HAWASSA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

CUSTOMER RELATIONSHIP MANAGEMENT AND ITS IMPACT ON

CUSTOMER LOYALTY in CASE OF NEGELE ARSI COMMERCIAL BANK OF
ETHIOPIA

A RESEARCH PAPER ON PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR BA DEGREE IN MANAGEMENT

BY: Elsabet Tegene

Id:-111/10

ADVISOR: Habtamu M.

MAY, 2021
HAWASSA, ETHIOPIA
 Acknowledgment
First of all thanks to almighty God the source of every knowledge and wisdom: next, I
would like to express my deep gratitude to my advisor Mr. Habtamu M. for his genuine
advice, critical comment and closer supervision. Finally yet importantly, I am highly
grateful to all persons who have co-operated me in the development and successful
completion of this proposal.

I
 Acronym

CRM: Customer Relationship Management

HU: Hawassa University
CBE: Commercial Bank of Ethiopia.

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 Table of Contents
Acknowledgment ...................................................................................................................... I
Acronym................................................................................................................................... II
Table of Contents ...................................................................................................................III
CHAPTER ONE .......................................................................................................................1
1. Introduction...........................................................................................................................1
1.1. Background of the Study ..............................................................................................1
1.2 Statement of the Problem ..............................................................................................2
1.3. Objective of the Study ..................................................................................................4
1.3.1 General Objective ...................................................................................................4
1.3.2 Specific objectives ..................................................................................................4
1.5 Scope of the Study .........................................................................................................4
1.6 Significance of the Study ...............................................................................................5
CHAPTER TWO ......................................................................................................................6
2. Literature Review .................................................................................................................6
2.1. Definition of Customer Relationship Management ....................................................6
2.2. Why do Organizations need and Undertake Customer Relationship Management? 6
2.1.1 Benefit of Customer Relationship Management ...................................................7
2.3. Achieving Good CRM ..................................................................................................7
2.4. Customer Loyalty ..........................................................................................................8
2.4.1 Behavioral Loyalty .................................................................................................8
2.4.2 Attitudinal Loyalty..................................................................................................8
2.4.3 Benefit of Customer Loyalty..................................................................................9
2.5. Antecedent factors of customer Loyalty ......................................................................9
2.5.1 Customer Satisfaction .............................................................................................9
2.5.2 Customer Relationship Management (CRM) .....................................................10
2.6 Customer Relationship Management in Banking Industry .......................................10
2.7 Challenges of CRM in the Bank .................................................................................11
CHAPTER THREE ................................................................................................................13
3. Research Methodology and Design ..................................................................................13
3.1 Description of study area .............................................................................................13
3.2 Research design ............................................................................................................13
3.3 Study Period .............................................................................................................13
3.4 Target Population .....................................................................................................13

III
 3.5 Sampling Technique and sampling size determination .............................................13
3.5.1 Sampling Technique .............................................................................................13
3.5.2 Sample Size Determination ......................................................................................14
3.6 Source of Data ..............................................................................................................15
3.7 Method of Data Collection ..........................................................................................15
3.8 Data Collection Procedure ...........................................................................................15
3.9 Method of Data Analysis .............................................................................................16
Reference ................................................................................................................................17

IV
 CHAPTER ONE

1. Introduction

1.1. Background of the Study

Previously marketing efforts had been directed majorly at gaining new customers
(Sivadas and Baker-prewitt, 2000). However, with increased competition and low
customer switching costs, building customer loyalty is now a critical goal for
organizations (Johnson et al, 2004).

The key to build lasting customer relationships is to create superior customer value and
satisfaction. In their view, Kotler and Armstrong (2008:13) satisfied customers are more
likely to be loyal customer and to give the company a larger share of their business.
Targeting acquiring, and retaining the right customer is at core of many successful
business firms once a firm has won customer it sees as desirable, the challenge shift to
building relationship and turning hem in to loyal customers who will generate growing
revenue for the firm in the future. Customer relation ship management (CRM) concerned
with customer data management, that is managing detail information about individual
customers and carefully managing customer touch points in order to maximize customer
loyalty by delivering superior customer value and satisfaction (Oc 20102).
Customer relation management is one of several antecedent of loyalty. Because CRM is
the “seed” out of which loyalty develops, enhancing customer relation ship management
is an important means for achieving loyalty. Failure to meet customer needs and
expectation and failure in maintaining effective customer relationship management
technique is assumed to result in dissatisfaction (Zeithaml and Bitner, 2003), which is
considered as the major causes of customers exit from organizations (Buttle and Burton,
2001).
Commercial bank of Ethiopia, Negele branch has been encountering a customer
dissatisfaction and customer exit from the organization. This is due to poor customer
relationship management technique. Therefore, corrective action must be taken in order
to eliminate this problem. In fact, maintaining an effective customer relationship

