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Customer Relationship Management and Marketing Effectiveness: A

Comparative Consumer Study

Article in Paradigm · September 2018

DOI: 10.1177/0971890718787663

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Article

Customer Relationship Management Paradigm

22(2) 1–24
and Marketing Effectiveness: © 2018 IMT
SAGE Publications
A Comparative Consumer Study sagepub.in/home.nav
DOI: 10.1177/0971890718787663
http://journals.sagepub.com/home/par

Andy Fred Wali1

Abstract
This article examines a comparative consumer study into the influence of firms’ customer relationship
management (CRM) practices on their marketing effectiveness (ME) in the Nigeria and UK mobile
telecommunications (MT) sectors. The qualitative multi-methods (focus groups [FGs] and secondary
documents) were employed for data collection. The study involved six consumer FGs, three in Port
Harcourt, Nigeria, and three in Huddersfield, UK. The author employed thematic and content analysis
techniques to analyse the study data using NVivo 10 software. As per Nigerian study, it was revealed
that firms’ CRM practices were not customer-friendly and had negative impacts on their ME, and these
were motivated by external factors. Six themes showed support for improving consumers’ experiences.
The UK study revealed that firms’ CRM practices were consumer-friendly and had positive influence on
their ME and these were motivated by internal factors. Seven themes found support for continuously
service improvement. The study contributes to institutional theory and consumer utility theory.

Keywords
Customer relationship management, marketing effectiveness, comparative consumers’ experiences,
qualitative multi-method, NVivo 10, Nigeria, UK

Introduction
This study examines consumer experiences purchasing and consuming mobile telecommunications
(MT) services in Nigeria and the UK and the influences of firms’ customer relationship management
(CRM) practices on marketing effectiveness (ME) as per satisfaction and retention of customers,
respectively (Oliver, 1980; Sheth & Sisodia, 2002). For the utility dimension, we adopted the consumer
utility theory (CUT; Fishburn, 1968; Zinkhan, 1992) as lens for understanding ME phenomena: Customer
satisfaction (CSAT) and Customer Retention (CRT) behaviours. The utility domain as propounded in
Corley and Gioia (2011) is adoption to shape institutional theory (IT; DiMaggio & Powell, 1991; Scott,
1987), within the framework of CRM (Labus & Stone, 2010). The IT is critical for predicting CRM
practices and their influences on ME (El-Gohary, Edwards, & Huang, 2013). Labus and Stone (2010)
argue that firms’ CRM practices were impacted by controllable and uncontrollable institutional forces.
1
Lecturer in Strategic Marketing, Department of Business Administration, Federal University Wukari, Nigeria.

Corresponding author:
Andy Fred Wali, Lecturer in Strategic Marketing, Department of Business Administration, Federal University Wukari, Nigeria.
E-mail: wali@fuwukari.edu.ng
2 Paradigm 22(2)

According to Wali, Wright, and Uduma (2015), CRM is imperative for business survival and they
specifically opined that ‘CRM is everything in business and the catalyst for a responsible, profitable and
customer focused organization’ (p. 45). Also, Baksi and Parida (2012) puts that ‘CRM has emerged as
an offshoot to automation breakthrough as it guaranteed service-unification by integrating people,
process, technology and holistically transformed the transaction-based marketing into a relationship-
based marketing’ (p. 51). Buttle (2004) argue that CRM is a viable marketing strategy employed for the
purpose winning, sustaining firms’ relationship with their customers with the overall aim of satisfying
customers on one hand and making profit on the other hand.

CRM Practices in the Nigerian MT Space

The CRM practices in the Nigerian MT sector and their impact on CSAT and CRT experiences have
been poorly reported and consumers poorly managed leading to the increasing rates of switching
decisions.1 For example, some operators were issued monetary sanctions (Nigerian Communications
Commission [NCC]) in 2015 for their failures to meet minimum quality standards (Business Monitor
International [BMI] Q1, 2014, Q2, 2015).2 Studies show that CRM practices of firms were mostly
reported in the developed economies (Baksi & Parida, 2012; Labus & Stone, 2010; Wali et al., 2015; Xu
& Walton, 2005). The MT sector at present has four major competing firms and their percentage market
shares and market leadership are as follows: MTN (43%), Globacom (21%), Airtel (20%; formerly
known as Econet Nigeria) and Etisalat (16%).3 Available report from NCC as at February 2016 puts that
there are 127 million active consumers in the Nigerian MT space while firms investment in MT
infrastructure as at 2012 was estimated at N347 billion and in 2014 at N979 billion.4 Earlier report
follows that in spite of firms acclaimed investments on infrastructure, consumers are steadily challenged
with increasing rates of service failures.5 Despite these challenges over 65 per cent of Nigeria, MT
consumers are using more than one MT services.6 Figure 1 explains Nigerian MT consumers’ behavioural
buying process.

CRM Practices in UK MT Space

The UK MT space is rated one of the most appropriately managed sector. Available report suggests that
the turnover of the UK MT space increased by £50.8 billion in 2010 which is about 7 per cent and
equivalent to US$92.3 billion (Office of Communication [Ofcom], 2013). Also, the Communication
Workers Union reported that about 80 per cent of UK adults use mobile phones and an estimated

Purchase Action
based on Step 3
Step 2: Step 3 + Action
MT Network Considerations:
Awareness: Service Availability
Radio Television and Reliability Coverage
Step 1: The search for information??? Outdoor Advertising Price – Action Alternate between
MT services as
step 3 considerations
decline

Figure 1. MT Consumers’ Behavioural Buying Decision-making Process

Source: Researcher’s conceptualization.
Wali 3

Operators and Their Market Shares

19%
15% 16%
12.60% 13.20%
10.00%
5.10% 4% 5%

O2 Vodafone Orange 3 Tesco Virgin T-Mobile EE Others

Mobile Mobile
Figure 2. Market Share of UK Mobile Telecoms Operators
Source: Statista (2015).

