International Journal of Management (IJM)

Volume 11, Issue 5, May 2020, pp. 550-567, Article ID: IJM_11_05_050
Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=11&IType=5
Journal Impact Factor (2020): 10.1471 (Calculated by GISI) www.jifactor.com
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.5.2020.050

© IAEME Publication Scopus Indexed

THE EFFECT OF CUSTOMER RELATIONSHIP

MANAGEMENT ON CUSTOMER
SATISFACTION: EMPIRICAL EVIDENCE
FROM STAR RATED HOTELS IN AMHARA
REGION, ETHIOPIA
Simachew Zeleke*
Ph.D Scholar, School of Management Studies,
Jawaharlal Nehru Technological University - JNTU Hyderabad, Telangana, India

Dr. A. Prabhu Kumar

Professor & Director, School of Management Studies,
Jawaharlal Nehru Technological University - JNTU Hyderabad, Telangana, India
*Corresponding Author Email: [email protected]

ABSTRACT
As far as customers are the means of the existence of business organizations,
customer relationship management is the exclusive weapon to win customers
confidence and keep sustainable competitive advantage. CRM implementation in the
hotel industry is an ongoing phenomenon as long as there is tough competition in the
industry. The main objective of this research was to examine the influence of CRM on
customer satisfaction. The research was focused on three and above three star rated
hotels in Amhara Region, Ethiopia. The basic drive force of the researcher in this
particular area was that the region has tremendous tourism destination in which
hospitality business accompaniments required. Therefore, CRM issue and customer
satisfaction in the hotel industry was an agenda for the researcher. Self-administered
questionnaire in the form of 5 point Likert scale was the primary data collection
instrument. 260 Hotel guests who stayed in the hotel, at least one night and more,
during data collection had been selected at check-in time via stratified random
sampling. Pearson correlation coefficient, ANOVA and multiple regression model
were the inferential part of data analysis. SPSS version 23 was applied for data entry
and presentation. All measures of CRM (people, technology, process and strategy)
had positive relationship to customer satisfaction. People and strategy measures had
positive and statistically significant contribution to customer satisfaction whereas
technology and process measures had negative but statistically insignificant

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia

contribution. People element in these hotels was the best predictor of customer
satisfaction.
Key words: CRM, Hotel industry, Star rated hotels; Hospitality, Customer
satisfaction
Cite this Article: Simachew Zeleke and Dr. A. Prabhu Kumar, The Effect of
Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia. International Journal of
Management, 11 (5), 2020, pp. 550-567.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=5

1. INTRODUCTION
Around the world the service sector of the economy is growing through a period of just about
revolutionary change during which established ways of doing business still be shunted aside.
This sector has been contributing tons for employment opportunities, eradicating countries
from poverty, and increasing countries’ GDP. Unfortunately, customers are not always proud
of the standard and value of the services they receive. People complain about late deliveries,
rude or incompetent personnel, inconvenient service hours, poor performance, needlessly
complicated procedures and a number of other problems (Christopher H. Lovelock, Jochen
Wirtz, 2011).
Customer relationship management (CRM) is one among the organizations effective
strategic tool for his or her success like strategic planning (Darrel, R. 2017). In today’s
competitive business world, CRM is one among the key success factors and methods most
companies deployed to realize competitive advantage (Rajesh & Manivannan, 2013; Eid El-
Gohary, 2014 and Vallabh et al., 2015).
CRM is an abbreviation for Customer Relationship Management, not Customer
Relationship Marketing which needs organizational and business level approaches – which are
customer centric – to doing business instead of an easy marketing strategy. The last several
years saw the increase of customer relationship management as a crucial business approach.
The objectives of CRM is that the paradigm shift from mass marketing to individual (one-to-
one) marketing to make long lasting relationship with customers through the utilization of
information technology (Paul Gray and Jongbok Byun, 2001).
Customer relationship management (CRM) is one among those magnificent concepts that
swept the business world with the promise of forever changing the way businesses are done
across the world. It is increasingly found at the upper level of organizations agenda.
Companies large and small across a spread of sectors are embracing CRM as a serious
element of corporate strategy for two important reasons: new technologies now enable
companies to focus on chosen market segments, micro-segments or individual customers
more precisely and new marketing thinking has recognized the restrictions of traditional
marketing and therefore the potential of more customer-focused, one to one marketing, mass
customization and process-based strategies. It is a business approach that seeks to make,
develop and enhance future relationships with carefully targeted customers so as to enhance
customer value and company profitability and thereby maximize market share and
shareholder value (Adrian Payne, 2005).
Customer relationship management (CRM) can be the exclusive and powerful weapon to
ensure customer satisfaction and loyalty. It is also a nonnegotiable business strategy in
today’s business situation for customers connecting electronically or face to face and for both
internal and external customers from across the world or town (Anderson and Kerr, 2002).

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 Simachew Zeleke and Dr. A. Prabhu Kumar

Different firms view customer relationship management in various ways. Some

considered it as a software technology, some others viewed like data base marketing and still
others understood like one to one marketing and call center. But customer relationship
management is the overall integrated and holistic business approach which focuses on
customers to strengthening and developing full knowledge about customer behavior and
preferences to develop the programs and strategies that continually enhance their business
relationship with the company (Goodhue, Wixom, and Watson, 2002; Adrian Payne, 2005;
Zablah, Bellenger, and Johnston 2004).
The objective of CRM is to recognize and treat each and every customer as an individual
as well as attract and retain customers. Any business must have to know how to differentiate
customer treatment according to individual preferences. For differentiating customer
treatment and pouring purchases higher, the companies should offer personalized service and
customized products. Getting closer to customers and effectively responding to their needs is
a great way to advance their devotion and initiate deeper business relationship. Most
companies believe as they are being customer-focused and believing that they serve the
customer in proper manner. But eventually, being customer focused means to have a reliable,
dependable and convenient interaction with customers in every point of sale. CRM
technologies specialize in managing all interactions that a corporation has with its client, so as
to influence the information during a sort of business applications. Where a profitable
relationship already exists, CRM can especially, boost superior service at a lower cost (Patrick
and Ameer, 2005).

1.1. Hotel Background in Ethiopia and Amhara State

The hotel business nowadays has been recognized as a worldwide business, with
producers and consumers spread around the world. Aside from the expansion of domestic
hotels, international hotels are expanding through franchise like Marriot, Sheraton, Radisson
Blue, and Hyatt Regency. Hotel amenities like room decoration, bar & restaurant services,
nightclub, sport bar, internet café has been becoming the daily and integral part of human life.
Moreover, within the last three decades, demand for and provide of hospitality services
beyond that of the normal services intended for travelers have escalated the expansion of the
hospitality industry globally, resulting in intense competition within the market-place. One
among the simplest challenges facing hotel organizations nowadays is that the ever-growing
volume and pace of competition. Competition has had major implications for the client,
providing increased choice, greater value for money and augmented levels of service.
According to UNWTO (2015) different criteria have been used to classify hotels. One of the
classifications of hotels is relying on the stars they have. Hotels having same rate levels have
probably similar characteristics and fulfill similar criteria; additionally, there is little to
differentiate one hotel’s products and services from another. Thus it has become imperative
for hotel organizations to realize a competitive advantage. There are two strategies most
ordinarily employed by hotel managers so as to realize a competitive advantage, which are
low-cost leadership through price discounting and developing customer loyalty by providing
unique benefits to customers. Hotels that plan to improve their market share by discounting
price run the intense risk of getting a negative impact on the hotel’s medium- and long-term
profitability. As a result, it is quality of service and relationship instead of price that has
become the key to a hotel’s ability to differentiate itself from its competitors and to realize
customer loyalty.
Until recently, Ethiopia did not have enough hotels recognized under international
rankings or ratings – they generously awarded themselves their own stars. This made it hard
for visitors to gauge the standard of a hotel. This changed in 2015 when the Ethiopian

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia

government, with the assistance of United Nation World Tourism Organization (UNWTO),
started rating hotels within the country. Six experts from UNWTO and 200 experts from
Ethiopia jointly establish criteria and actual assessment for the rating. The association of hotel
owners also had active participation during the standards which has 12 parameters.
Parameters within the criteria template are: exterior view, bedroom, bathroom, public area,
bar and dining facilities, kitchen, housekeeping & maintenance, general services, additional
facilities like swimming bath, gym, and spa, sustainability (research and development), safety
& security, staff facility and training including staff recreation area (Addis Fortune, Published
on August 21, 2015). Though participation in the grading process is mandatory, the graded
hotels still have not undergone annual audits to make sure that they are maintaining with the
standard they were awarded.