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management is a big issue in banking service. There is no study undertaken on the area of
the impact of CRM on customer royalty. This is the reason that initiates the researcher to
conduct a research on the topic: “the customer relationship management and its impact
on customer loyalty in commercial bank of Ethiopia, Negele branch.”

1.2 Statement of the Problem

Customer relationship management has gained wide attention in both business and
service literatures recently and become of pivotal importance to many organizations as
the key to profitability, through building and maintaining sustainable relationships with
profitable customers. Zakaria (2014) stated that it is very important in our intensity
changing competitive environment in the banking industry to be in direct contact with the
customers in order to build up good relationship so that satisfaction can be attained. As a
result of this knowing the main elements of customer relationship management which can
achieve customer satisfaction and loyalty is a critical issue for financial Institutions;
especially with the intensive competition between such institutions. In applying the
CRM, the goal of the banks is to identify their own profitable customers and to provide
personalized services, in order to enhance and increase both customer satisfaction and
loyalty in the long run (Shani and Chalasani, 1992). Thus customer relationship
management becomes the main tool used to satisfy and retain customers in the banking
industry. During (1974-1991) the time where the Ethiopian economy was under
command economy, there was no such a belief in the minds of many bankers that
customers are the life blood of their business and customer-centric culture was not
developed well as banks were operating in non-competitive environment. With change of
regime in Ethiopia in 1991 the market oriented economy policy was put in place and
operation Banks by Ethiopian nationals were allowed since 1994. As the numbers banks
increases in Ethiopia over a time, banks start to operate in a competitive environment.
Nowadays there are about 16 private banks and state owned banks in Ethiopia and as a
result of increasing the number banks in Ethiopia banks are competing to attract new
customers and they are using CRM as a tool and strategy to attract, to satisfy and retain
customers. Yatish and Ehtesham (2013) argued that heavy competition threatening banks
revenues and putting downward pressure on operating margins and profits, so retail banks
are facing increasing pressure to increase their growth rate and they are using CRM as a

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Main tool for competition. Cherinet(2015) stated that as financial market place becomes
more dynamic and competitive in Ethiopia, banks also need to focus on retaining existing
clients through effective relationship marketing. Hence, in recent times CRM is adopted
as a marketing tool and strategy in Ethiopian banking industry. Therefore, undertaking
studies about the practice and effectiveness of CRM in Ethiopia banking industry is quite
necessary to improve it implementation and practice. The current study in general
examined the effect of CRM through its four dimensions namely -Key customer focus,
knowledge management, CRM organization and technology -based CRM on Customers
Loyalty. Limited researches are done to examine the effect of CRM on loyalty in
Ethiopia by comparing private bank versus state owned bank. Therefore, the current
study filled knowledge gap by examining the effect of CRM on loyalty in this regard. The
other key point that makes sense to conduct this study is that most studies which were
conducted before mainly examined the effect of CRM on loyalty in Ethiopian banks’ case
bases their CRM dimensions on Trust, Commitment, Conflict handling ,Empathy and
Communications which are attitudinal aspect of customers. Evidence from marketing
literature suggests that CRM has strong relationship with several customer behavioral
outcomes (Sin et al, .2005). Therefore, the current study attempts to expand our
understanding of the relationship between CRM and customer loyalty through the
behavioral components of CRM i.e. Key Customer Focus, Knowledge Management,
CRM organization and Technology-based CRM in the context of the banking industry. In
general, the study has significant importance in signaling which dimension of CRM has
strong or weak influence on customer loyalty for CBE and this helps to identify areas of
strength and weakness of banks in connection with CRM practice. The study also
discusses the practice of CRM and loyalty on CBE.
Commercial bank of Ethiopia is one of the most successful financial institution in
Ethiopia and the one which provides service of that needs to attract many customer of the
organization. Managing customer relationship is a key for service providers who want to
earn their customer’s loyalty and avail themselves from its benefits such relationship
management is facilitated through the implementation of CRM system. However there
are some challenges which hinder relationship management in the bank such as how the
bank measure satisfaction of its customers, how to handle customer complaints in order
to retain loyal customer in the bank and to let loyal customers to the bank.

