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CHAPTER ONE
INTRODUCTION
1.1
OVERVIEW OF THE STUDY
Understanding how to effectively manage customer
relationships has become a very important topic to both
academicians and practitioners in recent years. Also, organizations
are realizing that customers have different economic value to the
company and are subsequently adapting their customer offerings
and strategies accordingly. (Roya and Salmiah, 2010).
We need to learn more about the leading indicator of
customer value tomorrow (measurable today) and to understand
better the strong tie between customer equity and we must learn
about how companies successfully change their strategies to
increase customer loyalty or decrease customer turnover (Roger,
2005).
It is apparent that managing customer relationships, coupled
with building the value of the customer base, is no longer a
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business management term based on the latest consultant speak
but rather a fruitful avenue of business composition that has been
rendered necessary by permanent innovations in the technological
landscape. (Roya and Salmiah, 2010).
Customer relationship management is the establishment,
development, maintenance and optimization of long term
mutually valuable relationship between consumers and the
organization (Berry,1983). successful customer relationship
management focuses on understanding the needs and desires of
the customers and is achieved by placing these needs at the heart
of the business by integrating them with the organization‟s
strategy, people, technology and business processes (Fox, Stead,
2001).
The concept of relationship interface is centered on where
and how individuals and organizations exchange information
whether informally as well as externally (Berry, 1983). It
empirically means an organizations ability of getting in touch with
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both the internal and external customers in responsive and
flexible manner (Abdullateef et al. 2010).
The current global competitions threatened by the financial
arises has continued the need for both manufacturers and services
marketers to monitor how their customer feel about their goods
and services, and particularly when there is enormous evidence in
support of relationship managements as the alternative means of
soling the global market fluctuation (Aihie 2007,)
Many businesses such as banks, insurance and other service
providers realize the importance of customer relationship
management and its potential to help them acquire new customer
retain existing ones and maximize their life time value (Opara et
al 2010).
The functional activities of Nigeria banks like those of other
countries is premised on the acceptance of deposits, lending,
affect domestic and foreign payment and provide property
management and trustee services among other wide range of
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financial services (Firpo, 2006). while, these services are rendered
efficiently and with utmost trusts and commitment in developed
nations due to the relational and interactive approach adopted,
same cannot be said of most banks in Nigeria before year 2000
(Opara et al 2010). The financial service industry in Nigeria has
undergone major transformations in recent times, most especially
with the introduction of reformation programs from 1999 to 2007.
In this past manager consolidation era, banks are introducing
new products, such as ATM, telephone banking, investment
banking and actively participating in social responsibilities. All
these were meant to influence relationship and thereby retain
their customers at a profit and this can best be done through CRM
as prevalent in today‟s global business environment.
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1.2 STATEMENT OF PROBLEM
Within the rapid expanding literature of relationship
marketing, business–to–business marketing and customer
relationship management, there is relatively little attention paid
to the value of the organization can get from such business
strategies.
Neglect in customer relationships has lead to a lot of
organization having a reducing figure in the count of customers in
their customer data base. This study will look at impact of
customer relationship management on customer‟s loyalty.
1.3 OBJECTIVES OF STUDY
Among the vast studies that has been done in the field of
customer relationship management. Although they have focused
on different aspect of the customer relationship management.
Less research is found in this area.
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The main objective of this study is on the impact of
customer relationship management and its relational variables on
customer‟s loyalty.
a. To ascertain the impact of customer attraction progammes
on customer‟s loyalty.
b.
To determine the impact of relationship management on
customer‟s loyalty.
c. To find out the effect of customer retention programs on
customer‟s loyalty.
d.
To determine the impact of customer‟s satisfaction on
customer‟s loyalty.
1.4 RELEVANT RESEARCH QUESTIONS
The following research question will be answered is this
study. The questions include the following.
i. Is there a significant impact of customer attraction
programs on customer‟s loyalty?
ii.
To what extent does customer retention programs affect
customer‟s loyalty?
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iii. Does customer‟s satisfaction programs leads to customer‟s
loyalty?
iv.
To what extent does relationship management programs
leads customer‟s loyalty
1.5 STATEMENT OF HYPOTHESIS
In the view of the impact of customer relationship
management on customer‟s loyalty the hypothesis will be as
follows.
(1) Ho: Good customer attraction programs do not lead to
customer‟s loyalty.
.H1: Good customer attraction programs leads tocustomer‟s loyalty
(2) Ho: Good relationship management does not lead to
customer‟s loyalty.
H1: Good relationship management leads to customer‟s
loyalty.
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(3) Ho: A good customer retention program does not necessarily
leads to customer‟s loyalty.
H1: Good customer retention program leads to customer
loyalty
(4) HO: Good customer‟s satisfaction will not always lead to
customer‟s loyalty.
H1: Good customer‟s satisfaction will lead to customer‟s
satisfaction
1.6 SIGNIFICANCE OF STUDY
This study‟s academic contribution hinges on the fact that it
offers a significant advancement to the body of the current
literature of customer relationship management, most especially
in the Nigerian banking industry, as it reveals customer attraction
programs, customer retention programs, relationship management
and customer‟s satisfaction as influencing factors for customer‟s
loyalty.
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1.7 SCOPE OF STUDY
This study is focused on the impact of customer relationship
management on customer‟s loyalty in financial services providing
organizations. It is desirable to extend as possible, but this is not
possible because of time constrains.
This study does not cover the whole financial service
providing organization in Nigeria, but it only covers one selected
organization in Asaba, Delta state, Nigeria. The population size
will be the Asaba populace in this selected organization.
1.8 LIMITATIONS OF STUDY
The concept of customer relationship management amongst
Nigerian firm is yet to gain full implementation. It should be noted
that the use of commercial banking industry as the sample could
lead to a potential industry specificity of the result.
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The radials being of measured as well are just some selected
variables of customer relationship management which pose a
restriction on some other testable ones.
The analysis of data will be done with the multiple
regression analysis which also poses a limitation on any other
analysis that can be used as well. Other limitations to this study
are non-response from respondents and as well inadequate
resources.
1.9 DEFINITION OF TERMS
Customer’s Loyalty: Costumer‟s loyalty is the totality of
feelings or attitudes that would incline a customer to consider
the re-purchases of a particular product, service or bond or
revisit a particular company (Kottler and Keller 2006)
Customers: A customer can be define as one that purchases a
commodity or service (Kottler .P. and Keller .K. (2006).
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Customer Relationship Management (CRM): Customer
relationship management is attracting maintaining and
enhancing customer relationship in multi-service organizations
(Berry 1983).
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REFERENCES
Abdullateef, A .O, Morhtar, S.S. and Yuseff, R.Z. (2010): Driver ofefficient service Delivery and caller satisfaction: A Model ofCRM Customer contact Cantors in Malaysia: International of
Management Studies.Aihie .O. and Bennani, A.E (2007). An Exploratory Study of
Implementation of Customer Relationship Management ofStrategy Business Process Management. Journal 13 (1) 2007
pp 139-164.
Berry, L.L. (1988) Relationship marketing in Shostack, G.L et al(Eds), Emerging perspectives, Journal of Marketing ScienceVol. 23(A), pp, 236-45.
Berry, L.L. (1995) Relationship Marketing of Service. GrowingInterest, Emerging Perspectives. Journal of the Academy ofMarketing Science 23(4), 236 - 45.
Firpo, Y. (2006), “Bonking the Embarked Technology‟s Royal inDelivering Accessible Financial services to the poor, SambaConsulting 5.
Fox, T. and Stead .S. (2001) customer relationship managementdelivering the bone fits, white paper, CRM (UK) and SECORconsulting, new Malden
Gummesson E. (2004) Return on Relationships (RoR), the Value ofRelationship marketing and CRM in Business –to-Businesscontext. Journal of Business and Industrial Marketing Vol 19(2), PP, 136-148.
Levitt (1983), “After Sales is over...” Harvard Business Review,101- 61, No. 2, pp-81-93.