90 per cent of UK families have at least one mobile phone, while about 21 per cent of users now agree
that their phone is the main device they use in making and receiving calls (Ofcom, 2014). Further Nigeria
Telecommunications Commission’s (2014)7 report revealed that one-third of consumer had never moved
suppliers while 40 per cent of UK fixed-line consumer and 36 per cent of mobile consumer have switched
tariff options with current supplier. Also, an estimated 53 per cent of internet users had moved tariff plans
with current supplier, while 28 per cent had switched supplier (Ofcom, Q3, 2014). The data suggest that
most mobile telecoms subscribers are moving and switching tariff plans as well as suppliers; hence, the
intention of this study is to explore why consumers experience with moving and switching suppliers
(Ofcom, 2013). Figure 2 shows UK MT operators’ market shares and leadership.

Rationale for the Study

The rationale for this article is to identify communalities or differences in CRM practices by firms in
Nigerian and UK MT sectors. From a global emerging market perspective, Nigeria is adjudged an emerging
market because of its enormous potential for industrialization whilst the UK as an industrialized nation;
hence, there are still much that Nigerian MT firms could learn from its UK counterparts as the study
compares their CRM practices. The qualitative research design is chosen for this cross-cultural study
because we are interested in exploring their consumers’ experiences which is subjective in nature as
individual consumers are unique in taste, design and so on (Wali & Nwokah, 2016; Wali & Wright, 2016).
Against this background adopting the qualitative research design will enable the researcher involve in the
process of investigating users’ feelings, experiences and opinions in a cross-cultural contexts about the
service MT firms’ CRM practices in both countries. The research questions (RQ) are as follows: What are
the communalities in CRM activities of mobile telecoms organizations in Nigeria and UK? Are their
differences in organizations CRM activities in both countries? Are their themes that influence CSAT and
CRT in both countries?

Theoretical Underpinning
This study draws on CUT, IT and customer relationship management behavior theory (CRMBT). The
CUT suggests that consumers are rational as they have increasing needs, wants and regularly desires to
optimize their consumption experiences. This definition implies that consumers’ decision to purchase/
4 Paradigm 22(2)

consume services follows a process of recognizing their needs, information and available alternatives,
earnings and social influences (Fishburn, 1968; Zinkhan, 1992). The IT helps in understanding
organizational behaviour and how they are influenced by external pressures, such as government policy,
rituals, beliefs and symbols (Scott, 1987). DiMaggio and Powell (1991) in their study argue that firms
are rewarded based on their institutional legitimacy, resource availability and structures, and their
survival is dependent on institutional pressures. They opined that the CRMBT is impacted by controllable
and uncontrollable pressures based on institutional practices (El-Gohary et al., 2013).

Customer Relationship Management

The CRM is organization’s combination of people, process and technology to retain current customers
by maximum customer value on one hand while targeting potential consumers on the other hand (Chen
& Popovich, 2003). Chen and Popovich’s definition captures perspectives of three key domains of CRM,
employees, process and technology as right employee know-how, service process and use of technology,
respectively, are required to optimize customers’ satisfaction. Kotler and Armstrong (2004) in their book
defined CRM as the comprehensive process of erecting and sustaining profitable customer relationships
by delivering superfluous consumer experiences. This source also argued that the role of CRM employees
and technology was embedded in the CRM process which triggers the sustainability of profitable
customer relationships (refer also, Payne, 2006). This study draws upon three key constructs from the
holistic CRM domain (Figure 3) to develop the research model of the study (see Figure 4; Labus &
Stone, 2010; Wali & Wright, 2016; Winner, 2001).
Lawson-Body and Limayem (2004) assert that understanding customers’ expectation is critical in
service delivery and building profitable customer–business relationships as it exposes the imperative to
identify specific needs and wants of customers so as to enable subscribing firms supply expected products
and services. Coye (2004) opined that understanding customer expectation (UCE) helps to reflect consumers’
subjective feelings with regard to current and expected realities of firms’ offerings. Wali and Wright (2016)
defined UCE as what consumers currently expects to receive from their service providers and what they
think should happen in their next service interface. However, the service process strategies firms employ
are influenced by the nature of their products and services offerings, and characteristics of market
segment. Service personalization involves using available ad sourced consumer details to offer targeted
solutions like pursuing personalization strategy which helps to create uniqueness of consumer service

CRM
Process

CRM
CRM Output
Technology

CRM
Employee

Figure 3. Three Holistic Perspectives to CRM

Source: Researcher’s conceptualization.
Wali 5

Understanding
customer expectation
[UCE] Customer
satisfaction
[CSAT]
Customer relationship management [CRM] Marketing effectiveness [ME]

Service
Personalisation Customer
[SP] retention
[CRT]

Figure 4. Research Model

Source: Researcher’s conceptualization.

(Peppers & Rogers, 1997). Personalization is the adoption and use of advanced information technology
to provide unique products and services to individual consumers based on available customer information
or those acquired through credible sources for the purpose of improving consumer experience. Vesanen
(2007) describes service personalization as the exchange between parties which is altered to satisfy
consumers’ perceived needs based on customer purchase history and information.

Marketing Effectiveness
ME defines the extent to which organizations’ marketing actions helped in achieving corporate goals. It
describes firms’ commitment to achieving short- and long-term goals that would positively influence
business performances—market share, sales growth, profitability and competitive advantage (Mavondo,
2004). It is also the process that triggers perpetual customer value creation for business competitiveness
(Gao, 2010; Vaiciulenaite, Zostautiene, & Glinskien, 2011). I define ME as the deployment of marketing
strategies at the right time, place, with right products and services at the right price for the purpose of
optimizing CSAT and business profitability.

