Abstract:
The main objective of this study is to find out if organizational characteristics intervene in the relationship between CRM and organizational performance in the Nigerian insurance industry. Relevant literature was reviewed and a model consisting of fourteen variables was conceptualized and tested by means of empirical data collected through a questionnaire. A total of one hundred and eighty (180) copies of questionnaires were administered, one hundred and forty nine (149) copies were duly completed and returned. This represents a response rate of 82.78%. Partial correlation was used to test the hypothesis.Findings show that organizational characteristics (companies’ image and branch network) intervene in the relationship between CRM and organizational performance in the Nigerian insurance industry. The study alsoshows that the strength of the intervention of companies’ image is stronger than that of branch network. Thestudy recommended that insurance companies should pay attention to their companies’ image and branch network as these constitutes the ‘tangibles’ which customers can use to judge the likely performance of the organization
Machine summary:
Findings show that organizational characteristics (companies’ image and branch network) intervene in the relationship between CRM and organizational performance in the Nigerian insurance industry.
Organisational CRM strategies Customer focused services Use of Information and Communications Technology Complaints Management High Quality Service Timeliness in service delivery Friendliness of employees Competitive charges on services Ease of taking policies Organisational Performance Increased Profit Increased number of Customers Customer satisfaction Customer Retention Organizational Characteristics Company’s image Branch network Source: Researcher, 2009 Figure 1: A model of the relationship between customer relationship management and organizational performance RESULTS AND DISCUSSION Data Analysis The responses are discussed in tables 1 and 2.
05level Table 4: Partial correlation to test the Intervention of branch network between CRM and organizational performance relationship Control customer customer Increase in Increase in Variable retention satisfaction profit market share companies image customer focused Correlation 0.
05level Holding Companies’ Image as the Intervening Variable The p values of the computed partial correlation between customer focused service, Information and communication technology, complaint management, high quality service, friendliness of employees, timeliness in service delivery and the four variables of organizational performance are less than 0.
Holding Branch Network as an Intervening Variable The p values of the computed partial correlation between customer focused service, Information and communication technology, complaint management, High quality service, timeliness in service, friendliness of employees, competitive charges on services and the four variables of organizational performance are less than 0.