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This study answers the following basic questions.
1. What is the impact of Key customer focus on customer loyalty??
2. How the banks handle its customer complaints?
3. What are the strength and weakness of the bank regarding customer
relationship management?
4. What is the impact of knowledge management on customer loyalty?
5. What is the impact of technology -based CRM on customer loyalty?

1.3. Objective of the Study

1.3.1 General Objective

The general objective of the study is to assess customer relationship management and its
impact on customer loyalty in case of Negele Arsi commercial bank of Ethiopia

1.3.2 Specific objectives

1. To know the impact of Key customer focus on customer loyalty??
2. To identify how the bank handle its customer complaints?
3. To investigate the strength and weakness of the bank regarding customer
relationship management?
4. To identify the impact of knowledge management on customer loyalty?
5. To know the impact of technology -based CRM on customer loyalty?

1.5 Scope of the Study

Even though, commercial bank of Ethiopia have many branches, due to some constraints
like time and budget these study will be limited itself on commercial bank of Ethiopia
geographically and conceptually it only deals with customer relationship management
and its impact on customer loyalty. Methodologically the research will employ
descriptive research methodology by using both quantitative and qualitative research
approach. More over based on time scope of the research this research will be conducted
from May to August, 2021.

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1.6 Significance of the Study
The outcome that drawn from this study will help the bank in order to identify the main
customer oriented areas or touch point that should be carefully addressed to improve with
customer needs and also to identify the strength and weakness of the bank in dealing with
its customers. Then to take corrective action on the system that the study will find as a
barrier. The study also used for policy makers and will used as a reference for other
researcher who is interested in this subject matter.

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 CHAPTER TWO

2. Literature Review

2.1. Definition of Customer Relationship Management

Different authors define customer relationship management indifferent time some of
these are listed as follows. Customer relationship management is the process of building
and maintaining profitable customer relationship management by delivery superior
customer value and satisfaction and involves carefully managing customer touch point to
maximize customer loyalty or its strategy, process and enabling technologies that allow
organization to acquire and retain its best customer (Philip customer kottlre 12th edition,
2006).

Customer relationship management concerns the relationship between the organization

and its customer. Customers are the life blood of any organization be it global
corporation with thousands of employee and multibillion turn over or sole trade with a
hand full of regular customer (Ellen Gifford, 2002).

Customer relationship is a corporate wide approach to understanding customer behavior

influencing it through continuous relevant communication and developing long term
relationships to enhance customer loyalty acquisition, retention and profitability (Sharp,
2003).

2.2. Why do Organizations need and Undertake Customer Relationship

Management?
As Ellen Gifford stated the ultimate purpose of customer relationship management, like
any organization initiative, is to increase profit. In the case of customer relationship
management this is achieved mainly by providing a better service to your customer than
your competitor. Customer through a good customer relationship management capability
will also reduce cost wastage and complaints effective CRM also reduce staff stress
because, a major cause for stress reduces as service and relationship improve.

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2.1.1 Benefit of Customer Relationship Management

Gifford, (2002), states that there are significant business benefit derivable forms an
integrated customer relationship management approach. These include:
 Reduced costs, because the right things are being done
 Increase customer satisfaction because they are getting exactly what they want
(i.e. exceeding expectations).
 Growth in number of customers
 Maximization of opportunities (i.e. increased service, referral etc).
 Long term profitability and sustainability
 Highlighting poor operational process
 Offering a big advantage of competition to the enterprises
 Reduction in procedure cost
 Improvement of customer loyalty increase to race of scaft loyalty.

