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EFFECTS OF CUSTOMER RELATIONSHIP MANAGEMENT ON
CUSTOMER RETENTION BY AGRIBUSINESS FIRMS IN ABA
METROPOLIS OF ABIA STATE, NIGERIA
BY
CHIEMELA, CHINEDUM . JACHINMA.
PG/M.Sc/12/64561
DEPARTMENT OF AGRICULTURAL ECONOMICS
FACULTY OF AGRICULTURE
UNIVERSITY OF NIGERIA NSUKKA
JUNEJULY, 20154
1
TITLE PAGE
EFFECTS OF CUSTOMER RELATIONSHIP MANAGEMENT ON CUSTOMER
RETENTION BY AGRIBUSINESS FIRMS IN ABA METROPOLIS OF ABIA STATE,
NIGERIA
BY
CHIEMELA, CHINEDUM .JACHINMA.
PG/M.Sc/12/64561
An M.ScC DISSERTATION SUBMITTED TO THE DEPARTMENT OF
AGRICULTURAL ECONOMICS, UNIVERSITY OF NIGERIA, NSUKKA IN PARTIAL
FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTERS OF
SCIENCE (M.ScC) DEGREE IN AGRICULTURAL ECONOMICS
i
JUNEJULY, 2015414
APPROVAL PAGE
EFFECTS OF CUSTOMER RELATIONSHIP MANAGEMENT ON CUSTOMER
RETENTION BY AGRIBUSINESS FIRMS IN ABA METROPOLIS OF ABIA STATE,
NIGERIA
BY
CHIEMELA, CHINEDUM .J.
PG/M.Sc/12/64561
APPROVED BY:
_______________ ____________ ____________________ ____________
Dr. F.U. Agbo Date Prof. S.A.N.D. Chidebelu Date
(Supervisor) (Head of Department)
ii
CERTIFICATION
CHIEMELA, Chinedum .Jachinma. a postgraduate student in the Department of Agricultural
Economics, with registration number PG/M.Sc/12/64561 has satisfactorily completed the
requirements for the award of Degree of Masters of Science (M.Sc) in Agricultural Economics.
The work embodied in this dissertation, except where duly acknowledged, is an original work
and has not been previously published in part or full for any other Ddiploma or Ddegree of this
or any other University.
_______________ ____________ ____________________ ____________
Dr. F.U. Agbo Date Prof. S.A.N.D. Chidebelu Date
(Supervisor) (Head of Department)
________________ _____________
External Examiner Date
iii
DEDICATION
This piece of work is dedicated to God Almighty and My Parents,
Professor and Mrs. Emeka Joseph Otagburuagu for their endless Love..
iv
ACKNOWLEDGEMENT
My utmost gratitude goes to Almighty God for the precious gift of life and provisions
throughout the duration of this work. Words alone cannot express my immense gratitude to
innumerable friends, family, loved ones and colleagues who contributed in one way or the other
to the success of this work.
To mention but a few, my profound gratitude goes to my supervisor, Dr. F U Agbo for
his unreserved comments and directives throughout the duration of my work.
My deep gratitude goes to Prof. S.A.N.D. Chidebelu, the Head of Department who has
been a great source of academic inspirations. I would like to express my immense gratitude to
the former Head of Department, Prof. E.C. Okorji, for his fatherly roles he played as the Head of
Department to the greatest advantage of students of which I am a beneficiary.
My profound gratitude also goes to Prof. (Mrs.) A.I. Achike, Prof. C.J. Arene, Dr. A.A.
Enete, Dr. B. Okpukpara, Mr. P.B.I. Njepuome, Miss. S.N. Chude and other academic staff of
v
the Department of Agricultural Economics, University of Nigeria, Nsukka for their constructive
suggestions which had further helped a great deal to sharpen the focus of the study.the entire
postgraduate students of Agricultural Economics (2012/2014 set) especially those who have both
served as valuable classmates and close friends in person and to my best friend Chude Stella
Nwawulumaru.
Finally, I’m forever indebted to my parents Prof. and Mrs. E. J. Otagburuagu, my wife
Mrs. S.N Chiemela and my siblings Mrs. Adanna Wamah, Mrs. Nwamaka Nzotta, Barr. Emeka
Otagburuagu, Engr. Victor Otagburuagu, Engr. Obichi Otagburuagu and Chimanma
Otagburuagu. Thank you all for the love and support which you all have endlessly contributed in
my life.
ABSTRACT
The purpose of this research is to examine the effects of customer relationship management (CRM) on customer retention by agribusinesses in Aba Metropolis of Abia State. To achieve the aim of this study, fourteen agribusiness firms were randomly selected and from each firm, two staff and five customers were randomly selected. A total of 98 respondents were therefore used for the study. Data were collected from both primary and secondary sources. Primary data were collected using a well structured sets of questionnaire designed for the respondents. The data were analyzed quantitatively using descriptive statistics (means and standard deviations) and binary logit regression analyses. The results of the analyses showed that CRM strategies play major role in customer retention, and there are effective CRM strategies agribusiness firms use that are acknowledged by customers that has encouraged their retention in the various firms. More so, the results obtained showed that certain extents of these strategies of CRM were helpful in customer retention; however certain challenges facing these agribusiness firms were identified. Some socioeconomic characteristics of the customers were found as factors that could affect customer retention (p<0.05), on the contrary, the overall effect of the socioeconomic characteristics of customers and firms were found not to have any significant effect on customer retention (p<0.05). The study concludes that effective CRM strategies are valuable tools for
vi
customer retention. The incorporation of the findings of this research work in CRM strategies would serve as competitive edge to attract and retain potential customers by agribusiness firms.
Key Words – Customer Retention, Customer Relationship Management, Agribusiness Firms, Aba Metropolis
vii
ABSTRACT
In recent years, customer retention strategies have gained increased value among both goods and service providing firms. Although extensive researches exist on the retention and its measures and instruments, studies and research on how agribusiness firms retain their customers remain limited. Hence the purpose of this research is to examine the effects of customer relationship management (CRM) on customer retention by agribusinesses in Aba Metropolis of Abia State. To achieve the aim of this study, fourteen agribusiness firms were randomly selected and from each firm, two staff and five customers were randomly selected. A total of 98 respondents were therefore used for the study. Data was collected from both primary and secondary sources. Primary data was collected using a well structured questionnaires designed for the respondents. The data was analyzed quantitatively using descriptive statistics (means and standard deviations) and binary logit regression analyses. The results of the analyses showed that CRM strategies play major role in customer retention, and there are effective CRM strategies agribusiness firms use that are acknowledged by customers that has encouraged their retention in the various firms. More so, the results obtained showed that certain extents of these strategies of CRM were helpful in customer retention; however certain challenges facing these agribusiness firms were identified. Some socioeconomic characteristics of the customers were found as factors that could affect customer retention (p<0.05), on the contrary, the overall effect of the socioeconomic characteristics of customers and firms were found not to have any significant effect on customer retention (p<0.05). The study concludes that effective CRM strategies are valuable tools for customer retention. The incorporation of the findings of this research work in CRM strategies would serve as competitive edge to attract and retain potential customers by agribusiness firms.
i
Key Words – Customer Retention, Customer Relationship Management, Agribusiness Firms, Aba Metropolis
TABLE OF CONTENTS
Title Page i
Approval Page ii
Certification iii
Dedication iiiv
Acknowledgement iv
Abstract
v
Table of Contents vii
List of Tables viiix
List of Figures viiix
Abstract xi
CHAPTER ONE: INTRODUCTION
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1.1 Background Information- - - - - - - - 1
1.2 Problem Statement - - - - - - - - 5
1.3 Objectives of the study - - - - - - - - 8
1.4 Hypotheses - - - - - - - - 9
1.5 Justification of the study - - - - - - - 9
1.6 Limitations of the study 9
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Concept of Customer Relationship Management - - - - 10
2.1.1 Relationship Marketing and Customer Relationship Management 12
2.1.2 Customer Relationship Management for Agribusiness - - - - 13
2.2 The Role of Customer Relationship Management Process in Customer Retention 16
2.3 Effects of Socio-Economic Characteristics on Customer Retention 16
2.3.1 Gender of Customers 16
2.3.2 Age of Customer 17
2.3.3 Income Levels of Customer 18
2.3.4 Educational Level of Customers 18
2.4 Effective CRM Strategies and Their Effects on Customer Retention - - 18
2.4.1 Strategies for Customer Relationship Management Initiatives - - - 19
2.5 Determine the Extent to Which Effective CRM CRM influence can lead To Customer
Retention 25
2.5.1 Effect of CRM on Customer Satisfaction - - - 26
2.5.2 Relating CRM and Customer Loyalty - - - - - - 27
2.5.3 Effect of CRM on Customer Loyalty - - - - - - 27
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2.5.4 Customer Retention - - - - - - - - 29
2.5.5 Effects of CRM on Agribusiness Firms- - - - - 30
2.6 Challenges and Benefits of using CRM in Agribusiness - - - - 31
2.6.1 Benefits of CRM in Agribusiness - - - - - - 32
2.7 Theoretical Framework - - - - - - - 35
2.8 Analytical Framework - - - - - - - 37
2.8.1 Likert rating scale - - - - - - - - 37
2.8.2 Binary Logit Model - - - - - - - - 38
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Study Area 39
3.2 Sampling procedures 39
3.3 Validity and Reliability Test Result 40
3.4 Data Collection 40
3.5 Data Analysis 41
3.6 Model Specification 41
3.6.1 Likert Rating Scale 41
3.6.2 Binary logit model 42
CHAPTER FOUR: RESULTS AND DISCUSSION
4.1 The Role of Customer Relationship Management Process in Customer Retention 46
4.2 The Effects of Socioeconomic Characteristics of Both Customers and Firms on
Customer Retention 47
4.2.1 Effects of Socioeconomic Characteristics of Customers on Customer Retention 47
4.2.2 The Effect of Firms Characteristics on Customer Retention 51
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4.3 Effective Customer Relationship Management Strategies 54
4.4 The Extent to Which Effective CRM Can Lead to Customer Retention 55
4.5 The Effects Of CRM on Agribusiness Firms 56
4.6 The Challenges of agribusiness firms in their practice of CRM 58
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS AND
CONCLUSION
5.1 Summary of findings 60
5.2 ConclusionRecommendations
62
5.3 RecommendationsConclusion
63
REFERENCES
v
LIST OF TABLES
Table 4.1: Descriptive Statistics 46
Table 4.2.1: Dependent Variable Encoding 48
Table 4.2.2: Classification Tablea 48
Table 4.2.3: Model Summary 49
Table 4.2.4: Showing Socioeconomic Characteristics of Customers that could
have Effect on Customer Retention 50
Table 4.2.5: Hosmer and Lemeshow Test 51
Table 4.3.1: Dependent Variable Encoding 51
Table 4.3.2: Classification Tablea 52
Table 4.3.3: Model Summary 52
Table 4.3.4: Showing Socioeconomic Characteristics of Firms that could have
Effect on Customer Retention 53
Table 4.3.5: Hosmer and Lemeshow Test 54
Table 4.4: Descriptive Statistics 54
Table 4.5: Descriptive Statistics 56
Table 4.6: Descriptive Statistics 57
Table 4.7: Descriptive Statistics 589
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LIST OF FIGURES
Figure 2.1: A six-step strategy of the CRM. 19
19
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ABSTRACT
In recent years, customer retention strategies have gained increased value among both goods and service providing firms. Although extensive researches exist on the retention and its measures and instruments, studies and research on how agribusiness firms retain their customers remain limited. Hence the purpose of this research is to examine the effects of customer relationship 4management (CRM) on customer retention by agribusinesses in Aba Metropolis of Abia State. To achieve the aim of this study, fourteen agribusiness firms were randomly selected and from each firm, two staff and five customers were randomly selected. A total of 98 respondents were therefore used for the study. Data was collected from both primary and secondary sources. Primary data was collected using a well structured questionnaires designed for the respondents. The data was analyzed quantitatively using descriptive statistics (means and standard deviations) and binary logit regression analyses. The results of the analyses showed that CRM strategies play major role in customer retention, and there are effective CRM strategies agribusiness firms use that are acknowledged by customers that has encouraged their retention in the various firms. More so, the results obtained showed that certain extents of these strategies of CRM were helpful in customer retention; however certain challenges facing these agribusiness firms were identified. Some socioeconomic characteristics of the customers were found as factors that could affect customer retention (p<0.05), on the contrary, the overall effect of the socioeconomic characteristics of customers and firms were found not to have any significant effect on customer retention (p<0.05). The study concludes that effective CRM strategies are valuable tools for customer retention. The incorporation of the findings of this research work in CRM strategies would serve as competitive edge to attract and retain potential customers by agribusiness firms.
1
Key Words – Customer Retention, Customer Relationship Management, Agribusiness Firms, Aba Metropolis
2
1
CHAPTER ONE
INTRODUCTION
1.1 Background Information
Today, businesses follow different marketing strategies to survive in the highly
competitive world by identifying, acquiring and retaining most important and economically
viable customers as well as developing on-going and long-lasting relationship with them, (Roger,
2005). A business that wants to succeed in today’s global competitive market, where customers
are empowered and brand loyalty erosion is increasing, will have to move to customer
relationship management, (CRM). Customer relationship management enables organizations to
provide excellent real-time customer service through the effective use of individual account
information (Kotler and Keller, 2006). This requires a more complex approach. Organizations
need to investigate customer needs, and build relationships with both existing and potential
customers (Rootman, 2000).
Winner, (2001) noted that in a competitive environment, customer relationship
management is critical to a company’s profitability and long-term success. To become so
customer-focused, all managers, professionals and executives of marketing as well as employees
of the organization must understand how to build profitable relationship with each customer and
to make managerial decisions every day designed to increase the value of both the company and
the customer that will grow their value from the customer-based strategy, (Peppers and Roger,
1993). The broad application of CRM has led to a multitude of definitions. Berndt, (20059)
defined CRM as “an enterprise-wide commitment to identify the individual customers of an
organization, and to create a relationship between the organization and these customers as long
as the relationship is mutually beneficial. Customer Relationship Management evolved from
2
organization process such as relationship marketing (RM) and increased emphasis on improved
customer retention through effective management of customer relationships. The aim of
customer relationship management is to establish long-lasting relationships with the most
important customers and generate increased customer satisfaction, loyalty, and retention.
