Positive but not statistically significant effects
- Customer Interaction Management: Communication and interaction strategies contribute to loyalty but do not show strong statistical impact.
- Technology-Based CRM: Digital tools and platforms support relationship management but are less influential than personal customer focus and retention efforts.
Overall, the study concludes that loyalty is more strongly shaped by emotional and relational engagement than by technological implementation alone.
Real-World Implications for MSMEs and Business Strategy
The findings carry important implications for small business owners, policymakers, and digital economy stakeholders.
1. Customer-centric culture matters more than technology alone
While digital CRM tools can support operations, understanding customer preferences and delivering personalized experiences remain central to loyalty building.
2. Retention strategies deliver measurable returns
Reward programs, consistent service quality, and relationship-based marketing directly influence repeat purchases and long-term customer value.
3. Practical guidance for MSME development programs
Government and business development agencies can use these insights to design training programs emphasizing customer orientation and retention strategies.
4. Balanced CRM implementation
The study suggests MSMEs should integrate technology with human interaction rather than viewing digital CRM as a standalone solution.
For Indonesia’s growing digital economy, these insights reinforce the idea that technological adoption must be accompanied by relational marketing capabilities.
Academic Insight from the Authors
According to Vanya Benita of Ngudi Waluyo University, customer loyalty in small culinary businesses is deeply rooted in relational trust. Benita and co-author Setya Indah Isnawati emphasize that customer orientation and retention practices play a more decisive role than interaction management and digital CRM tools in shaping loyalty outcomes. Their analysis indicates that successful CRM strategies in MSMEs must prioritize personalized engagement and long-term relationship building.
Author Profiles
Vanya Benita, S.M. Ngudi Waluyo University, Semarang
Setya Indah Isnawati, S.E., M.M. Ngudi Waluyo University, Semarang
Source
Journal: International Journal of Asian Business and Management (IJABM)
Year: 2026
DOI: https://doi.org/10.55927/ijabm.v5i1.3
Official URL : https://journalijabm.my.id/index.php/ijabm/index
0 Komentar