Benefits to customers, Ansoff (1990:26) as quoted by Onu (2008) includes:

 Risk and stress reduction
 High quality service since the service provider becomes knowledgeable about
customer requirement.
 Social and status benefit from continuity relationship with a supplier since
repeated contract may develop relationship resembling personnel friendship
which can feed ones status.
 Avoiding switching cost because maintaining a relationship with suppliers
avoids the cost associated with switching to a new provider.

2.3. Achieving Good CRM

Achieving good CRM required many organizations to adopt new perspective (Ellen
Gifford) clarity as follows. Consider the following
 Traditional customer is something you ‘do to’ the customer.
 Modern CRM is ‘done with’ the customers.
The second statement is emphasized the big difference between conventional traditional
service, and the modern progressive CRM approach, your relationship with customer

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should be on going cooperative and built for long term organizations who have many
transitory relation with customer the cost of keeping existing customer is a tiny fraction
of cost of acquiring new customers (Ellen Gifford, 2002).

2.4. Customer Loyalty

There is still no universal agreement on the definition of loyalty. However, researchers
have agreed that customer loyalty les two dimensions; behavioral and attitudinal
dimensions (Skogland and Siguaw, 2004).

2.4.1 Behavioral Loyalty

Behavioral loyalty is a customer’s overt behavior toward a specific product/ service in
terms of repeat purchasing pattern a repeat purchasing pattern. It can be determined as
actual purchase frequency, the portion of occasions in which a specific brand is
purchased as compared to the total number of purchased brand. According to Kumer and
Shah (2004), behavioral loyalty is observed form purchase behavior if a business can
successfully achieve repurchase behavior, then it is on the way to generating customer
loyalty (Gee et al, 2008).

2.4.2 Attitudinal Loyalty

Researcher widely agrees that the mere measurement of repeat purchase does not capture
the whole meaning of loyalty. Some scholars argue that behavioral loyalty (repeat
purchase) alone is too simplistic and odes not capture the multidimensionality of loyalty
(Kumer and Shah2004). Attitudinal loyalty represent a high order, or long term,
commitment of customer to the organization that can not be inferred by merely observing
customer repeat purchase behavior. This as often results as an out come of a long fruitful
relation ship between the organization and the customer over the time (Kumer and Shah,
2004).

Van Looy et al. (2003 P. 59) putting in to consideration both behavioral and attitudinal
aspects pf loyalty, defined customer loyalty as “customer behavior characterized by a
positive buying pattern during an extended period (measured by means of repeat
purchases, frequency of purchase) and driven by positive attitude towards the company
and its products or services”. The consideration of attitude in addition to behavioral

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representation makes loyalty not just richer conceptually (loyalty is a process, not just an
act) but also more useful for practical purpose. (Dick and Basu, 1994)

2.4.3 Benefit of Customer Loyalty

Customer loyalty generates numerous benefits. According to Rowley (2005), a stable

customer base is a core business asset that enables improved organizational profitability.
Chaudhuri and Holbrook (2001) suggest that a high customer loyalty implies a higher
market share and an ability to demand relatively a higher price compared to those
competitors. Loyal customers are cheaper to serve; less price sensitive, foster positive
word of mouth promotion.

Customer loyalty creates a stable pool of customers for firms products or services Loyal
customers demand less time and attention from the organizations they patronize and
behave favorably towards the company in a variety ways (e.g. forgiving product (service)
because they are emotionally committed (Crosby, 2002)., As result, they are a major
source of sustained growth (Anderson and Mittal, 2000).

2.5. Antecedent factors of customer Loyalty

Maintaining customer is increasingly difficult in many industries consequently;
companies need to consider the antecedents of customer loyalty and their relative
importance (Lewis and Soureli, 2006). It is important to gain insight to the two
antecedent factors of customer loyalty customer satisfaction and customer relationship
management (CRM).

2.5.1 Customer Satisfaction

Satisfaction is one of the several antecedents of loyalty (Buttle & Burton, 2001).
Customer satisfaction is the ability to bridge the gap between customer expectations and
product/ service delivery”. (Dafty, 2011 P. 44), It is achieved when the customer
expectations about the performance of service or product being consumed are met or
exceed (Anton et al.. 2007). The strong focus on customer satisfaction is based on the
implicit assumption that there is strong positive relationship between customer
satisfaction and loyalty (Homburg and Giering, 2001).