Customer Satisfaction
The CSAT is the depth to which a consumer is pleased with a firm’s products, services and other auxiliary
offerings after purchasing and consuming those products and services (Oliver, 1980). It is also the extent of
fitness between perceived product performance and consumer expectations (Kotler & Armstrong, 2004).
But Kotler and Armstrong (2011) later reviewed their earlier definition and described CSAT as the value
enjoyed by a consumer from consuming a product which specifically meets his expectations. It is a
consumer’s intrinsic and extrinsic feeling of fulfilment derived from the consumption of firms’ product and
services. The term satisfaction is at the heart of marketing existence and critical to the survival of business
organizations. Reports show that CSAT is a function of service quality (SQ), service price, service upgrade
(SU) and perceived value. Yaacob (2014) revealed that SQ management impacts positively on CSAT and
was achieved through the commitment of management on customer service infrastructure. Employees’
outward emotional appearances reflected positively on firms SQ and CSAT (Belkin, 2009; Bogomolova,
2011; Jasmand, Blazevic, & de Ruyter, 2012; Wang & Chou, 2013). To, Tam, and Cheung (2013) reported
that understanding consumer SQ expectations had a positive influence on CSAT. This follows that firms
which understand their customers’ SQ dynamics would be empowered to influence their CSAT experiences.
6 Paradigm 22(2)

Greenland, Coshall, and Combe (2006) found that SQ has strongly associated with CSAT in developing
contexts and less impact in developed economies. Existing studies reports that service personalization has
a positive impact on CSAT (Bacchiocchi, Florio, & Gambaro, 2011; Estelami & Bergstein, 2006; Fiorio &
Florio, 2011; He, Chan, & Tse, 2008; Lymperopoulos, Chaniotakis, Soureli, 2013; Zielke, 2008). Also, SU
has a significant influence on CSAT (Haverila, 2011; Marinova & Singh, 2014; Teng, Lu, & Yu, 2009;
Tseng & Chiang, 2013; Tseng & Lo, 2011).

Customer Retention
Dawkins and Reichheld (1990) found that a 5 per cent increase in SQ led to 50 per cent increase in CRT
and increased consumer net present value of about 25 per cent and firms’ net present value to 95 per cent.
This means that retained consumers are more profitable and less expensive to manage when compared
with new consumer (Buttle, 2004). Other studies have shown that service personalization has a critical
positive impact on CRT (Bacchiocchi et al., 2011; Chang, 2009; Dawes, 2009; Kruger & Mostert, 2014;
Polo, Sese, & Verhoef, 2011; Seo, Ranganathan, & Babad, 2008). Rao, Goldsby, Griffis, and Iyengar (2011)
revealed that SQ impacts on customers’ decision to either retain or switch service patronage. A positive
association between SQ and CRT of mobile phone services was revealed by various studies (refer to
Anderson & Sullivan, 1993; Edward & Sahadev, 2011; Fornell, 1992; Oliver, 1980; Taylor, 2016).

Understanding Customer Expectations, Service Personalization, CSAT and CRT

Hsiao, Shen and Chao’s (2015) study revealed that the ability of firms to meet customer expectations impacts
on CSAT and their commitment to firms’ brands and that brand misconduct showed negative influence on
CSAT. Narver, Slater, and MacLachlan (2004) argue the need for customer-oriented firms to commit more
time understanding the consumption trends of their customers. Bouling, Kalna, Staelin, and Zeithaml (1993).
categorized expectations into three perspectives: what customers wish to receive; customers expect of their
service supplier; customers hope for and customers thought should happen in their next service interface,
respectively. Evans and Laskin (1994) opine that UCE enable firms to have robust knowledge of their
customers’ profile in order to serve customers satisfactorily. To et al. (2013) found a strong association
between UCE and CSAT, and that organizations which were unable to offer targeted services were likely to
lose some of its customers to ready competitors. Shen and Ball (2009) revealed that there is no positive
association between service personalization strategy and service relationships. However, previous papers in
this field argue that personalization strategy creates benefits for the consumer: value preferences for product
and service, communication as well as user experiences, respectively (Fiore, Lee, & Kunz, 2004; Huang,
2015; Polito & Watson, 2004; Prahalad & Ramaswamy, 2004).

Institutional Factors and CRM

Previous researches argue that strategic and operational business decisions are influenced by internal and
external institutional factors which emanates from their immediate and distant business environment
(Chen & Popovich, 2003; El-Gohary et al., 2013; Labus & Stone, 2010). Internal institutional factors are
within the control of businesses and could be manipulated in order to achieve its set goals, like
organizations’ personnel, whereas external institutional factors are forces outside the control of businesses
for regulatory purposes and standardization, for example, government regulation.
Wali 7

Organizations’ Personnel
Wali et al. (2015) conclude that institutional personnel were critical in managing CRM programme, because
it coordinates CRM processes and other infrastructure for optimality. Others argue that business strategies
should place high premium on internal processes and efforts that support positive customers’ experiences
and there are two categories of support: aspect of efforts that pertains to customers and those pertaining to
the firm (Finnegan & Currie, 2010; Thompson, 2001). Effort that pertains to customers considers customer
value, satisfaction and loyalty, while effort that pertains to the firm considers customer post-purchase
follow-up, internal culture and change management (Payne & Frow, 2005; Wali et al., 2015). This suggests
that skilled and responsive personnel are advantage for CRM process and programmes and vice versa.

Government Regulations and Rituals

Government regulations and ritual have dual influence on firms’ CRM programme (El-Gohary et al.,
2013). The Gartner (2003) found that high cost of doing business in developing countries was as a result
of unfriendly policies and regulatory framework.

Research Strategy
This study adopted the interpretive ontology because it supports that the phenomenon under investigation
has multiple behavioural realities considering that it deals with two distinct business environments:
Nigeria and the UK. The qualitative multi-method focus group (FG) approach (primary data stream) and
statutory published document from NCC and Ofcom (secondary data streams) were used in this study for
data collection and understanding the behaviour of this phenomenon (Chesebro & Borisoff, 2007).
Studies had argued that FG approach is adequate for collecting rich and diverse data and it is characterized
as a research conversation which reflects on participants’ experiences, belief, attitude and opinions
(Kamberelis & Dimitriadis, 2011, 2013; Krueger & Casey, 2009; Wali & Wright, 2016; Wali et al.,
2016). More so, the study specifically drew from the social constructivist perspective of FG which is a
dynamic social process, where the interviewer and participants explored opinions, attitude, feelings,
belief and understanding about their service experiences within a collective sense-making group (Belzile
& Oberg, 2012; Farnsworth & Boon, 2010; Kamberelis & Dimitriadis, 2013; Morgan, 1988, 2010). The
units of measurement in this study were consumers of MT services in Port Harcourt, Nigeria and West
Yorkshire, UK. Purposive and convenient sampling techniques were employed in recruiting participants
and collecting data for this study (Bryman, 2012; Bryman & Bell, 2011).