Opara, B.C. Ayopo.O.O, Darogo. W. M. (2010), Analysis of Impactof Technology on Relationship marketing orientation and
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Bank performance. European Journal of Scientific ResearchISSN 1450-216x 101.45 no 2 (2010), Pp, 291-300.
Rogers, M. (2005), Customer strategy observation from theranched journal of marketing 69,262-263.
Roya .A. and Salmiah M. (2010), The Customer RelationshipManagement Strategies: Personal needs assessment ofTraining and Customer turnover 14, Number 1 (2010).
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CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1
INTRODUCTION
This chapter is concerned with the review of literature. It is
a systematic analysis and appraisal or evaluation of studies, works
and documents containing information about the problem under
study.
This chapter provides the background and the problem
discussion of the area of this study, leading down to the specific
research questions. This chapter is also aimed at giving
authenticity and credibility to the research study through the
citing of works of different institutions, scholars and experts
whose works and findings are as well as a contribution to the
major relational variables of this study under consideration.
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2.2 HISTORICAL BACKGROUND
As observed by Sheth and Parvatiyar (1998) developing
customer relationships has historical antecedents going back into
the pre-industrial era. Much of it was due to direct interaction
between producers of agricultural products and their customers.
Similarly, artisans often developed customized products for each
customer. Such direct interaction led to relational banding
between the producer and the customer.
In recent years however, several factors have contributed to
the rapid development and evolution of CRM. These include the
growing -intermediation process in many industries due to the
advent of sophisticated computer and telecommunication
technologies that allow producers to directly interact with end-
customers. For example, in many industries such as the airline,
banking, insurance, computer software or household appliances
industries and even consumables the de-intermediation process is
fast changing the nature of marketing and consequently making
relationship marketing more popular.
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These measures created intimacy and cooperation in the
buyer-seller relationship. Instead of purchasing a product a
product or services, customers were more interested in buying a
relationship with a vendor. The key (or national)account
management program designates account mangers ad account
teams that assess the customers need and then husband the
selling company‟s resources for the customer benefit such program
have led to the establishment of strategic partnering within the
overall domain of customer relationship management (Anderson
and Narus, 1991; Shapiro 1988).
Similarly, in the current era of hyper-competition, markets
are found to be more concerned with customer‟s retention and
loyalty (Dick and Basu, 1994; Reichheld, 1996). As several studies
have indicated, retaining customers perhaps offers a more
sustainable competitive advantage than acquiring new ones. What
marketers are realizing is that it costs less to retain customers
than to compete for new ones (Rosenberg and Czepiel, 1984). On
the supply side it pays more to develop closer relationship with a
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few suppliers than to work with more vendors, (Hayer,
Wheelwright and Clarke, 1988; Spekman, 1988). In addition,
several marketers are concerned with keeping customers for life
rather than with only making a one-time sale (Cannie and Caphin,
1991). There is greater opportunity for Goss-selling and up-selling
to a customer who is loyal and committed to the firm and its
offerings. In a recent study, Naidu, Parvatiya, Sheth and Westgate
(1999) found that relational intensify increased in hospitals facing
a higher degree of competitive intensity.
Also, customer expectations have been a changing rapidly
over last the last two decades. Fueled by new technology and the
graving availability of advanced product features and services,
customer expectations are changing almost on a daily basis.
Consumers are less willing to make compromises or trade-offs in
product and services quality. In a world of ever changing customer
expectations, building cooperative and collaborative relationships
with customers seems to be the most prevalent way to keep tack
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of their changing expectations and appropriately influencing them
(Sheth and Sisodia; 1995).
Finally, many large internationally oriented companies are
today trying to become global by integrating their worldwide
operations. To achieve this they are seeking cooperative and
collaborative solutions for global operations from their vendors
instead of merely engaging in transactional activities with them.
Such customers‟ needs make it imperative for marketers
interested in the business of companies that are global to adopt
CRM programs, particularly, global account management programs
(Yip and Madsen 1996). Global Account Management (GAM) is
conceptually similar to national account management programs
except that they have to be global in scope and thus more
complex managing customer relationship around the world calls
for external and internal partnering activities, including
partnering across a firms worldwide organization.
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2.3 CUSTOMER RELATIONSHIP MANAGEMENT
To survive in the global market focusing on the customer is
becoming a key factor for companies big and small. It is known
that it takes up to five times more money to acquire a new
customer then to get an existing customer to make a new
purchase. A second aspect of CRM is that knowing the customer
and his/her problem allows acquiring new customer more easily
and facilitating targeted cross-selling (Taria, 2005).
CRM is based on the basic marketing belief that an
organization that knows its customer like individuals. Its
components may include data warehouse that store all a
company‟s information, customer services system, call centre, e-
commerce, web marketing, operations system (that handle order
entry, invoicing, payments, point of sale, inventory system, etc)
and sales system (mobile sales communication appointment
making routine etc). In practices, CRM system range from
automated customer-contact system to the company wide pooling
of customers information (Kottler – pp. 409 – 410).
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The implementation of CRM needs the close cooperation
between suppliers of one of the many CRM system on offer, such
as avenue and relationship organizer and the user (Kottler– pp.
409 – 410).
CRM is one of the key processes in any firm. Although CRM is
a relatively new business term and therefore, the definition can
vary depending on the background of the individual writing it. The
“F. Dwyer and Tanner” believe tat CRM as those process that
address all aspect of identifying customers, creating customer
knowledge, building customer relationship and shaping their
perception of the organization and its product. (Kottler– pp. 304 –
305).
CRM is a highly fragmented environment and has come to
mean different things to different people. As the thought and
approach to CRM is in the initial stages and not fully matured, one
can find different perspectives and definitions of CRM. According
to Gummesson (1983) CRM Is the valves and strategies of
relationship marketing with particular emphasis on customer
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relationship turned into practical application.CRM is an enterprises
approach to understanding and influencing customer behavior
through meaningful communications in order to improve customer
acquisition, customer retention, customer loyalty and customer
profitability (Kottler– pp. 304 – 305).
In order to have more efficiently managed customer
relationship CRM focuses on effectively turning information into
intelligent business knowledge. This information can come from
anywhere inside or outside the firm and this requires successful
integration of multiple database and technologies such as the
internet, call centre, sales force automation and data warehouse.
(John and Fredrick, 2002)
There is no universal explanation of what CRM is, since the
area is fairly new and still is developing. It is therefore important
to remember that several attempts of defining CRM exist and that
many companies adapt the definition to their own business and
their unique needs. . (John and Fredrick, 2002).
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“The activities a business performs to identify quality,
acquire, develop and retain increasingly loyal and profitable
customers by delivering the right product or services to the right
customer, through the right channel at the right time and the
right cost. CRM integrate sales, marketing services enterprise
resources planning and supplying chain management function
through business process automation technology solution and
information resources to maximize each customer contact. CRM
facilities relationship among enterprises, their customers, business
partner, suppliers and employees”. (John and fredrick,2002).
“However, for CRM to be successful all activities in a
company need to manage in combination to reach success. Stone
Wood and Wilson (1996) note that in some companies there is the
belief that good market planning is equal to good CRM. It must be
clear that CRM is not equal to market planning. Since they are
founded on two different marketing approaches. However, the
authors add that although the information in market research is
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CRM, it is only a small part of the CRM that is needed in order to
create profitable customer relationship” (John and Fredrick,2002).
2.3.1 GOALS OF CRM
Companies can gain many goals from CRM (Arezu and Alieza,
2006).
1. Lower cost of recruiting customers: the cost for recruiting
customers will decrease since there are savings to be made on
marketing, mailing, contact follow-up, fulfillment, services
and so on;
2. No need to recruit too customers to preserve a steady volume
of business: the number of long term customers will increase
and consequently the need for recruiting many new customers
decreases;
3. Reduced cost of sales: the costs regarding selling are reduced
owing to that existing customers are usually more responsive.
In addition, with better knowledge of channel and distributors
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the relationships become more effective as well as that a cost
for marketing campaigns is reduced.
