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

centric organization implies the complete integration of all functional activities to deliver superior customer value. Those literature findings were congruent with the results obtained from the inferential analysis of primary data. H2: Organizational culture affects the effectiveness of the customer-centric strategy Regression analysis showed that the variable “The Culture of the Respondent's Organization Supports Customer Centricity (L)” related to culture was statistically significant.Therefore, hypothesis H2 is accepted. Many researchers highlighted the importance of culture as the main factor and considered it a critical success factor of a customer-centric organization (Shah and Staelin, 2006; Trochlil, 2004; Lamberti, 2013; Jordheim, 2014; Yohn, 2018). H3: Human Resources (HR) policies affect employee behavior in being customer-centric Four statements tested hypothesis H3. These are: "our internal communications help create clarity and commitment toward delivering the customer experience (F)," "our employee experience mirrors the customer experience (G)," "our HR systems support the customer experience (D)," and "we hire for attitude and fit with our culture (E)." These were tested and resulted in being statistically significant. These supported the acceptance of hypothesis H3. The abovementioned variables are highly congruent with Macaulay (2011), Fox (2013), and MacDonald (2022) highlighted the importance of the HR function, processes, and policies in affecting employee behavior and the success of the customer-centric strategy of the organization. H4: Adopting the right technologies enables the success of customer-centric strategies Four statements tested hypothesis H4. These are: "the Respondent's Organization Tracking of Customers (X)," "our HR systems support the customer experience (D)," "our use of CRM technology enhances customer interaction (H)," and "the Use of Technology to Analyze Customer Data in the Respondent's Organization (K)." According to the outcomes of the regression analysis, all four statements were statistically significant. Therefore, H4 is also accepted. This result is congruent with Galliers and Leidner (2003), who highlighted the importance of aligning the information systems with the corporate customer-centric strategy. The authors state that the fit of technology with organizational strategy is essential to determine the success of a customer-centricity strategy. In addition, Reynolds (2002), Morgan (2019), and MacDonald (2022) emphasized that customer relationship management (CRM) technology follows a customer- centric strategy where applying the right solution is also critical to the success of the organization's strategy. The use of CRM technology to target customer needs and support the customer experience was a significant variable in all tests and analyses done. Moreover,Marshak (2013) stressed the measurement factor supporting the tracking of customers in organizations. The results also show the importance of this variable as compared with other strategic and internal organizational factors. H5: Applying the right leadership commitment enables the success of customer-centric strategies Regression analysis results show that two statements were tested and were statistically significant. Therefore, the two statements "Our Company's top executives demonstrate their commitment to our customer experience strategy (W)" and "Our leaders spend significant time with customers and employees hearing first-hand about the customer experience (A)" support the acceptance of the hypothesis 5. The first statement is fundamental since it reflects the long-term direction toward the sustainability of customer-centricity. Galliers and Leidner (2003), Nadkarni (2010), and Macaulay (2011) emphasized the strategic role that leadership commitment foster and supports a strong integration of the HR strategy, information systems strategy, marketing strategy, and customer-centricity strategy and how these should be in harmony with the corporate strategy. Moreover, Bhattacharjee, Hartvig Müller, & Roggenhofer (2016) stress the importance of the organization's leading players "to choose which customer journeys matter, which metrics to target, and which incentives to apply in energizing and motivating frontline workers to build and sustain a superior customer experience" (para 3). As for the second statement, Bailey (2005) contended that one of the three-level primary imperatives to becoming customer- centric is knowing the customer well. Fox (2013) stressed that executives must seek external customers, listen to them and involve them. In addition, MacDonald (2022) recommended putting relationships with customers first as one of four critical success factors for customer-centricity. H6: The majority of Lebanese organizations are following a customer-centric approach Five statements tested hypothesis H6. These are: "a profound understanding of customers' needs informs our strategic direction (B)," "at our company, the customer experience, the strategy, and the brand are inseparable (C)," "our internal communications help create clarity and commitment toward delivering the customer experience (F)," "customers of the Organization are Involved in the Design of their Products and Services (I)," and"the Respondent's Organization Has a Loyalty Program (Z)." According to the outcomes of the regression analysis, all four statements were statistically significant. Therefore, H6 is accepted. It is worth mentioning that the descriptive analysis shows that 72% of the surveyed sample considered their organization to be customer-centric, An Assessment of Customer-Centricity Success Factors: Context of the Lebanese Market 23 Global Journal of Management and Business Research Volume XXII Issue II Version I Year 2022 ( )E © 2022 Global Journals