Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Original article 122 ABSTRACT Customer relationship management (CRM) in sports venues is a strategy for interacting with customers and managing the activities necessary for an effective and enduring customer relationship. This study investigates the impact of CRM on loyalty and the moderating role of reducing customer complaints. Data were collected from clients of sports venues (n=384). The structural equation method surveyed the effect of variables and the PLS Smart Partial Least Squares Approach analyzed the patterns. The Hayes process examined the moderating effect of customer complaints reduction. Findings showed that CRM leads to increased loyalty, satisfaction, and competitive advantage. Also, reducing customer complaints (R2 = 0.81) moderated the impact of CRM success on customer loyalty. Therefore, making proper relationships with customers, satisfying them, and increasing the level of service facilities are the most important determinants of loyalty in sports venues. The reduction of customers' complaints can lead to increased loyalty and subsequently lower marketing expenses. Keywords: Customer Relationship Management, Customer Complaints Reduction, Loyalty, Sports Venues, Service Recovery 1Department of Sport Management, Faculty of Physical Education & Sport Sciences, University of Tabriz, Tabriz, Iran 2Department of Management and Marketing, La Trobe University, Australia IZVLEČEK Upravljanje odnosov s strankami (CRM) na športnih prizoriščih je strategija za interakcijo s strankami in upravljanje dejavnosti, ki so potrebne za učinkovit in trajen odnos s strankami. Ta študija raziskuje vpliv CRM na zvestobo in vlogo pri zmanjševanju pritožb strank. Podatki so bili zbrani od naročnikov športnih objektov (n=384). Metoda strukturnih enačb je raziskala učinek spremenljivk, PLS Smart Partial Least Squares Approach pa smo uporabili za analizo vzorcev. Ugotovili smo, da CRM vodi do povečane zvestobe, zadovoljstva in konkurenčne prednosti. Prav tako je zmanjšanje pritožb strank (R2 = 0,81) zmanjšalo vpliv uspeha CRM na zvestobo strank. Zato je vzpostavitev ustreznih odnosov s strankami, njihovo zadovoljstvo in dvig nivoja storitvenih zmogljivosti najpomembnejši dejavnik zvestobe na športnih prizoriščih. Zmanjšanje pritožb kupcev lahko vodi do povečanja zvestobe in posledično nižjih stroškov trženja. Ključne besede: upravljanje odnosov s strankami, zmanjševanje pritožb strank, zvestoba, športna prizorišča, povrnitev stroškov 3Department of Sport Management, Charkhe Nilofari Azerbaijan Education Institute, Tabriz, Iran Corresponding author*: Sajjad Pashaie, Department of Sport Management, Faculty of Physical Education & Sport Sciences, University of Tabriz, Tabriz, Iran E-mail: sajjad.pashaie@yahoo.com Sajjad Pashaie 1,* Fatemeh Abdavi 1 Geoff Dickson 2 Romina Habibpour 3 SPORT CUSTOMER RELATIONSHIP MANAGEMENT, COMPETITIVE ADVANTAGE, SATISFACTION, LOYALTY, AND COMPLAINT MANAGEMENT ODNOSI S STRANKAMI, KONKURENČNA PREDNOST, ZADOVOLJSTVO, ZVESTOBA IN UPRAVLJANJE S PRITOŽBAMI V ŠPORTU Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 123 INTRODUCTION One of the key business strategies of the new millennium is customer relationship management (CRM). CRM is one of the key principles for business management interaction with customers (Wu & Lu, 2012). The popularity of CRM continues to grow (Borsaly, 2014). The presence of service firms and the advancement of technology have increased the number of customers and the variety of contact points with the firm. CRM is neither a concept nor project, but rather a business strategy that aims to understand, anticipate and manage the needs of both potential and actual customers (Haghighat Monfared & Saraeenia, 2011). CRM can improve profitability and enhance competitive advantage (Abdavi, 2016; Khajehpour, 2016). CRM has a special place in the sports industry (Bay, 2017). Sports organizations need to have a better understanding of their customers' needs and demands given their changing nature and increased competition (Farrelly et al., 2008). Sport organizations are attracted to long-term customer relationships (Harrington, 2014). Hence, establishing good relationships with sports customers can increase both satisfaction and loyalty (Kumar & Reinartz, 2012) . Sports venues, both private and public, play an important role in in facilitating sport participation (Almasi, 2015; Johannesen et al., 2017). Sports venues, as service providers, must expand and improve the quality of their relationship with customers whilst also trying to control costs. One way to tackle this problem is to maintain customers and encourage customers to use the venue more often. This is because attracting new customers is much more expensive than maintaining existing customers (Reichheld & Sasser, 1990). CRM and attention to the quality of relationships with customers is a comprehensive process for enhancing profitability (Zablah et al., 2004). Service organizations ignore customer satisfaction at their own risk (Pashaie et al., 2020). Of course, all organizations ought to be customer oriented (Abdavi et al., 2021). CRM is vital to the sustainability of the sport venue. Simply put, sports customer relationship management is a driving force that builds customer confidence in the sports venues and builds stronger relationships. Sport venues are well placed to exploit the strategic benefits of CRM (Abdavi, 2016; Alshawi et al., 2011; Pashaie, 2020). However, sport venue managers are without an integrated conceptual framework to create successful CRM outcomes. As a result, our study pursued the following research questions: 1) To what extent does CRM implementation impact competitive advantage, satisfaction, and loyalty? Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 124 2) To what extent does reduction customer complaints moderate the relationship between CRM implementation and loyalty? Theoretical background CRM Overview CRM enhances a firm’s ability to respond to customer needs and wants (Kotler & Manceau, 2012). CRM is the process of maximizing sales with an existing customer, fostering ongoing relationships through the use of digital communication technologies such as operational databases, personal web messaging, customer service, email, and social media marketing (Abdavi et al., 2021). CRM is a holistic marketing strategy that facilitates competitiveness through value creation and customer orientation (Borsaly, 2014). CRM develops relationships with existing customers, and attracts new customers. Effective CRM requires that all of the company’s departments work collaboratively to serve the customer (Ndhlela, 2018). CRM is a key tool for business management and a fundamental strategy for customer retention (Pashaie, 2017). CRM Success Organizations in many different fields implement CRM to strengthen their competitive advantage (Alt & Puschmann, 2004). CRM offers numerous advantages, but there is a high failure rate with CRM implementation (Xu & Walton, 2005). Economist Intelligence Unit (2007) identified a number of CRM success indicators. These include increased revenue (30%), customer retention (43%), and customer satisfaction (49%) (Eid, 2007). CRM is not without risk, and system failures often jeopardise the success of the CRM process (Pashaie et al., 2020). There is no single criteria for evaluating CRM success. For example, if the objective is customer satisfaction, then the ability of the organization to satisfy customers is the relevant criteria to evaluate CRM. Alternatively, if realizing profit is the objective, then the ability to generate profit is the relevant criteria (Soltani, 2018). Because different companies use the same technology of CRM to achieve different goals, CRM initiatives are largely firm-specific. To specify how CRM leads to success, Payne and Frow (2005) found that a CRM system can fail either tactically, strategically or both. For this reason, CRM initiatives should align with the firm's strategic orientation. This enables the achievement of both short and long-term goals perspectives (Payne & Frow, 2005). This definition lets the Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 125 advance of propositions that relate CRM success to the strategic orientation of a firm based on the firm's strategic actions (Shannahan et al., 2010). Competitive Advantage Competitive advantage includes a set of factors or capabilities that always enable the company to perform better than competitors (Powell, 2001). The long-run success of a firm essentially rests on the creation and maintenance of a sustainable competitive advantage. Being competitive means promoting unique strengths and capabilities and defending them against imitation by other firms (Qureshi, 2016). In today's competitive world, customers are the main focus of companies and their satisfaction is the main factor in gaining the competitive advantage of organizations. To satisfy customers, it is necessary to fully meet their needs and accurately identify their wants, expectations, and inclinations in purchasing products. Companies must pay close attention to customers and meet their needs (better than competitors) to gain a competitive advantage. Such an approach aligns with two schools of thought underpinning resource-based theory, namely the resource-based view and the knowledge-based view that emphasizes firm- specific competitive advantages (Kumar & Reinartz, 2006). Therefore, it has become imperative for organizations to have unique capabilities in terms of products, services, and personnel, to manage such a dynamic customer portfolio thereby assisting in building and sustaining long-term competitive advantage (Bhat & Darzi, 2018). Thus, CRM enables a firm to enhance its competitive position (Elkordy, 2014). CRM has a positive impact on the competitive advantage (Bhat & Darzi, 2018). On this basis we propose the following: H1. CRM success are positively linked to competitive advantage. Customer Satisfaction Successful organisations are likely to emphasise customer retention, customer satisfaction and loyalty (Hadi, 2015). CRM ought to align activities to expand customer relationship across the customer lifecycle with the most profitable customers (Greve & Albers, 2006). The collection and analysis of high quality customer data augurs well for customer attraction, acquisition, and retention. (Chung-Hoon & Young-Gul, 2003) state that committed customers are profitable