Impact Assessment of Customer Data Management and Conflict Handling on Customer

Retention: Quantifying mediating effect of Customer Relationship Management

Research Project

By

Muhammad Ishaque Soomro Reg. # 1758123

Javed Ahmed Reg. # 1758114

Zohaib Ahmed Reg. # 1758136

Course Instructor:

Sarah Wali Qazi

Program: Executive MBA

Spring 2018

Shaheed Zulfiqar Ali Bhutto Institute of Science and Technology (SZABIST), Karachi
ACKNOWLEDGMENT

We are very thankful to ALLAH Almighty who gave us the opportunity, courage and
confidence to explore more knowledge to complete this report and for His (ALLAH)
blessings that have brightened every aspect of our life, and our parent whose prayers always
supported us in every task of our life. While working on this project we were guided by our
experience and knowledge grasped through subject ‘Applied Research Methodology’’.

We deeply intended and extremely thankful to course facilitator Mrs. Sarah Wali Qazi at
SZABIST Karachi campus who was a constant source of inspiration and encouragement to us.
The strong interest evinced by her, helped us in dealing with this Research Study. We express
our profound sense of gratitude to her, for timely help and co-operation.
Contents
1. Introduction ........................................................................................................................ 5
1.1 Background of the Study ............................................................................................. 5
1.2 Research Problem ........................................................................................................ 5
1.3 Research Questions ..................................................................................................... 6
1.4 Research Objectives .................................................................................................... 6
1.5 Justification ................................................................................................................. 6
1.3 Limitations: ................................................................................................................. 6
1.4 Scope (Internal Boundary setting)............................................................................... 6
1.5 Assumptions ................................................................................................................ 6
1.6 Definitions of Terms ................................................................................................... 7
1.7 Limitations: ................................................................................................................. 7
1.8 Scope (Internal Boundary setting): ............................................................................. 7
1.9 Assumptions: ............................................................................................................... 7
2. LITERATURE REVIEW ................................................................................................... 8
3. RESEARCH METHODOLOGY ..................................................................................... 11
3.1 Theoretical Framework ............................................................................................. 11
3.2 Research Design ........................................................................................................ 11
3.3 Variables.................................................................................................................... 12
3.4 Hypothesis ................................................................................................................. 12
3.5 Population, Sampling Method and Data Collection .................................................. 12
4. RESULTS AND INTERPRETATION ............................................................................ 13
4.1 Reliability: ................................................................................................................. 13
4.2 Correlation Analysis .................................................................................................. 14
4.3 Regression and Model Summary ................................................................................... 14
4.5 Impact of Independent variables on Intervening Variable and Dependent Variables ... 15
5. Conclusion ........................................................................................................................ 17
References
Appendix
ABSTRACT
Organisations become more aware of the importance of customer relationship management
(CRM) and its potential to help them acquire new customers, retain existing ones and maximise
their lifetime value. A close relationship with customers will require a strong Customer Data
Management (CDM) system and coordination between information technology (IT) and
marketing departments to provide a long-term retention of selected customers. The primary
objective of this study is to investigate the influence of selected independent variables, conflict
handling and Customer data management on intentional customer loyalty via CRM as the
intervening variable at a chemical B2B Business organization in Karachi, Pakistan.

This research is quantitative in nature. Primary data were gathered using a questionnaire, with
items referring to CRM, conflict handling, CDM and Customer retention. The questionnaire
distributed was geographically restricted to the city of Karachi. Data was analysed. One
independent variable, conflict handling exerted a statistically significant positive influence on
the intervening variable (CRM), while CDM did not have any impact on the intervening
variable (CRM). The intervening variable (CRM) positively influenced the dependent variable
(Customer Retention). If chemical B2B Business organizations communicate timeously
develop relationship with customer effectively, and are skilled in conflict handling,
organization may retain more customers.
1. Introduction
Background of the Study
Business to Business (B2B) is a business model that focuses on selling products and
services to other companies. In B2B business model, volume of customer and seller is
limited as compare to that in Business to Customer (B2C) Market. Within B2B market,
chemical supply and manufacturing businesses, due to technical complexity of
manufacturing processes and raw material, have remained un-explored with respect to
Customer Relationship Management. Organizations becomes more aware of the
importance of Customer Relationship Management (CRM) and its potential to help
them acquire new customers, retain existing ones and maximize their lifetime value.