Ethical Considerations and FG Data Collection Process

The first study was done in Nigeria followed by the UK. We developed a recruitment instrument and
employed the spontaneous recruitment strategy in recruiting 70 participants for the Nigerian study from
public places though we needed only 30 interviewees. Also, for the UK study, we recruited 82 participants,
but needed only 30 interviewees. Previous studies suggest that researchers should over-recruit its
participants by 20 per cent and 50 per cent so as to adequately cover problems of no-show (Bryman,
2012; Morgan, 2010; Wilkinson, 2004). The criteria used in selecting a total of 30 final participants
from each country of study were as follows: age, income, expenditure on MT services and education
8 Paradigm 22(2)

Table 1. Focus Group Participants’ Attributes

S. No. Nigerian Study % Coverage UK Study % Coverage

1 Estimated monthly income: 82 Estimated monthly income: 69
N51,000 £1,000–4,000
2 Estimated monthly mobile 93 Estimated monthly mobile 91
telecommunications (MT) service telecommunications (MT)
expenditure: N550 and N10,000 service expenditure: £25–100
3 Length of MT service 92 Length of MT service 100
relationships: 6–14 years relationships: 2–10 years
Source: Research study (2015).

(Table 1; Wali & Wright, 2016; Wilkinson, 2004). In the second stage, the study sent an email of
appreciation to all those recruited and thereafter it sent another round of emails to those who were finally
selected after dividing participants into group. For each country group, the email contained proposed
date of interview, time and venue and we received responses within 2 weeks. The study conducted three
key Nigerian FG interviews during three national holidays within a period of 2 weeks with a total of 23
participants in all. The sizes of groups 1, 2 and 3 were 8, 7 and 8 interviewees, respectively. Three FGs
was conducted in the UK during one bank holiday and two weekend Saturdays within a period of 3
weeks with a total of 22 participants and sizes for groups 1, 2 and 3 were 10, 5 and 7 interviewees,
respectively. These sizes are consistent with previous studies as suggested 6–12 participants (Baumgartner,
Strong, & Hensley, 2002; Johnson & Christensen, 2004; Langford, Schoenfeld, & Izzo, 2002; Livingstone
& Bober, 2003; Livingstone, 2006; Morgan, 2010; Onwuegbuzie, Jiao, & Bostick, 2004; Wali & Nwokah,
2017; Wali & Wright, 2016; Wali, Uduma, & Wright, 2016). Each FG sessions in the respective contexts
started with a reassurance of confidentiality after which participants’ permission was sorted for the
recording of discussions using an electronic device and participants all obliged. Data saturation for the
Nigerian and UK FGs was reached after the third group interviews (Sandelowski, 2008; Saumure &
Given, 2008; Strauss & Corbin, 1998). Finally, the secondary data were accessed from the (NCC and the
UK Ofcom websites and dates of access are reflected on reference list.

Focus Group Data Analysis and their Practicalities

The study employed multi-analysis techniques which are thematic template and content analysis
strategies for analysing the data from both the countries (Braun & Clarke; 2006; Bryman, 2012;
Mathews & Ross, 2010) with the aid of NVivo 10 software for data management, coding and weighting
(Wali & Nwokah, 2016, 2017; Wali & Wright, 2016). More so, the thematic template process follows
(Braun & Clarke, 2006; Wali & Wright, 2016): identification of initial themes, review of initial themes
based on established limit of acceptance or rejection and final themes. We started the process of FG
data analysis by replaying and listening to the audio of the six FG interviews within 2 days. The idea
was to listen and get acquainted with interviewees’ shared experiences and opinions as well as voices
so as to simplify the process of raw data transcription. Further, we carried out verbatim transcription
of the raw interview data in English language from the recorder into the computer using MS Word.
The process of verbatim transcription of the six FGs took 6 weeks. Nigerian FGs took 120 hours to
transcribe while UK FGs took about 150 hours. Afterwards, we took some time to read through the
Wali 9

transcript for typo and grammatical errors as well as unprofessional words usage by respondents.
Through this process, we got fully acquainted with FG data and then carefully identified initial themes
and thereafter imported transcribed documents into NVivo 10 for data reduction, management and
final coding as well as thematic weighting. On the aspect of meeting duration, the Nigeria FG 1 lasted
for 2 hours, 44 minutes and 17 seconds; that of FG 2 lasted for 2 hours, 10 minutes and 3seconds; and
of FG 3 for 2 hours, 25 minutes and 47 seconds. Whilst the UK FG 1 lasted for 1 hour, 49 minutes and
16 seconds; FG 2 lasted for 1 hour, 9 minutes and 13 seconds, whilst FG 3 lasted for 1 hour, 22
minutes and 5 seconds (see Table 2) and scholarly support. Additionally, secondary data were imported
into NVivo 10 as PDF documents for coding analysis.

Analysis result for Nigeria primary and secondary data (refer to Figures 5–9)
Analysis result for UK primary data (Figures 10–12)

Therefore relying on the thematic review and unification template for a qualitative study by Braun and
Clarke (2006) and Wali and Wright (2016), nine overarching themes were unified from both study
contexts based on their coding strengths as shown in Table 3.

Table 2. Focus Groups’ Interview Durations

Nigerian Study Duration UK Study Duration Scholarly Support

FG 1 2 hours: 44 minutes: FG 1 1 hours: 49 minutes: Morgan (2010),
10 seconds 16 seconds Baumgartner et al. (2002),
FG 2 2 hours: 10 minutes: FG 2 1 hours: 9 minutes: Livingstone (2006), Wali
38 seconds 13 seconds and Wright (2016), Wali
and Nwokah (2017)
FG 3 2 hours: 25 minutes: FG 3 1 hours: 22 minutes:
52 seconds 5 seconds
Source: Research study (2015).

NVivo 10 Thematic Coding Analysis

Customer Privacy 1.53%

Customer Appreciation 1.88%

Service Quality 2.65%

Service Personalisation 4.63%

Service Price 5.79%

Service Courtesy 5.21%

Complaint Management 7.97%

Figure 5. Nigerian FG 1 Data Analysis

Source: Research study (2015).
10 Paradigm 22(2)

NVivo 10 Thematic Coding Analysis

Service Courtesy 5.66%

Service Price 5.44%
Service Quality 6.71%
Service Personalisation 3.27%
Customer Exploitation 2.61%
Customer Privacy 1.55%
Customer Complaints 1.53%

Figure 6. Nigerian FG 2 Data Analysis

Source: Research study (2015).