2. JUSTIFICATION OF THE STUDY

In the hotel industry, there is high and stiff competition because the essential products
(rooms) are very closely similar. When comparing hotels with an equivalent quality level and
same price charge, the opposite soft factors like close relationship, personal treatment;
personalization and one to one marketing are going to be the bases for differentiation. To
enhance profitability and guest satisfaction, hotels nowadays specialize in implementing
different strategies that aim to hunt, gather and store the right information, validate and
share it throughout the entire organization and then use it in all organizational levels
for creating personalized and unique guests’ experiences (Roya Rahimi, 2017).
Customer satisfaction and loyalty occurs when customers find a particular company to be
more responsive and more in touch with their specific needs. If their need is satisfied,
customers will come back again and customer retention, which is valuable for both business
and customers, will achieve. For business it is cheaper to keep existing customers happy than
to attract new ones. Dyche (2002) stated that five-percent increase in customer retention leads
to a 25 to 95 percent increase in profits; and also it costs a company six times more to sell a
product to a new customer than it does to sell to an existing one.
Nowadays, the hotel industry is boosting; as a consequence users have many choices to
prefer and as a result of this, they are focusing on the quality of service. So to be competitive
in the flourishing market, CRM is the exclusive solution. However, Customer relationship
management implementation, particularly in hotel industry, is very challenging. A successful
CRM strategy cannot be implemented by only installing and integrating software packages, it
needs coordination along with the people, business process, and strategy and customer
acceptance.
Based on the extensive literature review the following research gaps are articulated:
• From the extensive literature review, it was found that the studies on CRM and its
function with customer satisfaction in Ethiopia context are very limited. In fact, CRM
and its relation with customer behavior such as satisfaction remained a new area to
investigate in Ethiopian scenario.
• Earlier studies have focused on banks, airlines and telecom giving a little bit room to
study CRM. As hotel industry is a growing industry in Ethiopia and has a great
contribution to tourism and travel industry, a study of CRM demands more attention
and significance.
• Most CRM researches are done on big companies and international and franchise
hotels. Moreover, most of them are in developed nations; which lack comprehensive
and holistic scenario about CRM. Therefore, this study focused on private and
independently owned hotels found in a developing nation (Ethiopia).

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 Simachew Zeleke and Dr. A. Prabhu Kumar

Therefore, the researcher addressed the above research gap through the following basic
research questions:
• How is the relationship between CRM dimensions and customer satisfaction in the
study area?
• How well do the four measures of CRM (people, technology, process and strategy)
predict customer satisfaction in three and above three star hotels?
• Which is the best predictor of customer satisfaction in three and above three star
hotels: people, technology, process or strategy?

3. RESEARCH OBJECTIVES
• To analyze the relationship between CRM and customer satisfaction.
• To examine the effect of CRM on customer satisfaction in the study area.
• To determine the relative importance of CRM dimensions over customer satisfaction
in three and above three star Hotels.

4. LITERATURE REVIEW
4.1. CRM Definition
Every business unit emphasizes on maintaining a long term relationship with customers to
nurture its stability in today’s turbulent and competitive market arena. Customer’s
expectations are not any longer solely restricted to induce best product and services, they
also need a face-to-face business during which they need to receive exactly what they
demand and in a quick time.
Different people and company viewed CRM from different perspectives. Information
technology companies viewed it as a software or IT which supports the business activities
whereas others viewed from marketing and management perspective as a business strategy
which consider customer centric approach to acquire, satisfy and retain profitable customers.
Francis Buttle (2009), identified four types of CRM to explain and elaborate the definitions of
CRM. These are: strategic CRM, operational CRM, analytical and collaborative CRM.
Strategic CRM: It is focused upon the event of customer centric business culture to win
and keep customers by creating and delivering superior value than competitors. It is as an
enterprise wide strategy during which the most focus is on the customer. It is also assumed
that, within an enterprise, it is a core managerial task to champion and implement this focus as
a CRM strategy. The systematic analysis and use of customer information as a platform for
marketing and management could be included in the strategy.
Operational CRM (Front office): It automates and improving customer facing and
customer supporting business process (like marketing, selling and service) through CRM
software.
Analytical CRM (Back office): It is concerned with capturing, storing, extracting,
integrating, processing, interpreting, distributing, using and reporting customer related data to
enhance both customer and company value. Analytical CRM builds on the inspiration of
customer-related information. Customer-related data could also be found in enterprise-wide
repositories: sales data (purchase history), financial data (payment history, credit score),
marketing data (campaign response, loyalty scheme data) and service data.
The data are often collected from different sources of information like customers, internal
company and other stakeholders. Therefore, organizations are expected to use data warehouse
to integrate customer data for analyzing their behavior. But, inappropriate integration of
customer data will break the connection between customers and companies.

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia

Collaborative CRM: This type of CRM can enable to integrate the strategic and tactical
business approaches of separate business entities for better customer identification,
development and satisfaction. CRM technology plays a fabulous role for the integration of
people, process and strategies to make sure that business objectives will achieve.

4.2. Objectives and Benefits of CRM

Companies supposed to manage their customer base to generate better results through
identifying, acquiring, satisfying and retaining profitable customers. The following are key
objectives of many CRM strategies: Providing quality customer service, increase customer
satisfaction and loyalty, increase customer revenue, discover new customers, cross sell/up sell
products more effectively, and help sales staff close deals faster, reduced cost to serve , make
call centers more efficient, provides better self-service options for customers, improves
buyer-seller integration, enables better personalization of marketing messages, provides
customers a “one-to-one experience, improves sales force efficiency and effectiveness,
increases supply-chain efficiencies via personal contact, enhances supplier know-how,
coordinates communication, improves ability to find, obtain and keep customers, improves
product differentiation, enables knowledge management (Chen & Popovich, 2003; Croteau &
Li, 2003; Jones, Stevens, & Chonko, 2005; Park & Kim, 2003; Andrian Payne, 2005).
According to (Matamoros, 2012), the extensive search the following important benefits of
CRM are given:
• Improved ability to target profitable customers;
• Integrated offerings across channels;
• Improved sales force efficiency and effectiveness;
• Individualized marketing messages;
• Customized products and services;
• Improved customer service efficiency and effectiveness; and
• Improved pricing.