Roger (2005) observed that developing a better understanding of existing
customers allows companies to collaborate, respond, and communicate more effectively to
significantly improve retention rates of their customers. Currently, various companies begin to
establish their networks to new as well as existing customers to increase ongoing long-term
customer satisfaction, retention and loyalty. To be able to maintain this, some companies engage
in competition by implementing the principles of relationship marketing via strategic and
technology-based customer relationship management applications. Customer Relationship
Management is an important element of organization which helps them assess customer
satisfaction, loyalty, retention, and profitability in terms of repeat purchases, money spent, and
longevity, (Chen and Popovich, 2003).
The origin of CRM is from relationship marketing that is aimed at improving long
run profitability by shifting from transaction-based marketing that stresses new customers to
customer retention with effective management of customer relationships (Chen and Popovich,
2003). According to Chen and Popovich, (2003) CRM is a more complex and sophisticated
application that mines customer data pooled from all customer touch points, a single and
comprehensive view of a customer while uncovering profiles of key customers and predicting
their purchasing patterns. It also involves acquiring a better understanding of existing customers,
which in turn allows organizations to cooperate, respond, and communicate more effectively to
improve customer satisfaction and retention as much as possible (Roger, 2005).
3
The increase in competitive intensity is forcing marketers to be concerned with
customer retention since retaining customers is less expensive, and perhaps, has a more
sustainable competitive advantage than acquiring new customers. As several studies have
indicated, marketers are realizing that it costs less to retain customers than to compete for new
ones (Resenberg and Czepiel, 1984). For instance, it has been established that retention of five
additional percent of the company’s customers can increase profits by almost one hundred
percent, (Reichheld and Sasser, 1990). The goal of CRM is to create an effective customer
relationship as much as possible and develop future competences within the company.
Davis and Goldberg and Davis, (1957) viewed agribusiness as the total operations
involved in the manufacture and distribution of farm supplies, production activities on the farm,
storage, processing and distribution of farm commodities and items made from them. They went
on to add that agribusiness involves three sectors which include:
i The input sector which deals with the supply of inputs required by the farmers for raising
crops, livestock and other allied enterprises. Usually, the inputs in this regard include
seeds, fertilizers, chemicals, marketing, fuel etc.
ii The farm sector which aims at producing crops, livestock and other products.
iii The product sector which deals with various aspects like storage, processing and
marketing the finished products so as to meet the dynamic needs of consumers.
Therefore, agribusiness is the sum of all the operations or activities involved in the
business of production and marketing of farm supplies and farm products for achieving the
targeted objectives. Agribusiness in the context of this study will focus on the input sector that
deals with various aspects of supply of inputs required by farmers for raising crops, processing,
and marketing of finished agricultural product in the study area.
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According to Tores et al,, (2007), developing effective marketing strategies and
anticipating the needs of current and future customers is one of the most significant challenges
faced by agribusiness firms. The drastic and rapid changes in the structure of farm sector compel
agribusiness firms to continually adapt their marketing strategies in order to remain competitive
and to attract and retain customers. Baran et al, (2008), noted that agribusinesses are
experiencing a trend towards closer relationship between buyers and sellers of agricultural
products in a bid to cope with the uncertainty of environmental changes due to globalization,
rapid technological advances and increasing consumer power. He went on to state that
agribusiness firms strive to achieve competitive advantage by moving away from the adversarial
buyer-seller interactions towards more cooperative long-term relationships that create value and
are difficult to duplicate. Value is created when the competitive abilities of the two trading
partners are enhanced by being in the relationship. It has become increasingly evident that for
agribusinesses to survive and grow, they must begin to meet and exceed the expectations of their
most important assets- their customers. It is only through the process of understanding the
customers’ needs and meeting those needs that agribusinesses can begin to keep and maintain
these customers. Winner (2001), is of the opinion that customer satisfaction and retention is all
about keeping the customer happy with the product and service offering provided. Customers do
not buy what companies sell but rather what those goods and services can do for them (Oliver,
1997).
Understanding customers’ problems and providing solutions too, help to make
customers profitable to the agribusiness firm and make them feel good about the transactions as
well (Tores, et al 2007). As agribusiness firms seek to fulfill the expectations of their specific
customers they can concentrate on providing consistent values that will increase the relationship
5
and retention of customers thereby increasing their chances of more purchases which will also
improve the economic conditions of the business.
1.2 Problem Statement
Customer Relationship Management is a business strategy which leads to the
value for customers, anticipating and managing their expectations, and demonstrating the ability
of and the responsibility to satisfy their needs, (Dominic and Guzzo, 2010). Qualities of services
are critical factors for the success of any business, (Gronroos, 1990). As Rootman ,(2000) points
out, enterprises exist because they have a customer to serve. The key for the achievement of
sustainable advantage lies in delivering high quality service that result in satisfied customers
(Shamham, 1998).
Sharma and Patterson (2000) argue that it is difficult for customers to evaluate
professional services and the benefits of making such investments. Consequently, customers
need to place higher confidence on professional service providers. The central characteristic of a
professional service is that it is a product of the interaction between the providers and the clients
(Thakor and Kumar, 2000). Hence, it becomes essential for firms to identify factors useful in
service conception, provider selection and customer behaviour prediction in such ways that are
satisfactory for both parties involved in the relationship .As a result, if one wants to study the
success and failure determinants of any relationship, the study of both partners’ behaviour in the
interactive process is necessary.
One of the main characteristics of a professional service is the high degree of interaction
that exists between the provider of goods/services and the customer and also the high degree of
uncertainty in terms of what is actually going to be delivered (Lowendahl, 1997). Maister (1993)
in Lowendahl (1997) argues that there are two major factors that make services interesting to
6
look at. The first factor is that quality services involve a high degree of customization. This
means that traditional management principles such as, for instance, standardization, and
supervision are difficult to apply. The second factor is the strong component of face-to-face
interaction with the client, which leads to major challenges in quality assurance, and requires
very special skills of top performers.
Jobber (2001) observedargues that not all service encounters have the potential for a long
term relationship and the service providers must raise the following questions before applying
any relationship marketing activities: “does the customer have an ongoing or periodic desire for
the service? Does the customer have any other alternatives? It is important for service providers
to understand why customers stay or leave and also what creates value for them. In other words,
firms need to identify those customers with whom they wish to create long term relationships.
Winner (2001),) observedargues that in building successful relational exchanges with the
customers, there is a need to understand customer behaviours and to focus on those customers
who can deliver long term profits to the firm. However, no firm can hold on to all its customers
and aim at full customer retention (Egan, 2004). This is due to several factors; one factor is for
example, the fact that in highly competitive markets, customers may switch either temporarily or
permanently to another product or service. Egan (2004), succinctly reiterates this fact in the
statement that firms must know when to ‘cut and run’. Hence, firms are turning more and more
towards seeing customer retention as a strategic tool. Further, Egan (2004) defines customer
retention strategies as strategies focusing on a firm’s existing customers with the aim of securing
a customer’s loyalty over time.
Erikson and Vaghult (2000), pointedargued that in order for firms to benefit from
customer relationships, they need to understand the mechanisms behind it by studying already
7
retained customers. They further argued that however, studying already retained customers is not
an easy task as customer retention is relative to a firm’s specific context. For instance, it is
complicated for a firm to know when the customer should be considered as being ‘retained’. In
some cases, a customer is considered as retained when the customer makes repeated purchase.
However; it then becomes complicated to evaluate how often this customer is expected to
purchase the product or service.
As today’s markets and industries are characterized by high competition, it is crucial for
firms in such environments to create new ways to gain competitive advantage over competitors
(Morgan and Hunt, 1994). Recent studies have shown that strong customer relationships may
provide such competitive advantages for firms. According to Bejou and Palmer (1998), for many
services the essence of marketing is the development of long-term and value-laden relationships
with the customers.
Despite the explosion in the practice of relationship marketing, many questions about
CRM practices continue to be debated in academic journals (Shugan and Sharp, 1997). Though
most CRM practices involve special treatment of a firm’s more valuable customers (Fournier,
Dobscha, and Mick, 1998; Winner, 2001; Rigby and Ledingham, 2004), should firms provide
special services early to increase the number of customers it attracts or later-on to enhance its
ability to keep the consumers already attracted?
Most industry analysts and academics recommend that firms focus on retention rather
than on acquisition (Thomas, Reinartz, and Kumar, 2004). They opinedargue that the cost of
retaining existing customers is considerably lower than the cost of acquiring new customers
(Hart, Heskett and Sasser, 1990; Reichheld and Sasser, 1990). However, systematic empirical
evidence of this is meager (Shuganarp and Sharp 1997; Reinartz and Kumar 2000; Dowling
8
2002). Blattberg and Deighton (1996), observedpoint out that in some industries the low intrinsic
retainability of customers makes retention strategies ineffective. Little or no research has been
done on the effects of CRM on customer retention in agribusiness therefore this study intends to
fill this knowledge gap. by answering the following research questions; what are the roles of
CRM processes in customer retention in the study area? What are the effects of socio-economic
characteristics of customers on customer retention? What are the effective CRM strategies and
their effects on customer retention? To what extent can effective CRM lead to customer retention
in the study area? What are the effects of CRM on agribusiness firms? What are the challenges
of agribusiness firms in their practice of CRM in the study area?
1.3 Objectives of the Sstudy
The broad objective of the study is to examine the effects of customer relationship
management (CRM) on customer retention by agribusinesses in Aba Metropolis of Abia State.
The specific objectives are to:
i. discuss the role of customer relationship management process in customer retention.
ii. examine the effects of socioeconomic characteristics of both customers and firms on
customer retention.
iii. ascertain effective customer relationship management strategies.
iv. determine the extent to which effective CRM can lead to customer retention.
v. ascertain the effects of CRM on agribusiness firms.
vi. examine the challenges of agribusiness firms in their practice of CRM.
[vii.]
[viii.]
9
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1.4 4 Hypotheses of the study
The following null hypotheseis wereill be tested:
Ho1 Socio-economic characteristics of customers have no significant effect on customer
retention.
Ho2 Firms characteristics have no significant effect on customer retention.
1.5 Justification of the Sstudy
The study will serve primarily as a bridge and springboard for further studies in the
field of customer relationship management (CRM), generally by agribusinesses, particularly
agribusiness firms which have been growing rapidly. The research findings are expected to be of
benefit to the corporate bodies (banks and insurance etc), academic and researchers in general.
The findings of this study has provided detailed record on the strategies of
customer relationship management and their positive effects on customer retention; this will
guide agribusiness firms on how to allocate and combine productive resources towards achieving
a successful customer relationship management strategies. study will focus on the CRM
practices among customers of agribusiness in Aba agricultural zone, and its effects on customer
retention. Therefore, To researchers and students this studythis w has provided ill give
practitioners clues to the important tools necessary to implement a successful CRM program so
as to acquire, maintain, serve and retain its customers and be profitable. The results of this work
can help the managers ofmanagers of agribusinesses as an input to evaluate performance status
of its CRM strategy, in decision making and take timely necessary actions.
1.6 Limitations of the Study
The following limitations were inherent in the study. In the course of carrying out this
research, the researcher was faced with the problem of regulating and tracking down the
11
respondents because of their busy schedules. This was overcome by the researcher going to the
business location of the agribusiness customers.Also, the researcher was faced with time
constraint and inadequate financial resources.
12
CHAPTER TWO
REVIEW OF RELATED LITERATURE
The related literature of this study literature of this study was will be reviewed under the
following subheadings:
Concept of customer relationship management
The role of CRM process in customer retention
Socio-Economic characteristics of customers on customer retention
Effective customer relationship management strategies
Effects of CRM on agribusiness firms
Determine the extent or degree to which effective CRM can lead to customer retention
Challenges and benefits of using CRM in agribusiness
Theoretical framework
Analytical framework
2.1 Concept of Customer Relationship Management
Customer relationship management (CRM) as conceptualized by Oghojafor, Aduloju
and Olowokedjo (2011) is a process companies utilize to understand and react to customers’
evolving desires, utilizing detailed customer acquisition, satisfaction and profitability. Vavra
(1992) sees consider CRM only as seeking customer retention by using a variety of after-
marketing tactics that lead to customer bonding or staying in touch with the customer after a sale
is made. Another important facet of CRM is viewed as comprehensive strategy and process of
acquiring, retaining, and partnering with selective customers to create superior value for the
company and the customers. It involves the integration of marketing, sales, and the supply-chain
13
functions of the organization to achieve greater efficiencies and effectiveness in delivering
customer value (Parvatiyar and Sheth, 2001). From this definition, the aim of CRM is to improve
marketing productivity. Marketing productivity is achieved by increasing marketing efficiency
and by enhancing marketing effectiveness (Sheth and Sisodia, 1995). Berry and Gordon (1995),
in broader terms proposed that CRM be seen as attracting, maintaining, and enhancing customer
relationship in multiservice organizations. The Berry (1995), argument was in consonance with
Gronroos, (1990) ) Gummesonand Gummeson, (1987). For instance, Gronroos (1990) and
Gummeson (1987) maintained that relationship with customers be the focus and dominant
paradigm for marketing because marketing is to establish, maintain, and enhance relationship
with customers and other partners at a profit so that the objectives of the parties involved are
met.
In the view of Siomkos and Tsianes, (2006) CRM is essentially a two-way concept. The
task of the first stage is to master the basics of building customer focus, i.e. moving from product
orientation to a customer orientation and defining market strategy from outside in. This means
that the focus should be on customer needs rather than on product features. Thus there is the need
for companies to understand their customers and provide personalized customer services. The
task of the second stage involves moving beyond the basics by not resting on their laurels but
rather pushing the firms’ development of customer orientation by integrating CRM across the
entire customer experience chain through the use of technology to achieve real-time customer
management and by constantly innovating their value proposition to customers (Gronroos,
1990). The focus of CRM is on how to retain customer, (Lockard and Deighton, 1998) and
relationship development (Galbreath, 1998).
Kutner and Cripps, (1997) assert that CRM is established on four building tenets;
14
i Customers should be managed as important assets
ii Customers’ profitability varies and not all customers are equally desirable
iii Customers vary in terms of needs , preferences, buying behavior, and price sensitivity
iv By understanding customer drives and customer profitability, companies can tailor their
offerings to maximize the overall value of their customer portfolio.