NVivo 10 Thematic Coding Analysis

Customer touch point 1.60%

Customer Exploitation 5.94%

Service Evaluation 6.27%

Service Quality 6.08%

Service Personalisation 12.39%

Complaints Management 14.46%

Figure 7. Nigerian FG 3 Data Analysis: Nigerian Secondary Data Analysis

Source: Research study (2015).

NVivo 10 Coding Analysis for Nigeria Secondary Data

Solution to Challenges 69.24%

Customer Forum 19.99%

Value for Money 8.25%

Service Quality 7.16%

Complaints Management 3.86%

Figure 8. Nigerian Secondary Data 1

Source: Nigeria Telecommunications Commission. (2014, September). Retrieved from www.ncc.gov.ng
Wali 11

NVivo 10 Coding Analysis for Nigeria Secondary Data

Unsolicited SMS 15.30%

Customer Privacy 91.08%

Figure 9. Nigerian Secondary Data 2

Source: Nigeria Telecommunications Commission (2015). Retrieved 20 April 2015, from www.ncc.gov.ng

NVivo 10 Thematic Coding Analysis

Service Value 2.35%

Service Personalisation 4.62%

Service Evaluation 10.30%

Understanding Customer
10.11%
Expectations

Service Price 9.81%

Complaints Management 9.11%

Service Upgrade 15.57%

Figure 10. UK FG 1 Data Analysis

Source: Research study (2015).

NVivo 10 Thematic Coding Anlysis

Service Quality 6.17%
Service Evaluation 6.65%
Service Price 6.79%
Service Upgrade 6.81%
Complaints Management 8.22%
Customer Loyalty Offers 11.73%
Service Personalisation 14.64%
Understanding Customer Expecations 20.04%

Figure 11. UK FG 2 Data Analysis

Source: Research study (2015).
12 Paradigm 22(2)

NVivo 10 Thematic Coding Analysis

Service Evaluation 6.34%

Understanding Customer Expectations 12.43%
Service Quality 16.49%
Service Personalisation 17.80%
Complaints Management 22.64%
Service Price 20.56%

Figure 12. UK FG 3 Data Analysis

Source: Research study (2015).

Table 3. Comparison of Emerging Themes and Their Percentage Coding Strength

Sl. No. Nigerian Main Themes and Child Themes % UK Main Themes and Child Themes %
1 Customer privacy: 3.08 – –
Invasion of privacy with unsolicited SMS
2 Service quality: 22.60 Service quality: 22.66
Accessibility Successful voice call,
Reliability SMS and data services
Dependability
3 Complaints management: 23.96 Complaints management: 39.97
Poor approach to customer queries Swift response to complaints
4 Service price: 11.23 Service price: 37.16
High service charges Price affordability
Service overbilling
5 – – Service upgrade: 22.38
Annual mobile upgrade plan
6 – – Understanding customer expectation: 30.15
Knowledge of consumer market
Ease of communications
Trends of service usage
7 Service courtesy: 10.87 – –
Friendly online customer care services
Unfriendly in-store customer care services
8 Service personalization: 20.29 Service personalization: 37.06
Generalized services Customer-tailored services
9 – – Service evaluation: 23.29
Mobile survey
Consumer market research
Source: Research study (2015).
Wali 13

Key Findings
Findings show that the current nature of CRM practices by Nigerian MT firms was about consumer
exploitation, consumer negligence and transactional relationship management practices with high-profit
orientation which opposes CSAT orientation, whereas from the UK study, findings revealed that
MT firms’ CRM practices were characterized by high levels of consumer orientation with respect to
consumer courteousness, service personalisation, consumer security and sensitivity. Further, finding
from the Nigerian study showed that firms’ CRM practices have a negative influence on participants’
CSAT and CRT behaviours as their CSAT was coded at 23 per cent, Customer Dissatisfaction (DSAT) at
77 per cent and declining interest for service retention at 73.5 per cent. More specifically, from Nigeria,
six themes showed support for enhancing CSAT and CRT: service quality (SQ), customer privacy (CP),
service courtesy (SC), service personalisation, service price and customer management (CM), and
contrary to these are reasons for the increasing rates of DSAT, whereas from the UK study, CRM practices
found support for CSAT and service retention which were coded at 79.2 per cent and DSAT at 20.8 per
cent and seven themes showed support for CSAT and CSRT and they are as follows: SQ, service
personalization, CM, UCE, service evaluation (SE), SU and service price. Further, in Nigeria, we found
that external macro-forces were responsible and had negative influence on firms’ CRM practices and this
includes: corruption, weak regulatory institutions, lack of security, physical and economic infrastructures.
But from the UK study, findings revealed that factors which influenced CRM practices were internal and
they include outrageous contract prices, long contract duration and service overbilling.

Respondents’ Thematic Content Validation

Thematic and content validation is currently gaining popularity in qualitative research. According to
Bryman (2012), thematic content validation is sometimes called member content validation and is
a process whereby the researcher provides participants on whom it had conducted the research with an
account of its findings for validation. Thematic and content validation is aimed at seeking participants’
to verify whether findings and contents from the initial analysis reflect their opinions (Wali & Nwokah,
2016; Wali & Wright, 2016). The validation process started after primary data analysis; for Nigerian
study, six themes and their contents were sent to respondents via email for validation and we achieved
98 per cent affirmation from 18 participants and for UK study, 7 themes and their contents were sent out
to respondents and we received 85 per cent affirmation from 15 participants.

Definition of Emerging Themes

Service quality: This theme is about keen aspect of being a mobile phone service consumer with strong
capacity to boost CSAT and is linked with service evaluation and UCE. For example, for Nigerian
participants, MT firms’ SQ can be improved if they are committed to understand what their customers’
need and want are, whereas UK participant feels that MT firms’ SQ was good and contributes positively
on their satisfaction as these firms were committed to understand customer need dynamics while
evaluating their services through solicitation of feedback.

