Global Journal of Management and Business Research, E: Marketing, Volume 22 Issue 2

0.430, implying a moderate positive but statistically significant between the variables. vii. Cross-tab analysis summary The abovementioned analysis showed that the most related factors to the presence of a clearly defined customer-centric strategy are those factors related to culture, structure, and technology. Results are similar to those reported by Self (2009), Van den Hemel and Rademakers (2016), Morgan (2019), and Soubra (2021). Other factors on distinctive strategy and HR are related but at a lower rate. Results indicate the importance of having a culture that encourages internal customer- centric communication driven by the commitment of leadership towards the customer-centric strategy of the organization. Also, technology (CRM) is a significant factor in increasing customer interaction which fits Lamberti's (2013) recommendations. Table 5: Levene’s Test for Equality of Variances / Independent Samples Test Section 1 - Customer-Centric Leadership Levene’s Test for Equality of Variances t-test for Equality of Means F Sig. T df Sig. (2-tailed 7- Our company's top executives demonstrate their commitment to our customer experience strategy Equal Variances Assumed 8.557 .004 -3.288 198 .001 Equal Variances are not Assumed -3.204 177.200 .002 9- Our leaders spend significant time with customers and employees hearing first-hand about the customer experience Equal Variances Assumed 1.802 .182 -2.606 198 .010 Equal Variances are not Assumed -2.579 174.056 .011 Section 2 – Distinctive Strategy F Sig. T df Sig. (2-tailed 13- A profound understanding of customers’ needs informs our strategic direction Equal Variances Assumed 3.041 .083 -2.888 198 .004 Equal Variances are not Assumed -2.828 179.312 .005 15- At our company, the customer experience, the strategy, and the brand are inseparable Equal Variances Assumed 11.842 .001 -2.327 198 .021 Equal Variances are not Assumed -2.201 173.919 .030 Section 3 – HR Alignment F Sig. T df Sig. (2-tailed 16- Our HR systems support the customer experience Equal Variances Assumed .560 .455 -2.136 198 .034 Equal Variances are not Assumed -2.066 173.648 .041 17- We hire for attitude and fit with our culture Equal Variances Assumed 1.251 .265 -1.989 198 .049 Equal Variances are not Assumed -1.940 177.559 .055 An Assessment of Customer-Centricity Success Factors: Context of the Lebanese Market 16 Global Journal of Management and Business Research Volume XXII Issue II Version I Year 2022 ( )E © 2022 Global Journals viii. T-Test Data from the questionnaire's attitude section was extracted to perform a T-test analysis. The aim was to assess if there was a difference in the employees' perceptions regarding the different factors understudy in the customer-centric organization. Nine questions of this section were significant with their t-test results shown in Table 5. Tables 5 and 6 illustrate the salient differences between the respondents' answers means who considered their organizations are customer-centric or product-centric.