Ueno, (2006) in an occasional paper for the US-Japan relations asserts that marketing
operations consist of two sets of activity: acquisition, and retention of customers. The acquisition
of customer is dominant in the world of target marketing and retention of customer is the focus
in the relationship marketing world. Hence, Gray and Byun, (2001) maintain that it is 5 to 10
times more expensive to acquire a new customer than to obtain repeat business from an existing
customer because as the needs of customer became diversified conventional promotions became
less efficient. It assumed that 20% of firms’ customers generate 80% of its profit.
The focuses of many studies on CRM have been on analyzing how customer acquisition,
retention, cross-selling, loyalty programs and order affect firm performance, (Reinartz, 2004).
The role of CRM can be effectively used, to leverage current product portfolio as well as
continuous innovation, (Ernest and Hoyer,, 2010).
2.1.1 Relationship Marketing and Customer Relationship Management
Customer relationship management evolved from the foundation of relationship
marketing and brand loyalty. The rise of the industrial era brought with it mass production and a
division of specialized corporate functions (Parvatiyar and Sheth, 1995), CRM also traces its
historical roots back to the pre-industrial era much of which was due to direct interactions
between producers of agricultural products and their customers, (Sheth and Parvatiyar and Sheth,
1995). According to Chen and Popovich, (2003) CRM is not a concept that is really new but
15
rather due to current developments and advances in information, it has become one of the most
dynamic topics of this present age marketing evolution. Sheth and Parvtiyar and Sheth, (2001),
has attributed the preponderance of CRM in recent times to the emergence of key drivers such as
rapid adoption of total quality management, the growth of the service sector, the existence of
hyper-competitive and empowerment of terms and individuals in organizational process. CRM
derives its roots from relationship marketing which has the objective of improving long term
profitability of customers by drifting away from product-centric marketing. Bose (2002), noted
that CRM was invented because customers differ in their preference and purchasing habits.
According to him, if all customers were alike there will be no need for CRM. Consequently, by
understanding customer drives and customer profitability, firms can better tailor their marketing
offering to maximize the overall value of their customers’ portfolio, (Chen and Popovich, 2003).
The attention of CRM is currently receiving across business is due to the fact that the marketing
environment of today is highly saturated and more competitive, (Chou,Ding and Unithain, 2003).
2.1.2 Customer Relationship Management for Agribusiness
Customer Relationship Management is the alignment of business strategies,
organizational structure and business culture, based on customer information, in order that all
contacts with clients meet their need and achieve business benefit or profit, (Hanic and Domazet,
2011). According to Lovreta, Berman and Petkovic, (2010) the success of an organization
depends on the elements necessary for the proper functioning of marketing in general. These
elements include basic strategic directions of development, and knowledge of business and
competition, knowledge of final customers and business customers, their needs and desires,
characterizing the impact of certain factors on their behavoiour, the actual marketing or market
way of thinking, understanding the role and importance of all persons involved in the process of
16
creating and delivering the value (customers, business partners and employees i.e. Organization),
organization acting is a whole an integrated approach to managing individual channels of
communication and sales, and monitoring of key data. A lot of attention is focused on CRM as a
process of management in order to enhance performance of the organization. However, to reach
high enterprise performance based on various types of benchmarking and other techniques, it is
necessary to develop a system of motivation, without which actions to improve efficiency will
not be sustainable ( Goncharuk, 2012). Also, it needs to be paid attention on the way how the
CRM programs are implemented and managed, and what influence they have on the performance
of agricultural firms. According to Tores et al,, (2007), six activities to include CRM programs
for agricultural business are as follows:
i. Customer Relationship Management objectives
ii. Types of accessible data about customers
iii. Use of customer data for management decision making
iv. Market approach
v. Tactics used to develop, retain and maintain relationship with customers
Assessment of the technological infrastructure that is currently used.
i. Customer Relationship Management Oobjectives; some of the main goals of agricultural
business which directly affect the performance of agricultural firms are; the maintenance of long-
term relationships with customers, gaining the reputation of farmers with customers, providing
value to customers, increase of customer loyalty, achieving mutual trust with customers,
increasing customer satisfaction for products and services.
ii. Access and collection of customer data; abilities, essential to the success of agribusiness
firms are collection of information on prices and customer life cycle. Most operational units of
17
agricultural firms do not collect access to information on prices of services. This is nothing
strange, because the data on the price of services is much more sophisticated data type than
names, addresses or email addresses of the customer. As such, it is very likely that the collection
or access to such data waste resources (money, people, and technology) so not all agricultural
firms are able to gather and assess information on the prices of customer services. The inability
to collect information on the price of customer service and access that information is denying
agricultural firms the opportunity to follow the prices of customer service and to assess whether
they spread too little or too much toward the customers. In contrast, collection or access to such
information puts the firm in a relatively better position to determine how resources are allocated
to individual customers and they can improve profitability and ability to achieve CRM goals.
iii. The use of customer data; the success of CRM in agribusiness firms depends on the extent
of how much their operational units use information about customers. Assessment of marketing
strategies for products and services and customer segmentation based on the value to agricultural
firms that each customer represents for organization is the key to the success of agricultural
firms. The use of customer data to analyze trends, analyze the impact of competition on
customer of operational units of the agricultural firm, evaluate marketing strategies for products
and services, create a product and customer service, and finally segment customers based on the
value that each has for the firm.
iv. Market approach; when approaching the market, agribusiness firms need to use strategies
such as; superior quality, superior service, product differentiation, innovation, customized offer
of products and services, as well as low price. The main principle to attract and retain customers
is centering on superior service and quality of products. Advanced agribusiness organizations
tend to focus on innovation- their position with regard on the effect may be a key factor for the
18
application of this market approach. However, these firms generally include large companies;
therefore their ability to attract more resources (money, people) can also have a strong effect in
their marketing approach in this way.
v. Tactics used to develop, retain and maintain relationship with customers; Customer
Relationship Management is primarily developed as a need to achieve close relationship with
customers. Using the CRM methodology, it is possible to generate a close relationship with
customers, and contribute to the success of the firm, (Milovic, 2012). Trust greatly affects the
success of CRM. According to Milovic, (2012) CRM is a strategy based on the focus on the
customer, customer knowledge, and on the goal to meet customer expectation. CRM involves
management based on customer’s dependent approach. Furthermore, effective CRM provides the
value as defined by the customer at any point in the customer life cycle and allows multi-channel
interaction.
2.2 The Role of Customer Relationship Management Process in Customer Retention
Today, CRM plays the pivotal role for strategic position of any organization including
agribusiness firms. CRM focuses on the integration of customer information, knowledge for
finding and keeping customer, to grow customer lifetime value. It also has an important role to
help organization to keep their customers and to make them loyal. Organizations should know
the reasons for leaving customers and find the ways of keeping them, (Raghu Ramakrisman,
2005). Therefore, CRM role is more important in customer retention and by regarding the
importance of CRM, the analysis of CRM seems necessary.
2.3 Effects of Socio-Economic Characteristics of Customers on Customer Retention
19
Socio-Economic characteristics of customers on customer retention are reviewed in
terms of their gender, age, educational background, income levels and marital status.
2.3.1 Gender of Customers
Customer characteristics such as gender have a great impact on the level of customer
satisfaction, loyalty and retention (Bryant and Jaesung, 1996; Mittal , Wagner and Kamakura,
2001; Akinyele ,and Ihuinmoyan, 2010). Researchers have shown that customers’
characteristics moderate outcomes of customer satisfaction such as repurchase intentions and
share of the wallet (Mittal 2001; Cooil 2007). Many studies have been carried out to evaluate the
difference between men and women on satisfaction, retention and loyalty levels. There are many
studies that have found customer satisfaction, retention and loyalty to be unrelated (Carmel,
1985; Limm, 1982; Akinyele and Ihinmoyan, 2010). However, many studies have found that
women report greater overall satisfaction (Buller and Buller, 1987). On the other hand, there are
studies that have identified men as being less satisfied (Chistick, 1997; Singh, 1990). It has been
found that there is discrimination in the treatment of customers with men getting precedence over
women, (Zinkhan and Stoidin, 1989). Male customers receive more positive expressions
(greetings and thanking) than female customers. Weimann Zinkhan, (19895) opines that male
customers use a more assertive manner in getting service providers. Women are more sensitive
to relational aspects encounter while men are more sensitive to core aspects and positive
relational abilities when the service heavily relies on interpersonal interactions, (Lacobucci and
Ostrom, 1994). Lim, and Kumar (19982008) concluded that women are influenced by service
quality more strongly than men whereas men are focused on perceived economic value in loyalty
decisions. Purchases by women are more influenced by interpersonal components of the service
interactions than men (Lacobocci and Oshtrom, 1993; Zeithamal, Rust and Lemon 2001 1985).
20
2.3.2 Age of Customer
Age is another socio-economic characteristic that has attracted considerable research
attention. The work of East, Harms, Willson and Lomax (1995), added suggest that loyalty,
satisfaction and high customer retention is higher in older customers. The customer loyalty and
retention level was shown to be high in 25-44 age groups and was growing with the increase in
age.
2.3.3 Income Levels of Customer
Income level of customers is another socio-economic characteristics variable that has an
important effect on consumption and the volume of sales. If customers have more resources, they
tend to purchase more or spend more. This leads to higher sales and profits for firms and
companies (Hasty and Reardan, 1997). Several studies suggest that there is a link between
customer incomes, loyalty, satisfaction and customer retention (Homburg and Giering,
2001;Tate, 1961), although some studies did not find any associations between these four
variables.
2.3.4 Educational Level of Customers
Educational level of customers is another socio-economic characteristic that has effect on
customer purchasing pattern which on the long run increases customer loyalty, satisfaction and
customer retention and it is assumed that high level of education has a greater effect on customer
purchasing pattern, (Farley, 1964). Highly educated customers usually engage more in
information gathering and processing prior to the decision making process, ( Schninger and
Sciglimpughlia, 1981), and use more information prior to decision making while less educated
21
Keep updating the customer profile
Approach them with a mix of innovative products/services, customer care and growth opportunities
Cover them with an IT architecture to feed their aspirations
Boldly choose the target customer for the first wave of CRM
Rank or cluster them in accordance with cost, revenue, profit potential and relationship intention
Calculate the lifecycle life of your customers
customers rely more on fewer information cues,( Capon and Burke, 1980; Claxton, Frey and
Bernard, 1974). Since better educated customers feel more comfortable when, dealing with and
relying on new information, (Homburg and Guering, 2001), they are more likely to base their
choice on the evaluation of information given to them.
2.4 Effective CRM Strategies and Their Effects on Customer Retention
Given the importance of the CRM business, it is a high-stake strategy and it is planned
carefully and holistically (Buttle, 1996; Boar, 1995; Brown, 1999). It is an orchestration of a
series of inputs and processes that must come right.
Figure 2.11 shows a six-step strategy of the Customer Relationship Management (Boar, 1995).
Effective CRM strategy needs to be customized for a business as a blind imposition will
only impede its profitability, (Peterson, 1999). As a rule, the CRM strategy is expected to vary
22
from one business to another and indeed from one segment to another, (Peppers and Rogers,
1996).
2.4.1 Strategies for Customer Relationship Management Initiatives
According to Gray and Byun, (2001) more than 57% of chief executives in a survey with
191 respondents believe that the major strategy of CRM initiatives is customer satisfaction and
retention. Keen (2004), states that one of the strategies of CRM is that companies provide
consistent and up-to-date customer catalog, order and inventory data across all their sales
channels. According Chye and Gerry (2002), one strategy of CRM is to change the organization
into becoming customer-centric with a major focus on customer profitability as compared to line
profitability. Again, they lamented that the understanding gained from CRM enables companies
or firms to estimate the profitability of individual accounts. They further add that organizations
are then able to differentiate their customers properly with respect to their profitability.
Organizations can then build predictive models to retain their best customers by identifying
symptoms of dissatisfaction and making sure that the customers who generate profit are retained.
Peppers (1999), summarized the following as the basic strategies of CRM initiatives:
Customers’ identification: The organization must be able to identify the customer via
marketing channels, interactions and transactions for a period of time in order to provide value to
the customer by serving his or her needs at the right time with a right product or service.
Customer differentiation: Every customer has his or her own needs and demands and therefore from the organizations’ point of view, customers have their own lifetime value.
Customer interaction: One of the most important strategies of CRM by an organization is to keep track of customer behavior and needs over time. This is because, from a CRM point of view, the customers’ long term profitability and relationship with the company is very important. This is the reason why a company should continue to learn about its customers and in a continous manner.
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Personalization: This can be defined as treating each customer differently or uniquely and that is
the major strategy of CRM.
According to Stone, Woodcock and Macthcyner (2000), there are two main objectives
that influence the need for CRM technologies to support the completion of CRM strategies.
These, according to Stone, Woodcock and Macthcyner, (2000) are as follows:
[i.] i The need for a higher quality in CRM in order to meet the need of the customers.
CRM systems according to Stone, Woodcock and Macthcyner (2000) are increasingly
being used to arrange companies’ resources in a proper order.
i. ii The need of greater productivity in CRM. CRM systems are giving the possibility to
automate work previously done by hand.
According to Thompson, (2004) the main CRM strategies are;
[ii.] iii To acquire customers
[iii.] iv To grow profitable customer relationship
[iv.] v To retain profitable customers
[v.] vi To create competitive advantage
According to Ryales and Knox (2001), the CRM strategies for service application
include:
1. Cost reduction and increase profitability: A profit center should be created out of a
service organization to generate more revenues and also operational and customer
information should be used to reduce costs.
2. The use of service to differentiate products: Organizations should use service to
distinguish business by offering service as a unique feature using multiple channel
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communication with customers, and having full enterprise and a wide view of customers’
information.
3. The use of service to delight customers: Organizations should provide and enhance
customer care and customer information management across the organization to improve
customer satisfaction and loyalty.