First of all my own is on the issue of mobile calls I know how many calls I have made this week like out of
ten calls only two went through smoothly. So out of ten calls (10 calls) I got only two successful to me that means
14 Paradigm 22(2)

their SQ is poor and the issue of text SMS I can show you some I sent this morning that is undelivered. (Nigerian
Focus Group 2)
My calls are always successful delivery and SMSs are delivered promptly too although it is only in few cases that
I had experienced unsuccessful call, the SQ here is great. (UK Focus group 2)

Customer privacy: This theme deals with Nigerian consumers’ experiences about the ways MT service
providers invade their privacy through unsolicited SMSs and this is linked with complaints management.
The study revealed that despite several complaints by consumers in this regard, firms kept on sending
these unsolicited messages, thus suggesting that they are less customer-oriented.

In terms of MTN services I always receive unsolicited messages and Etisalat also does the same thing without
asking for it. One of the things I hate most about MTN network is that they trouble my life with unwanted SMS’s
even when I opt out they will continually send those SMS’s especially when I am suppose to be resting after work
this is very bad. (Nigerian Focus Group 2)
Why will they be disturbing people’s life with unnecessary SMS’s morning, afternoon and night always disturbing
our sleep all the time, I don’t want those junk messages yet it keeps coming. (Nigerian Focus Group 3)

Service courtesy: For Nigerian participants, this theme shows that online customer care staffs are mostly
polite and courteous, whereas in-store they are impolite to consumers who are perceived as commoners,
but rather polite to consumer whom they perceived to be rich and wealthy and this theme is linked with
CM, CP and service personalization. This is because SC suggests that these firms will be positively
responsive to CM that is even complaints about their privacy should be treated courteously as well as
service personalization is pursued because firms want to be courteous in their service interaction process.

When you talk to them online wow there is this professionalism in terms of communication that is always
displayed on their part, but if you meet them in their office, I bet you except you are dressed very well like a
political office holder or oil company worker they will treat you anyhow. (Nigerian Focus Group 1)
From my experience when I had a problem with my line and went to my subscribing firms’ office and the staff
that attended to me was actually nice. We carried on very well and my experience with Airtel mobile personnel
out of three I have encountered only one was very good. (Nigerian Focus Group 2)

Service price: This theme deals with Nigerian and UK consumers’ experiences. For example, Nigerian
consumers’ experiences evolve around outrageous hike in prices and billing for services they received
and those they did not receive, while UK consumers’ experiences were about price affordability for
MT services that is the price of MT services is cheap and bundled which enable customers to buy
monthly or pay as you go even take contract at a cheaper price.

Yes presently I have dropped every other network before now due to high service charges and I only use for now.
(Nigerian Focus Group 1)
The area where I am not very happy is the way they charge us for services here why did I say so? They sell black-
berry data plan for N1, 000 for one month, while Android phones data plan for N3, 000 to N4, 000 per month,
why can’t we buy data at a unified price despite the type of phone? (Nigerian Focus Group 2)
I used Talk-Talk and I had to move to Virgin media in the first place because they are on cost really from what
I have been on before they are considerably cheaper and that was my initial hock, the price competition and
alternatives here makes it easy to move network. (UK Focus group 3)
Wali 15

Complaints management: This theme emphasizes how CM processes influence consumers’ experiences
in trusting that their subscribing firms are committed to optimize their service value through a swift
complaint handling process. For example, according to Nigerian participants firms’ poor approach to
their numerous complaints is of concern as their complaints are never treated satisfactorily like issues of
privacy still persist and other service difficulties that linger beyond 48 hours with no solutions. But, UK
participants report that service complaints are resolved in reasonable time and sometimes vouchers are
given to customers as compensations for their failures and this theme is linked with UCE. This is because
firms are swift to resolving complaints because they understand that customers expect that their services
challenges be treated swiftly to enable them have value for their money.

The process it takes my subscribers’ to resolve my complaints is slow. Let me take an example: there was a time
I keyed into one promo they did that they charged be N10, but even when at the end when I did not want the
services again and what they asked me to do so as to cancel the promo I did yet they kept on charging me and
they never resolved the complaint until I broke that SIM card and bought a new one. (Nigerian Focus Group 1)
For me I think my own complaints have been resolved in a timely manner I mean my service issues complaints
and I have received vouchers from Virgin media as compensation for my negative service experience. (UK Focus
group 2)

Understanding customer expectation: This theme is about the need for firms to UCE by providing targeted
services and it is linked with SQ, service personalization, service price, CM and SE. This is because when
firms understand customer’ quality and price expectation, they are empowered to provide qualitative
service at affordable service price. Second, these firms will be positioned to offer tailored customer
services which form key aspect of service personalisation strategy. Third, they will understand that swift
response to queries and complaints are critical to customers. Finally, firms pursue UCE because they also
wish to evaluate their services.

I think they understand that every consumer expects upgraded service quality, affordable contract plan and price,
like we moved from 2G to 3G and 4G is here with upgraded phone yet there is no much significant change in my
contract price for iPhone 5 and iPhone 6 which I am currently using. (UK Focus group 2)
I think it is basically for the providers to make steady efforts towards understanding changing dynamics of their
consumer market and you know we are highly price sensitive here and nobody wants to pay more for what they
know they can get cheaper elsewhere. (UK Focus group 3)

Service evaluation: SE influences consumers’ perception of subscribing firms’ services. It is about the
firms’ ability to regular carry out consumer research through direct and online and telephone surveys to
unravel consumer experiences with the aim of transforming their experiences positively. This theme is
linked with SQ and CM. Through SE process, customers are allowed to share their experiences on firms’
quality of service and other issues as well as how their complaints or queries were managed in the past
which could help for service improvement.

Each time I call O2 customer care line the officer will cap the discussion by asking are you satisfied with the way we
treated the issue? Again after 5 minutes an SMS and email will drop in my phone asking me to evaluate my expe-
rience today, I mean this shows that they want my feedback to enable them serve me better. (UK Focus group 1)
Yes they EE often request my feedback on email and SMS as per my experience with their services especially
after I had called their office for one complaint or the other but I have never had the time to fill out the question-
naire or reply the text, but they do. (UK Focus group 2)
16 Paradigm 22(2)

Service upgrade: This theme reports that SU influences consumers’ experiences as affordable SU plan
will help boost consumers’ confidence for firms’ offerings. However, it describes consumers’ expectations
with firms’ ability to offer better upgrade for their mobile phone contract into the future when compared
with current contract plan. For example, upgrading customers’ from iPhone 4 on 3G networks to iPhone
6s on 4G with minor significance in price will enhance customers’ loyalty, trust and leads to CSAT and
retention.