In today’s global competitive market, where customers are empowered and brand
loyalty erosion is increasing, businesses are moving towards CRM. Organizations need
to investigate customer needs, they have to build relationships with both existing and
potential customers and they will have to satisfy their customer needs.

Independent variables like Customer Data Management (CDM) and Conflict Handling
influences Customer Retention via CRM. These days CDM is the very important
variable which has direct impact on organization’s strategic decisions.

Many frameworks (quantitative and conceptual) have been developed by researchers

where-in various variables have been analysed along-with their impact on Customer
retention and CRM.

We haven’t found research reference specific to our proposed geographic location of

study. However, similar researches have been conducted in Africa and UK which
concludes that CDM and conflict handling influences positively Customer Retention
and CRM if implemented in proper systematic way.

1.2 Research Problem

CRM plays vital role to retain organization’s customer. In today’s competitive market
where it has become difficult to ensure customer loyalty, CRM has become necessarily
important to understand customer in detail and fulfilling his/her needs in a manner
he/she want.

Chemical Supply and Manufacturing businesses in B2B market are required to improve
CRM to retain customers. Being an intervening variable, CRM can be influenced by
different variables. In this research, the impact of independent variables i.e. CDM and
Conflict Handling, on customer retention via CRM will be explored. The study will
explore the perception of professionals in Karachi (related to B2B businesses) about
the impact of these independent variables on selected intervening and dependent
variables. The data to be gathered in this study may provide B2B organizations with
information relating to the relationship between CDM and CRM, Conflict handling and
CRM.
1.3 Research Questions
- What is relationship between CDM and CRM?
- What is relationship between Conflict handling and CRM?
- How CRM impacts customer retention in B2B chemical businesses in Karachi,
Pakistan?

1.4 Research Objectives

- To determine the significance and impacts of CDM towards better CRM in order
to retain customer
- To recognize the role of conflict handling to develop a better CRM system.
- To investigate the implications of a better CRM system for customer retention.

1.5 Justification
- Poor CRM can lead towards customer losses, sales losses and reduced
competitiveness.
- Improved Conflict handling and CDM systems can help to retain customers that
will eventually increase sales and reduce cost.
- Beneficiaries of this study are the Marketers of Chemical manufacturing firms and
B2B Chemical trading companies.

1.3 Limitations:
- We have limited time i.e. about two months, to conduct and complete the research.
Hence research will be carried out in organizations which are producing chemicals
for packaging industries in B2B businesses, Karachi, Pakistan.
- Due to limited resources, sampling data collection may be compromised during
research.
- Respondents from B2B businesses may be reluctant to share data during research.

1.4 Scope (Internal Boundary setting)

- Impact of two independent variables i.e. conflict handling and CDM, on CRM, will
be analyzed in study. Correlation of these two variables with CRM plays important
role in customer retention.
- This study is only conducted for B2B organizations which comprises chemical
manufacturing & raw material trading businesses and its outcome is not applicable
to other business lines (i.e. B2C).
- Geographically, this study will be conducted in Karachi, that’s why results may
differ if research may conducted in other regions.

1.5 Assumptions
- Research will conducted, assuming that no new pier will enter B2B business in
Karachi, dealing with chemicals for packaging industries and nor the existing
member will exit from the market.
 - During course of research, Government policies towards B2B business in Karachi,
dealing with chemicals for packaging industries, will remain same.

1.6 Definitions of Terms

- Conflict Handling, CDM: Customer Data Management, CRM: Customer
Relationship Management, Customer Retention.

1.7 Limitations:
- We have limited time i.e. about two months, to conduct and complete the research.
Hence research will be carried out in organizations which are producing chemicals
for packaging industries in B2B businesses, Karachi, Pakistan.
- Due to limited resources, sampling data collection may be compromised during
research.
- Respondents from B2B businesses may be reluctant to share data during research.