According to Deck (2004), the strategy of CRM is that it should help organizations to use
technology and human resources to understand the behavior of customers and the value of those
customers. If it works that way, an organization can:
i Provide better customer services
ii Make call centers more efficient
iii Cross- sell products more effectively
iv Help sales staff to close deals faster
v Simplify marketing and sales processes
vi Discover new customers
vii Increase customer revenues
Xu (2002), indicated that one of the strategies of CRM is to improve and increase
communication between a company and its customer as well as within the company and itself.
Also, they add that not only should competing departments such as sales and marketing,
accounting, customer service or support, and manufacturing of fulfillment within the customer be
enhanced. They further indicated that it should help in a fundamental shift in the information
flow within an enterprise from quantitative data to qualitative data.
Trepper (2000), indicated that there are three critical strategies that need to be fulfilled by
a CRM system. These are as follows:
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i. To enable the sales, marketing and the service staff to perform their duties more like a team
that will lead to a reduced cost and increased efficiency.
ii. To provide a complete view and consistent view of each customer for all customer
interactions by their firm.
iii. To provide the customer with complete view of the company, irrespective of how the
customer contacts the company.
According to Burnett (2001), CRM strategies can also be grouped under the following
categories:
i Increased profitability margins: by knowing the customers better, efforts can be made to
switch less profitable accounts to lower cost/ service delivery channels.
ii Decreased sales and marketing administrative cost: the decrease can occur if the
organization specifies and has good knowledge about its target segment customers. As a
result, the organization will use its resources better when no effort is a waste of money or
time.
iii Improved customer retention rate: the increase in customer retention rate will occur
because customers will find that the offer is more in line with customers’ specified needs
According to Xu, (2002) the strategy with CRM is to improve a customer’s experienced
value of how they interact with companies, which will create satisfaction, creates loyalty, and
thus bring more sales. He again states that, the value of interaction will be improved by
increasing the company’s capacity to understand a customer and its specific need.
Dyche (2001), argues that organizations adopt CRM based on the following strategies:
i Customer profitability and value modeling: Extensive processing and detailed data
combined with profitability modeling products have made it possible for organizations to
26
know which of their customers are valuable and thus worth keeping. Now, organizations
can measure the customers who are price -sensitive, those who bring in small margins and
might never recoup their value, irrespective of their purchase volume; yet some customers
who are very low volume purchasers were nevertheless highly profitable. However,
profitability is only one area of revenue line. A customer can be unprofitable at the short
run but could have referred many high-value customers to the organization, thereby making
him very valuable. Again, some customers could be very profitable and valuable at the long
run.
ii Customer retention: Knowing and understanding that some customers have left the
company and knowing specifically who has left is even more important, and also knowing
why these customers left is not an easy task at all. The more customers leave, the revenue
to the company decreases, and hence the greater the loss of revenue. It is also difficult to
encourage customers to stay, but this is done based on the assumption that keeping an
existing customer is far more cost-effective than acquiring a new one.
iii. iii Cross-selling and up-selling: Cross selling and up selling is trying to know which
products can increase, rather than decrease a customer’s total profitability. Cross-selling is
selling a product to a customer based on another purchase the customer has already made.
Up–selling is also defined as motivating an existing customer to trade up to more profitable
products. Because of the assumption that selling more services to an existing customer is
less costly and also increases revenue, it has become very common these days. Cross-
27
selling helps companies to sell the right product to the right customer at the right time. The
desire of many companies to do the cross-selling has made CRM very popular.
iv. Behavior prediction: This helps organizations to determine the next thing customers will
do as the future data mining techniques are used for behavior prediction based on the
customers’ history to foresee customers’ future behavior. By understanding the next action
to take, the organization can make so many marketing decisions based on that. The key to
this is to help you to actually know who your best customers are.
v. Personalization: This is the ability of a company to personalize or customize
communication, products and services based on knowledge, behavior, and preferences at
the interaction time.
Hoffman and Kashmeri (2000), state that the strategy of CRM was not just to be cost
reduction oriented but to them CRM means better management of customers and the relationship
with them that enable uniform flow, such as pricing, inventory and planning, in both directions.
According to Newell (2000), the fundamental strategy of CRM is to improve organizational
profitability through efficient and effective customer relations. Furthermore, he states that, the
strategy of CRM is to be able to identify all the customers groups, the top, the middle group and
the lower group and also be able to know the strategies to use to respond to this entire group to
serve them well. Also, he states that CRM strategies are effective if they deliver positive out-
comes and increase customer retention.
The application of CRM strategies will prove vital in the battle for customer retention in
the study area particularly in this era where customer retentions, loyalty, and satisfaction are the
main reason for being in business.
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2.5 Determine the Extent or Degree to Which Effective CRM can lead To Customer
Retention.
The importance of customers has been highlighted by many researchers and academics.
Zairi (2000), points out that “customers are the purpose of what we do and rather than them
depending on us, we very much depend on them. The customer is not the source of a problem;
we shouldn’t perhaps make a wish that customers should go away because our future and our
security will be put in jeopardy’. That is the main reason why organizations today are focusing
on customer satisfaction, loyalty, and retention.
According to Hansemark and Albinsson (2004), “satisfaction is an overall customer
attitude towards a service provider or an emotional reaction to the difference between what
customers anticipate and what they receive regarding the fulfillment of some need, goal or
desire”. Customer loyalty, on the other hand according Anderson and Jacobson (2000), “is
actually the result of an organization creating benefit for a customer so that they will maintain or
increase their purchase from the organization. Oliver (1997), notes that customer loyalty refers to
“a deeply held commitment to re-buy or re-patronize a preferred product or service consistently
in the future despite situational influences and marketing efforts and losing the potential is to
cause switching behavior”. True customer loyalty is created when the customer becomes
advocate for the organizations without incentive”. According to Hoyer and Maclnnis (2001),
customer retention is the “the practice of working to satisfy customers with this intention and it
can be defined as “as a commitment to continue to do business or exchange with a particular
company on an ongoing basis.
2.5.1 Effect of CRM on Customer Satisfaction
29
Many researchers have looked into the importance of customer satisfaction. Kotler
(2000), defines satisfaction as: “a person’s feelings of pleasure or disappointment resulting from
comparing a products perceived performance (or outcome) in relation to his or her expectation”.
Hoyer and Maclnnis, (2001) opines that satisfaction can be associated with feelings of
acceptance, happiness, relief, excitement, and delight.
In the context of CRM, satisfaction is a cumulative effective and cognitive measure of
purchases and consumption experiences, (Anderson and Jacobson, 20004). To long-term
customers overall satisfaction is more important than satisfaction at a specific point in the
relationships with individual customer who has customized products and services through
effective relationship management. In such circumstances, customized offerings of firms are
very likely to fulfill customers’ actual needs thus, raising the perceived quality of the services
and subsequently satisfaction levels.
Morales (2005), also proposes that customer relationship management initiatives generate
gratitude-based exchange behavior thus resulting in improved firm performance. Bolton (1998),
notes that profitability of firms is dependent on strong relationship with customers therefore
customer satisfaction is seen as an indicator of business profit and business performance,
(Kaplan and Norton, 1996). In summary CRM seems to contribute to customer satisfaction.
2.5.2 Relating CRM and Customer Loyalty
Ogbadu and Usman, (2012) in their study examined the impact of customer relationship
management on customer loyalty. These study findings revealed that there is a positive
relationship between CRM and customer loyalty on firms’ profitability. However, it can be
deduced from their study that CRM is a viable competitive tool to enhance customer loyalty and
also to attain desired profitability. Kotler and Armstrong, (2008) posit that when organizations
30
provide their customers with satisfactory services, they are likely to be loyal customers and could
attract a large share of the market to the company. For CRM to work on customer loyalty,
marketers have adopted customer management orientation which emphasizes the importance of
customer lifetime value, and retention (Reinatz and Kumar, 2003). The rationale behind CRM is
that it improves business performance by enhancing customer satisfaction and driving up
customer loyalty.
2.5.3 Effect of CRM on Customer Loyalty
However, Bowen and Chen (2001), said that having satisfied customers is not enough,
there has to be extremely satisfied customers. This is because customer satisfaction must lead to
customer loyalty and retention. Bansel and Guptan (2001), on their own part assert that building
customer loyalty is not choice any longer for business: it is the only way of building sustainable
competitive advantage. Building loyalty with key customers has become a core marketing
objective shared by key players in all industries which cater for business customers. The strategic
imperatives for building a loyal customer base are as follows:
i. Focus on key customers
ii. Proactively generate high level of customer satisfaction with every interaction.
iii. Anticipate customer needs and respond to them before competition does.
iv Build closer ties with customers
v. Create a value perception
Sivadas and Baker-Prewitt (2000) state that “there is an increasing recognition that the
ultimate objective of customer relationship management will result in increased loyalty. Fornell,
(1992) says that “high CRM will result in increased loyalty for the firm and that customers will
be less prone to overtures from competition”. This view was also shared by Anton (1996), who
31
notes that “CRM is positively associated with repurchase intention, likelihood of recommending
a product or service, loyalty and profitability”. Loyal customers would purchase from the firm
over an extended time, (Evans and Berman, 1997).
Mcllroy and Barnett (2000), posit that “An important concept to consider when
developing a customer loyalty programme is CRM. Customer loyalty is a measure of how likely
a customer is to repurchase and engage in relationship activities.
Mcllroy and Barnett (2000), further argue that “in a business context, loyalty has come to
describe a customers’ commitment to do business with a particular organization purchasing their
goods and services. Anderson and Jacobson (2000), observe that customer loyalty is actually the
result of an organization creating a benefit for a customer so that they will maintain or increase
their purchases from the organization. They also agree with Oliver (1997), that true customer
loyalty is created when the customer becomes an advocate for the organization without incentive.
Mcllroy and Barnett went on to say that loyalty cannot be taken for granted. They argue that
loyalty will continue only as long as the customer feels they are receiving better value than they
would obtain from another supplier.
Anton (1996), states that “when you can increase customer loyalty, a beneficial
‘flywheel’ kicks in on the possible advantages of customer loyalty, powered by:
i. Increased purchases of the existing product
ii. Cross-purchase of your other products
iii. Price premium due to appreciation of your added-value services
iv. Reduced operating cost because of familiarity with your service system.
In other words, to ensure that there is a customer loyalty, firms must be able to anticipate
the needs of their customers, (Kandampully and Duffy, 1999).
32
Finally, loyal customers cost less to serve, in part because they know the product and
require less information. They even serve as part-time employees. Therefore, loyal customers not
only require less information themselves, they also serve as an information source for other
customers.
2.5.4 Customer Retention
Customer retention is a challenge in contemporary organizations. Retained customers are
generally more profitable than newly acquired customers. Based on the 2nd edition of customer
relationship management, the major strategic purpose of CRM is to manage for profit, a
company’s relationship with customers through three stages of the customers’ life cycle,
customer acquisition, customer retention and development, (Buttle, 2009). A customer retention
strategy aims at keeping a high proportion of valuable customers by reducing customer
defections and a customer development strategy aims at increasing the value of retained
customers to the company.
Companies as well as agricultural firms should focus on retaining customers that
contribute value (Buttle, 2009). Improving customer retention is an important objective for many
CRM implementations. Its definition and measurement need to be sensitive to the sales,
profitability and value issues. It is important to remember that the fundamental purpose of
focusing CRM efforts on customer retention is to ensure that the company maintains
relationships with value-adding customers.
2.5.5 Effects of CRM on Agribusiness firms
Customer relationship management activities can have a major impact on an organization
by improving customer satisfaction and retention (Egan, 2004). One of the main reasons in CRM
has been the assertion of benefits that it can bring to an organization. These benefits have taken
33
many forms. For example, the cost of winning a new customer is about five times greater than
the cost of retaining an existing customer, retained customers buy more, may promote positive
word of mouth for the business, (Reichheld and Sasser, 1990). For most business enterprises,
CRM is emerging as an important tool and an inventive way to add their products and services,
enables customer-centric processes of identifying, acquiring, nurturing, retaining customers and
developing lifelong relationships with them by providing best possible services in the process of
achieving organizational goals, (Egan, 2004).
Effective CRM has become a strategic imperative for firms in virtually every business
sector. Companies are moving closer to their customers, expending more efforts in finding new
ways to create value for their customers and transforming the customer relationship into one of
solution-finding and partnering rather than one of selling and order taken”,(Ahmed, 2009).
(Ahmed, Ahmed and Nuwaz2009)
2.6 Challenges and Benefits of using CRM in Agribusiness
According to Myron, (2003) four barriers to CRM identified in firms include lack of
guidance, no long term strategy, lack of employee buy-in, and accountability. Failure to obtain
and maintain executive support for the CRM project is a major setback, (Polous, 2009). The most
important aspect of CRM problems is not its excellent ability to achieve customer retention but
its failure to do so. This is indirectly responsible for CRM collapse. Generally, one of the reasons
this happens is because most firms that actually employ CRM experience a lot of confusion
about its attributes and what it really is. The following are some other challenges of CRM
according to Newell (2000):
i Exorbitant costs: One of the problems with CRM is the huge investment needed to maintain
a customer database.
34
ii Inadequate focus on objectives and ignoring overall business strategy: When hard times
hit, the organization loses sight of its goals and ultimately steers away from its CRM
implementation. At times, goals get interchanged and lose their importance. Companies find
themselves work at home directly towards goals that are less important and forgetting the
ones that really are.
iii Insufficient resources: Sometimes in phased implementation of CRM, if conditions worsen
within the firm or the firm starts reducing its budgets for the current phase because of fewer
funds only prioritized items on the budget may be funded and in this case, the cost
requirements for the implementation and success of CRM may not be met. Organizations fail
to utilize the necessary resources for the success and thus, result in failure.
iv No customer focus and misunderstanding customer needs: The organization needs to
motivate employees to be absolutely customer-centric. CRM challenges’ or problems
arise because of employee reluctance to be more customer-focused. The result is a highly
expensive customer strategy being adopted by the company in an effort to retain
customers with reluctance, unfocused and poorly trained employees implementing it.
According to May, Karugra and Ndokweni (2007), the lack of strategic focus and
incomplete data can be seen as a challenge, depending on the agricultural firm. However,
agricultural firms that had best performance had higher goals, they collected more sophisticated
customer data, used series of tactics to develop and maintain relationship with customers and
faced fewer challenges during the best use of customer data in information systems.