to an organization for the long term. Customer Commitment forms when a customer’s expectation is satisfied and the customer realize fair value from relationship with the organization. Satisfaction with the product or quality of service and meeting the needs of the customer simply and easily is among the items that include the definition of customer satisfaction. Satisfaction is one of the effective factors in creating customer loyalty, and service quality is the most Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 126 important step towards creating customer satisfaction (Baker & Crompton, 2000; Greenwell et al., 2002; Parasuraman et al., 1985; Shonk & Chelladurai, 2008). Service quality and customer satisfaction are important issues in the field of marketing and service management. Much research has been done on these concepts, including their measurement, and the relationship between each other (Rust et al., 1995). Service quality perceptions are based on the difference between customer expectations and perceptions of the actual service (Atiyah, 2017). However, there is no theoretical agreement on which of these two concepts precedes the other. Some believe that satisfaction leads to service quality, whereas others consider that service quality precedes satisfaction, A third perspective, the contingency approach, posits that that neither of these two concepts precedes the other. On this basis we propose: H2. CRM success are positively linked to customer satisfaction. Customer loyalty One of the primary goals of CRM is customer loyalty and subsequently customer retention (Anderson; Verhoef, 2003). Oliver defines loyalty as a deeply held commitment to re-buy or re- patronize a preferred product/service consistently in the future. A customer who frequently buys from a particular business or brand is loyal (Oliver, 1999). Acquiring customer loyalty has been a double-edge sword for organizations in competitive markets as getting a new customer costs considerably more than retaining an existing customer. The relationships between service quality, customer satisfaction and customer loyalty provides creative ideas for improving services to gain a competitive advantage in the retail banking sector (Siddiqi, 2011). CRM not only ensures better relations with customers but also loyalty (Narang et al., 2011). Companies implementing CRM in a proper way will enjoy increased customer satisfaction (Shaon & Rahman, 2015). Research results also suggest that the CRM application helps companies to gain customer knowledge that helps them improve customer satisfaction (Kusnadi, 2008). CRM has positive and significant effects on customer loyalty, and changes in the company’s customer loyalty are directly related to changes in the implementation of CRM (Binsar Kristian, 2014; Munandar, 2011). CRM implementation can enhance both customer satisfaction and loyalty. This usually happens based on the customer's wants, needs, preferences, and experiences with the business. Of course, businesses can design a customer loyalty program specifically for their business based on the needs and desires of their customers. The success or failure of a sports venues in creating Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 127 loyal customers depends very much on the sports venues ability to create value. On this basis, we propose the following: H3. CRM success are positively linked to customer loyalty. Customer Complaint Management (CCM) Customer satisfaction is a ubiquitous business goal, but it cannot be claimed that customer satisfaction is always achieved. The challenge is to properly manage complaints and use them to increase the quality of activities (Sabadie et al., 2006). Dissatisfied customers complain (Crié, 2001). An effective customer complaint management (CCM) process will help ameliorate the negative consequences of dissatisfaction (Kızgın & Benli, 2013). Complaining presumes that the customer blames all or part of his/her dissatisfaction on the provider (Chebat et al., 2005). Having an effective customer complaint management system has three major benefits for the organization: 1) Saves time and money; 2) The information obtained from customer complaints helps to identify deficiencies and improve services such as product delivery and delivery; and 3) If there is a good system for handling customer complaints, it will have a positive effect on the reputation of the organization and will increase its self-confidence (increase self- confidence) to advance the executive affairs. On this basis we propose the following: H4. Reducing customer complaints has a moderating role in the impact of CRM success on customer loyalty. In summary, the theoretical framework underpinning the research questions is presented in Figure 1. Figure 1. Conceptual model of research. Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 128 METHODS Participants The participants in our study were regular sport venue customer (participants) throughout Iran. A filter question at the beginning of the survey excluded irregular sport participants. Regular sport participants were asked to provide their email so that an invitation to complete an online survey could be shared. A total of 678 invitations were extended and 602 were returned. We obtained 384 correctly completed questionnaires. Nonresponse bias was measured by the extrapolation method (Armstrong & Overton, 1977). A Mann–Whitney U-test established no significant differences between early and late participants in terms of any of the key variables. Thus, we concluded that nonresponse bias is not evident within the data. Measurement Scale To build the measurement model, we reviewed similar studies and produced a list of 384 potential items. After eliminating repeated items, researchers with expertise in the measurement of consumer behaviour selected items with the greatest explanatory potential. After this refinement process, the scale for measuring the various variables comprised 15 items (see Table 1). The questionnaire was further refined after a pre-test conducted with 5 sports management consultants and 10 researchers. A 5-point Likert scale (1 = disagree, 5 = agree) was used to measure all items. Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 129 Analysis of validity, reliability, and dimensionality of the measurement scale After using Kaiser-Meyer-Olkin Test to confirm the data’s suitability for factor analysis, we analysed four basic aspects of the scale - conceptual definition, validity, reliability, and dimensionality. A conceptual definition refers to the theoretical foundations considered in the development of scale (Aghaei et al., 2004). The measurement scale here was built based on an extensive analysis of the literature, considering research that defines the nature and structure of the concepts under analysis. The validity of the scale here was confirmed by considering the different modalities of validity (content, construct, convergent, discriminant, and external). To ensure content validity, a pretest Table 1. Results of factor analysis, validity and reliability of the research model in PLS software. Component and questions Factor load Cronbach's alpha CR AVA 1.Success of CRM Ø CRM wastes a lot of money and resources on sports .872 .802 .888 .690 Ø CRM expands communication with sports customers .910 Ø CRM significantly reduces the costs .896 2. Competitive Advantage Ø It is more efficient to service sports venues .889 .802 .805 .701 Ø Sports venues have modern facilities .894 Ø In sports venues, customer accountability is very high .874 3. Satisfaction Ø The perceived value will satisfy the customers of sports venues .871 .865 .900 .704 Ø Perceived quality will satisfy the customers of sports venues .908 Ø Customer expectations (feedback and suggestions) satisfy customers of sporting venues .927 4. Loyalty Ø Sports venues are my first choice for sports .825 .901 .918 .663 Ø As a regular customer, I recommend exercising in these places rather than others .879 Ø I love sports services and I am very pleased .871 5. Reduce Customer Complaints Ø Complaints are handled carefully until they are resolved .906 .842 .890 .589 Ø Employees are interested in helping customers .923 Ø Responding to customers in face-to-face and telephone communications is realistic and helps to solve problems .897 Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 130 of the questionnaire was made by ten experts in sport management. Regarding construct validity, as mentioned before, the measurement scale used constructs that had been identified and used in previous studies and theories (Figure 2). To ensure convergent and distinct validity, the correlation matrix between the questionnaire variables was examined. The correlation between the variables of a structure is higher than the relationship between different structures. Reliability was measured using the Cronbach alpha. This coefficient evaluates the consistency of the entire scale (Aghaei et al., 2004). The Cronbach alpha is close to 0.8 for all variables, well above the well-accepted 0.7 thresholds. Finally, dimensionality was examined via a principal components exploratory factor analysis. This analysis resulted in a factor model consisting of five factors and 15 observed variables. Confirmatory factor analysis provided additional refinement. Structural Model Testing To test the proposed hypotheses, we utilized structural equation modelling. The data were not normal (Mardia coefficient of multivariate kurtosis equals 39.10 > 1.96), so we used the statistics package Smart PLS 6.1 to estimate the SEM model. Smart PLS can model non- normally distributed data (Basri, 2019; Wong, 2013). RESULTS In the partial least squares approach, the quality and fit of the model are measured using several criteria. The first criterion for examining the structural model is the R2 coefficients of the hidden endogenous (dependent) variables of the model. These coefficients indicate the influence of an exogenous variable on an endogenous variable. As the R2 of endogenous structures of a model increases, the better the model fits. (Hair Jr et al., 2014) believe that if an endogenous structure is affected by one or two exogenous structures, R2 values above 0.30 indicate the relationship between those structures and endogenous structures. The second criterion for the structural model is Q2 (Pashaie, 2017; Sarstedt et al., 2017), which specifies the predictive power of the model. Also, to evaluate the general model, after standardization of goodness of fit (GOF), standardized residual mean square root index (SRMR) is used, which is less than 0.1 or 0.08 and proper (Abdavi, 2016; Basri, 2019; Pashaie, 2017). Table 2 summarizes the measures and the overall fit of the improved model. Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 131 Table 2. Values of fit indicators for research model variables. Variable Q2 R2 SRMR CRM success .502 .050 Competitive advantage .496 .498 Satisfaction .398 .587 Loyalty .401 .544 Reduce customer complaints .563 According to the data in Table 2, the values obtained for the Q2 index are greater than 0.39 (strong). Also, the values of R2 are in the medium to the strong range and the SRMR value is less than 0.1 which indicates the good quality of the tested model. Structural Model Analysis Path coefficient reflects the strength of the relationship between the two variables (Fig. 2). The results for their path coefficients and significance level (t-statistic) are shown in Figure 2 and Figure 3. All path coefficients and t-statistic are significant. Figure 2. Route coefficients in normal state. Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 132 Figure 3. Route coefficients in significant state (t). Table 3 summarizes the direct path coefficient values and t-statistic of the main hypotheses with the paths of the research model. Table 3. Direct path coefficient values and t-statistic of the main hypotheses with the paths of the research model. Path b t Sig Result 1 CRM Success à Competitive Advantage .707 13.628 .001 Confirmed 2 CRM Success à Satisfaction .767 18.423 .001 Confirmed 3 CRM Success à Loyalty .741 16.025 .001 Confirmed Modulatory analysis The Hayes regression method analysed the effect of the moderating variable (Hayes, 2017). Based on the proposed procedure, hierarchical multiple regression tested the moderating role of customer complaint reduction in CRM success with loyalty. The primary prerequisite for the test is confirming the relationship between the independent and dependent variables (Refer Figure 2 and Figure 3). Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 133 The change in R2 was used to explain the moderating role of the coefficient of detection. According to the analysis, the moderator structure of customer complaints reduction played an increasing role in influencing CRM success on loyalty. Now, considering the significance of the relationship between the variables of research hypotheses, we can address the final model of research. The results of the test of research hypotheses based on structural equation modelling, causal paths with regression coefficients and the values of the relevant partial indices are shown in Table 4. Table 4. Examining the moderating role of customer complaints mitigation structures. Path R2-Change F Sig Result CRM Success *Reduce Customer Complaints à Loyalty .816 25.806 .001 Confirm Figure 4 portrays the final model. All the research hypotheses are confirmed at 95% confidence level and are significant at 0.001 level. Figure 4 shows the estimations of the standardized regression coefficients. All the t-values (critical ratios) exceed the reference value of 1.96 for a significance level of 0.05, which means that the estimated coefficients were statistically significant (robust statistics were used in these calculations). Moreover, the coefficient of determination of competitive advantage, satisfaction and loyalty rises to 0.498, 0.587, 0.544, which means that 49.8%, 58.7% and 54.4% of the variability was explained by the improved model. Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 134 Figure 4. Final model of research. To summarize, CRM success had a positive impact on competitive advantage, satisfaction and loyalty. Reduced customer complaints moderated the relationship between CRM success and loyalty. DISCUSSION According to the results of all relationships, there is a positive and significant relationship between the components discussed (CRM success, competitive advantage, satisfaction, and loyalty). On the other hand, reducing customer complaints positively and significantly impacts CRM success on customer loyalty sports venues, i.e., when customer complaints reduction is considered as a moderating variable, the power of the model increases. Based on these facts, the results of the test of the research hypotheses derived from the model are as follows: The results of this study showed that CRM success in sports venues has a positive and significant effect on competitive advantage, which means that one of the positive consequences of CRM success is creating competitive advantage. Increasing competition in the sports industry is forcing sports venues to turn to new ways of competing in the long run for greater success. Customer Relationship Management is an overall business strategy that enables sports venues to effectively manage the customer relationship. Therefore, creating and maintaining a competitive advantage requires competencies that build value for sports customers, relying on Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 135 the capabilities of sports venues. The results of this part of the study are in line with the findings