Global Journal of Management and Business Research, E: Marketing, Volume 22 Issue 2
24. The Culture of the Respondent's Organization Supports Customer Centricity 25. Customer Centricity of the Respondent's Organization is in the Mission and Vision Statements An Assessment of Customer-Centricity Success Factors: Context of the Lebanese Market 20 Global Journal of Management and Business Research Volume XXII Issue II Version I Year 2022 ( )E © 2022 Global Journals Table 8: Pearson’s correlation analysis The respondent's organization has a clearly defined customer-centric strategy communicated across all departments. Weak strength of relationship 0.20 < R < 0.40 We have a strategic vision that permeates the company .205 .035 Our company's top executives demonstrate their commitment to our customer experience strategy .210 .006 Customer Tracking Tool .245 .039 Loyalty Program Tool .266 .025 The Respondent's Organization Tracking of Customers .276 .040 We have a distinctive culture and a brand ‘DNA’ that permeates our company .305 .035 Our employee experience mirrors the customer experience .320 .000 Our customer-centric technology increases the value we deliver to our customers .322 .000 We have created training to equip our employees to deliver the customer experience .344 .000 Customer Centricity of the Respondent's Organization is in the Mission and Vision Statements .352 .031 The Respondent's Organization Tracks Customer Satisfaction .354 .000 Customer-centric information systems enable our company to target our customers most persisting needs .367 .026 Moderate strength of relationship 0.41 < R < 0.60 The Culture of the Respondent's Organization Supports Customer Centricity .408 .005 The Use of Technology to Analyze Customer Data in the Respondent's Organization .427 .000 Customers of the Organization are Involved in the Design of their Products and Services .433 .000 Our HR systems support the customer experience .443 .000 Our leaders spend significant time with customers and employees hearing first-hand about the customer experience .523 .000 Functional Teams Related to Direct Customer Relationships are Integrated .543 .007 We hire for attitude and fit with our culture .548 .000 At our company, the customer experience, the strategy, and the brand are inseparable .583 .000 Our use of CRM technology enhances customer interaction .599 .014 Strong strength of relationship 0.61 < R < 0.80 A profound understanding of customers’ needs informs our strategic direction .635 .000 Our leaders make decisions that are consistent with our customer experience strategy .674 .000 The Respondent's Organization Has a Loyalty Program .704 .000 Our internal communications help create clarity and commitment toward delivering the customer experience .769 .010 Table 8 reports the values of Pearson Correlation R and P-sig between all the different variables. As shown in Table 8, the strength of the correlation is marked based on three categories weak, moderate, and strong. All variables are statistically significant at 5% significance. The dependent variable Valid Sample (N) = 200 Sig.(1- tailed)
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