I have remained with 02 for years because they have always upgraded my contract plan with minor price upgrade
up to [5 pounds] now I have iPhone 6 on 4G whilst my iPhone 5 is still there which I will sell off like I did for my
iPhone 4. I believe they have used this strategy to retain their existing market and win back their old customers.
(UK Focus group 2)
Service upgrade plan makes me better you know and this has kept me on this network for years because the
monthly repayment is cheap and affordable so why will I not remain when I am having filled moment with EE.
(UK Focus group 1)

Service personalization: This theme describes how MT firms’ in both countries managed consumers’
personalities. For example, Nigerian participants report that MT firms provided them with general
services and not individualized or personalized services, whereas UK participants’ feels that MT firms
were more personalized in their service delivery systems which spans from business to social activities.
However, service personalization is linked with SC because their current experiences with MT general
service practices expressed lack of consumer orientation and respect.

Now the operators have our data since 2012, that is over 24 months ago in their system off which by now we should
have been receiving personalized services from them like I do from my banks, but as it stands now we have not
received personalized services from my subscribers. (Nigerian Focus Group 1)
Yes with THREE, my experience is when they’ve got a new deal they actually do call me to inform me. Look we
have got this offer will you be interested in it or do you have family members who could and this is because you
have been with us. Yes, they do actually get in touch if they have a new deal coming into the market they do call
from my experience. (UK Focus group 1)

Discussion and Conclusions

This study presents findings from two countries. Findings indicate that Nigerian MT firms practise
transactional CRM with high emphasis on consumer exploitation, negligence for consumer complaints,
but UK findings reveal that MT firms practise transformational CRM with high emphasis on customer
orientation. Further, these practices in Nigeria have far-reaching negative impact on CSAT resulting in
high rates of consumer switching practices. This can be attributed to negligence on the part of regulatory
institutions whose responsibilities are to monitor and evaluate operators’ practices by ensuring that they
are in keeping with best standards in the sector. However, internal institutional influences are: firms’
desire for increased profitability, thus leading to tacit increases in prices of services, inadequately
trained employees and demand for tips by employees from customers to fast-track complaints process
and disrespect for same. All these influenced their unwillingness to adopt a transformational CRM
approach for improving CSAT (El-Gohary et al., 2013; Ernest & Young, 2001; Olatokun & Ojo, 2014;
Scott, 1987).
Wali 17

The Nigerian study also found that participants were mostly dissatisfied with MT services as a result
of poor network SQ arising from insensitivity to service price, invasion of CP, poor consumer complaints
management system, weak consumer service courteousness and non-provision of personalized services
(Olatokun & Ojo, 2014),8 while UK participants were mostly satisfied with firms’ services which are
attributed to reliable network SQ, fair pricing with contract options, respect for CP and provision of
personalized services. However, in the UK, there are areas where operators’ practices differed from
customers’ expectations, such as outrageous billing of consumer account which violate contractual
agreement (Ofcom, 2013, 2014). Evidently, these findings support the assertion that Nigerian consumers
were more dissatisfied with MT services while UK consumers were more satisfied with MT services.
Therefore, this identified impact of external and internal institutional forces on CRM practices in
Nigerian and UK MT sectors confirms the argument that institutional pressures shape the way businesses
were carried out. Hence, this study supports the relevance of IT Scott (1987) and DiMaggio and Powell
(1991) in practice and research that is firms must consider institutional factors/pressures while taking
CRM systems decisions.
Furthermore, the study revealed that SQ, service personalization, service price, CM, SU and SC all
show positive influence on CSAT and CRT behaviours and this follows that service reliability,
dependability and accessibility are key to creating value for money for consumers and contributes in
achieving quality expectations (Baksi & Parida, 2012; Edward & Sahadev, 2011; Haridasan &
Venkatesh, 2011; Kotler & Armstrong, 2011; Kruger & Mostert, 2014; Oliver, 1980; Parasuraman,
Zeithaml, & Berry, 1985; Parvatiyar & Sheth, 2001; Rao et al. 2011; Taylor, 2016; To et al., 2013;
Verhoef, 2003; Wali & Wright, 2016; Wang & Chou, 2013). Findings also revealed that CP issues had
significant influence on CSAT (Okazaki, Li, & Hirose, 2009; Riquelme & Roman, 2014; Shin, 2010;
Yang, 2012). This implies that for firms to continue to improve on CSAT so as to attain high
profitability, issues of CP must be prioritized. This finding validates the relevance of IT and CUT as
it shows that institutional pressures determined CSAT and DSAT (Fishburn, 1968). Additionally,
findings show that service personalization had a positive influence on CSAT which corroborate that
favourable monetary price of products or services was critical for CSAT (Bacchiocchi et al., 2011;
Estelami & Bergstein, 2006; Fiorio & Florio, 2011; He et al., 2008; Kaura, Prasad, & Sharma, 2015;
Low, Lee, & Cheng, 2013; Oliver, 1980; Parasuraman et al., 1985; Parvatiyar & Sheth, 2001). The
service price shows a positive impact on CSAT and CRT behaviours and this is attributed to the fact
that personalized service creates intrinsic feelings of satisfaction and triggers extrinsic satisfaction.
Additionally, consumers rated operators which offered personalized services as caring and that they
are happy to stick to their services (Fiore et al., 2004; Hanson, 2000; Kramer, 2001; Peppers, Rogers,
& Dorf, 1999; Polito & Watson, 2004; Prahalad & Ramaswamy, 2004; Wind & Rangaswamy, 2001;
Winsor, Sheth, & Manolis, 2002). Interestingly, previous scholars had defined service personalization
from a transformational perspective that is as an individualized courtesy and recognition in consumer
service interaction process. For example, this type of service personalization practices can be done
through postage and personalized emails or individualized interactions on firms’ websites and
telephone as well as other social media platforms (Lawson-Body & Limayem, 2004). However, this
definition is inconsistent with service personalization expectations of Nigerian participants because
Nigerian consumers are not familiar with transformational service personalization which is
predominant in UK, but transactional service personalization. From a developed context, we define
service personalization as committed CRM system adopted by firms to monitor individual consumers’
trends of service purchases and consumption. This is for the purpose of offering targeted and
individualized service that are unique and affordable and suits consumers as service relationship
18 Paradigm 22(2)