1.8 Scope (Internal Boundary setting):

- Impact of two independent variables i.e. conflict handling and CDM, on CRM, will
be analyzed in study. Correlation of these two variables with CRM plays important
role in customer retention.
- This study is only conducted for B2B organizations which comprises chemical
manufacturing & raw material trading businesses and its outcome is not applicable
to other business lines (i.e. B2C).
- Geographically, this study will be conducted in Karachi, that’s why results may
differ if research may conducted in other regions.

1.9 Assumptions:
- Research will conducted, assuming that no new pier will enter B2B business in
Karachi, dealing with chemicals for packaging industries and nor the existing
member will exit from the market.
- During course of research, Government policies towards B2B business in Karachi,
dealing with chemicals for packaging industries, will remain same.
2. LITERATURE REVIEW
Customer Data Management, Conflict Handling, Customer Relationship
Management and Customer Retention:
In most business-to-business (B2B) relations, achieving the sale target is not the ultimate
fulfilment, but to keep the good relationships with customers is substantial. Thus, the key
concern is to identify the factors which retain the customers to build long term relationships
(Gounaris, 2005). Gronroos (2000) proposed that customer retention is substantial field of
relationship marketing that keeps the customers. Similarly, Menon and O’Connor (2007)
considered customer retention as permanent relationship of customer with supplier or
service provider. In a quantitative perspective, Buttle (2004) considered customer retention
as the number of customers of a firm at the end of a financial year expressed as a percentage
of those who are active customers at the beginning of the year. Bruhn and Georgi (2006)
also described that organizations with effective customer retention strategies are able to
convince customers to stay for long time and can deal with their new offerings (Mahmoud
Abdulai Mahmoud, 2018).

It’s a proven fact that with time business environment is transforming from product-centric
to customer-centric. In the words of Christopher, Payne and Ballantyne, ‘As a general rule,
the more information a company has, the better the decision’. Customer Relationship
Management is key to business success these days. CRM utilization is directly related with
increase in customer knowledge, which in return has a positive impact on customer
Retention (Boulind et al. 2005). The acquired knowledge of customers is called customer
knowledge which includes customers’ preferences, desires, needs, buying behaviors and
their insight on companies’ products and services. The customer knowledge as an integral
element of Knowledge Management and CRM relationship could help organizations to
tailor their products and services and even the entire relationship with customers to increase
customer satisfaction and finally economic profitability [ (Bose, 2003); (W Boulding,
2005); (Chen Y., 2006)].

Customer knowledge comes through Customer Data Management. Successful customer

data management is more of an organizational issue than a technological one and requires
a top-down approach in order to develop a common strategy for an organisation’s customer
data management (Mehdi & Mazaher, 2012). Proper central assessment and maintenance
processes that can be adjusted according to the entities’ needs must be in place (Mehdi &
Mazaher, 2012).

According to Pan & Guo, 2011; Customer relationship management (CRM) and knowledge
management (KM) has become a key strategic tool for all companies, especially in the
current competitive environment recently. As per empirical research conducted by Pan &
Guo et. al., 2011; knowledge transfer, knowledge acquisition, knowledge innovation and
knowledge sharing all play a positive role in CRM success.
Measuring the impact of Customer Knowledge Management on CRM can be considered as
both tangible and intangible (Hadi & Omid, 2015). Measures such as net profit, net sales,
and customer share are considered as tangible outcomes of CRM performance and as
intangible ones, measures such as customer satisfaction, customer loyalty and increased
customer lifetime value are considered as important intangible outcomes of CRM in
perspective of relationship between Knowledge Management and CRM (Hadi & Omid,
2015). Still, there is no any standard and well accepted model or framework for measuring
all aspects of CRM performance in organizations (Hadi & Omid, 2015).