4. Higher customer profitability: the customer profitability will
get higher since the customer wallet share increases, there
are increase in up-selling, cross-selling and follow-up sales
and more referrals comes with higher customer satisfaction
among existing customers.
5. Increased customer retention and loyalty: the customer
retention increases since customer stay longer buy more and
buy more frequently. The customer does also more often take
initiatives, which increase the bounding relationship, and as a
result the customer loyalty increases as well;
6.
Evaluation of customer profitability: the company will get to
know which customer are profitable, the ones who never
might become profitable and which ones that might be
profitable in the future. This is very important since the key
to success in any business is to focus on acquiring customers
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who generate profit and once you have found them never let
them go (person – p.11).
2.3.2 CRM PROCESS
The CRM process involved four steps. These steps are to
segments and profile the market, design communication strategy,
impenetrate and evaluate. (Dwyer, 1987).
Source: Dwyer, R. (1987). “Developing buyer seller relationship-journal of market
“A challenge of defining CRM is that any definition is
contingent in the level at which CRM is practiced in an
Segment and profile the market
Design strategyEvaluate
ImplementFigure 1
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organization or for that matter what the researcher or manager
believed about the correct level of CRM (Arezu and Alieza, 2006).
There are three different possible levels;
1. Functional
2. Customer facing
3. Company wide
In CRM process customer facing level is being focused upon.
This perspective includes the building of a single new of the
customer across all contact channels and the distribution of
customer intelligence to all customers facing functions. This view
stresses the importance of coordinating information across time
and contact channels o manage he enter customer relationship
systematically. For example, a bank customer who has both a loan
product and a savings product might interact with the bank
through various channels and different types of interactions (e.g.
Transactions, information request, complaint), which may change
over time (Arezu and Alieza, 2006).
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CUSTOMER ATTRACTION
Attraction as a driver of customer commitment means
something that makes the service provider interested to a given
customer or the other way round so attraction can be based on
financial technology or social constructs.
Consequently, even social contacts that are highly
appreciated may form a source of attraction that can lead to a
business relationship. If attraction exists between two parties, the
basis for a relationship is developing, indeed understanding.
Understanding the role of attraction in a customer commitment
decision is the key issue that little attention has been paid on it
the service marketing area. (Gronroos, 2001).
Gilbert (1996) suggested that quality should play role of the
chief facilitator to achieve the objectives of relationship
management, such a commitment to the brand, emotional
involvement and active interaction.
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Creating strong customer focused relationship requires
understanding the needs, if specific customers and the firms
succeed in meeting these needs, Such serves as a means to
measure the perception of customer‟s experiences in the services
encounter (Parasuramon et al, 1991). Delivering more effective
services quality than others in one of the ways that a firm can be
successful in achieving today‟s business environment. (lai et al,
2007).
Groonros (2000) described service quality in term of seven
perceived scale;
1. Professionalism and skills
2.
Attitudes and behavior
3. Accessibility and flexibility
4. Reliability and trust worthiness
5. Service recovery
6. Serviscape
7.
Reputation credibility
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term relationship. (Ravald and Groonros, 1996).
Figure 2: The effect of value- adding strategies in a long- termrelationship
Source: Revald and Gronroos (1996).
According to Wilson and Jantrania (1995), value means a
great many things to great many people. Increasing the benefits
means adding something to the core product that the customer
Relationship
Value
Increasing the benefit/reducing
the sacrifice
Stimulate Repurchasing Activities
Relation
Safety Credibility Security
Trust
Loyalty
Mutually profitable relationship for
supplier and customer
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relationship economics, i.e. it cost less to retain than to acquire
new customers. The assumption is that generalized theories,
which imply universal applicability, tend to overlook the
distinctive impact of conceptualized business conditions on
effective customer retention strategies, the fact is that both
theoreticians and managers should consider business context in
developing and implementing customer retention developing and
implementing customer retention strategies (Rizal Ahmed and
Francis Buttle pp. 149 – 161).
With the cost of losing customer rising every day, companies
continually seek new ways to acquire, retain and increase
business. Service has long been an important factor in customer
retention, and new research suggests its role in more critical than
ever and will continue to grow throughout the 1990‟s.
CUSTOMER SATISFACTION
Satisfaction and dissatisfaction are seen as two ends of a
scale which are related to each other but only have slightly
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differences from each other where the location is defined by
a comparison between expectations and outcome. (Pantea, 2008).
A customer will be satisfied when the outcome of the source
meets his or her expectations and also when the service quality is
more than those expectations and also when the service quality is
more than those expectations, the service provider is having the
delighted customer contrary when the perceived overall service
quality is below or less than his or her expectation. We can
strongly say that the customer will be dissatisfied (Looy et al.
2003)
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Figure 4: A Service Satisfaction Framework
Source: Based on J.M. Hays and A.V Hill (1999): Cited by Looy et al(2003)
“Overall satisfaction with the providing of a service that is
needed by the customer is a function of the buyer‟s degree of
satisfaction with various aspects of the service offered” (Gounaris,
2005).
Delighted
Customer
Satisfied
customer
Dissatisfied
Customer
Satisfied
Exhausting customer
Not recovered
Recovered
Complaining
Dissatisfied
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Liljander and Strandvik (1995) presented a model which
broadens the discussion on satisfaction, quality and value by
including customer relationship specifications they also draw on
both traditional services quality literature and relationship studies
within industrial marketing.
Instead of saying that satisfaction is linked to transactions
and service quality is linked to a global attitude of the service, it
is suggested that quality precedes satisfaction and the satisfaction
can be measured also for some other transactions (Liljander and
Strandvik, 1995).
Although satisfaction applies to both tangible and intangible
goods the emphasis should be on the services setting. Where the
concept has been the subject of investigation in many studies
(Liljander and Strandvik, 1995).
The expectancy disconfirmation paradigm in process theory
provides the infrastructure for the vast majority of satisfaction
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studies and encompasses four construct (Liljander and Strandvik,
1995).
1.
Expectations
2. Performance
3. Disconfirmation
4. Satisfactions
Close relationship does exist between customer‟s loyalty and
high levels of customer‟s satisfaction which brings customer
delight firms should not only meet their customer‟s expectations
but they should try to excite them in one or another way.
(Pantea, 2008) relationship management replaced traditional
transactions oriented approaches of marketing by placing more
emphasis on the creation of customer value by means of
developing and maintaining relationship (Ossel et al, 2003).
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RELATIONSHIP MANAGEMENT
Relationship management is an important strategy and is one
of the important aspects of marketing in these two decades.
Morgan and Hunt (1994) defined Relationship management as “all
marketing activities directed towards establishing developing and
maintaining successful relationship”.
Relationships between customer and business firms have
been consistently encouraged as successful business practices
worldwide. The commotion with marketing has seldom been
established formally in the development of marketing theory (Yau,
2000). Relationship management was known as a strategic
approach to industrial and service markets and was considered to
be unsuitable in other marketing context (O‟malloy and Tynan,
2000).
The idea of relationship and also relationship building being
extended to other area such as distribution, service and consumer
, are as the result of strong interest in relationship between
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companies. So we must also build relationships to middlemen
service supplier and end consumer (Jorgenson, 2001). Liljander
and Strandvik, (1995) proposed that a relationship term should be
defined from the customers point of view as this corresponds to a
market oriented perspective. The customer can be committed
both negatively and positively towards the service provider, or he
can be indifferent. A negatively committed customer will try to
end up the relationship as soon as possible, but is usually unable
to do so in the short period of time because bonds which serve as
exit barrier (Liljander and Strandvik, 1995).
In order to build up a lasting and successful customer
relationship the provider needs to have a deep understanding of
the customer‟s business activities in which the customer created
value for himself (Helander and Hirvonen, 2001).
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2.5 CUSTOMER’S LOYALTY
The degree of customer‟s loyalty is measured as the
percentage of loyal customers, the percentage of incomes
associated with loyal customers and the rise of loyal customers
after the implementation of customer relationship management
activities (izquierdo et al, 2005).
