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 25 Global Journal of Management and Business Research Volume XXII Issue II Version I Year 2022 ( )E © 2022 Global Journals Figure 6: Validated Research Model b) Recommendations Based on the conclusions mentioned above, the research suggests the following recommendations: Regarding practitioners, to ensure the smooth and successful adoption of an effective customer- centric strategy in different organizations, there should be sufficient knowledge of theoretical frameworks. Moreover, critical success factors must be identified, understood, and applied. Gaining experience on how to develop a suitable customer-centric strategy is essential to attract and retain customers who are prospects, current, and loyal. Stakeholders and the broad-supply- chain include practitioners from different fields, including management, marketing, finance, customer service, human resources, and technology, should join their effort in determining a best practice model for a customer-centric organization. Deloitte & Touche (2014),Yohn (2018), and Morgan (2019) recommend that to develop a successful and effective customer- centric strategy, an organization should adopt selected strategies in the internal and external operations. Exploring such a model could be applicable with appropriate changes (Lamberti, 2013) to the different industries in various areas of Lebanon and possibly in the region. As for academics, this study sheds light on a subject not researched in the context of Lebanon. Consequently, many studies may be realized in various economic sectors in Lebanon and conducting a cross- country comparison. The practitioners' experiences help improve frameworks to extract the full potential in different organizations effectively and efficiently. Regarding future research, studies and investigations should tackle the interrelationships between the different critical success factors and the profitability of a customer-centric organization. As mentioned in the literature review, several metrics measure the effectiveness of customer tracking techniques (Panthongpraser, 2015). However, a definitive metric that enables the calculation of the profitability of each internal or external factor is not yet present. In the Lebanese context, future research can cover the relation between customer-centric strategies and the type of businesses. More than 90% of business institutions in Lebanon are family-owned. Hence, this research is analyzed to explore possible correlations between the customer-centricity of an organization and its type. Studying the different factors identified in this research and how they differ between family and non- family-owned businesses is intriguing for future research. Research Limitations This research has several limitations: • The research has a small sample of participants. Therefore based on the respondents' experiences from different organizations in the Lebanese market regarding customer-centricity. A fact that affects the ability to generalize the results and findings of the research. Nevertheless, the findings are unique, add to the already limited knowledge in Lebanon about the subject, and could serve to be a source for the future works,