Conflict handling plays a vital role in customer retention as its supplier’s potential to handle
complaints wisely to avoid complications in relationships. Conflict handling has a
substantial and statistical influence over CRM and customer loyalty. While CRM as the
intervening variable influences the customer retention (Roberts-Lombard & Department of
Marketing Management, 2011).
According to Blomqvist, 1999, it is not easy for supplier to satisfy their customer again if
the supplier is taking too much time to solve their issues. It is important to handle customer
complaint in a substantial way to maintain a good relationship. Blomqvist, 1999 describe
that a customer’s complaint gives valuable knowledge about the customer (Pia Andersson,
2014). When customers’ complaints resolved with prompt responses then customers gets
retained and satisfied while unsatisfied customer's buzz disturbs the other customers. About
34% of customers will buy again if their complaint handled on priority basis and this
number rises to 52% for minor complaints. Compensations are awarded when there is delay
in response. Once customer is satisfied with compensation, then these customers’ words of
mouth contributed a lot towards to supplier interest. Managers could get training to handle
conflicts (Roberts-Lombard & Department of Marketing Management, 2011).
CRM:

Customer Relationship Management is a strategy for managing an organisation's

relationships and interactions with customers and potential customers. A CRM system
helps companies stay connected to customers, streamline processes, and improve
profitability. CRM has been a key element of modern marketing in recent years. All around
the world, companies in different sizes have been trying to utilize CRM system to utilize
CRM systems to help then with their competitive businesses. However, on the other hand
because of vigorous competition, not only acquiring new customers is becoming difficult
but also holding existing customers is quite challenging task (Arezu Gavami, 2006). A
fundamental Principal of CRM is that all customers are not the same, CRM is based on idea
of treating different customers differently for which companies have to discover differences
and adjust their customer retention policies accordingly (Arezu Gavami, 2006).
According to Marko & Dusica (2015), Customer Relationship Management is becoming a
method to maintain existing structure and development of high quality customer base. It
involves development of marketing strategy vide getting insight & understanding of the
entire customer base, understanding needs and attitudes of customers, as well as more
efficient consideration of profitability and added value. CRM concept should be defined at
top of organization, but also it has to be coordinated on lower level in organization. Creating
and implementing CRM concept implies involvement of all employees in bank (any
organization in our case) with usage of modern information technologies for better
communication with customers (Marko Laketa, 2015). In organizations, the focus on
tangible assets such as equipment, raw materials, human resources and etc., is changing to
intangible assets such as brand image, customer loyalty, customer and market knowledge
and business knowhow in information community (Llamas Sule, 2004). CRM as a
customer-oriented business approach is considered as one of the powerful capabilities in
organization which help them to transform themselves to a customer centric environment
(W Boulding, 2005). According to Nayab Bashir, 2017, the suitable execution of CRM will
increases the number of customer satisfaction or make long term healthy relations with the
current or potential customers through managing information or improve the performance
of services that assist customer retention (Bashir, 2017).

Hinson, Mohammed, and Mensah (2006), states that the sources of complaints comprises
majorly inefficiencies by the service providers to expedite timely solutions to customer
complaints. According to Kuada and Hinson (2014), complaints are source of feedback
from customers though they are preventable. Ndubisi (2007) proposes that customer
retention can be generated and strengthened by handling customer conflict efficiently
(Mahmoud Abdulai Mahmoud, 2018). It is important that effective conflict resolution
mechanisms should be adopted and are proactive; if conflicts are not treated on time they
become harmful for future relations. Effective reactive solutions should also be put in order
decisively and in time to resolve problems so that it could shield the customers from
unnecessary losses (Ndubisi, 2007). Conflict can be resolved and minimized by employing
skills such as effective communication, problem solving, negotiation, and management.
After pinpointing the conflicts and its roots, the crucial point in conflict management is to
select the right method (Valashejerdi & Najjari, 2016).
3. RESEARCH METHODOLOGY
Theoretical Framework
As Shown in Figure 1, the research study framework establishes the relationship among
Conflict Handling, Customer Data Management and Customer Retention with
mediating effect of Customer Relationship Management.