Commitment to customers and service quality enhance
satisfaction which leads to close and successful relationship
(Buttle, 1996; cited by Izquierdo et al, 2005). These loyalty
programs are structural marketing efforts, which reward and
therefore encourage loyal behavior (Izquierdo et al, 2005).
DIMENSION OF CUSTOMERS LOYALTY
Sheth (2002) stated that customer attitude is difficult to
measure for financial and practical purposes; customer retention
is generally used as an indicator of customer loyalty. However,
attitude and behavior can be very different (Sheth and Parvatior,
2002).
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2.5.1 CUSTOMER LOYALTY PROGRAM
Commitment to customers and services qualities enhance
satisfaction which leads to close and successful relationship. If we
admit that, it is more profitable holding on to existing customers
than winning new customers (Berry, 1995; Vavra, 1995: cited by
(Izquiordo et al, 2004), the company will try to achieve the
satisfaction of existing customers providing them inducement such
as discount, free product or fidelity card. These loyalty programs
are structured marketing attempts which reward and therefore
encourage loyal behavior, loyalty program customers should show
changes in repeat purchase loyalty which is not evident amongst
non-program brands. A decreased switching to non-program
brands, increased repeat purchase rates, increased used frequency
or greater propensity to be exclusively loyal. (Izquierdo et al
2005). Rauyren et al (2005) provide a practice of how relationship
quantity can influence customer loyalty or loyalty in the business
to business context.
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Satisfaction appears to be an important factor in maintaining
purchase intentions through service quality will strongly enhance
both purchase intentions and attitudinal loyalty. (Rauyren et al
2005).
In order to maintain customer loyalty, a supplier must
enhance also four aspects of relationship quality which are trust,
commitment, satisfaction and services quality. (Pantea, 2008).
Successful loyalty programs need to make offers to encourage
customers to continue to make purchases from the company, but
more important, successful loyalty programs need to manage
loyalty and profitability property ((Pantea, 2008). A recent article
Ramartz and Kumur, 2007: cited by Kumur and Peterson, 2005)
show that the most loyal customers are not necessarily the most
profitable. We can say that loyal customers cost less to serve,
loyal customers pay higher prices for the same goods and loyal
customers do more marketing on behalf of the company (Pantea,
2008).
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These results are shown below where customer are divided
into four different categories; (Kumur and Peterson, 2005)
1.
Low profitability and short tenure
2. High profitability and short tenure
3. Low profitability and long tenure
4. High profitability and long tenure
Earlier, the focus of loyalty was brand loyalty with respect
to tangible goods (Caruana, 2002). Brand loyalty defied as the
preparation of a purchase of a household devoted to a brand if
purchase most often. Over time fall have continue to expand,
reflecting the wider perspective of marketing to work into other
types of loyalty such as vendor loyalty. Few studies have discussed
on customer loyalty of services (Caruana, 2002).
2.6 CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM IN
BANKING/FINANCIAL INSTITUTIONS
Panda (2003) observed that “globalization and deregulation,
combined with radically enhanced the managerial context of
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service industries. Watkins, (1992) stated that he financial
services industry is in a transitional stage as the mission of
information technology changes its emphasis from administrative
efficiency to the improvement of service quality and IT becomes
market led. He also mentioned that IT would involve the
installation of new customer administration, marketing
information, and point of sale and branch system to provide better
customer service. Through research is quite old a number of
researchers today have observed that the financial services
industry is in the middle of a structural change (Geib et al, 2004).
Panda (2003) explain that financial services today are facing fierce
and aggressive competition in both domestic and global market
thereby forcing organization to restructure in order to enhance
their chances of growth and survival.
The financial service industry is a seater which is generally
held as being the most advanced in customer relations
management, as they are the traditional users of direct mail and
having extensive information on customer, (Goss and Stone, 2002).
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The relationship which financial service companies such as bank,
hold with their customer is imperative for the growth and survival
of such a business. Hence, the need to adopt new ways of gaining
an advantage over competitors becomes an important part of
business. Geib et al, (2006) explain that due to increasingly
competition and high customer demands financial services
companies are required to focus on core competencies in order to
deliver better value to customers.
Karakostas et al, (2005), asserts that financial services had a
lead in implementing CRM due to the nature of their business, as
business transaction where information technology based and
contained important information about their customers. The
emergence of CRM in the financial services industry was as a result
of three fundamental factors which have been listed as new
technological opportunities increasing competition from new
market emigrants and changing customer behavior (Geib et al,
2006). These factors therefore motivate financial services to focus
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2.6.2
HISTORICAL DEVELOPMENT OF NIGERIA’S BANKING SYSTEM
The history of Nigeria‟s banking and finance industry can be
viewed as a story of recurring changes in the nature of financial
markets in response to economic, political and in particular,
regulatory policy changes. (Oyejide, 1990). The African banking
corporation, which was Nigeria‟s First Bank, was established in
1892 (Beck et al, 2005).
No banking legislation was present at the time but came into
existence in 1952 and at this point Nigeria had three foreign banks
and two indigenous banks, the foreign banks were the bank of
British west Africa, Barclays bank of Nigeria and the African
continental bank (library of congress country studies) for decades
after 1952, the demand for deposit was showed as Nigerians
preferred cash and distrusted checks for debt settlement (CIA
world fact book).
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foreign-owned banks were nationalized and this was as a result of
an “indigenous wave” which has the goal of “securing domestic
majority ownership of strategically important sectors” (Beck et al,
2005).
Nigeria then undertook a brand program if financial
liberalization in 1986 with the Structural Adjustment Programme
(SAP), this resulted in interest rates and entry into the banking
system being liberalized while credit allocation quotas were also
loosened (Beck et al., 2005). The consequence of this was the
quick entry of many players into the banking system, the number
of banks increased from 40 to about 120 (Beck et al., 2005) the
contribution of the financial sector to GDP also increased (Lewis
and Stein 2002).
On the 6th of July, 2004 the Central Bank of Nigeria (CBN)
announced a N25billion minimum capitalization requirement for
Nigerian Commercial banks with effect from December 31, 2005
(CBN, 2004). The objective was to produce Mega banks which
would be more supportive of an emerging and vibrant private
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sectors, entrance competition on the global markets in addition to
stemming the tide of distress in the banking industry (Skye bank,
2008).
This implementation was the first phase of the most
extensive and intensive banking reforms. Since post-independence
Nigeria (Achua, 2008). This development was met with mixed
reaction in the industry, most banks were in agreement with the
purpose of these returns but felt that the timeline was rather
short for such a large increase in capital base. As a result of the
reform, 89 commercial banks, which existed before. The reform,
where reduced to 25 commercial banks. 76 banks of the 89 banks
merged into 25 mega banks. While 13 banks were liquidated and
this took place in 2005 (Achua, 2008). In early 2008, two of the
twenty-five existing banks also merged thereby bringing the
recent amount of commercial banks to twenty four scenario
electronically and available to all channels” (Oboh, 2005).
However, one of the challenges is the management of the
sprawling database built on customers so that information can be
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REFERENCES
Adeoti-Adekeye, W.B. (1997), “Important of Management
Information System”: Journal of the Library review 46 (5),
318 – 327
Anandarajan; M. et al (2002) “Technology acceptance in the
banking industry: A perspective from a less developed
country ”: Journal of Information technology and people Vol
13 (4), pg 298 – 312
Arezu .G. and Alieza .O. (2006), “Impact of Customer Relationship
Management of Customer Retention: Master thesis: Julea
University of technology, 2006:02 PB: ISSN: 1653 – 0187
Beck, T. et al (2005), “Bank privatization and performance”:
Empirical evidence from Nigeria’s Journal of Banking and
Finance. 29 (8 – 9), 2355 – 2379.
Caruana, A, (2002) “Service loyalty the effect of service loyalty
and mediating role of customer satisfaction” European
journal of Marketing, 36, 7/8, pp 1 – 2.
Dwyer F.R. Schurr. P.H, and Oh, S. (1987) “Developing Buyer –
Seller Relationship”. Journal of Marketing vol 51, 11 – 27 .