of the study (Abdavi, 2016; Bargi Oskouhi, 2018; Bhat & Darzi, 2018). The results of the study showed that CRM success in sports venues has a positive and significant effect on satisfaction, which is consistent with previous studies (Modudi, 2018; Mohammad Shafi'i MS, 2019; Moharramzadeh et al., 2019). In today's business world, achieving customer satisfaction has an important and vital place in the goals of organizations and managers have reached the important fact that the success of the organization depends on customer satisfaction, so it is essential in the organization. Design and implement a system to draw in and retain customers. Customer satisfaction are often considered as a special consequence of selling activity that helps customers make purchasing decisions. If the provision of certain services satisfies customers, it can be said that the probability of purchase and re-use of that service is higher. CRM with a relationship-oriented marketing approach seeks to establish and maintain long-term relationships with greater customer satisfaction in sports venues. Because customer satisfaction brings benefits such as creating competitive advantages, encouraging the customer to repeat the transaction and loyalty, reducing costs, increasing credibility and reputation, as well as sustainable growth and development. Therefore, club managers must take advantage of customer satisfaction to improve their competitive position and gain a competitive advantage and use all components of satisfaction equally. Other results showed that CRM success in sports venues has a positive and significant effect on loyalty. Maintaining customer loyalty is the key to the success of any organization and any business-economic activity, such that the reputation of a successful organization is based on the organization's long-term relationships with its customers, which are supported by research results (Chang et al., 2014; Dehdashti, 2010; Moharramzadeh et al., 2019). Loyalty to sports venues is one of the concepts that will lead to the success of venues. A loyal customer tends to reuse services at the highest cost and for this reason, sports venues try to keep customers close to their services in the form of loyalty programs. According to the results of the research findings, it was found that the structure of reducing customer complaints has an increasing role in the impact of CRM success on loyalty. Marketing research is often one of the factors that underpins privileged relationships and focuses less on the factors that explain its disorders. The findings of (Chow, 2014; Perrien et al., 1995) indicated that weakness in relationships is the main reason that "complaint management" is one of its components. Customer dissatisfaction may be identified through a complaint. Complaints, Kinesiologia Slovenica, 28, 1, 122-140 (2022), ISSN 1318-2269 Sport customer relationship management 136 when uttered, are strong and clear signals to partners and organizations, and provide the ultimate opportunity to maintain customer relationship management (CRM) if they are able to understand and manage complaints. There is a relationship between the severity of dissatisfaction and grievance with loyalty and dissatisfaction is a necessary motivation, but in most cases it is insufficient for grievance behavior that this is the driving force of the process (Crié, 2001). Which is according to the findings of this study. In fact, managing customer complaints is an effective way to measure customers, and place managers can use this useful tool to find out how customers perceive their places, and gaining information about this will lead to the discovery of shortcomings and improve services. Because customer complaints are the result of customer dissatisfaction with the product, service or staff of the place. In this situation, managers, with the correct management of customer relations, explicitly, implicitly or legally, provide the answer or result to their customers in order to increase loyalty. CONCLUSION Customer relationships are becoming even more important as competition increases and consumer preferences change. CRM encourages business to think in terms of what the customers expect, what channel of distribution they prefer, and what attributes should be incorporated in product and services. Understanding the customer through CRM allows sports venues to offer the desired service to the customer. CRM practices are business-oriented strategies that are designed to reduce costs and increase profitability by strengthening customer loyalty. This research highlights the positive contribution of CCM. Establishing proper communication with customers, is arguably the easiest way of promoting loyalty within sport venues. Reducing customer complaints can also lead to lower marketing costs and increased loyalty. It is necessary for sports organizations to establish a CRM system to respond accurately and quickly. CRM in sports venues is a strategy for interacting with customers and managing the activities necessary for an effective and enduring customer relationship. Declaration of Conflicting Interests The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. 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