Connecting E-Customer Relationship Management and E-Loyalty: The Moderating Role of E-Satisfaction

Authors

  • Pebi Kurniawan Management Study Program, Faculty of Economics and Business, Universitas Muhammadiyah Cirebon, Cirebon, Indonesia
  • Ali Jufri Management Study Program, Faculty of Economics and Business, Universitas Muhammadiyah Cirebon, Cirebon, Indonesia

DOI:

https://doi.org/10.38035/dijemss.v8i1.6714

Keywords:

Electronic-Customer Relationship Management, E-Loyalty, E-Satisfaction, Moderating, Umrah Travel

Abstract

This study examines the effect of Electronic Customer Relationship Management (E-CRM) on e-loyalty, with e-satisfaction as a moderating variable in the context of Umrah travel services provided by PT. Sangkan Hurip Bersama. The sample consists of 256 pilgrims from Jakarta, West Java, and Central Java who have performed Umrah more than twice. The sample size was determined using the Isaac and Michael table, while the sampling technique employed was purposive sampling. A quantitative approach was used, with data collected through structured questionnaires and analyzed using SmartPLS 4 to test both measurement and structural models. The results indicate that E-CRM has a significant positive relationship with e-loyalty, highlighting the relevance of digital relationship management to customer loyalty. Furthermore, e-satisfaction significantly moderates the relationship between E-CRM and e-loyalty, with a small positive interaction effect. These findings suggest that higher levels of customer satisfaction enhance the effectiveness of E-CRM strategies in building long-term loyalty. This study provides both theoretical and practical contributions by highlighting the critical role of integrating digital customer relationship management and customer satisfaction in improving loyalty within the religious tourism sector.

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Published

2026-10-26

How to Cite

Kurniawan, P., & Jufri, A. (2026). Connecting E-Customer Relationship Management and E-Loyalty: The Moderating Role of E-Satisfaction. Dinasti International Journal of Education Management and Social Science, 8(1), 609–616. https://doi.org/10.38035/dijemss.v8i1.6714