Eroke, L. (2008) “Between Banks” Product and Quantity Service”
This Day Newspaper Vol 13 (4694), 33 -34.
Foss, B. and Stone, M. (2002) “CRM in financial services: A
practical Guide to making customer relationship
management: Work Kogan Page Publisher.
Gilbert, D.F, and Buttle, E.D, (1996), “Airlines in RelationshipMarketing: Theory and Practice: pp, 131 – 144, London:
Paul Chapman.
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Gronroos, C. (2000), Service management and marketing A
customer Relationship management Approach, Wiley, New
York, NY.
Gronroos, C. (2001), “The perceived service quality concept a
mistake?” Managing Service Quality, Vol. 11, No. 3
Helandar, N. and Hirvonon, P., (2001), “Towards Joint Value
Creation Processes in Professional Services” The TQM
Magazine Volume 13, Number 4, pp. 281 – 291 (II)
Idowu, P. et al (2002). “The Effect of Information Technology on
the Growth of the Banking Industry in Nigeria” Journal of
Information Systems in Developing Countries. Vol10 (2), 1
– 8.
Izquierdo, C. and Gilan, J. (2004), “Trust as the key to relationalcommitment”, Journal of Relationship Marketing, 3 (1).
Izquierdo, C. and Gilan, J., Gutierrez, S.S (2005) “Impact of Customer Relationship Marketing on Firm Performance:Spanish Case”, Journal of Services Marketing 1914 – 234 – 244
Johan and Fredrick (2002) “Customer Relationship Management”
2002: 016 SHU. ISSN: 1404 – 5508Jorgensen, N (2001). “A contingency model for the company‟s use
of relationship building”, 17 the IMP Conference
Kottler .P. and Keller .K. (2006). “Marketing Management.12edition. USA, ISBN 0 – 13 – 145757 – 8
Kumar, U and Peterson, A (2005) “Using a customer – levelmarketing strategy to enhance firm performance: A Reviewof Theoretical and Empirical Evidence”, Journal of the
Academy of Marketing Science, 4 (4), 507 – 516
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Liljander, .V. and Strandvik, T. (1995) “The Nature of CustomerRelationship in Services”, Swart, Teresa A, David E, Bowenand Stephen W. Brown (eds), Advances in Services Marketingand Management, Volume 4, London: JAI Press Inc.
Morgan, R. and Hunt .S. (1994), “The Commitment – trust theory
of relationship marketing” Journal of Marketing, Vol. 58, July, pp. 20 – 38
Nigeria Banking, Finance, and other services” The library ofcongress studies, CIA World Fact book (1991).
Oboh, G.A.T (2005) “Developing an ICT based delivery in theNigerian Banking Industry. Union Bank Experience” UnionDigest Vol.9 (1) Pg 1 -11.
O‟ Malley, L. and Tynam .C. (2000) “Relationship marketing onconsumer markets Rhetoric or reality.
Ossel, G. and Gemmel, P. Looy, B. (2003), Service management anintegrated approach; Prentice Hall Press.
Panda, T. (2003) “Creating Customer life Time Value througheffective CRM in financial services industry” Journal ofservices Research (Online)
Pantea, P.J (2008) “Impact of Customer Relationship Managementon Market Performance: Master thesis: Lulen University oftechnology: 2008: 0085 – ISSN: 1658 – 0187.
Parasuraman, A, Zelthaml, Valarie A. Barry, Leonard L, (1991),“Retirement and Reassessment of the SERVQUAL Scale”.
Journal of Retailing Vol.67.
Peppard, J. (2000) “Customer Relationship Management (CRM) infinancial service” European management Journal Vol 18 (3),
Pg 312 – 327.
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Petra, P. (2004) “Customer Relationship management and How aCRM System can be used in the Sales Process” 2004. 124 (IV.ISSN: 1402 – 1617. ISRN: LTU – EX – 041121 –SE-LUTH.
Ravald, A and Gronroos C. (1996) “The Value Concept andrelationship marketing”, European Journal of Marketing,
Innovations Linking purchases, Services recovery, Vol. 30 No.2, pp, 19 – 30.
Rauyren, P. (2005). “Relationship Quantity as a predictor of B2BCustomer Loyalty. IMP Group Journal.
Reinartz, W. and Kumar .V. (2002) “The mismanagement of customerloyalty” Harvard Business review, (July), pp. 86 – 97.
Sheth, J.N. (2002), “The Future of Relationship Marketing” Journal ofService Marketing Vol16, No. 7, pp 590 – 592
Taria, M.A (2005) “Internet and Customer Relationship management inSME’s” 2005: 087 SHU – ISSN: 1404 – 5508 – ISRN: LTU – SHU – EX – 051087. LUTH
Umar, S.D (2005) “Implications of Technological Innovations in thebanking industry” Paper and proceedings of the Bank Director’sSeminar pg 82 – 91.
Usman, S. (1990) “Responses of the Finance Sector to Environmentalchanges:-Past, Present and Future” Innovation, Technology andthe Nigerian Finance Sector pg 30 – 37.
Werner, R. Manfred, K. Wayne, D. (2004), “The Customer RelationshipManagement Process” Journal of Marketing Research: Vol XLI
August 2002.
Sheth, J.N AND Parvatiyar .A. (1992) “Towards a Theory of BusinessAlliance formation” Scandinavian International Business Review,1 (3) 17 - 7
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CHAPTER THREE
RESEARCH METHODOLOGY
3.1
INTRODUCTION
Polkinghorne (1985) defines methodology as “Examination of
the possible plans to be carried out the journeys to be undertaken
so that an understanding of phenomena can be obtained. Graziano
and Raulm (2004), explain that since “research” involves a process
of asking and answering questions that may lead to interplay
between inductive and deductive thinking, the methods used in
answering such questions can therefore depend on several factors.
This chapter is concerned with discussing the methodology
used for this research work. It involves the methods and
procedures for carrying out this study consist the following:
Research design, population and sample size, sampling technique,
instrument for data collection, validation of instrument, method
of data collection and technique of data analysis.
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3.1 RESEARCH DESIGN
This is the programme that is meant to guide the researcher
in the process of collecting, analyzing and interpreting
observations.
According to Olannye (2006) research design are the
approaches, framework or plans for carrying out research studies.
The design method adopted for this research takes the form
of a survey study as it allows samples to be selected and
explanatorily studied. The design permit the collection of original
data meant for describing large population with individual as unit
of analysis.
The research is also designed to ascertain the “Impact of
Customer relationship management on Customer‟s loyalty.
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3.3 POPULATION AND SAMPLE SIZE
This research took the form of a field survey: at this
juncture, it is pertinent to mention that the population of this
study is strictly, restricted to the banking or financial industry.
However time constraints directed the focus of this study on
Guaranty Trust Bank Plc Asaba branch where the desired sample
was made.
The population consists of 800 persons to whom the work
would be generalized. The sample size of this research study is a
proportion of individuals drawn from the population in order to
assess the “Impact of Customer relationship management on
Customer loyalty”. The sample size of 80 used for this research
work. These comprises of customers of Guaranty Trust Bank Plc,
Asaba. The sample size therefore is 10% of the population under
study. This is derived with the formula below:
K = N
n
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Where:
N = Total number of population
n = Sample size
3.4 SAMPLING TECHNIQUES
A stratified sampling technique was adopted for this study as
this technique gives every member an equal chance of being
selected or chosen. This was due to the fact that the population
was divided into sub-strata, based on criteria of level of
Customers of Guaranty Trust Bank Plc, Asaba Branch.
3.5
RESEARCH INSTRUMENT
This is a major procedure to be followed in carrying out a
research study. It implies the tools used in the courses of
collecting the need information for the research study.
Questionnaires were the instrument of data collection used
for this study. Olannye (2006) defined a questionnaire as an
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instrument for gathering data from respondents to aid in finding,
solution to research problems. Alasautari (1998), Bryman (2001),
Oppenheim (1992), (Zaja and Blair (2005) gave some points which
a researcher should have in mind when designing a questionnaire.