2.6.1 Benefits of CRM in Agribusiness
35
Early researchers had hypothesized that CRM benefits varied from industry to industry as
the process associated with CRM were tailored to specific industrial structures, (Zeithamal and
Lemon, 2001). However, findings in cross cultural, multi-industry study of CRM done by
Thomas, Ranartz and Kumar, (2004) supports the notion that desired CRM benefits do not vary
across industries or culture as stipulated by earlier thoughts. The latest findings were associated
with three components including relationship, value, and brand equity, (Richard and Jones,
2008).
According to Swift, (2001) companies gain many benefits from CRM. He states that the
benefits are commonly found in one of these areas:
i Reduced cost of sales: The cost regarding selling are reduced owing to that existing
customers are usually more responsive. In addition, with better knowledge of channels
and distribution, the relationships become more effective, and the costs for marketing
campaign is reduced.
ii Higher customer profitability: The customer profitability will get higher since the
customer-wallet share increases. There are increases in up-selling, cross-selling and
follow-up sales, and more referrals come with higher customer satisfaction among
customers.
iii Increased customer retention and loyalty: The customer retention increases since
customers stay longer, and buy more frequently. The customer also more often, takes
initiatives which increase the bonding relationship, and as a result the customer loyalty
increases as well.
According to Gray and Byun, (2001) the following are the main benefits of CRM:
i Improving the company’s ability to retain and acquire customers
36
Maximizing the lifetime value of each customer
ii Improve services without increasing the cost of such services
They go on to say that, for an organization to get these benefits, sales marketing and service
functions must work together.
Crosby, (2002) argues that, by using customer information wisely to deliver what the
customer needs, companies will create long-term, collaborative relationship with customers. He
further states that, this will bring many benefits since long-term customers are less costly to serve
and smooth- running relationships are less resource-intensive.
Bose (2002), argues that most organizations can use CRM to advantage. However he
goes on to say that there are some organizations that are more likely to get more benefits from
CRM than others. Furthermore, he states that those are the companies that accumulate huge
customer data when doing business and whose customer needs are differentiated. According to
Newell (2002), organizations should undertake CRM where they will get the best possible
returns and benefits. He goes on to indicate that companies should then focus on customers who
are already profitable and those who will become the company’s most profitable customers in
future.
Ragins and Greco, (2003) argue that intimate customer-relationship offers companies
many benefits and advantages. Fournier, Susan and David Gen Mick (1998), says that committed
customers of an organization could be viewed as assets who are likely to be a source of favorable
word of mouth referrals and are more resistant to competitors’ offers.
Wilson, Daniel, and McDonald (2002), argue that an organization can receive the
following benefits from their CRM initiative:
37
i. Higher customer profitability: increasing individual customer margins while offering the
right product at the right time.
ii. Creating value for the customer: acquiring the right customers base on customer
information and knowledge or learnt characteristics that drive growth and increased
margins
iii. Increasing customer retention and loyalty: the ability to retain loyal and profitable
customers will increase the profitability of the organization.
According to Polous (2009), benefits of successfully implemented CRM for agricultural
firms are numerous and include among others, increased sales, increased profitability, increased
expansion of product, increased customer satisfaction and loyalty, increased employee
satisfaction, reduced costs, increased retention of the existing customer base in time of economic
uncertainty, increased chances of obtaining new customers.
2.7 Theoretical Framework
A theory is a set of related statements that are formulated to explain, predict, and
understand phenomena and in many cases, to challenge an extant existing knowledge within the
limits of critically binding assumptions. Different theories apply to different areas of research.
This study is based primarily on the relationship marketing theory. According to Alderson
(1958), the roots of marketing and relationship marketing theory stem from economics and it
seeks to explain how the link between an organization and its customer help to promote
marketing. The American Marketing Association (2007), defines marketing as an organizational
function which seeks to create, communicate, and deliver value to customers and manage
customer relationship in ways that are beneficial to the organization. Therefore, the relationship
38
marketing theory is of great significance to our concerns in this study.The American marketing
association (2004), defines marketing as an organizational function which seeks to create,
communicate, and deliver value to customers and manage customer relationship in ways that are
beneficial to the organization. Therefore, the relationship marketing theory is of great
significance to our concerns in this study.
Harker (1999), notes that theoretically, relationship-marketing is the on-going process of
engaging in proactively creating, developing and maintaining committed, interactive and
profitable exchanges with selected customers (parties) over time and its effect on customer
retention is based on maintaining, enhancing relationships at a profit, so that the objective of all
parties involved are met, and this can be achieved by mutual giving or fulfillment of promises.
The ability to provide superior value to customers is a prerequisite when an organization
is trying to establish and maintain long-term customer relations. Relationship marketing theory is
not philanthropic, it is a means to an end and it is based on two economic arguments. One: it is
more expensive to win a new customer than it is to retain an existing one. Two: the longer the
association between a company and the customer, the more profitable the relationship becomes
for the firm.
A key theoretical basis for CRM research is the promotion of marketing through customer
retention. In this area it is theoretically held that building and managing ongoing customer
relationships delivers the essence of the marketing concept, (Webstar, 1992; Morgan and Hunt
1994). Another theoretical approach is the new institutional economic model, which uses
economic theory to explain the development and breakdown of customer-firm relationship. For
example, the transaction cost theory (TCT) comes within this approach (Rindflesicish and Heide
1997). The theory focuses on minimizing the cost of structuring and managing relationships
39
while maximizing the returns from them. Common to all theoretical approaches in relationship
marketing research is that managing relationships is beneficial to any organization or firm that
employs it.
Theodore Levitt (1960), once said that the job of marketing is to create and keep
customers. Historically, the focus has been on creating customers; less attention has been paid to
their retention. Relationship marketing attempts to reverse this emphasis. Alternatively, a
customer with high relationship orientation-one who both wants and needs a close relationship
represents the very best target for relationship marketing. These trends have enhanced the
salience of “relationship based loyalty” to sellers compared with the marketing-mix factors. It
has also increased the desire on the part of customers to share in the many unique characteristics
found in customer relationship marketing and this has in turn, led to customer retention, and
reduced perceived risk, higher trust, enhanced cooperation, and greater flexibility. Thus, in many
situations, both business firms and customers are becoming more interested in conducting
business transactions embedded in relationships, (Palmatier, 2007).
Consequently, the theories and approaches presented here are drawn from fields of
marketing and economics and are based on the understanding of customer relationship. A
relationship marketing calls for mutual benefit for both customers and organizations in the
marketing process and relies on customer satisfaction and retention which is the core issue in
CRM today.
2.8 Analytical Framework
Several analytical tools could be employed in carrying out analysis and the choice of
which techniques to be used according to Eboh (2009) is a function of the nature and purpose of
40
the study. Different evidence from literature shows that various forms of analytical techniques
have been applied by economists for data analysis. Simple and important analytical tools used in
the analysis of data are known as descriptive statistics. They include: tables, graphs, charts,
frequency distribution, percentages, means and standard deviation among others. However, some
specific objectives and quantitative data require in depth analysis, which may need more
complex analytical tools. It is often said that the choice of technique depends on factors such as
objectives of the study, availability of data, as well as time and budget. This study therefore will
employ descriptive statistical tools particularly, the likert scales as well as other analytical tools
like the binary logistic regression model.
2.8.1 Likert Scale
The likert scale named after Rensis Likert who developed it in 1932, is one of the most
widely used techniques to measure attitudes (Ary, Jacobs, Razavieh and Sorensen, 2006). They
inferred that Likert scale assesses attitude toward an issue by presenting a set of statements about
the issue and requesting respondents to indicate for each whether they are Sstrongly Aagree,
Aagree, are undecided, disagree, or strongly disagree. These various agree-disagree responses
are assigned a numeric value, and the total scale score is found by summing the numeric
responses given to each item, which represents the individual’s attitude toward the issue. This is
why the scale is called a Summated-rating scale (Anaekwe, 2007).
2.8.2 Binary Logit Model
Freedman (2009), added that bBinary logit model is a logistic regression which serve as
an alternative method for modeling discrete choice utilizing the maximum likelihood estimation
based on the logistic function as opposed to the ordinary least squares (linear probability
41
models).. According to Strano and Colosimo Malnar and Bailey (20069), binary logit model
measures qualitative (attributive) dependent variable and qualitative or quantitative
(measurement) independent variables. In binary response or logit model, there is always two
outcomes. For instance, retaining a customer or not retaining the customer. It normally assigns
one (1) to the response that necessitated the study, while, the other response which deals with the
opposite of the response that necessitated the research is always assigned zero (0) Bogard,
(2011). This binary logit model will be employed in this study to determine whether socio-
economic characteristics of respondents (customers and firms) were significant predictors of a
customer being retained by an agribusiness firm or not.
42
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Study Area
The study area is Aba Metropolis of Abia State. Aba Metropolis lies within latitudes 05 0
07’ N and longitudes 070 22’ E. It has a population of 423,852 (NPC, 2006) as of 2006 census. It
lies along the west bank of the Aba River and at the intersection of roads leading to Port-
Harcourt, Owerri, Umuahia, Ikot-Ekpene and Ikot-Abasi. The city is a collecting point for
agricultural inputs, a major urban settlement and the commercial center in a region surrounded
by small villages and towns. The indigenous people of the Aba are the Ngwa people.
Aba Metropolis is divided into two local governments areas namely: Aba south and Aba
north. Aba south is the main city center and the heart beat of Abia State, south east Nigeria. Aba
is made up of many villages such as: Umuokpoji Aba, Eziukwu Aba, Obuda- Aba, Aba Ukwu.
The people are known for farming and trading as their major occupations. The major cash crops
grown are palm produce, cocoa and rubber while food crops such as yam, cassava, plantain,
banana, maize and cocoyam are produced in large quantities. Mixed farming is a very common
practice among the farmers.
3.2 Sampling procedures
Aba Metropolis was selected for the study because the area is a highly productive
agricultural belt in the south east geo-political zone of Nigeria where agricultural products are
produced and marketed throughout the year. A simple random procedure will bewas employed in
the selection of respondents. Twenty two agribusiness firms thatwhich are engaged in the
following supply of inputs required by the farmers, storage, processing and marketing of finished
agricultural products were identified during a reconnaissance survey in the area. Fourteen out of
43
the twenty two agribusiness firms who will bewere engaged in marketing of finished agricultural
raw materials were randomly selected for the study. Two staff members and five customers
from each of the agribusiness firms will bewere randomly selected for the study. In Aba North
twenty five customers and ten staff members were selected while in Aba South forty five
customers and eighteen staff members were selected for the study.. A total of 98 respondents
will waswere therefore be used for the study.
3.2.13 Validity and Reliability Test Result
A validity test was conducted to show how valid the result of the questionnaire results of
the questionnaire werewould be. Fifty (50) respondents were used for the validity test.
distributed which represents twenty-five (25) respondents for firms and twenty-five (25) as well
for customers. After the distribution, only 120 and 30 sets of questionnaire from the firms and
customers respectively were collected as validfrom each of the two groups (40 in total) were
collected as valid. This was because some where poorly filled or not returned at all. Analyses
were done with these two sets of questionnaires using the Cronbach's Alpha reliability test
analyseis. From the customers validity tests, section A, B, C, D and E got their Crombach Alpha
figures as 0.854, 0.968, 0.948, 0.951 and 0.956 respectively. A total Cronmbach’s Alpha
reliability test result for customers wereanalysis was also done takingen all the questions
irrespective of section and the result was 0.933. Therefore, since the total value and the values
for the section were above 0.5 (that is 50%) this study can concluded that the results of thisher
analyseis in the next chapter wereill be reliable. T While the firms validity tests, section A, B and
C got theirhad Crombach Alpha figures asas 0.987, 0.859 and 0.654 respectively. A total
Cronmbach’s Alpha analyseis was also done for the firms takingen all the questions irrespective
of section and the result were was 0.824. Therefore, since the total value and the values for the
44
sections were also above 0.5 this study concludedes that the results of theher analyseis will
bwereeis reliable.
3.34 Data Collection
The data for this study were as obtained using primary source and the data wereas
sourced from staff and customers of the fourteen selected agribusiness firms. Two sets of
questionnaires were used for data collection. The sets of questionnaires were developed for
completion by the staff of the agribusiness firms and customers respectively. The sets of
questionnaires provided information on CRM practices of the agribusinesses, the staff perception
and customers view on CRM. The sets questionnaires used to collect data from the customers
were made up of four sections. Section A dealts with the role of CRM on customer retention,
section B collecteds information on socio-economic characteristics of customers, section C also
collecteds information on the effective CRM strategies and their influence on customer retention
while section D dealts with information on the extent to which effective CRM can lead to
customer retention. For the staff, the questionnaire comprises three sections. Section A dealts
with questions on socio-economic characteristics of the firm, section B was oncomprises
information on the effects of CRM on agribusiness firms while section C lookeds at the
challenges faced by these firms in their practice of CRM.
3.45 Data Analysis
45
Descriptive statistics such as means and tables were used in realizing objective (i),
Objective ( ii) wasere realized using binary Logit model while objectives (iii), (iv) and (v) were
realized using Likert rating scale.
3.4.16 Model Specification
3.4.1.13.6.1 Likert Rrating Sscale
A likert scale is a psychometric scale commonly used in questionnaires, and is the
most widely used scale in survey research (Wuensch, 2005). When responding to a Likert
questionnaire item, respondents specify their level of agreement or disagreement on a symmetric
agree, disagree scale for a series of item statements. Thus, the scale captures the intensity of their
feelings. A 4-point rating scale wasill be used in this work to determine the effective CRM
strategies on customer retention; this will bewas graded as; Strongly Agree (SA), Agree ( A ),
Disagree (D) and Strongly Disagree (SD) with corresponding values of 4,3,2, and 1 respectively.
Also, a 4-point rating scale will bewas used for determining the extent to which effective CRM
can lead to customer satisfaction, customer loyalty, product repurchase and customer retention
while and the scaling will bewas graded as Strongly Agree (SA), Agree (A), Disagree (D) and
Strongly Disagree with corresponding values of 4,3,2 and 1 respectively, and finally a 4-point
rating scale will bewas as well used for determining the challenges and benefits of agribusiness
firms in their practice of CRM and the scaling will bewas graded as; Strongly Agree (SA), Agree
(A), Disagree (D) and Strongly Disagree (SD) with corresponding values of 4,3,2 and 1
respectively.