progresses. This definition adds to existing transformational service personalization (Bradshaw &
Brash, 2001; Peppers & Rogers, 1997; Vesanen, 2007). However, these differences in findings from
both contexts support that IT is linked with and validates CUT. That is, firm’ successes are dependent
on their ability to examine the developmental trends arising from their relationship with the society
and consumers by ensuring that consumer needs and wants are met. When Corley and Gioia (2011)
were writing about publishing in top management journals, they explained what they saw as the
dimensions of originality and utility for writers. Their explanations about ‘originality’ and ‘utility’ are
also applicable for research studies as in this article. They saw ‘originality’ as either advancing
understanding incrementally or giving some form of revelation. The ‘utility’ element provided the
practical or scientific dimension. First, this study contributes to the practical dimension of IT as it is
found that MT institutional behaviours in Nigerian and the UK were different as there are evidences
from this study that institutional forces in Nigeria have negative impact on CRM practices which are
both internal and external to MT firms and validate IT for business sustenance and profitability
(DiMaggio & Powell, 1991; Scott, 1987). Second, the UK study showed that internal institutional
forces were responsible for firms’ poor practices in the areas of service pricing, SU, contract duration
and unfair pricing mechanism as well as overbilling. This was because operators’ quest for increased
profitability catalysed these undue practices on their consumers. Additionally, external forces were
responsible for the fair level of CRM practices of firms through strict monitoring and ensuring
compliance with government regulations and policies by operators in the sector. Hence, for MT firms
in both contexts to successfully implement and improve on their existing CRM practices for CSAT
and CRT, they should consider the dynamics of institutional forces such as business rituals, power
structure and social cultural forces in their operating environments. Third, this study contributes to the
originality of CUT (Fishburn, 1968; Zinkhan, 1992) because satisfaction factors from both contexts
were distinct in terms of utility expectations as the study shows that Nigerian consumers were craving
for improvements in SQ, SC, service personalization, CM and service price while UK consumers were
craving for SE, SU, service personalization, improved service price, mobile contract service duration
and transformational service price.

Marketing Implication and Recommendations

The practical contribution of this study provides MT firms in Nigeria and UK with original CRM
constructs for developing strategies that would help to reposition and improve their CSAT and CRT. This
study has proved that Nigerian MT firms’ CRM practices were transactional oriented which had
negatively affected their ME. As part of this study’s practical contribution, it recommends for Nigerian
MT firms to switch to transformational CRM system by giving attention to SQ, CP, service personalization,
CM, service price and SE as well UCE as key components for future CRM practices. Also, UK study
proved that firms were fairly practising transformational CRM system though key areas of CRM upgrade
were neglected. Therefore, the study recommend for UK MT firms to improve their committed towards
an upgraded transformational CRM practices by giving attention to SU, service personalization, SE,
transformational service price and flexible contract duration as well as strict service billing. More
succinctly, the need for differentiated practical contributions between Nigeria and UK were because
these MT firms operate under different economic settings and their theoretical contributions into IT,
CUT and CRMBT demonstrate that forces which impacted on CRM practices in Nigeria differed from
those in UK.
Wali 19

Limitation and Future Research

This study is limited to MT consumers in Port Harcourt, Nigeria and Huddersfield, UK, specifically, the
Nigerian study was limited to three FGs with 25 participants, while UK study had three FGs with 22
participants. Some challenges I faced in Nigerian study were the demand for monetary inducement while
the UK was timing due to their work schedule. Future research should consider a quantitative test of our
thematic findings in emerging and developed context. Second, it provides windows of opportunities for
a mixed method research.

Declaration of Conflicting Interests

The author declared no potential conflicts of interest with respect to the research, authorship and/or publication of
this article.

Funding
The author received no financial support for the research, authorship and/or publication of this article.

Notes
1. Nigeria Telecommunications Commission (Q1, 2015). Retrieved 20 April 2015, from www.ncc.gov.ng
2. Business Monitor International London (BMI, Q1, 2014; Q2, 2015). Retrieved from www.businessmonitor.com/
nigeria-telecommunications-report.html
3. Nigeria Telecommunications Commission (Q1, 2016). Retrieved from www.ncc.gov.ng
4. Nigeria Telecommunications Commission (Q2, 2015). Retrieved from www.ncc.gov.ng
5. See Note 4.
6. Nigeria Telecommunications Commission (Q3, 2014). Retrieved 8 March 2015, from www.ncc.gov.ng
7. Nigeria Telecommunications Commission (Q2, 2014). Retrieved 8 March 2015, from www.ncc.gov.ng
8. Nigeria Telecommunications Commission (Q2, Q3, 2012; 2013 September). Retrieved 11 December 2013,
www.ncc.gov.ng

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Author’s Bio-sketch

Andy Fred Wali holds all his degrees (BSc, RSU; MBA, UPH; and PhD, Hud, UK) in Marketing and
Postgraduate Certificate in Research Methods (Hud, UK) and is at present a Senior Lecturer in the
Department of Business Administration Federal University Wukari, Taraba State, Nigeria, where he
teaches modules in Marketing and Strategy. He is currently a Visiting Research Affiliate at the Department
of Logistics, Operations, Hospitality and Marketing at University of Huddersfield, UK, where he obtained
his Doctorate in Strategic Marketing Management with minor in Customer Relationship/Experience
Management. Whilst at Huddersfield he taught Marketing and Strategy modules, he currently supervises
MBA and MSc dissertation and makes guest appearance on a number of PhD theses at Huddersfield.
During his undergraduate days at the Rivers State University, he graduated with a Second Class Upper
Division and was Best Graduating in Marketing and Second Best in the Faculty of Management Sciences.
He is a member of Academy of Marketing Science (USA), Academy of Marketing (UK) and European
Academy of Management.

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