Some of these points are:
The researcher must have in mind the context and
circumstances of the research situation, that is, the
questions should be aligned with the aims and objectives of
the research.
Slang and colloquialisms should be avoided.
Appropriate choice of closed and open question should be
used.
Question and answer should be kept together. Questions
should not be separated from its respective answers, that
is, the question and answers should follow each other on
the same page as opposed to the question being on one
page and the answers on another page.
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Each question should contain only one idea; two edged
questions should be avoided.
The questions should be neutrally worded, that is, using
conventional language which is easy to understand and
does not arouse strong emotions.
The questionnaire used was divided into two section (A and
B) confirming questions on respondents profile and another on
closed ended questions pattern using the Iinkert scale closed-
ended question as follows:
5 = Strongly Agree (SA)
4 = Agree (A)
3 = Undecided (U)
2 = Disagree (D)
1 = Strongly Disagree (SD)
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3.6 VALIDATION OF THE INSTRUMENT
To establish the reliability of the instrument a test-retest
method was employed. A research instrument can go a long way to
nullify the reliability of the research findings.
To validate the instrument for data collection, the
questionnaire was given to renowned expert from the Department
of Business Administration and Marketing, Delta State University,
Asaba Campus. This was to establish the reliability and content
validity of the instrument.
3.7 METHOD OF DATA COLLECTION
Data was collected through primary and secondary sources.
Questionnaire administered to respondents is of the primary data
source. The internet as well as the library constituted our
secondary data collection medium. This includes journals,
newspapers, magazines, textbooks, research findings reports
e.t.c.
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3.8 TECHNIQUES OF DATA ANALYSIS
In the study, the statistical technique of data analysis is
adopted .The multiple regression analysis will be used through the
spss computer software.
MODEL SPECIFICATION
The most important step in studying any relationship
between variables is model specification. It is to express the
relationship in mathematical form with which the topic will be
explored empirically.
Multiple correlation coefficients (R2) are the correlation
coefficient between the criterion (dependent variable) and several
independent variable and this is the case in this study.
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MODEL
L= ß0+ß1·x1+ß2·x2+ß3·×3+ß4·x4+E1
Where ß1, ß2 and ß3 ……. ßn. are the slope coefficient for
predictors x1, x2,x3……xn
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REFERENCES
Alasautari, P. (1998) An introduction to Social Research SagePublications: London
Bryman, A. (1988) “Quantity and Quality in Social Research” UnionHyman Ltd – London
Czaja, R. and Blair, J. (2005) Designing Surveys, Pine Forge Press:London
Olannye, P.A (2006) Research Methods for Business: A skill BuildingApproach, Peejan Publication. Lagos.
Oppenhein, A.N (1992). Questionnaire Design, interviewing andAttitude Measurement London: Printer.
Polkinghorne, D. (1983) Methodology for the Human Science. StateUniversity of New York Press – Albany.
Graziano, A.M and Raulin, M.L. (2004) Research Methods: Aprocess of Inquiry Pearson United States of America.
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CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
This chapter focuses on the presentation and analysis of data
and information collected through the questionnaires administered
to the Customers of Guaranty Trust Bank, Nigeria, Plc, in Asaba.
The data presented and analyzed in this study is dichotomized into
two parts. In this chapter, the primary data adopted through
questionnaires are presented and analyzed. This analysis is used to
validate this analysis is used to validate or nullify the earlier
stated assumptions. In doing so the researcher used simple
percentage to analyze the personal data of respondents and
multiple regressions were used in analyzing the research questions
and testing of research hypothesis.
A total of 80 questionnaires were distributed to the customers and
49 were completed and returned.
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4.2 DEMOGRAPHIC CHARACTERISTICS OF RESPONDENT USINGSIMPLE PERCENTAGE
SECTION A4.1.1 Gender
SEX FREQUENCY PERCENTAGE
Male 19 38.8%
Female 30 61.2%
Total 49 100
The above table shows that males are 19 with 38.8% and
female 30 (61.2%). This shows that females are more amongst
the respondents than male.
4.2.2 AgeFREQUENCY PERCENTAGE
Below 30 31 63.3
31 – 40 13 26.5
Total 49 100
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The above table shows that males 31 (63.3%) of the
respondent are below 30, 13 (26.5%) are between 31 – 40
while 5 (10.2%) are above 40.
4.2.3 Education
FREQUENCY PERCENTAGE
OND/NCE 15 30.6
HND/B.Sc 28 57.1
Masters 6 12.2
Total 49 100
The table above shows that 15 (30.6%) of the respondent are
OND/NCE holder 28 (57.1%) are B.Sc holder while 6(12.2%) have a
masters degree.
4.2.4 Job Experience (years)
FREQUENCY PERCENTAGE
Below 5yrs 38 77.6
5 - 10 6 12.2
Above 10 5 10.2
Total 49 100
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The above table shows that 38 (77.6%) of the respondent
have a job experience which is below 5yrs, 5 – 10years are 6
(12.2%) while 5 (10.2%) are above 10years.
4.2.5 Status in Organization
FREQUENCY PERCENTAGE
Junior Staff 25 51.0
Senior Staff 17 34.7
Management Staff 7 14.3
Total 49 100
From the above table, it shows that 25(51.9%) of the
respondent are junior staff while senior staff are 17(34.7%) and
7(14.3%) for management staff.
SECTION B
Research Question 1: To what degree does customer retention
progammes affect customer‟s loyalty?
Q1: Company open doors to customer‟s complaint on servicedelivery.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
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Disagree 0 0
Undecided 0 4.1
Agree 26 53.1
Strongly Agree 21 42.9
Total 49 100
From the above table 0(0%) Strongly disagree 0(0%) Disagree,
2(4.1%) were Undecided, 26(53.1) agrees while 21(42.9%) strongly
agree.
Q2: Company has a good pricing system and service change.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 2 4.1
Undecided 3 6.1
Agree 33 67.3
Strongly Agree 11 22.4
Total 49 100
From the above table 0(0%) Strongly disagree 2(4.1%)
Disagree, 3(6.1%) were Undecided, 33(67.3%) agree while
11(22.4%) strongly agree.
Q3: Company shows concern towards customer problem.
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.0
Disagree 1 2.0
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Undecided 6 12.2
Agree 11 22.4
Strongly Agree 30 61.2
Total 49 100
The table above shows 1(2%) Strongly disagree, Disagree
1(2%), 6(12.2%) were Undecided, 11(22.4%) agree while 30(61.2%)
strongly agree.
Research Question 2: Does customer‟s satisfaction leads to
customer‟s loyalty?
Q4: Company focuses to meet customer‟s expectation.
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.0
Disagree 1 2.0
Undecided 3 6.1
Agree 23 46.9
Strongly Agree 21 42.9
Total 49 100
From the above table 1(2%) Strongly disagree, 1(2%)
Disagree, 3(6.1%) undecided, 23 (46.9%), Agree 21(42.9%) strongly
agree.
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Q5: Company service performance is satisfactory .FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 0 0
Undecided 8 16.3
Agree 15 30.6
Strongly Agree 26 53.1
Total 49 100
The table above show 0(0%), strongly disagree, 0(0%),
disagree 8 (16.3%) are undecided, 15(30.6%) agree, 26(53.1%)
strongly agree.
Q6: I am likely to use their service again
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.0
Disagree 7 14.3
Undecided 0 0
Agree 20 40.8
Strongly Agree 21 42.9
Total 49 100
From the above table 1(2.0%) Strongly disagree, 7(14.3%)
Disagree, 0(0%) undecided, 20(40.8%) Agree, 21(42.9%) strongly
agree.
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Research Question 3: Is there a significant Impact of Customer
attraction programs on customer‟s loyalty?