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Failure to meet customer needs and expectations is considered as a major cause of
customers exit from organization because it is assumed to result in dissatisfaction
(Zeithaml and Bither, 2003). Therefore organizations must be customer focused/driven to
gain intrinsic knowledge of the customer’s needs and expectations. More over, an
organization’s capacity to satisfy customers need prevent both customer withdrawal and
the arrival of new competitors (Gomez et al, 2004).

2.5.2 Customer Relationship Management (CRM)

“All business is based on relationships. The firm only has to make them visible and
meaningful for its customer provided that the customer wants them” (Grunroos, 2007
p.23).

Customer relationship management is the over all process of building and maintaining
profitable customer relations by delivering superior or value and satisfaction (Kotler and
Armstrong, 2006. p. 13). CRM is an attempt to modify customer behavior over time and
strengthen the bond between the customer and the company, with the purpose of
maximizing the value of the relationship to the customer for the customers benefit and the
company’s benefit. CRM could enhance a company’s ability to achieve the ultimate goal
of retaining customers and so gain strategic advantage over it competitors (Nguyen et
al… 2007). CRM allows organizations to distinguish between customers that are
profitable, nearly profitable, unprofitable and have the potential to be profitable (Bull,
2003).

The customer awareness of organization customer relationships could raise their loyalty
toward the corporation, which would in turn increase company income, enhance market
share, and achieve other corporate objectives (Hsieh & Li, 208).

2.6 Customer Relationship Management in Banking Industry

Today, many businesses such as banks, insurance companies and other service provider
realizes the importance of CRM and its potential to help them acquire new customers,

10
retain the existing ones and their life time value. Onut et al (2007) argues that CRM is a
business strategy of identifying the banks most profitable customer & prospects, and
devotes time and attention to expanding account relationships with those customer
through individualized marketing and customized service all delivered through the
various sales channels that the bank uses.

The banking industry is facing an ever increasing level of completion around the world as
the dynamics of the business change bank have understood the need to capitalize on the
new technologies to gain advantage in the competition by exploiting their customer base,
brand value and costly infrastructure investment in order to increase profits as there is a
direct link between the customer satisfaction and profitability. However the banks faced
challenges in implementing CRM it include
 lack skilled people
 quality of customer data
 using customer data more intelligently
 using right technologies

2.7 Challenges of CRM in the Bank

As (Antony Lawrence, 2010) stated that CRM is not easy to understand but when it come
up to implementation it be comes very difficult for the bank. Generally it is observed that
the bank do not fail to select right tools but they fail to implement it improper way. Banks
are finding it difficult track and pitch profitable customers across the various contact
channel such as ATM, el mail, voice recognition and wireless. Bank should train
customer to serve themselves and connect customer focused marketing campaign across
the various service and products.

The challenge for the bank is to retain and depend on the profitability of existing
customer relationship. In attempt to be more profitable the banks have been come
competitive and more customers oriented. The CRM is one of such tools which help in
meeting the customer expectation according to their changing needs. Banks have started
acknowledging the importance of the customer in developing their business. They have

11
recognized that is essential to protect and grow its customer base and ultimately its
profitability.
The banks can do this by building relationship with its customer. To meet the customer
need to beat the computation they must deliver superior quality service. The CRM
approach adopts by the bank focused on maximizing the value of customers and the bank.
There are key derivers to customer loyalty such as: positive staff attitude, honesty,
integrity, productive advice and delivery promised service and so on (Antony Lawrence,
2010, 2nd edition, page 146-147).

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 CHAPTER THREE

3. Research Methodology and Design

3.1 Description of study area

The study will be conducted in Negele Arsi Commercial Bank of Ethiopia. Negele Arsi is
a town in southeastern Ethiopia. Located in the West Arsi Zone of the Oromia Region on
the paved highway north of Shashamane, this town has a longitude and latitude of 7°21′N
38°42′E / 7.350°N 38.700°E and an elevation of 2043 meters above sea level.