4.3. CRM and Hospitality Industry

According to Ken Jacobson (2015), there are four basic benefits that CRM provides to
hospitality industries:
1. Line up with organizational objectives
The hospitality business includes hotel, transportation, tourism, lodging and other businesses
that options client satisfaction and delight as a part of the service they are providing.
2. Simply reconstitute supported customer knowledge
Knowledge from CRM software package means that a company is not dynamic blindly, it is a
slow method that adapts to the feedback provided by customers' experiences and hospitality
business successes.
3. Maintain guest loyalty
Loyalty 360, the loyalty marketers’ association, featured an analogous story of a cordial
reception company that amended practices supported CRM knowledge.
The Loyalty 360 article indicated that programs that encourage repeat business are essential as
a result of holding recent customers is additional profitable than attracting new ones and word
of mouth is the most effective advertising.
4. Tools of staff to succeed
Employees are at the frontier of cordial reception. A company will have all the systems and
pointers; however, it is up to the folks that are literally interacting with the purchasers to

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 Simachew Zeleke and Dr. A. Prabhu Kumar

create positive; those ways are being properly used. Companies got to prepare their force for
CRM for cordial reception implementation.
The hospitality industry generally and therefore the hotel industry especially are highly
interactive and interesting where customer-centricity literally forms the core of business
relationships. It is compulsory that at any given time, an inclusive view of customers is
maintained. Hotel industries worldwide are therefore constantly on the look-out the formost
rewarding ways not only to satisfy but exceed customer expectations with every consequent
experience. Cost effective, tenable, and in fact customer centric plans and methods are an
absolute must to remain afloat during this industry’s competitive environment.
Working in the hospitality stream could be quite challenging. Among the different service
industries, the hospitality industry is exclusive in its nature which tends to be service-oriented
and features a strong emphasis on human exchange within the service delivery processes.
Hospitality industry has the following characteristics: product-service mix, two-way
communication, relationship building, diversity in nature and labor intensive (“The
Government of the Hong Kong Special Administrative Region, 2013”).
Creating and maintaining long lasting relationship with customers and deliver absolute
customer satisfaction seems the critical agenda of contemporary business organizations. The
nature of service organizations generally and the sensitivity of hotel organizations
particularly, made them vulnerable to intense competition.

4.4. Dimensions of Successful CRM

Four key areas in which successful CRM being implemented are people, technology, strategy
and process (Fox & Stead, 2001). Technology is one part of CRM instead of viewed as an
exclusive solution for CRM. Managing a successful CRM implementation requires an
integrated and balanced approach to business strategy, technology, process, and people (Chen
& Popovich, 2003).

4.5. Hypotheses Development

People
The people element of CRM is the most important and difficult component given the
sensitivity of users to change. Proper understanding of the reasons for change, active
participation in the formulation of change, getting sufficient information about the change, or
getting adequate training about the change will users often be positive to that change
otherwise they will be averse (GOLDENGERG, J. B, 2002).
The role of employees does not be undermined during CRM implementation and everyday
use. There are many number of issues in which the employees concern needed for CRM
success; for example, senior management’s leadership during technology implementation,
employees’ readiness to support the initiative, and their willingness to share customer-related
data across organizational storage tower (Iriana & Buttle, 2006).
Human resource is the basic asset for every organization to achieve competitive advantage
(Kim, Jeon, Jung, Lu, & Jones, 2012). Ahearn et al. (2012) saw that salespeople have
dynamic capabilities that enable the company to react quickly to customer needs and, for this
reason, they provide a competitive advantage. Employees’ attitude and knowledge played a
great role for CRM implementation.
H1o: People dimension in CRM does not have a significant influence on customer
satisfaction.
H1a: People dimension in CRM has a significant influence on customer satisfaction.
Process