Q7: I got to know about company and its products and servicesthrough media advertisement
FREQUENCY PERCENTAGE
Strongly Disagree 2 4.1
Disagree 1 2.0Undecided 5 10.2
Agree 19 38.8
Strongly Agree 22 44.9
Total 49 100
From the above table 2(4.1%) strongly disagree, 1(2.0%)
Disagree, 5(10.2%) undecided, 19(38.8%) Agree, 22(44.9%) strongly
agree.
Q8: Am attracted to company by friends and superior.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 1 2.0Undecided 4 8.2
Agree 25 51.0
Strongly Agree 19 88.0
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Total 49 100
From the above table 0(0%) strongly disagree from the
respondent, 1(2%) Disagree, 4(8.2%) undecided, 25(51%) Agree,
19(38.8%) strongly agree.
Q9: I‟ve been doing business with the organization because oftheir track record.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 1 2.0
Undecided 3 6.1Agree 22 44.9
Strongly Agree 23 46.9
Total 49 100
From the above table 0(0%) are strongly disagree from the
respondent, 1(2%) Disagree, 3(6.1%) are undecided, 22(44.9%)
Agree, 23(46.9%) strongly agree.
Research Question 4: To what extent does Relationship
management lead to customer loyalty?
Q10: I have a couple of friends and acquaintances.
FREQUENCY PERCENTAGE
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Strongly Disagree 1 2
Disagree 1 2
Undecided 2 4.1
Agree 28 57.1
Strongly Agree 17 34.7
Total 49 100
The table above shows 1(2%) strongly disagree, 1(2%)
Disagree, 2(4.1%) undecided, 28(57.1%) Agree, 17(34.7%) strongly
agree.
Q11: Service officer often show concern about how I fair in each
transaction.
FREQUENCY PERCENTAGE
Strongly Disagree 2 4.1
Disagree 3 6.1
Undecided 4 8.2
Agree 24 49.0
Strongly Agree 16 32.7
Total 49 100
From the above table 2(4.1%) Strongly Disagree, 3(6.1%)
Disagree, 4(8.2%) undecided, 24(49%) Agree, 16(32.7) Strongly
Agree.
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Q12: Company encourages us to talk to supervisor anytime
FREQUENCY PERCENTAGE
Strongly Disagree 1 2
Disagree 1 2
Undecided 7 14.3
Agree 24 49.0
Strongly Agree 16 32.7
Total 49 100From the above table 1(2%) is Strongly Disagree, 1(2%)
Disagree, 7(14.3%) are undecided, 24(49%) Agree, 16(32.7)
Strongly Agree.
CUSTOMER LOYALTY
Q13: Trust consistency in service delivery encourages patronage
FREQUENCY PERCENTAGE
Strongly Disagree 2 4.1
Disagree 2 4.1
Undecided 5 10.2
Agree 26 53.1Strongly Agree 14 28.6
Total 49 100
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From the above table 2(4.1%) Strongly Disagree, 2(4.1%)
Disagree, 5(10.2%) are undecided, 26(53.1%) Agree, 14(28.6%)
Strongly Agree
Q14: Company has clearly defined customer service policy.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 1 2.0
Undecided 2 4.1
Agree 32 65.3
Strongly Agree 14 28.6
Total 49 100
From the above table 0(0%) Strongly Disagree, 1(2%)
Disagree, 2(4.1%) are undecided, 32(65.3%) Agree, 14(28.6%)
Strongly Agree.
Q15: Company honors their promise.
FREQUENCY PERCENTAGE
Strongly Disagree 1 2
Disagree 2 4.1
Undecided 14 28.6
Agree 16 32.7
Strongly Agree 16 32.7
Total 49 100
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From the table above 1(2%) Strongly Disagree, 2(4.1%)
Disagree, 14(28.6%) are undecided, 16(32.7%) Agree, 16(32.7%)
Strongly Agree.
COMMITMENT
Q16: Company maintain high level of integrity this make mecommitted to them.
FREQUENCY PERCENTAGEStrongly Disagree 1 2
Disagree 2 4.1
Undecided 1 2
Agree 23 46.9
Strongly Agree 22 44.9
Total 49 100
From the above table 1(2%) Strongly Disagree, 2(4.1%)
Disagree, 1(2%) are undecided, 22(44.9%) Agree, 22(44.9%)
Strongly Agree.
Q17: Company‟s level of business innovation and creativityencourage my greater patronage.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 1 2Undecided 3 6.1
Agree 18 36.7
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Strongly Agree 27 55.1
Total 49 100
From the above table 0(0%) Strongly Disagree, 1(2%)
Disagree, 3(6.1%) undecided, 18(36.7%) Agree, 27(55.1%) Strongly
Agree.
Q18: Company‟s passion for service delivery makes me toanticipate more business dealings.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0Disagree 2 4.1
Undecided 13 26.5
Agree 20 40.8
Strongly Agree 14 28.6
Total 49 100
From the above table 0(0%) Strongly Disagree, 2(4.1%)
Disagree, 13(26.5%) undecided, 20(40.8%) Agree, 14(28.6%)
Strongly Agree.
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SATISFACTION
Q19: Company encourage face to face dealing
FREQUENCY PERCENTAGE
Strongly Disagree 0 0Disagree 2 4.1
Undecided 12 24.5
Agree 22 44.9
Strongly Agree 13 26.5
Total 49 100
From the above table 0(0%) Strongly Disagree, 2(4.1%)
Disagree, 12(24.5%) Undecided, 22(44.9%) Agree, 13(26.5%)
Strongly Agree.
Q20: Company responds to message and keep client informed
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 0 0
Undecided 14 28.6
Agree 14 28.6
Strongly Agree 21 42.9
Total 49 100
From the above table 0(0%) Strongly Disagree, 0(0%)
Disagree, 14(28.6%) undecided, 14(28.6%) Agree, 21(42.9%)
Strongly Agree.
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Q21: Company‟s employees are friendly and approachable.
FREQUENCY PERCENTAGEStrongly Disagree 1 2.0
Disagree 1 2.0
Undecided 1 2.0
Agree 18 36.7
Strongly Agree 28 57.1
Total 49 100
From the above table 1(2%) strongly disagree, 1(2%)
disagree, 1(2%) undecided 18 (36.7%) agree, 28(57.1%) strongly
agree.
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TABLE 4.3 REGRESSION TABLE
Descriptive Statistics
N Minimum Maximum Mean Std.
DeviationSum of Trust,
Commitment and
Satisfaction
49 21.00 44.00 32.2857 4.66815
Sum of CR, Cs, CA and
RM
49 33.0 60.00 50.8163 5.11401
Valid N (listwise) 49
Model Summary
Mode
I R R square
Adjusted
R Square
Std. Error of the
Estimate
1 .659a .435 .383 3.66550a. Predictors: (Constant), Relationship management, Customer‟s
satisfaction, Customer‟s attraction, Customer‟s retention [
Coefficientsa
Unstandardized Coefficients Standardized
Coefficients
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Q7: I got to know about company and its products and servicesthrough media advertisement
FREQUENCY PERCENTAGEStrongly Disagree 2 4.1
Disagree 1 2.0
Undecided 5 10.2
Agree 19 38.8
Strongly Agree 22 44.9
Total 49 100
From the above table 2(4.1%) strongly disagree, 1(2.0%)
Disagree, 5(10.2%) undecided, 19(38.8%) Agree, 22(44.9%) strongly
agree.
Q8: Am attracted to company by friends and superior.
FREQUENCY PERCENTAGEStrongly Disagree 0 0
Disagree 1 2.0
Undecided 4 8.2
Agree 25 51.0
Strongly Agree 19 88.0
Total 49 100
From the above table 0(0%) strongly disagree from the
respondent, 1(2%) Disagree, 4(8.2%) undecided, 25(51%) Agree,
19(38.8%) strongly agree.
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H1: Good customer attraction programs leads to customer‟s
loyalty.
From the regression table 4.3, it shows that customer attraction
has a positive Beta coefficient of (.077) but with a .816 level of
significance. .816 is greater than .05 which is the level of
significance and this makes it insignificant.
DECISION
Since customer attraction has a figure of .816 which is
insignificant, we will accept Null hypothesis (H0) and reject
Alternate hypothesis (H1).
