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

there is a difference between the means. The customer- centricity mean = 3.75 is larger than the product- centricity mean = 2.1, concluding that the respondents' organizations adopting customer-centricity are motivated by customers' experiences. Our use of CRM technology enhances the interaction of customers Levene’s test significance is 0.883> 0.05, so equal variances are assumed. The P-value of the t- statistic (under Levene's test of Equal Variances Assumed) is significant at (Sig. 0.00 < 0.05), indicating there is a difference between the means. The mean of customer-centric = 4.02 is higher than that of product- centric = 2.99, showing that respondents from customer-centric organizations are confident that their use of CRM technology enhances their interaction with the customers. ix. T-test summary Following the variances and means analysis of the different attitude questions between the respondents of customer-centric organizations and product-centric organizations shows that this analysis coincides with the cross-tabulations result. The analysis shows that the main differences in means were in factors related to structure, culture, and technology depicting that respondents value the importance of leadership commitment, internal communication, and CRM applications in supporting the customer experience at their respective organizations. In some cases, the customer-centric and the product-centric means were close to 3 (a reference to the choice of 'Neutral'), indicating respondents are uncertain about the status of the specific factor in determining their organization- centricity. Moreover, the overall results and analysis are a good indicator that the structure, culture, and technology of an organization are significant determinants in the centricity of this organization.Such findings align with those of Self (2009), Van den Hemel and Rademakers (2016), Morgan (2019), and Soubra (2021). Finally, the T-test results and analysis will be the basis of the hypotheses testing and validation mentioned at the end of this paper. x. Regression Analysis This section presents a regression analysis of the variables examined for the sample under study. The dependent variable is the statement "respondents' organizations have a clearly defined customer-centric strategy communicated across all departments." The researchers decided to select various independent variables from the different questionnaire sections. The variables taken are five (5) knowledge-related variables, 15 attitude-related variables (3 from every section), and five (5) implementation issues-related variables. The selected variables are as below: Dependent variable : Customer-centric strategy communicated across all departments Independent variables: Knowledge 1. The Respondent's Organization Tracking of Customers 2. The Respondent's Organization Tracks Customer Satisfaction 3. Customer Tracking Tool 4. The Respondent's Organization Has a Loyalty Program 5. Loyalty Program Tool Attitude: Customer-Centric Leadership 6. Our company's top executives demonstrate their commitment to our customer experience strategy. 7. Our leaders spend significant time with customers and employees hearing first-hand about the customer experience. 8. At our company, the customer experience, the strategy, and the brand are inseparable. Attitude: Distinctive Strategy 9. We have a strategic vision that permeates the company 10. A profound understanding of customers’ needs informs our strategic direction 11. At our company, the customer experience, the strategy, and the brand are inseparable Attitude: HR Alignment 12. Our HR systems support the customer experience 13. We hire for attitude and fit with our culture 14. We have created training to equip our employees to deliver the customer experience. Attitude: Internal Culture 15. Our internal communications help create clarity and commitment toward delivering the customer experience. 16. We have a distinctive culture and a brand ‘DNA’ that permeates our company 17. Our employee experience mirrors the customer experience Attitude: Customer-Centric Technology 18. Our use of CRM technology enhances customer interaction 19. Customer-centric information systems enable our company to target our customers' most persisting needs 20. Our customer-centric technology increases the value we deliver to our customers Implementation Issues 21. Customers of the Organization are Involved in the Design of their Products and Services 22. Functional Teams Related to Direct Customer Relationships are Integrated 23. The Use of Technology to Analyze Customer Data in the Respondent's Organization An Assessment of Customer-Centricity Success Factors: Context of the Lebanese Market 19 Global Journal of Management and Business Research Volume XXII Issue II Version I Year 2022 ( )E © 2022 Global Journals