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia

The process perspective highly advocates the development of buyer-seller relationships

and interactions. Relationship development and maintenance is the basic area of CRM process
regardless of the level of aggregation used to define it (Gronroos, 2000; Pravatiyar & Sheth,
2000).
Because of the simultaneous production and consumption prevalent in hospitality
services, the processes through which customers buy and consume hospitality products are
crucial to marketers. Important processes include booking, checking in and checking out,
queuing systems and service operations. Marketers need to ensure that the organization’s
service delivery processes are efficient, customer friendly and competitive (David Bowie &
Francis Buttle, 2004).
H2o: Business process dimension in CRM does not have a significant influence on customer
satisfaction.
H2a: Business process dimension in CRM has a significant influence on customer
satisfaction.
Strategy
At the very beginning most business practitioners and academicians viewed CRM as a
technology or software application. However, CRM may be a broader concept than simply
technology. For instance, CRM has been defined as “an enterprise- wide commitment to
identify companies esteemed, individual customers and create a relationship between them, as
so long as that relationship is mutually beneficial” (Gamble et al., 1999). This definition
highlights several important CRM concepts. These are: the company will actively hunt down
the proper customers (which means companies will not target those that will not do business
with them), will develop a long-term, interdependent relationship with each customer by
starting and maintaining a two-way dialogue, will strive to satisfy customers’ needs and solve
customer problems, and can support customers throughout the life cycle of their interactions
with the firm (Piccoli, Spalding, and Ives, 2001). This expression implied that CRM approach
demands more attention beyond computer system and information technology.
H3o: Strategy dimension in CRM does not have a significant influence on customer
satisfaction.
H3a: Strategy dimension in CRM has a significant influence on customer satisfaction.
Technology
Many customer centric strategies and approaches cannot be achieved without the help of
information technology (Sigala, 2005; Sin et al; 2006). As a result of this many hotels and
other business organizations implement CRM system to achieve superior business
performance (Moriarty et al; 2008). Different researchers have to found the positive and
significant impact of CRM technology on business performances in hotel sectors (Basma
Elsaid Eldesouki & Yang Wen, 2018; Nuha Hassan, 2017; Tawinunt, T. Phimonsathienand &
Wanno Fongsuwan, 2015).
CRM technology can facilitate the business activities and may enable to gather, store,
analyze and implement customer data for both customer and company benefit. Companies
quickly learned that collecting and acting on customer data could help them acquire and retain
profitable customers (Nguyen & Mutum, 2012).
H4o: Technology dimension in CRM does not have a significant influence on customer
satisfaction.
H4a: Technology dimension in CRM has a significant influence on customer satisfaction.

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 Simachew Zeleke and Dr. A. Prabhu Kumar

4.6. CRM and Customer Satisfaction

Satisfaction is the person’s feeling of pleasure or disappointment comparing with perceived
product/service against expectations. If the perceived performance is greater than their
expectation, customers will be delighted/over satisfied. If the perceived performance is below
their expectation, customers will be disappointed/ dissatisfied. If the perceived performance of
the product matches with their expectation, customers will be satisfied (Kotler & Keller,
2012).
The relationship between CRM and customer satisfaction is complex. Enhancing
customer satisfaction is one of the benefits and objectives of CRM in different business
organizations. Measuring customer satisfaction serves to measure other customer behaviors
like customer loyalty and customer complaints. This also help to measure the performance of
CRM on return on investment and profitability (Allen, 2000).
H5o: There is no relationship between CRM dimensions and Customer satisfaction.
H6a: There is relationship between CRM dimensions and Customer satisfaction.
Different research results revealed the relationship between CRM performance and
customer satisfaction and loyalty on different service sectors in different years. Arup Kumar
Baksi (2015), studied the moderating effects of CRM performance in banking industry and
the result revealed CRM performance has a strong and positive impact on customer
satisfaction.
According to (B. Angamuthu, 2015), CRM practices in the hotel sector have significant
and positive effect on customer satisfaction.
One study in Albanian tour operator business shows that not all CRM features influence
or equally influence customer satisfaction and loyalty. In the study five dimensions of CRM
(organizational commitment, customer experience, process driven approach, reliability and
technology) are used to show their influence on customer behaviors such as customer
satisfaction and loyalty. All dimensions of CRM except technology affect customer
satisfaction (Arnil Lacej, Ermira H. Kalaj, 2015).
Sanaullah Nazir, Sheraz Khan, Raja Ahmed Jamil, Qazi Shujaat Mehmood (2014),
studied the impact of CRM on customer satisfaction in the hotel industry. The authors used
service quality, service access and service features as a variable of CRM and the result
showed that all variables significantly and positively affect customer satisfaction.
The research conducted by (Abdul Alem Mohammad, Basri Bin Rashid, Shaharuddin
Bin Tahir, 2013), on 3 to 5 star hotels in Malaysia, all dimensions of CRM (i.e. customer
orientation, CRM organization, knowledge management and technology based CRM)
have a positive and significant impact on different perspectives of hotel performance.
However, CRM technology failed to show a significant relationship with learning and
growth perspective of hotel performance.