The mean score of respondents based on the 4-point rating scale will bewas computed as;
46
4+3+2+14
=104
=2.50
Based on this, any mean score below 2.50 will bewas taken as disagree while those items with
mean values of 2.50 will bewere considered as agree. A mean score greater than or equal to 2.5
indicates a strong customer response.
3.46.1.2 Binary logit model
In order to resolveanswer the two hypotheses in this study, the study adopted a Logit
model which were used to analyze data sets to reflect whether a customer is retained or not. The
model measured the effects of socio-economic characteristics of customers and firms’
characteristics on the possibility of the customer being retained by the agribusiness firm or not
being retained. The specifications according to Freedman (2009), helped us to define a
probability to monitor being retained or not.
The study therefore states its logit model as follows;
LogitP x= log [ P (Y=1 )1-P (Y=1 ) ]=∑ k=1
k α k X k………………...…….………………………….. (3.1)
The model above shows that there is a linear relationship between the logit px and the
vector of explanatory variables X. Therefore, the study can stated the probability of a customer
being retained as thus;
Pr(Y=1) =
∑ ek k=1 αk Xk
∑ ek k=1 αk Xk ………………………..….……………………….…………….. (3.2)
While the probability of not being retained (which is 1 minus the probability of being retained) is
specified thus;
47
Pr(Y = 0) =
1∑ e
k k=1 αk Xk …………………………………..……………….………….….. (3.3)
The logit model categorized customers into retained and not retained based on the questions in
the sets of questionnaires (that is for customers and firms) which permitted the respondents to
thick whether the firm they patronize have retained them or not and whether the firm thinks it
has retained most of her customers or not respectively for the hypotheses one and two
respectively and use it as the dependent variable for the two hypotheses in this study.
3.4.1.3 Model Specification for Hypothesis one:
Socio-economic characteristics of customers have no significant effect on customer retention.
Logit(P) = ln[P
1−p ] = ∝0+ X1 + X2 + X3 + X4 + X5 +X6 + X7 + X8 +ε .................................... (3.4)
where,
P = Probability of a customer being retained (P=1) or not being retained (P=0), based on the
previous question, can you consider yourself as a customer that has been involved in regular and
repeated transactions with the firm since you were first introduced to it?.
X1 = Age of the customer (years)
X2 = household size (number of persons)
X3 = Education level of customers (yearseducated)
X4 = Business size (large/small)
X5 = Gender of customers (male/female)
X6 = Income (Naira)
X7 = Marital status (single/married)
X8 = Marketing experiences (years in business)
3.4.1.4 Model Specification for Hypothesis two:
48
Firms’ characteristics have no significant effect on customer retention.
Logit(P) = ln[P
1−p ] = ∝0+ X1 + X2 + X3 + X4 + X5 +X6 + X7 + X8 +ε .................................... (3.5)
where,
P = Probability of a customer being retained (P=1) or not being retained (P=0), based on the
firms perception on retaining most of her customers or not
X1 = Location of the firm (beginning/end, center or outskirt)
X2 = Age of the firm (years)
X3 = Number of employees by the firm(number of persons)
X4 = Number of products produced by the firm
X45 = How do the firm reach out to customers? (Adverts, phone calls, emails or text messages)
X6 = Number of times customers purchase monthly
X7 = Education level of the manager.
While, the dependent variable in the first hypothesis wasere captured with question number 6,
under consumer personal data, which is, can you consider yourself as a customer that has been
involved in regular and repeated transactions with the firm since you were first introduced to it?
The customers that ticked “Yes” were the ones retained while the ones on “No,” were thewere
the ones not retained. Also, for hypothesis two, firms who ticked “Yyes” that they have retained
most of her customers over the years would be taken as retained while the ones that ticked “Nno”
wwereill be seen as not retained and the values will bewere used as the dependent variable for
the second hypothesis. Hence, the ones that accepted to be retained wereill be denoted with one
while the ones (1) that said no wereill be denoted with zero (0), this gaveives the 1 and 0 in the
binary logit model for this study.
49
The reason for the adoption of this model is based on the nature of both the study and
data to be collected for this study which the dependent variable is expected to be binary, that is a
customer being retained or not retained. Also, this approachmethodology has been used by many
such as Hosmer and Lemeshaw, (2000), Arifovica and Ramazan, (2001), Gevrey, (2003),
Bogard, (2011) and others to produce satisfactory results.
The logit model weremodels were used to estimate the two hypotheses in this study. The
study adopted a 5% level of significance in testing the hypotheses. What this means is that for a
variable (that is socio-economic characteristic) to be significant, it must be less than 0.05 level of
probability.
The aprori expectation of the socio-economic characteristics of customers’ retention are
as follows; Age, Household size, Education qualification, business size, Experience are expected
to positively affect customer retention while gender and income nature are expected to
negatively affect customer retention.
Also the aprori expectation for the socio-economic characteristics of firms on customer
retention. It is expected in this study that location of the firm will be negatively significant to
customer retention. Age of existence of firm, number of employee and reach out means of firm
are also expected to be positively significant on customer retention.?
50
51
CHAPTER FOUR
Results and Discussion
This study as stated in the previous chapter will adopt the mean and standard deviation to
tackle the five objectives in this study that has no hypothesis (objectives 1, 3, 4, 5 and 6). Hence
for these objectives, any mean which is less than the 2.5 cut-off mean stated in the previous
chapter will be rejected but any one that is higher than it will be accepted. The only objective
that has hypotheses (objective 2) will be addressed with a binary logistic regression. The level of
significant to be adopted will be 0.05 (5%). This means that any significant level that is higher
than the 0.05 level of significant means the acceptance of the null hypothesis while if it’s less
than it, the null hypothesis will be rejected.
4.1 TOBJECTIVE ONE: To determine the Role Ofof Customer Relationship
Management Process Inin Customer Retention.
52
Data in Table 4.1 shows the role of customer relationship management in customer
retention. All the items have its mean (2.9-3.4) higher than the stated 2.5 cut-off mean. The
standard deviations (0.54-0.93) of the posed questions were all less than 1.0 and by far less than
the mean. This is an indication that almost all the respondents’ individual scores about their
opinion and perception on the respective questions did not differ much from the mean score.
With the standard deviation supporting the mean values found to be above the cut-off mean, the
mean of the results should be accepted. This finding could imply that good customer relationship
management plays a key role in a firm retaining her customers.
Table 4.1 – Showing the Role of CRM in Customer RetentionDescriptive Statistics
Item description N Mean Std. Deviation
doDo you agree that this firm values you and welcomes your
complaints readily?70 3.3714 0.93517
Ddo you agree that management shows by its actions that everything
begins and ends with customers?70 2.9000 0.59344
Ddo you agree that the firm has formal complaints system which
covers both written and oral complaints?70 3.3714 0.85417
Ddo you agree that you were given an opportunity to let the
management know certain pieces of information regarding what you
deem to be improper in the system?
69 2.9420 0.59121
Ddo you agree that you talk freely with management about the quality,
quantity and many other issues about their products/ and or the firm?70 3.3714 0.81953
Ddo you agree that you receive birthday wishes and other good will
messages from your firm regularly?70 2.9429 0.56172
Ddo you agree that your firm collected your profile when you first
started business with them?70 3.4000 0.76896
Ddo you agree that you receive one or more extra package(s) as bonus
and other free gifts depending on your purchase quantity?68 2.9706 0.54555
53
Ddo you agree that the incentive(s) always entice you to come back for
repurchase?70 3.4000 0.76896
Ddo you agree that the few problems you encounter with firms are
handled quickly?70 2.9286 0.59761
Ddo you agree that you get good and trusted products from this firm? 70 3.3857 0.78561
Ddo you agree that availability of the products enhances their selling
power and customer retention?70 2.9429 0.56172
Ddo you agree that prompt attention is given to customers always? 70 3.3571 0.79920
Valid N (listwise) 67
Source: Field survey, 2014
Some of the Based on the analysis on table 4.1 above, it could be seen that all the items
has its mean higher than the stated 2.5 cut off mean, this means that good customer relationship
management plays a key role in a firm retaining her customers. This result is also supported by
the standard deviation, which were less than the one and by far less the means, hence the
deviation of the mean from the true mean is small, therefore the mean should be accepted. rSuch
roles played by CRM identified according to table 4.1were are valuing of the customers
complaints, management making customers by action see themselves as the kingmaking their
customers have the perception that they the customers are their priority, firm has formal
complaints system which covers both written and oral complaints for customers, sending
congratulatory messages to customers like on their birthdays, given them prompt attention
always, giving the customers bonuses among others (Table 4.1 above). From these roles, one can
infer that such roles and more need to be identified and adopted by agribusiness firms for
effective CRM thus enable customer retention. These findings corresponds to that of Raghu
(2005), that today, CRM plays the pivotal role for strategic position of agribusiness firms. CRM
focuses on the integration of customer information, knowledge for finding and keeping customer,
54
to grow customer lifetime value. It also has an important role to help organization to keep their
customers and to make them loyal. Therefore, CRM role is more important in customer retention
and by regarding the importance of CRM, the analysis of CRM seems necessary.
, as could be seen on table 4.1 above.
4.2 OBJECTIVE TWO: To examine the Effects oOf Socioeconomic Characteristics oOf
Both Customers aAnnd Firms oOn Customer Retention.
4.2.1 Effects of HYPOTHESIS ONE: Socioe-Economic Characteristics of Customers Of
Customers Have No Significant Effect On Customer Retention.
Table 4.2.1The logit analysis for the first hypothesis is presented in different tables under
table 4.2 (that is 4.2.1 to 4.2.5). Based on the analysis, table 4.2.1 shows the codes given to the
binary dependent variable which when a customer is not retained it gave it zero (0) and when
retained it assigned it one (1) as this study stated in the previous chapter where the binary logit
model was formulated.
Table 4.2.1 – Showing the Dependent Variable Encoding
Table 4.32.2 below shows the classification table. The overall percentage must be greater
than cut off value of 0.500 (check it under table 4.32.2) when converted to probability for the
case to be classified as yes (that is customer being retained) category, otherwise the reverse
becomes the case. Specifically, the probability of the overall percentage of 0.884 is higher than
55
Dependent Variable Encoding
Original Value Internal Value
No 0
Yes 1
the cut value of 0.500, the case could be addressed as customer being retained category case and
could be used for further analysis on customer retentions.
56
Table 4.32.2 – Showing the Classification Tablea Classification Tablea
Observed PredictedCcan you consider yourself as a customer that has been involved in a regular and repeated transactions with the firm since you were first introduced to it?
Percentage Correct
No Yes
Step 1
can you consider yourself as a customer that has been involved in a regular and repeated transactions with the firm since you were first introduced to it?
no 7 6 53.8
yes
2 54 96.4
Overall Percentage 88.4a The cut off value is 0.500
57
Source: Field survey 2014
The cut value is .500
To look at how the variations in dependent variable were by the model (usually done with R 2 in linear
multiple regression), the study will focus on table 4.42.3. Based on table 4.42.3 below, the linear
multiple regression R2 is replaced in logit regression with either Cox & Snell R Square or Nagelkerke
R Square. These two methods explain the variations of the dependent variable attributed to the
independent variables in the model (though they often have lower values than the linear R2 hence are
more like the pseudo R2 values. Specifically for this study, since the Nagelkerke R2 is the modified
version of Cox & Snell R2 , the study adopts the former and posits that 48.9% of the variations in the
retention of a customer by firms were explained by the selected socio-economic characteristics of the
customers (Table 4.42.3).
Table 4.42.3 - Model Summary
Model Summary
Step -2 Log
likelihood
Cox & Snell
R Square
Nagelkerke R
Square
1 41.842a 0.303 0.489
a. Estimation terminated at iteration number 20 because maximum iterations has been reached.
To ascertain the behavior of the independent variables, the study looked at table 4.52.4 which
captures specifically the variables in the equation. One could see from that table that all the
variables (at its various categorical capacities were not significant except experience of the
customer) as their significance value were greater than the 0.05 adopted level of significance,
58
which means that the effect of these socio-economic characteristics on customer retention were
not significant. The only significant predictor as posited below was experience of the customer.
Specifically, table 4.52.4 shows that the odds of a customer being retained is 20.254 (check the
Exp(B) column under experience on table 4.52.4 below) times greater for people with experience
of between 5 to 10 years to those with experience of 1 to 4 years. Furthermore, B column in still
Ttable 4.52.4 below shows whether there is correlation between the predictors and the dependent
variable. Based on thise table, increasing age, household size, business size, how often income is
received and experience of the customer were associated with an increasing likelihood of
customers being retained. While, an increasing education and gender disparity decreases the
likelihood of a customer being retained.
59
60
Table 4.52.4 – Showing Socioeconomic Characteristics of Customers that could have Effect on Customer Retention Item description B Sig. Exp(B)
Step 1a
Age 0.288age(1) 22.951 0.999 92745046242.319age (2) 3.795 0.059 44.484age (3) 2.299 0.207 9.968household size (hhsize) 0.753Household size(1) 0.864 0.497 2.373Household size(2) 0.198 0.900 1.218Education qualification (eduqua) 0.686Educational qualification (1) 0.371 1.000 1.449Educational qualification (2) -17.097 1.000 0.000Educational qualification (3) -18.986 1.000 0.000Educational qualification (4) -18.896 1.000 0.000business size (bizsize) 0.900Business size(1) 21.883 1.000 3187832086.824Business size (2) 0.488 0.647 1.629gender(1) -1.331 0.198 0.264income nature (1) 1.503 0.137 4.497experience 0.036experience (1) 3.008 0.011 20.254experience (2) 2.576 0.066 13.142Constant 14.172 1.000 1428203.033
Source: Field survey 2014
Finally, Ttable 4.62.5 below shows whether the overall effect of the socio-economic
characteristics is significant or not on customer retention. The chi square value of 4.157 and p
value (0.843) greater than 0.05, means that the null hypothesis stands, that is, the socioeconomic
characteristics of customers has no effect on their retention. Therefore, this study concludes that
the socioeconomic characteristics of customers have no significant effect on customer retention.
61
Table 4.62.5 - Hosmer and Lemeshow Test
Hosmer and Lemeshow Test
Step Chi-square Df Sig.