Figure 1:

Independent Intervening Dependent

Variables Variable Variable

H1

Conflict Handling

H3 Customer
CRM Retention

CDM

H2

3.2 Research Design

Positivism philosophy with deductive research approach is used to conduct this
research employing explanatory research strategy to test hypothesis and investigate
relationship between research study variables. The study plan involve the gathering of
information about customer response with respect to conflict handling and customer
data management.
 This research study was conducted in phases i.e. Questionnaire development &
validation, data collection & analysis. A structured, closed ended questionnaire was
developed to collect data. Questionnaire consisted self-developed items. Questionnaire
was made up of questions on Customer Data Management (CDM), Conflict Handling,
Customer Relationship Management (CRM) and Customer Retention. Questionnaire
consisted 17 items.
3.3 Variables
Customer Retention (Dependent Variable):

Why customer retention is important in B2B businesses? This variable highlights the
importance of customer and its impact on Businesses.
Conflict Handling (Independent Variable):

Conflict Handling by Marketing staff in B2B businesses eventually leads to good

relations with customer and improve Customer Retention.
Customer Data Management (Independent Variable):

Knowledge about customers is important tool to handle certain customer (i.e. when you
know about customer in advance).
Customer Relationship Management (Intervening / Mediating variable):

Customer-relationship management is an approach to manage a company's interaction

with current and potential customers. This eventually leads to Customer Loyalty and
Customer Retention.

3.4 Hypothesis
H1: There is relationship between perceived Conflict Handling by chemical
organization in B2B Business and Customer Retention at the organization in Karachi,
Pakistan.

H2: There is relationship between CDM by chemical organization in B2B Business and
Customer Retention at the organization in Karachi, Pakistan.

H3: There is a relationship between CRM and Customer Retention at chemical B2B
Business organization in Karachi, Pakistan with combined effect of Conflict Handling
and CDM.

3.5 Population, Sampling Method and Data Collection

Non-probability convenience sampling method has been used to collect data for this
research. Data collected from organizations which are producing chemicals for
packaging industries in B2B businesses, Karachi, Pakistan.
Criteria (for choosing sample from Population):
 Marketing Managers in organizations which are producing chemicals for
packaging industries in B2B businesses, in Karachi, with minimum 3 years of
experience.

Reliability tests are key to measure and asses the trustworthiness of research conducted.
Reliability tests whether the questionnaire will measure the same thing more than once
and result in the same outcome every time (Rootman, 2006: 124, Zikmund, 2003: 301).
The research instrument, a developed questionnaire was pretested in pilot study
involving response from 15 respondents by using SPSS.

Target population for this research study was Marketing Managers from B2B
businesses, hence the sample size was small. Overall, 55 questionnaires were
distributed out of which 45 were returned. The structured questionnaire were
administered to 45 respondents of B2B chemical businesses from Karachi, Pakistan.
Data collected during the course of research was Analyzed using SPSS.

4. RESULTS AND INTERPRETATION

Majority of Marketing Representatives (35%) from B2B businesses, had work experience
of 6-10 years. 29% of respondents had work experience of more than 10 years.

Reliability:
The internal consistency reliability test compare different samples of the items being
used to measure a phenomenon, during the same time period. This can be done by
means of a split half reliability test, also known as the co-efficient alpha or Cronbach
alpha, results exceeding 0.6 will reflect lower level of acceptability (Mornay, 2011).
It is evident in Table 1 given below, that Cronbach alpha for research tool is above the
lower limit of acceptability, 0.6, which confirms that measurement tool / set used in
the study was reliable.

Table 1. Reliability Statistics.

Reliability Statistics

Cronbach's Alpha N of Items

.712 16
 4.2 Correlation Analysis
Table 2, given below shows the correlation between variables

Correlations
CH CDM CRM CR
CH Pearson Correlation 1 .532** .334* .287
Sig. (2-tailed) .000 .027 .059

N 44 44 44 44

CDM Pearson Correlation .532** 1 .106 .020

Sig. (2-tailed) .000 .494 .898

N 44 44 44 44

CRM Pearson Correlation .334* .106 1 .482**

Sig. (2-tailed) .027 .494 .001

N 44 44 44 44

CR Pearson Correlation .287 .020 .482** 1

Sig. (2-tailed) .059 .898 .001

N 44 44 44 44

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Correlation table shows that Conflict Handling is having significance value >0.05,
hence it is not correlated with customer retention. However, Conflict Handling have
weak relationship with intervening variable CRM. CDM is neither correlated with
intervening variable CRM nor with dependent variable ‘Customer Retention’. The
intervening variable is having moderate correlation with Customer Retention.