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia

5. CONCEPTUAL FRAMEWORK

People

Technology
Customer
Satisfaction
Process

Strategy

Figure 1 Conceptual Framework

Source: Adapted from literature

6. RESEARCH METHODS
6.1. Research Approach
The nature of this research, which aims at identifying critical aspects and CRM practices, will
help the researcher to select the research approach. In order to acquire a good insight about
the research problem and questions, the researcher did a library research about CRM and to
come up with a comprehensive theoretical framework.
Any research can follow deductive or inductive approach. Deductive research approach
helps to test hypothesis based on the existing theories whereas inductive research approach
helps to construct theories through collection and analysis of data. As far as this study is
concerned, the deductive approach is chosen.

6.2. Research Strategy

Experiment, survey, case study, action research, grounded theory, ethnography and archival
research are examples of research strategies in social science research. Each strategy can be
used for exploratory, descriptive and explanatory research studies (Mark Saunders, Philip
Lewis and Adrian Thornhill, 2009). For this research, a survey strategy would be deployed.
Survey strategy further classified as longitudinal and cross sectional studies.
When the study is a snapshot taken at a particular point of time or the study of a particular
phenomenon (or phenomena) at a particular time; it is probable that the research will be cross-
sectional whereas when the study has to study change and development and taken at a series
of time, it is probable that the research will be longitudinal. Therefore, this research is cross
sectional study.

6.3. Target Population

Statistical population of this research would be three and four star hotels found in two cities
of the Region. Based on the statistics of the Amhara Culture and Tourism Bureau (2017),
there are 13 Hotels in the first round (7 in Bahir Dar and 6 in Gondar cities) registered three
and four star hotels which are serving both foreigners and domestic nationals.

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 Simachew Zeleke and Dr. A. Prabhu Kumar

Table 1 Target Hotels of the research

s.no Name of Hotels Hotel grade Located City
1 Avanti Blue Nile 4 Bahir Dar
2 Jacaranda 4 Bahir Dar
3 Grand Resort 3 Bahir Dar
4 Benmas 3 Bahir Dar
5 Addis Amba 3 Bahir Dar
6 Rahn Nile 3 Bahir Dar
7 Asinuara 3 Bahir Dar
8 Florida International 3 Gondar
9 Jantekel 3 Gondar
10 Gondar land Mark 3 Gondar
11 Taye Belay 3 Gondar
12 AG 3 Gondar
13 Goha 3 Gondar

Table 2 Number of Population (Guests) during data collection

s.no Name of the Hotel Hotel Total population Located City
grade/star (Number of guests
booked during data
collection)
1 Avanti Blue Nile 4 53 Bahir Dar
2 Jacaranda 4 50 Bahir Dar
3 Grand Resort 3 52 Bahir Dar
4 Benmas 3 41 Bahir Dar
5 Addis Amba 3 44 Bahir Dar
6 Rahn Nile 3 44 Bahir Dar
7 Asinuara 3 46 Bahir Dar
8 Florida International 3 44 Gondar
9 Jantekel 3 46 Gondar
10 Gondar land Mark 3 46 Gondar
11 Taye Belay 3 42 Gondar
12 AG 3 42 Gondar
13 Goha 3 48 Gondar
Total 598

All hotels are taken through census method whereas regarding guests Krejcie and Morgan,
1970 sample size determination used and the detail is as follows:

𝑥 2 𝑁𝑝(1 − 𝑝)
𝑆= 2
𝑑 (𝑁 − 1) + 𝑥 2 𝑝(1 − 𝑝)
S=required sample size
N=the given population size
P=prevalence
d= degree of accuracy
𝑥 2 =3.841 for the 95% confidence level

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
from Star Rated Hotels in Amhara Region, Ethiopia

Therefore, the sample size is determined as follows at 95% confidence level and 5%
margin error.
(3.841)(598)(0.5)(0.5)
𝑆=
(0.05)2 (598 −1) + (3.841)(0.5)(0.5)
S=574.23/2.45
S=234.38, approximately=234
Sample size estimation determines the number of complete cases which are needed for
analysis. Therefore, 234 samples are required. But some subjects who enroll in the study may
drop out, others may be protocol failures and still others may have incomplete data, especially
on the key outcome variables. To deal with this, the researcher decided on an “attrition rate”
and inflate the sample size by a certain factor. During data collection, the researcher expected
to lose about 18% of the sample, then the sample size should be increased by a factor of 1 / (1
- 0.18) or 1.22. That is, enroll 22% more subjects that the sample size calculation called for.
Therefore, 234 x 1.22=285.48 which is approximately 286. Twenty-two sample guests in each
hotel had been selected during check-in at reception desk. Therefore, from thirteen hotels,
random sample of 286 guests had been selected at check-in, using simple random sampling.