1 4.157 8 0.843
The logit analysis for the first hypothesis is presented in different tables under table 4.2
(that is 4.2.1 to 4.2.5). Based on the analysis, table 4.2.1 shows the codes given to the binary
dependent variable which when a customer is retained it gave it zero (0) and when retained it
assigned it one (1) as this study stated in the previous chapter where the binary logit model was
formulated. Table 4.2.2 shows the classification table the overall percentage must be greater than
cut off value of 0.500 (check it under table 4.2.2) when converted to probability for the case to
be classified as yes (that is customer being retained) category, otherwise the reverse becomes the
case. Specifically, the probability of the overall percentage of 0.884 is higher than the cut value
of 0.500, the case could be addressed as customer being retained category case and could be used
for further analysis on customer retentions. To look at how the variations in dependent variable
were by the model (usually done with R2 in linear multiple regression), the study will focus on
table 4.2.3. Based on table 4.2.3 above, the linear multiple regression R2 is replaced in logit
regression with either Cox & Snell R Square or Nagelkerke R Square. These two methods
explain the variations of the dependent variable attributed to the independent variables in the
model (though the often have lower values than the linear R2 hence are more like the pseudo R2
values. Specifically for this study, since the Nagelkerke R2 is the modified version of Cox &
Snell R2, the study adopts the former and posits that 48.9% of the variations in the retention of a
customer by firms were explained by the selected socio-economic characteristics of the
customers. To ascertain the behavior of the independent variable, the study looked at table 4.2.4
62
which captures specifically the variables in the equation. One could see from that table that all
the variables (at its various categorical capacities were not significant (except experience of the
customer) as their significance value (as seen in the column of sig, on table 4.2.4) were greater
than the 0.05 adopted level of significance, which means that the effect of these socio-economic
characteristics on customer retention were not significant. The only significant predictor as
posited above was experience of the customer. Specifically, table 4.2.4 shows that the odds of a
customer being retained is 20.254 (check the Exp(B) column under experience on table 4.2.4
above) times greater for people with experience of between 5 to 10 years to those with
experience of 1 to 4 years. Furthermore, B column in still table 4.2.4 above shows whether these
correlation between the predictors and the dependent variable. Based on the table, increasing age,
household size, business size, how often income is received and experience of the customer were
associated with an increasing likelihood of customers being retained. While, an increasing
education and gender disparity decreases the likelihood of a customer being retained. Finally, the
last table (table 4.2.5) shows whether the overall effect of the socio-economic characteristics is
significant or not. Specifically, the chi square value of 4.157 and p value (0.843) greater than
0.05, this means that the null hypothesis stands. Therefore, this study concludes that the socio-
economic characteristics of customers have no significant effect on customer retention.
4.2.2 HYPOTHESIS TWO: The Effect of Firms Characteristics on Customer Retention.
Table 4.73.1 below shows the coding for the dependent variable where customer being retained
was assigned one (1) while not retained was assigned zero (0).
Table 4.83.1 - Dependent Variable Encoding Firms characteristics have no significant
effect on customer retention.
63
Table 4.3.1Dependent Variable Encoding
Original Value Internal ValueNo 0Yes 1
Table 4.3.2 presents the classification showing the overall percentage value of 94.4% which
when converted to probability it becomes 0.944. This 0.944 is greater than the 0.500 cut of value,
hence customer being retained becomes the reference category for the analysis.
64
Table 4.73.2 – Showing Classification Tablea Table 4.3.2
Classification Tablea
Observed
Predictedcan you say that this firm has retained most of her customers over the years?
Percentage Correct
No Yes
Step 1
can you say that this firm has retained most of her customers over the years?
No 4 1 80.0
yes 0 13 100.0
Overall Percentage 94.4a. The cut of value is 0.500Source: Field survey 2014
b. a. The cut of value is 0.500
Table 4.83.3 below captures the model summary (using Nagelkerke R2 based on what this study stated
in hypothesis one above) the table shows that 32.6% of the variations in a customer being retained
were explained by the independent variables (firms socio-economic characteristics).
Table 4.83.3 - Model Summary
Table 4.3.3 Model SummaryStep -2 Log
likelihoodCox & Snell
R SquareNagelkerke R
Square
1 2.773a 0.242 0.326
a. Estimation terminated at iteration number 20 because maximum iterations has been reached.
65
Table 4.93.4 (variables in the equation), shows under the significance column that none of the
socio-economic characteristics of the firm have any significant impact on the firm retaining her
customers. This is evident as all the variables used have their respective significance to be above
0.05, hence were not significant.
66
67
68
Table 4.93.4 - Showing Socioeconomic Characteristics of Firms that could have Effect on Customer Retention
Item description B Sig. Exp(B)
Step 1a
Location 1.000
location(1) -21.203 1.000 0.000
location(2) -21.203 1.000 0.000
Age 0.087
age(1) 63.609 0.099
421599965504568300000000000
0.000
age(2) 42.406 1.000260975878002839760
0.000
age(3) 63.609 0.979
421599965504577340000000000
0.000
age(4) 63.609 0.795
421599965504568300000000000
0.000
age(5) 21.203 0.755 1615474726.566
age(6) 63.609 0.764
421599965504574300000000000
0.000
age(7) 42.406 0.854260975878002837860
0.000Number of employee 1.000Number of employee(1) 0.000 1.000 1.000Number of employee(4) 0.000 1.000 1.000Reach out means 1.000Reach out means(2) 0.000 1.000 1.000
Constant -21.203 0.999 0.000
Source: field survey, 2014
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Finally, using Ttable 4.103.5 below to know whether the overall effect of the
socioeconomic characteristics was significant or not on customer retention. Focusing on the
significance level which have a high value of 0.998 which is higher than the 0.05 maximum
significance level, it therefore shows that they were not significant. Hence this study accepts the
null hypothesis and conclude that the socio-economic characteristics of firms have no
significant effect on them retaining their customers.
Table 4.103.5 - Hosmer and Lemeshow Test
Table 4.3.5 Hosmer and Lemeshow Test
Step Chi-square df Sig.1 2.050 2 .998
Just like the study interpreted with respect to the tables in table 4.2, the study starts here
with table 4.3.1, which showed the coding for the dependent variable where customer being
retained was assigned one (1) while not retained was assigned zero (0). Table 4.3.2 showing the
classification table presents this study with the overall percentage value of 94.4% which when
converted to probability it becomes 0.944. This 0.944 is greater than the 0.500 cut value, hence
customer being retained becomes the reference category for the analysis. Table 4.3.3 which
captures the model summary (using Nagelkerke R2 based on what this study stated in hypothesis
one above) the table shows that 32.6% of the variations in a customer being retained were
explained by the independent variables (firms socio-economic characteristics). While, table 4.3.4
(variables in the equation), shows under the significance column that none of the socio-economic
characteristics of the firm have any significant impact on the firm retaining her customers. This
70
is evident as all the variables used have their respective significance to be above 0.05, hence
were not significant. Finally, using table 4.3.5 above to know whether the overall effect of the
socio-economic characteristics was significant or not. Focusing on the significance level which
have a high value of 0.998 which is higher than the 0.05 maximum significance level, it therefore
shows that they were not significant. Hence this study accepts the null hypothesis and conclude
that the socio-economic characteristics of firms have no significant effect on them retaining their
customers.
4.3 OBJECTIVE THREE:E To ascertain effective Customer Relationship Management
Strategies.
As could be seen in table 4.114 below, the mean (2.87-3.38) in all the items were higher
than the 2.5 cut-off mean, meaning that the respondents accepted that the customer relationship
management strategies of the firm they buy from were effective. This result is further supported
by the standard deviations (0.54-0.84) which are less than 1.0 and by far less than the mean
showing that the mean could be accepted.
71
Table 4.114 – Identified Effective Customer Relationship Management Strategies
Descriptive Statistics
Item description N Mean Std. Deviation
Ddo you agree that the firm updates customer profile often? 70 3.3857 0.83913
Ddo you agree that the approaches customers with a mix of
innovative products and service opportunities?70 2.9286 0.54697
Ddo you agree that the firm chooses from the target customer for
the first wave of CRM?70 3.2000 0.84442
Ddo you agree that the firm keeps track of customer behavior and
needs over time?70 2.9143 0.63114
Ddo you agree that the firms treats each customer differently and
uniquely?70 3.2857 0.80114
Ddo you agree that the values its customers and welcomes
complaint?70 2.8714 0.58783
Ddo you agree that management shows that everything starts and
ends with the customer?70 3.3000 0.80488
Ddo you agree that the firm rewards customers and gives
concession since they are continuously buying from the firm?70 2.9000 0.61738
Ddo you agree that customer expectations are met by all
standards?70 3.2571 0.81090
Valid N (listwise) 70
Source: Field survey, 2014
These strategies identified by the respondents include updating customers’ profile,
innovations, treating each customer uniquely, valuing customers and their complaints, meeting
the expectation of customers, giving gifts and concessions to customers among others. This
could imply that agribusinesses need to identify and apply effective strategies in their CRM
approaches in our today competitive business environment in order to achieve the purpose of
customer retention. These finding corresponds with Xu (2002), who indicated that one of the
72
strategies of CRM is to improve a customer’s experienced value of how they interact with
companies, which will create satisfaction, create loyalty, and thus bring more sales.
As could be seen above on page 4.4, the mean in all the items were higher than the
2.5 cut-off mean meaning that the respondents accepted that the customer relationship
management strategies of the firm they buy from were effective. This result is further
supported by the standard deviation which is less than the one and by far less than the
mean showing that the mean could be accepted. These strategies are updating of customer
profile, innovations, treating each customer uniquely, valuing customers and their
complaints, meeting the expectation of customers, making the customers see themselves as
the king, giving them gifts and concessions among others.
4.4 OBJECTIVE FOUR: TTo determine the Extent To Which Effective CRM Can
Lead Toto Which Effective CRM Can Lead to Customer Retention
Based on Ttable 4.125 below, it could be posited that to a great extent, effective CRM
couldan lead to customer retention. This is because the means (2.97-3.32) of the items used to
address the objective were higher than the mean cut-off of 2.5 and the standard deviations (0.63-
0.88) were lower than 1.0 and by far lower than the mean. Hence, for agribusinesses to retain
their customers, they need to work on their customer relationship so that it will be customer
centric and friendly. The findings here corresponds to Zairi (2000), who points out that
“customers are the purpose of what we do and rather than them depending on us, we very much
depend on them.
.
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Table 4.125 – Showing the Extent to Which Effective CRM Can Lead to Customer Retention
Descriptive Statistics Item description N Mean Std.
DeviationDdo you agree that you excellent customer care which gives satisfaction? 70 3.1857 0.83913
Ddo you agree that the products always meet your expectation? 70 2.9714 0.63637
Ddo you agree that if you were given the opportunity, you will
recommend your colleague to buy from the firm because of the quality
services and products they provide?
70 3.3286 0.77500
Ddo you agree that the firms charges are relatively low compared to
others that manufacture the same product?70 3.0286 0.65875
Ddo you agree that you were not intending to leave the firm? 70 3.2571 0.84589
Ddo you agree that customers enjoy buying from the firm? 70 2.9714 0.74155
Ddo you agree that customers purchase their products/goods from the
firm always?70 3.1857 0.88944
Ddo you agree that the firm services towards customers are wonderful? 70 3.0000 0.74211
Ddo you agree that CRM is the core policy for the existence of the firm? 70 3.2571 0.86285
Valid N (listwise) 70
Source: Field survey, 2014
Based on table 4.5 above, it could be posited that to a great extent, effective CRM
can lead to customer retention. This is because the means of the items used to address the
objective were higher than the mean cut-off of 2.5 and the standard deviation being by far
lower than the mean. Hence, for businesses to retain their customers, they need to work on
their customer relationship so that it will be customer centric and friendly.
4.5 OBJECTIVE FIVE: To ascertain the Effects Of CRM Onon Agribusiness Firms
Evidence from Ttable 4.136 below shows that customer relationship management affects
agribusiness firms. This is possible because the means (3.17-3.75) of the items used to tackle the
74
objective were higher than the 2.5 mean cut-off point and their standard deviation (0.39-0.47)
were by far less than the mean as none of the standard deviations was up to one.
.
Table 4.136 – Showing the Effects Ofof CRM on Agribusiness Firms
Descriptive Statistics
Item description N Mean Std.
Deviation
Ddo you agree that customer relationship management
increases sales and profitability of the firm?28 3.7500 0.44096
dDo you agree that customer relationship management
increases retention and loyalty of customers?28 3.1786 0.39002
dDo you agree that customer relationship management
improves services without increasing the cost of such services?28 3.7143 0.46004
dDo you agree that customer relationship management
improves the firm ability to retain and acquire customers?28 3.2143 0.41786
dDo you agree that customer relationship management
increases the firm capacity in terms of increase in production,
revenue and also brings about an increase in the number of
customers?
26 3.6923 0.47068
Valid N (listwise) 26
Source: Field survey, 2014.
Therefore the above result could imply that for an agribusiness to grow in terms of her
production, number of customers, income, sales, profitability, chances of retaining their
75
customers and reduce their cost of production, it must improve and make its customer relations
effective. The findings here corresponds to the findings of Polous (2009), who posited that
agricultural firms benefits of successfully from a well implemented CRM through increased
sales, increased profitability, increased expansion of product, increased customer satisfaction and
loyalty, increased employee satisfaction, reduced costs, increased retention of the existing
customer base in time of economic uncertainty, increased chances of obtaining new customers
among others.
Evidence from table 4.6 above shows that customer relationship management affects
agribusiness firms. This is possible because the means of the items used to tackle the objective
were higher than the 2.5 mean cut-off point and their standard deviation were by far less than the
mean as none of the standard deviations was up to one. Hence, for agribusiness to grow in terms
of her production, number of customers, income, sales, profitability, chances of retaining their
customers and reduce their cost of production, it must improve and make its customer relations
effective. The findings here corresponds to the findings of Polous (2009), who posited that
agricultural firms benefits of successfully from a well implemented CRM through increased
sales, increased profitability, increased expansion of product, increased customer satisfaction and
loyalty, increased employee satisfaction, reduced costs, increased retention of the existing
customer base in time of economic uncertainty, increased chances of obtaining new customers
among others.