TESTING HYPOTHESIS 2
This hypothesis was tested with research question 4 which states
“to what extent does Relationship management leads to
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customer‟s loyalty?” Hypothesis was tested with the under list
questions
Q10: I have a couple of friends and acquaintances.
FREQUENCY PERCENTAGE
Strongly Disagree 1 2
Disagree 1 2
Undecided 2 4.1
Agree 28 57.1
Strongly Agree 17 34.7
Total 49 100
The table above shows 1(2%) strongly disagree, 1(2%)
Disagree, 2(4.1%) undecided, 28(57.1%) Agree, 17(34.7%) strongly
agree.
Q11: Service officer often show concern about how I fair in eachtransaction.
FREQUENCY PERCENTAGE
Strongly Disagree 2 4.1
Disagree 3 6.1
Undecided 4 8.2
Agree 24 49.0
Strongly Agree 16 32.7
Total 49 100
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From the above table 2(4.1%) Strongly Disagree, 3(6.1%)
Disagree, 4(8.2%) undecided, 24(49%) Agree, 16(32.7) Strongly
Agree.
Q12: Company encourages us to talk to supervisor anytime
FREQUENCY PERCENTAGE
Strongly Disagree 1 2
Disagree 1 2
Undecided 7 14.3
Agree 24 49.0
Strongly Agree 16 32.7
Total 49 100
From the above table 1(2%) is Strongly Disagree, 1(2%)
Disagree, 7(14.3%) are undecided, 24(49%) Agree, 16(32.7)
Strongly Agree.
MODEL
L= ß0+ß1·x1+ß2·x2+ß3·×3+ß4·x4+E1`
The hypothesis is stated thus
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H0: Good relationship management does not have any relationship
with customer‟s loyalty.
H1: Good relationship management has a relationship with
customer‟s loyalty.
From the regression table 4.3, it shows that relationship
management has a positive Beta coefficient of (.967) and with
.002 level of significances. .002 is less than .005 and this makes it
significant.
DECISION
Since relationship management has a figure of .002 which is
significant. We accept alternate hypothesis (H1) and reject null
hypothesis (H0).
TESTING HYPOTHESIS 3
The hypothesis was tested with research question 1 which states
“To what degree do customer retention programs affectcustomer‟s loyalty?”
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This hypothesis was tested with the under listed questions
Q1: Company open doors to customer‟s complaint on service
delivery.
FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 0 0
Undecided 0 4.1
Agree 26 53.1
Strongly Agree 21 42.9
Total 49 100
From the above table 0(0%) Strongly disagree 0(0%) Disagree,
2(4.1%) were Undecided, 26(53.1) agrees while 21(42.9%) strongly
agree.
Q2: Company has a good pricing system and service change.FREQUENCY PERCENTAGE
Strongly Disagree 0 0
Disagree 2 4.1
Undecided 3 6.1
Agree 33 67.3
Strongly Agree 11 22.4
Total 49 100
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From the above table 0(0%) Strongly disagree 2(4.1%)
Disagree, 3(6.1%) were Undecided, 33(67.3%) agree while
11(22.4%) strongly agree.
Q3: Company shows concern towards customer problem.
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.0
Disagree 1 2.0
Undecided 6 12.2
Agree 11 22.4Strongly Agree 30 61.2
Total 49 100
The table above shows 1(2%) Strongly disagree, Disagree
1(2%), 6(12.2%) were Undecided, 11(22.4%) agree while 30(61.2%)
strongly agree.
MODEL
L= ß0+ß1·x1+ß2·x2+ß3·×3+ß4·x4+E1`
The hypothesis is stated thus
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H0: A good customer retention program does not have a significant
relationship with customer‟s loyalty.
H1: Good customer retention programs have a significant
relationship with customer‟s loyalty.
From the regression table 4.3 it shows that customer retention has
a positive Beta coefficient of .411 and with .390 level of
significance. .390 is greater than .005 and this makes it
insignificant.
DECISION
Since customer retention has a figure of .390 which is
insignificant. We will accept null hypothesis (H0) and reject
alternate hypothesis (H1).
TESTING HYPOTHESIS 4
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This hypothesis was tested with the research question 2 which
states “Does customer satisfaction leads to customer‟s loyalty?”
This hypothesis was tested with the under listed questions:
Q4: Company focuses to meet customer‟s expectation.
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.0
Disagree 1 2.0
Undecided 3 6.1
Agree 23 46.9
Strongly Agree 21 42.9Total 49 100
From the above table 1(2%) Strongly disagree, 1(2%)
Disagree, 3(6.1%) undecided, 23 (46.9%), Agree 21(42.9%) strongly
agree.
Q5: Company service performance is satisfactory.
FREQUENCY PERCENTAGEStrongly Disagree 0 0
Disagree 0 0
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Undecided 8 16.3
Agree 15 30.6
Strongly Agree 26 53.1
Total 49 100
The table above show 0(0%), strongly disagree, 0(0%),
disagree 8 (16.3%) are undecided, 15(30.6%) agree, 26(53.1%)
strongly agree.
Q6: I am likely to use their service again
FREQUENCY PERCENTAGE
Strongly Disagree 1 2.0Disagree 7 14.3
Undecided 0 0
Agree 20 40.8
Strongly Agree 21 42.9
Total 49 100
From the above table 1(2.0%) Strongly disagree, 7(14.3%)
Disagree, 0(0%) undecided, 20(40.8%) Agree, 21(42.9%) strongly
agree.
MODEL
L= ß0+ß1·x1+ß2·x2+ß3·×3+ß4·x4+E1`
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CHAPTER FIVE
DISCUSSION OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 DISCUSSION OF FINDINGS
This research provides both theory development implication
for academics and practical implication. The main contribution to
theory development involves the confirmation of some
hypothesized relationships amongst the constructs of customer
relationship management – Customer attraction, Customer
retention, Customer satisfaction and Relationship management on
Customers loyalty amongst the Customers of Guaranty Trust Bank.
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In this research primary data was elicited through
questionnaire and simple percentage was use to analyze the
questions and multiple regression analysis was used in testing the
entire hypothesis.
The major finding was that amongst all the construct of
Customer relationship management, Customer satisfaction and
Relationship management has greater Impact on Customer‟s
Loyalty. This means when customers are satisfied with an
organizations products and services there is a measure of loyalty
that is going to be created. A good Relationship management
program from the firm and its employees to customers will also
create loyalty.
The effect of the four antecedent (i.e., customer attraction,
customer retention, customer satisfaction, Relationship
management ) accounted for 65.9% (R) variance in customers
loyalty, while 43.5%(R2) of other non-listed variables accounted for
the variance in customer‟s loyalty .
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5.2
CONCLUSION
The main aim of this research was to understand the Impact
of Customer relationship management on Customers Loyalty in a
Commercial Bank using Guaranty Trust Bank, Asaba.
In reviewing the literature for this research it was observed
that the commercial banks in Nigeria are currently competing to
gain and maintain market share. These banks are constantly
combating and devising plans that aim to put them above their
rivals.
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For the financial institutions, their main asset are the
customers and therefore these customers are meant to be treated
very well, and in a way that services are structure and tailored to
fit the varied needs of the customers while also providing quality
service. In this modern world CRM have been noted as admirable
solution.
The research work shows that relationship management and
customer satisfaction has greater impact on customer‟s loyalty
amongst the relational variable of CRM (i.e. customer attraction,
customer retention).
However, in order for a good customer loyalty to be built a
good customer satisfaction and Relationship program should be
adopted into the organization‟s operation, policy and service
delivery.
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5.3
RECOMMENDATION
Based on the result of this study, it is the opinion of the
researcher that the under listed recommendations it implemented
will help in ganging customer‟s loyalty.
1. Customer satisfaction programs in the organization if
adopted will effectively build a loyalty mindset in the
customers which will lead to customer loyalty.
2. Relationship management programs from management and
employees will effectively build customer‟s loyalty.
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