6.4. Data Collection and Analysis Methods

Primary data was collected via self-administered questionnaire. Secondary information also
from books, academic journals, and websites collected. In this study, the questionnaire is
designed in the form of five point Likert Scale. The scale of 47 CRM variables ranged from
strongly disagree to strongly agree; specifically, strongly disagree (1), disagree (2), neither
nor (3), agree (4) and strongly agree (5). On the other hand, 11 items of customer satisfaction
arranged from strongly dissatisfied (1) to strongly satisfied (5). Likert scale is a standard
measurement frequently applicable in survey type research.
This research basically has independent / antecedent variables and dependent /outcome
variable. Independent variables included CRM components such as people, technology,
process and strategy whereas customer satisfaction is a dependent variable. Multiple
regression, ANOVA and Pearson correlation coefficient were the methods applied for data
analysis. SPSS version 23 software was deployed. Multiple regression equation is framed as
follows:
Cus.sat =Bo+B1Ppl+B2Tech+B3Proc+B4Stra+e1
Where;
Ppl=people, Tech=Technology, Pro=Process, Stra=strategy, Cus.sat=Customer satisfaction,
B0=intercept, B1-B4=Beta coefficients, e1=Measurement error

7. RESULTS
The researcher has distributed to 286 total guests and finally collected complete data from 260
which was a response rate of 90.9%.

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 Simachew Zeleke and Dr. A. Prabhu Kumar

Table 3 Relationship between CRM and customer satisfaction

Total customer
satisfaction
Total people Pearson Correlation .570**
Sig. (2-tailed) .000
N 260
Total technology Pearson Correlation .314**
Sig. (2-tailed) .000
N 260
Total process Pearson Correlation .379**
Sig. (2-tailed) .000
N 260
Total strategy Pearson Correlation .559**
Sig. (2-tailed) .000
N 260
** Correlation is significant at the 0.01 level (2-tailed).
The basic thing to think about within the output is that the size of the worth of the coefficient
of correlation. This will range from –1.00 to 1.00 and show the strength of the relationship
between the two variables. The result of correlation between variables may be 0, 1, –1 and
between 0 and 1. The value of 0 indicates that there is no correlation, 1 indicates perfect
positive correlation and -1 for perfect negative correlation. Different authors suggest different
interpretations when values between 0 and 1happens; however, Cohen (1988, pp. 79–81)
suggests the subsequent guidelines:
Small r=.10 to .29
Medium r=.30 to .49
Large r=.50 to 1.0
These guidelines apply whether or not there is a negative sign out the front of the r value.
Remember, the negative sign refers only to the direction of the relationship, not the strength.
The strength of correlation of r=.5 and r=–.5 is the same. It is only in a different direction.
According to table 3, people and strategy variable in CRM have large and positive
relationship to customer satisfaction. On the other hand, technology and process variable in
CRM have medium and positive relationship to customer satisfaction.
To determine whether the correlation between variables is significant, compare the p-
value to the significance level. The p-value tells us whether the correlation coefficient is
significantly different from 0. In these results, the p-values for the correlation between CRM
variables and customer satisfaction is less than the significance level of 0.05, which indicates
that the correlation coefficients are significant. Therefore, Hypotheses 6: There is no
relationship between CRM and customer satisfaction is rejected.

Table 4 Multiple regression results

Model Summaryb
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .641a .411 .402 4.44890
a. Predictors: (Constant), Total strategy, Total technology, Total people, Total process

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
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b. Dependent Variable: Total customer satisfaction

Evaluating the Model
R Square in the multiple regression table tells that how much of the variance in the dependent variable
(customer satisfaction) is explained by the model (which includes the variables of people, technology,
process, and strategy). In this case, the value is .411. Expressed as a percentage (multiply by 100, by
shifting the decimal point two places to the right), this means that the model (which includes the four
variables) explains 41.1 percent of the variance in customer satisfaction.

Table 5 ANOVAa
Model Sum of Squares df Mean Square F Sig.
Regression 3518.808 4 879.702 44.446 .000b
1 Residual 5047.130 255 19.793
Total 8565.938 259
a. Dependent Variable: Total customer satisfaction
b. Predictors: (Constant), Total strategy, Total technology, Total people , Total process
ANOVA table shows whether the result is statistically significant. The model in this result reaches
statistical significance (Sig. = .000; this really means p<.0005).