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4.6 TOBJECTIVE SIX: To examine the Cchallenges of agribusiness firms in their
practice of CRM
As could be seen in Table 4.147, the means (3.14-3.82) of the various items used for this
objective were higher than the cut-off mean of 2.5 and their standard deviations (0.35-0.62) were
less than these mean which shows that the respective means were higher than their respective
deviations from the true mean..
77
Table 4.147 - The Challenges of Agribusiness Firms in Their Practice of CRM
Descriptive Statistics
Item description N Mean Std. Deviation
Ddo you agree that customer relationship management is too
expensive to run?28 3.8214 0.47559
Ddo you agree that poor implementation of customer
relationship management is often the cause of losses in the
volume of customers?
28 3.1429 0.35635
Ddo you agree that customer relationship management system
requires continuous maintenance and information?28 3.7500 0.44096
Ddo you agree that irregular customer profile hinders CRM
practice?28 3.2500 0.44096
Ddo you agree that customer relationship management are so
complex for agro based firms?28 3.6429 0.62148
Ddo you agree that customer relationship management
coordination is difficult to sustain?28 3.1429 0.52453
Ddo you agree that customer relationship management is labour
intensive and requires staff that can tolerate customers?28 3.6429 0.48795
Ddo you agree that not every firm has the expertise or skill to
manage customer relationship management very effectively?28 3.2500 0.44096
Ddo you agree that customer relationship management requires
a lot of time which most employees cannot afford?27 3.6667 0.62017
Valid N (listwise) 27
Source: Field survey, 2014
As could be seen above on page 4.7, the means of the various items used to answer
objective six were higher than the cut-off mean of 2.5 and their standard deviations were less
78
than these mean which shows that the respective means were higher than their respective
deviations from the true mean. Hence this study concludes based on Ttable 4.147 that high cost,
poor implementation, irregular customer profile update, information unavailability, complex
nature of CRM, difficulties in CRM coordination, labour-intensive nature of CRM, scarcity of
resources to employ experts to handle CRM and its consumes a lot of time and
patiencerequirement were the challenges agribusiness firms face in their practice of customer
relationship management. The findings corresponds to Newell (2000), who added that exorbitant
cost, inadequate focus on objectives and ignoring overall business strategy, insufficient
resources, no customer focus and misunderstanding customer needs are the challenges
agribusiness firms face. The findings here also contradict that by with May et al., (2007) that
founddiscovered that lack of strategic focus and incomplete data can be seen as a challenge were
the major challenges facing agribusiness firms in their customer relationship management
practice.
79
CHAPTER FIVE
SUMMARY, RECOMMENDATION AND CONCLUSION
5.1 Summary of findings
This study investigated the effects of customer relationship management on customer
retention by Agribusiness firms in Aba metropolis of Abia State, Nigeria. The study developed
six objectives which were structured to; determine the role of customer relationship management
process in customer retention, to examine the effects of socioeconomic characteristics of both
customers and firms on customer retention. This second objective was transformed into two
hypotheses which trieds to ascertain whether the effects of socio-economic characteristics of
customers and producers and marketers in the aAgribusiness firms in Aba metropolis of Abia
State have effects on customer retention. The third objective was to ascertain the effective
customer relationship management in agribusiness firms in Aba metropolis. While the fourth one
was to determine the extent to which effective CRM can lead to customer retention. The fifth
objective trieds to ascertained the effects of CRM on agribusiness firms. And finally, the study
examined the challenges of agribusiness firms in their practice of CRM.
The study adopted mean and standard deviation with the mean-cut off point set at 2.5 to
resolveanswer the five objectives that has no hypothesis namely (objectives 1, 3, 4, 5 and 6).
While a binary logistic regression was used for objective two which captures the two hypotheses
in this study. The binary logistic model was chosen over others due to the binary nature of the
dependent variablesriables for the dependent variables (customer being retained or not being
retained from the point of view of customers and the firm).
The study showeddiscovered that the roles of customer relationship management process
in customer retention includes valuing of the customers complaints, making their customers
80
priority in their decision makingmanagement making customers by action see themselves as the
king, firm has formal complaints system which covers both written and oral complaints for
customers, sending congratulatory messages to customers like during their birthdays and other
events, given them prompt attention always, giving the customers bonuses among others.
Experience of a customer was found to have effect on customer retention however, no
explanatory variable of the firms was found to have effect on customer retention. On the overall
effect of the socioeconomic characteristics of both customers and firms on customer retention,
this study accepted the null hypotheses which posited that both customer and firms’ socio
economic characteristic have no significant effect on customer retention in the agribusiness in
Aba metropolis.
Furthermore, it was This study identifieddiscovered that thate effective customer
relationship management strategies of Agribusiness firms in Aba metropolis use were frequent
updating of customer profile, innovations, treating each customer uniquely, valuing customers
and their complaints, meeting the expectation of customers, making the customers see
themselves as “the king”, giving them gifts and concessions and many more. On determining the
extent to which effective CRM can lead to customer retention, the study showeddiscovered that
to a very high extent, an effective customer relationship management can bring about an increase
in customer retention in the agribusiness industry firms in Nigeria.
More so, theThe study showed discovered that CRM affectsfor an agribusiness firms’ to
grow and as well survive in our competitive business environment of today in relation of
quantity of production, number of customers, income, sales, profitability, and chances of
retaining their customers and reducing e their cost of production, it must improve and make its
customer relations effective. Furthermore, this study showeddiscovered some of the challenges
81
facing agribusinesses in Aba metropolis of Abia State in CRM application. Theseis challenges
include its perceivedthe that high cost, poor implementation, irregular customer profile update,
information unavailability, complex nature of CRM, difficulties in CRM coordination, labour-
intensive nature of CRM, scarcity of resources to employ experts to handle CRM and it
consumes a lot of time and patienceits time demanding nature. were the challenges agribusiness
firms face in their practice of customer relationship management were the challenges of
agribusiness firms face in their practice of CRM in Aba metropolis of Abia State and Nigeria at
large
After the analyses for the hypotheses to address the second objective of this study, the
study discovered that both the socio economic characteristic of customers (for the first
hypothesis) and socio economic characteristic of firms (for the second hypothesis) have no
significant effect on customer retention in the agribusiness in Nigeria. Hence on both occasions,
this study accepted the null hypotheses which posited that both customer and firms’ socio
economic characteristic have no significant effect on customer retention in the agribusiness in
Aba metropolis.
.
5..332 Recommendations
82
In a turbulent business environment, retaining customers becomes a priority and there
are convincing arguments for service managers to carefully consider the factors that would
increase customer retention rates, the fact that a good customer relationship management leads to
increase in the number of customers retained by a firm, this study therefore recommends that
firms should work hardseriously on their relationship with their customers as this is a more
reliable and sustainablesure way of them retaining most of their customers if not all.
AFirms including agribusiness firms should train its staff members to be more
optimistic particularly on interpersonal and business relationship such as complaint handling,
devoting enough time to help and understand the dynamic individual customer needs and extend
customer life time.
Firms should improve and extend its working hours to minimize customer waiting
time, as most business runners and employed clients are too busy. This might provide the firm a
competitive edge to attract and retain potential customers.
Finally firms including Aagribusiness firms must work effectively on business
relationship and understanding the actions and reactions of customers as it is the key for a long
term business relationship, also agribusiness firms should go into innovations that will help them
to always give their customers surprises as this will help them retain their customers over time
because customers are the reason and purpose of what theywe do and rather than customersthem
depending on themus, thwey (firms) should very much depend on customersthem (Zairi 2000).
83
5.3 Conclusion
This study explored the effect of customer relationship management on customer
retention by agribusiness firms in Aba metropolis of Abia State Nigeria. It emphasizes on how
the customers are treated and whether such treatment fosters their long term commitment in
patronizing the firms that is customer retention.
The rationale of customer relationship management is to offer what the customer
requires, not what the organization can make or has to offer. It has come to a strategic stage
everyone in agribusiness firms should place customers at the leading position of their minds. In
the face of the competitive marketplace of today, customer retention presents increased
profitability and sustainable protection against competitive inroads. To achieve this goal means
considerable effort of agribusiness firms. Management has to make strong commitment to the
process, setting the right environment and focus on navigating the dynamic environment of
customer needs, expectations and competitive choices.
This study further explores the effect of customer relationship management on
customer retention by firms particularly agribusiness firms in Aba metropolis of Abia State
Nigeria. It emphasizes on how the customers are treated and whether such treatment is important
or not to retain customers.
The agribusiness firms is a source of success, able to establish long lasting
partnership and works collaboratively with existing customers. This enables it to maintain a
competitive advantage on retaining customers over its rivals, since old customers reduce cost of
acquiring new customers.
84
The result of the analyses in this study suggests that an effective customer relationship
management leads to increase in the number of customers who are retained by agribusiness
firms.Al Even though agribusiness firms may have challenges in implementing an effective
customer relationship management like cost of going into it, it is better for firms to continue with
it as it leads to an increase in customer retention and profitability of the firm in Aba metropolis.
Finally, the analyses further discovered that the socio-economic characteristics of customers and
firms have no significant effect in the retention of customers, except for the business experience
of the customer which has significant effect on customer retention from the point of view of the
customers. Finally, the results of the analysis in thise work indicate that customer relationship
management is a key variable affecting that would affect customer retention that iswith its
essentialessentiality for the survival of agribusiness firms in the study area. Therefore, this
implies the need for proper planning for effective utilization of required resources to use
effective CRM strategies to ensure retention of customers by agribusiness firms.
85
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TABLE OF CONTENTS
CHAPTER ONE: INTRODUCTION
1.1 Background Information- - - - - - - - 1
1.2 Problem Statement - - - - - - - - 5
1.3 Objectives of the study - - - - - - - - 8
1.4 Hypotheses - - - - - - - - 9
1.5 Justification of the study - - - - - - - 9
1.6 Limitations of the study 9
CHAPTER TWO: REVIEW OF RELATED LITERATURE
2.1 Concept of Customer Relationship Management - - - - 10
2.1.1 Relationship Marketing and Customer Relationship Management 12
2.1.2 Customer Relationship Management for Agribusiness - - - - 14
2.2 The Role of Customer Relationship Management Process in Customer Retention 16
2.3 Effects of Socio-Economic Characteristics on Customer Retention 16
2.3.1 Gender of Customers 16
2.3.2 Age of Customer 17
2.3.3 Income Levels of Customer 18
2.3.4 Educational Level of Customers 18
2.4 Effective CRM Strategies and Their Effects on Customer Retention - - 18
2.4.1 Strategies for Customer Relationship Management Initiatives - - - 19
2.5 Determine the Extent to Which Effective CRM can lead To Customer Retention 25
2.5.1 Effect of CRM on Customer Satisfaction - - - 26
2.5.2 Relating CRM and Customer Loyalty - - - - - - 27
2.5.3 Effect of CRM on Customer Loyalty - - - - - - 27
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2.5.4 Customer Retention - - - - - - - - 29
2.5.5 Effects of CRM on Agribusiness Firms- - - - - 30
2.6 Challenges and Benefits of using CRM in Agribusiness - - - - 31
2.6.1 Benefits of CRM in Agribusiness - - - - - - 325
2.7 Theoretical Framework - - - - - - - 35
2.8 Analytical Framework - - - - - - - 37
2.8.1 Likert rating scale - - - - - - - - 37
2.8.2 Binary Logit Model - - - - - - - - 38
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Study Area
3.2 Sampling procedures
3.3 Validity and Reliability Test Result
3.4 Data Collection
3.5 Data Analysis
3.6 Model Specification
3.6.1 Likert Rrating Sscale
3.6.2 Binary logit model
3.1 Study Area - - - - - - - - - 39
3.2 Sampling Procedure - - - - - - - - 39
3.3 Data Collection - - - - - - - - - 40
3.4 Data Analysis - - - - - - - - - 41
3.5 Model Specification - - - - - - - - 41
3.5.1 Likert rating scale - - - - - - - - 41
3.5.2 Binary logit model - - - - - - - - 42
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CHAPTER FOUR: DATA ANALYSIS PRESENTATION AND INTERPRETATIONRESULT AND DISCUSSION
4.1 TOBJECTIVE ONE: To determine the Role Ofof Customer Relationship Management Process Inin Customer Retention .
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4.2 OBJECTIVE TWO: To examine the Effects oOf Socioeconomic Characteristics oOf Both Customers aAnnd Firms oOn
Customer Retention
4.2.1 Effects of HYPOTHESIS ONE: Socioe-Economic Characteristics of Customers Of Customers Have No Significant Effect on Customer Retention
4.2.2 HYPOTHESIS TWO: The Effect of Firms Characteristics on Customer Retention
4.3 OBJECTIVE THREE:E To ascertain effective Customer Relationship Management Strategies .
4.4 OBJECTIVE FOUR: TTo determine the Extent To Which Effective CRM Can Lead Toto Which Effective CRM Can Lead to Customer Retention
4.5 OBJECTIVE FIVE: To ascertain the Effects Of CRM Onon Agribusiness Firms
4.6 TOBJECTIVE SIX: To examine the Cchallenges of agribusiness firms in their practice of CRM
CHAPTER FIVE: SUMMARY, RECOMMENDATION AND CONCLUSION
5.1 Summary of findings
5.2 Recommendations
5.3 Conclusion
Interpretation Procedure 45
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary of findings 61
5.2 Conclusion 63
5.3 Recommendations 63
REFERENCES
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LIST OF TABLES
Table 4.1: Descriptive Statistics 46
Table 4.2.1: Dependent Variable Encoding 47
Table 4.2.2: Classification Tablea 48
Table 4.2.3: Model Summary 48
Table 4.2.4 49
Table 4.2.5: Hosmer and Lemeshow Test 49
Table 4.3.1: Dependent Variable Encoding 51
Table 4.3.2: Classification Tablea 52
Table 4.3.3: Model Summary 52
Table 4.3.4 53
Table 4.3.5: Hosmer and Lemeshow Test 54
Table 4.4: Descriptive Statistics 55
Table 4.5: Descriptive Statistics 56
Table 4.6: Descriptive Statistics 57
Table 4.7: Descriptive Statistics 59
LIST OF FIGURES
Figure 1: A six-step strategy of the CRM. 19
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