3.2 Research design

This study will adopt a descriptive survey design. Descriptive Survey research is a
research method involving the use of questionnaires and statistical surveys to gather data
about people and their thoughts and behaviors. A survey is an attempt to collect data from
members of a population in order to determine the current status of that population with
respect to one or more variables. The descriptive nature of research will used in order to
gain information on customer relationship management and its impact on customer
loyalty in case of Negele Arsi commercial bank of Ethiopia

3.3 Study Period

This study has being conducted from May 1, 2021

3.4 Target Population

Target populations for the research will be employees and customers of Commercial
Bank of Ethiopia, Negele branch. Thus 19 employees and 41 customers will be assumed
to be the target population for the purpose of this study.

3.5 Sampling Technique and sampling size determination

3.5.1 Sampling Technique
The researcher will use both probability and non-probability sampling technique. From
the various categories of probability sampling technique the researcher specifically
employed simple random sampling technique. This is because first, all the employees are

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considered equally important for the study. Second the researcher has an access to get the
list of all employees and the last but not the least reason is in order to avoid bias simple
random sampling technique will be the first choice of the researcher.
On the other hand, among the different types of non-probability sampling technique,
convenience sampling technique will be selected. This is for the reason that it is difficult
to get all the customers of the bank. Due to time and budget constraint the researcher is
forced to use convenience sampling technique. Therefore, the convenient respondents
among the entire customers of the bank will be used.
3.5.2 Sample Size Determination
The sample size formula determination will be
n= sample size
calculated by using the formula bellow
Z = Confidence level
(Ama,2019)
p = probability of success (90%)
Z 2 p(q) N
n= 2 q= probability of failure
e ( N  1)  ( Z ) 2 ( p)(q)
N= population
By using the above formula the researcher has
e= error term (10%)
identified 19 samples among the employees of
commercial bank of Ethiopia, Negele branch.

(1.28) 2 (0.5)(0.5)(33)
n= = 18.5 19
(0.1) 2 (33  1)  (1.28) 2 .0.5 x0.5
In addition to this from the customers of the bank 41 customers are believed to be
representative for the study by the researcher after calculating by using the following
formula (Kothari, 2004)
Where, Z = Confidence level (90%)

p = probability of success
2
Z p(q)
n= n= sample size
e2
q= probability of failure

1.282 (0.5 * 0.5) e= error term (10%)

n=
0.12
=41

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3.6 Source of Data
In the study to assess the customer relationship management and its impact on customer
loyalty primary source of data will be used. The primary data for this study will be the
responses of employees, customers, and manger of the bank. In addition, different
documents and related literature regarding CRM and customer loyalty will be employed.

3.7 Method of Data Collection

Data in the research will be gathered from two main sources i.e. primary source of data
and secondary source of data.
Primary source of data
1. Questionnaires: that contain relevant variables which contain both open and close
ended questions will be developed by the researcher.
2. Interviewing: which enables the researcher to gather information relevant to
service provision in the office, employee’s motivation in CRM.
And additional sources include:
Related literature, regarding customer relationship management and customer loyalty will
be used as a source of information. The researcher will use different written materials. It
includes:
- books
- documents
- different research work regarding the topic of the study
- internet

3.8 Data Collection Procedure

Before gathering data required for the study, the required sample size will be identified.
Then after, the necessary tools for collecting information will be prepared as much as
possible. The next step will be collecting the required information using tools for
collecting information. The data will be collected based on inductive approach.

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3.9 Method of Data Analysis
The data analysis will be carried out after the data collection. Since the major data
collection instrument will be questionnaire, it is a must that collecting all the necessary
data prior to analyzing it. When analyzing the data, tabulation will be used. Thus the
collected data will be analyzed statistically by using frequency and percentage. This will
be made by using Microsoft excel computer software.

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publishing house, New Delhi
 Buttle, F & Burton, J.(2001), Does service failure Inflence customer loyalty?
Journal of consumer behavior.
 Ellen Gifford(2002), customer relationship management principles, strategy &
Ideas for effective customer relationship management. http://ww. business ball.
com
 Esther A. Demly, 9 2009), the impact of building customer loyalty as a means of
sustaining continious organization growth in highly competitive uk retail market.
 Gee, R., Coates, G & Nicholoson, M.(2008) , understanding and profitably
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