Table 6 Coefficientsa
95.0%
Unstandardized Standardized Collinearity
Confidence Correlations
Coefficients Coefficients Statistics
Model t Sig. Interval for B
Std. Lower Upper Zero-
B Beta Partial Part Tolerance VIF
Error Bound Bound order
(Constant) 11.245 2.818 3.990 .000 5.695 16.795
Total people .388 .060 .391 6.458 .000 .269 .506 .570 .375 .310 .631 1.584
Total
-.034 .050 -.044 -.670 .503 -.132 .065 .314 -.042 -.032 .533 1.875
technology
1
Total
-.037 .086 -.031 -.432 .666 -.205 .131 .379 -.027 -.021 .453 2.209
process
Total
.461 .080 .382 5.753 .000 .303 .619 .559 .339 .277 .523 1.912
strategy
a. Dependent Variable: Total customer satisfaction
Cus.sat= 11.245+0.388Ppl+ (-0.034Tech) + (-0.037Pro) + 0.461Stra +2.818
Evaluating each of the independent variables
The next thing to know is which of the variables included in the model contributed to the
prediction of the dependent variable. It can be find this information in the output box labelled
Coefficients. To compare the different variables, it is important that to look at the
standardized coefficients, not the unstandardized ones. Unstandardized coefficient values
listed as B will be applicable in constructing a regression equation.
In this case, the researcher is interested in comparing the contribution of each independent
variable; therefore, it is better to use the beta values. In this case the largest beta coefficient is
.391 followed by .382, which are total people and total strategy. This means that employees in
the hotel makes the strongest unique contribution to explaining the customer satisfaction,
when the variance explained by all other variables in the model is controlled for. Technology
and business process were negative and lower (–.044 and -.031) respectively, indicating that
they made less of unique contribution to customer satisfaction.

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 Simachew Zeleke and Dr. A. Prabhu Kumar

It is better to look at the sig. column to know whether this variable is making a statistically
significant unique contribution to the equation. This is very dependent on which variables are
included in the equation and how much overlap there is among the independent variables. If
the Sig. value is less than .05, the variable is making a significant unique contribution to the
prediction of the dependent variable. If greater than .05, it can be concluded that the variable
is not making a significant unique contribution to the prediction of the dependent variable.
This may be due to overlap with other independent variables in the model. In this case, both
people and strategy made a unique, and statistically significant contribution to the prediction
of total customer satisfaction. On the other hand, the remaining two variables (technology and
process) made not statistically significant contribution to the prediction of customer
satisfaction.
Therefore, the null hypotheses 1 and 3 are accepted whereas 2 and 4 are rejected.

8. DISCUSSION AND CONCLUSION

Customer relationship management nowadays is the compulsory business approach to gather
and store the detailed profiles of customers for better understanding of their needs and
requirements. Hospitality industry including hotels are among the different industries which
are applying CRM to boost guest satisfaction. CRM in the hotel sector mean keeping in touch
with guests, strengthening hotels relationship with them and boosting the pluses that give the
repeat guests. Based on this research result, CRM people in the hotels and their strategies
significantly influence customer satisfaction. But technology and the process of these hotels
failed to show a significant influence. According to (Arnil Lacej, Ermira H. Kalaj, 2015), all
dimensions of CRM except technology affect customer satisfaction. The research conducted
by (Abdul Alem Mohammad, Basri Bin Rashid, Shaharuddin Bin Tahir, 2013), on 3 to 5
star hotels in Malaysia, all dimensions of CRM (i.e. customer orientation, CRM organization,
knowledge management and technology based CRM) had a positive and significant impact on
different perspectives of hotel performance. However, CRM technology failed to show a
significant influence. Different researchers and practitioners have different views regarding
CRM. Specially information technology experts and companies considered CRM as a
software tool which will be installed in the company. On the other hand, companies that
installed software had failed in their business. Previous researchers proved that the failures
happened due to lack of overall views and approaches of CRM. The other reason mentioned
why business organizations failed in their CRM implementation was inappropriate choice of
CRM package. But this does not mean like undermining the role of technology in service
industry. For example, Aliyu Olayemi Abdullateef and Salniza Md. Salleh (2013), had shown
in their finding the great impact of technology based CRM in call center service industries.

9. PRACTICAL IMPLICATION
In Ethiopia CRM is a recent phenomenon exercising in different service industries like bank
and insurance, telecom and airlines. Hospitality industries are also implementing it for their
frequent interaction with guests. Employees hospitality, knowledge and skill, responsiveness,
and overall treatment of guests had a positive and significant contribution to customer
satisfaction. Hotel managers are better to keep their performance and give more training
for hospitality issues. Regarding the strategies of hotels, it had a positive and significant
contribution to customer satisfaction. This shows that hotels are aware about the value of
CRM as a corporate strategy like part of their strategic planning. Managers are expected
to recraft and improve their hotel strategies according to the prevailing s ituation and
existing demand. Ethiopia is weak in technology and digital economy. Most of the
business activities are going on through traditional way of marketing rather than online

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 The Effect of Customer Relationship Management on Customer Satisfaction: Empirical Evidence
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shopping and e-commerce. Moreover, excess procedure from service order to service
delivery is also another issue. Ease and friendly implemented technology cuts
unnecessary processes and facilitates service delivery. Therefore, applicati on of ease and
user friendly CRM technology, integration of CRM to any other customer touch p oints
such as social media, hotel websites, and third party agents will be the assignments of
hotel managers. In addition to these hotel managers better to work for making employees
capable enough how to use those technologies.

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