4.3 Regression and Model Summary:

Table 3: Model Summary

Model Summary
Adjusted R Std. Error of the
Model R R Square Square Estimate
a
1 .515 .265 .210 .55288
a. Predictors: (Constant), CRM, CDM, CH

Adjusted R square for research Model is 0.210. Table 3 indicates 21% of the variance
(R2) in the dependent variable. In other words, it can be said that 21% of a possible
change in the level of customer retention in the B2B Business organizations in Karachi,
Pakistan is caused by CRM.
Table 4: Anova

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 4.409 3 1.470 4.808 .006b
Residual 12.227 40 .306
Total 16.636 43
a. Dependent Variable: CR
b. Predictors: (Constant), CRM, CDM, CH

Table 5, Coefficients for Linear Equation Model

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) .708 1.134 .625 .536
CH .299 .229 .222 1.307 .199
CDM -.185 .208 -.143 -.889 .379
CRM .705 .240 .424 2.933 .006
a. Dependent Variable: CR

4.5 Impact of Independent variables on Intervening Variable and Dependent

Variables

Multiple regression analysis was performed to assess the relationship between the
independent variables (Conflict Handling and CDM), Intervening variable (CRM) and
dependent variable (Conflict Handling). It is determinant from Table 2 (Correlation),
CDM has neither impact on intervening variable (CRM) nor on dependent variable
(CR). Hypothesis H2, which states that, there is relationship between CDM by chemical
organization in B2B Business and Customer Retention at the organization in Karachi,
Pakistan, is not acceptable as its significance value is higher than 0.05. Linear equation
for research model indicates the exclusion of CDM, as it has no impact on intervening
and dependent variable.

Conflict Handling has weak correlation with intervening variable and has no impact on
Customer Retention. Hypothesis H1, which states that, there is relationship between
perceived Conflict Handling by chemical organization in B2B Business and Customer
Retention at the organization in Karachi, Pakistan, is not acceptable as its significance
value is higher than 0.05.

Customer Relationship Management (CRM), as a mediating variable, has significant

impact on Customer Retention and moderate correlation. Hypothesis H3, which states
that, there is a relationship between CRM and Customer Retention at chemical B2B
Business organization in Karachi, Pakistan with combined effect of Conflict Handling
and CDM, is acceptable. Hence, the relationship between CRM and Conflict Handling
is significant.

Correlation and regression analyses shows that the conceptual framework used for this
study is not fit. Only the intervening variable i.e. CRM is in relationship with dependent
variable.

The empirical results imply that a chemical B2B Business organization in Karachi,
Pakistan, can retain its customers by listening their customers, handling potential and
manifested conflicts skilfully and building strong Customer Relationship.
5. Conclusion
A chemical B2B Business organization should develop training sessions to inform
employees that the core CRM processes are customer acquisition, customer retention and
customer development. Just as a customer acquisition strategy aims to increase the
customer base, the focus of customer retention is to keep a high proportion of current
customers by reducing customer defections.

In order to maintain relationships with customers and to retain loyal customers, a chemical
B2B Business organization can give special benefits to loyal customers, for example
offering special discounts on products.

It is clear from the empirical studies that only one unit increase in CRM at the chemical
B2B Business organization can increase customer retention. A chemical B2B Business
organization should ensure that CRM and therefore customer loyalty increases by
delivering high quality and high value products and services. The policies and other
services should deliver on promises.

This research succeeded in identifying a dimensions that do and do not impact CRM and
which leads to customer retention at chemical B2B Business organization in Karachi,
Pakistan. Managers aiming to build a loyal customer and retain customer base should
concentrate on the conflict handling through proper relationship management. Customer
Data Management may have no significant impact on CRM and Customer Retention.

Strategies to improve how the chemical B2B Business organization obtains information
concerning the customers’ needs, and how conflicts between the customer and the
organisation are dealt with during a service failure should be implemented. The strategies
when implemented will increase customer loyalty and enhance Customer Retention, which
in turn will lead to increased profitability of the organisation and sustainability of the
organisation’s future.
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