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

An Assessment of Customer-Centricity Success Factors: Context of the Lebanese Market 21 Global Journal of Management and Business Research Volume XXII Issue II Version I Year 2022 ( )E © 2022 Global Journals "The Respondent's organization has a clearly defined customer-centric strategy communicated across all departments" correlates differently with all the independent variables selected. The model summary result shows that in the resultant model number 12 [generated after twelve (12) cycles of stepwise calculations], Pearson R is = 0.813 (81.3%) and demonstrates a strong relationship [excellent association] between dependent and independent variables. Meaning the dependent variable "Customer-centric strategy communicated across all departments" is justified by the different explanatory terms strongly. On the other hand, R Square and Adjusted R Square are =0.754 and 0.749, respectively, which support a good fit of the proposed regression model to the available data (see also Figures 4 and 5). In addition, the independent variables' total variation explains 74.9% of the dependent variable's variation. Moreover, Sig F Change is 0.037 (3.7%) less than α = 5% (Standard Error) is statistically significant. In addition, the Durbin-Watson statistic for this case is 1.589 value between 0 and 4. A value near 2.0 means not detecting autocorrelation in the sample (Defaux, 2019; cited in Younis et al., 2021b). Moreover, Analysis of Variance (ANOVA) testing indicates that the regression equation predicts better than expected by chance. The F-value = 112.803 with an associated probability of Sig P. = 0.000 < α = 5%. Consequently, this regression model is a good fit for the data on hand. Table 9: Coefficients Model 12 Unstandardized Coefficients Standardized Coefficients T Sig. B Std. Error Beta 12 (Constant) -5.005 .448 -11.178 .000 The Respondent's Organization Tracking of Customers (X) .738 .050 .494 14.751 .000 The Respondent's Organization Has a Loyalty Program (Z) .226 .067 .126 3.365 .001 Our company's top executives demonstrate their commitment to our customer experience strategy (W) .245 .034 .264 7.202 .000 Our leaders spend significant time with customers and employees hearing first-hand about the customer experience (A) .119 .066 .071 1.817 .040 A profound understanding of customers’ needs informs our strategic direction (B) .775 .088 .358 8.812 .000 At our company, the customer experience, the strategy, and the brand are inseparable (C) .418 .135 .119 3.104 .002 Our HR systems support the customer experience (D) .161 .032 .183 5.075 .000 We hire for attitude and fit with our culture (E) .312 .051 .186 6.123 .000 Our internal communications help create clarity and commitment toward delivering the customer experience (F) .037 .018 .068 2.087 .038 Our employee experience mirrors the customer experience (G) .160 .047 .096 3.393 .001 Our use of CRM technology enhances customer interaction (H) .329 .059 .194 5.611 .000 Customers of the Organization are Involved in the Design of their Products and Services (I) .207 .036 .220 5.758 .000 Functional Teams Related to Customer Direct Relationships are Integrated (J) .469 .106 .161 4.404 .000 The Use of Technology to Analyze Customer Data in the Respondent's Organization (K) .400 .110 .146 3.641 .000 The Culture of the Respondent's Organization Supports Customer Centricity (L) .505 .241 .049 2.092 .037 Table 9 reports the values of both the unstandardized and the standardized coefficients that are statistically significant with Sig. P. values less than 5% within model 12. Mentioned below is the analysis of the results for the model with the standardized regression equation since this topic deals with intangible variables rather than econometric variables: