RESEARCH PAPER 1 Running Head: A Deeply Special Project

Running Head: RESEARCH PAPER
RESEARCH PAPER
Name of the Student:
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Author Note:

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Acknowledgment
This research is not possible without the help and assistance of the supervisor. I render a warm
thanks to him. His friendly guidance and expert advice have been invaluable throughout the
research. In fact, I would like to thank my friends and mates whose enormous support and
advices helped me to deliver the research positively. Each of the members of my dissertation has
provided extensive personal and professional guidance and taught me to focus on the scientific
research procedure effectively. Thank you all.

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Abstract
Customer relationship management (CRM) is considered to be one of the effective tool to retain
customers. The advent of globalisation intensify the competition in the international market and
it results to introduce extensive focus on the customers and increase their values for the
organisation. Moreover, there is a key aspect of the CRM technique that is associated with
developing the performance of the organisation. Therefore, this research aims to investigate the
impact of CRM in consumer electronics industry. The objective of the research emphasises on
the role of the CRM in consumer electronics industry and resolving the issues due to
implementing the CRM techniques in Samsung. The literature review tries to depict a logical
explanation of the concept of CRM and organisational performance and intends to draw a
linkage between CRM and organisational performance in different sectors. The research further
narrows down the investigation by putting emphasis on the Samsung Electronics as a case study.
This report had developed a mixed method research design which used both quantitative and
qualitative method for analysing the data. The survey data had been collected from 100
consumers of Samsung in United Kingdom and the qualitative data had been collected from the
managers in Samsung. The results had shown that there is significant positive impact of CRM on
the performance of organizations in consumer electronics industry. It had identified an issue
where 30% of the respondents have provided negative feedback and the managers suggested that
the organization had been facing challenges in addressing the changes in market trends. The
report had developed necessary conclusions and recommendations necessary for implementing a
new CRM system.

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Table of Contents
Chapter 1: Introduction....................................................................................................................6
1.1 Introduction............................................................................................................................6
1.2 Background of the study........................................................................................................7
1.3 Problem statement.................................................................................................................7
1.4 Research rationale..................................................................................................................8
1.5 Research aim..........................................................................................................................9
1.6 Research objective.................................................................................................................9
1.7 Research question..................................................................................................................9
1.8 Research hypothesis.............................................................................................................10
1.9 Dissertation structure...........................................................................................................10
1.10 Summary............................................................................................................................11
Chapter 2: Literature review..........................................................................................................13
2.1 Introduction..........................................................................................................................13
2.2 Customer relationship management....................................................................................13
2.3 Theoretical perspective........................................................................................................16
2.4 Theory on organisational performance................................................................................18
2.5 Impact of CRM on organisational performance..................................................................21
2.6 Conceptual framework.........................................................................................................25
2.7 Literature gap.......................................................................................................................26
2.8 Summary..............................................................................................................................26
Chapter 3: Research Methodology................................................................................................28
3.1 Introduction..........................................................................................................................28
3.2 Research philosophy............................................................................................................29
3.3 Research Approach..............................................................................................................29
3.4 Research Design..................................................................................................................30
3.5 Data collection and Analysis...............................................................................................31
3.6 Sampling Technique............................................................................................................32
3.7 Reliability and Validity........................................................................................................33
3.8 Ethical Consideration...........................................................................................................34
3.9 Summary..............................................................................................................................34
Chapter 4: Findings and Analysis..................................................................................................36
4.1 Introduction..........................................................................................................................36

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4.2 Reliability and validity analysis...........................................................................................36
4.3 Quantitative Analysis...........................................................................................................37
4.3.1 Demographic questions....................................................................................................37
4.3.2 Questions on Customer Relationship Management..........................................................40
4.3.3 Questions on organizational performance........................................................................54
4.4 Correlation analysis.............................................................................................................59
4.5 Regression analysis..............................................................................................................61
4.6 Qualitative analysis..............................................................................................................64
4.7 Discussion............................................................................................................................66
4.8 Summary..............................................................................................................................66
Chapter 5: Conclusion...................................................................................................................67
5.1 Conclusion and Key findings...............................................................................................67
5.2 Recommendations................................................................................................................68
5.3 Limitations...........................................................................................................................68
5.4 Future Scope of research.....................................................................................................68
References......................................................................................................................................70
Appendices....................................................................................................................................79
Appendix 1.................................................................................................................................79
Appendix 2.................................................................................................................................87
Appendix 3.................................................................................................................................90
Appendix 4.................................................................................................................................97

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Topic: CRM in Consumer Electronics Industry: A case study of Samsung Electronics
Chapter 1: Introduction
1.1 Introduction
Customer relationship management (CRM) plays a crucial role in organisational
relationship with the clients and potential customers. It can be argued that the customer
relationship is a practice that most of the organisations have followed in order to maximise
their customers effectively. According to the research of Khodakarami and Chan (2014)
Customer relationship management is identified as a customer oriented approach of business
that is coupled with the practice of analysis, planning, controlling and co-ordination. As per
the report of Nyadzayo and Khajehzadeh (2016) it can be argued that CRM is a concept that
brings more efficacy into the organisational activities in order to shape better relationship
with the customers. On the other hand, there is a long term impact of the customer
relationship management strategy on the profitability of the organisation in course of dealing
or interacting with the customers more intensely. However, in course of time the theoretical
concept of the CRM has been turned into a technological mechanism that is more intrigued to
develop better relationship between the business farm and the customers. Moreover,
Choudhury and Harrigan (2014) articulated that with the advent of technological
advancement the importance and relevance of the technology based CRM is growing in a
rapid pace that makes the CRM approach a pragmatic strategy for the organisations to
develop.
Based on this understanding, this research cares to evaluate the role of customer
relationship management in Consumer Electronics industry. As a matter of fact, the research

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tries to narrow down the investigation by focusing on Samsung Electronics and is going to
find out the specific and accurate impact of the CRM techniques on that company.
1.2 Background of the study
Samsung Electronics is belonged to a South Korean origin with its headquarters in
Suwon, South Korea. KI Nam Kim is the present CEO of the organisation and the
organisation is popular for its huge business operations in Consumer electronics, IT and
mobile communications and the device solutions. As per the information shared by the
organisation, it can be stated that in 2006 Samsung first won the global market share with the
help of enormous cutting edge technologies and innovative designs that strengthened the
market base for the Samsung globally. A huge market experience of more than 50 years leads
the company to get the title of one of the major electronic product manufacturing company
all over the world. The Vision 2020 is considered to be a pertinent aspect for the organisation
as the core value of the Samsung is envisioned through its Vision 2020 program. According
to the report, Samsung aims to create a better world full of richer digital experiences with the
help of technology and products. it means the innovation of the company is not only focusing
on the role of the product development but the service is also referred as one of the most
significant part of the organisation that facilitates effective means of progress in business
profoundly.
1.3 Problem statement
According to the research of Hassan et al. (2015) the organisational performance is highly
linked with the Customer Relationship Management. In this regard, it can be argued that the
role of the customer relationship management is based on a meta-capability or high order
construct that focuses on the farm’s ability to harness and orchestrate the low order

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capabilities. Soltani and Navimipour (2016) opined that the low order capabilities of an
organisation is related to the marketing and business strategies that an organisation is going
to opt in order to render more market capitalisation. In fact, the ability of the organisation to
expand its business is also a core concept that can be related to the CRM techniques. One of
the major aspect of the CRM technique is to create better consumer orientation for the
business organisation and increase the ability of the organisation effectively. Trainor et al,
(2014) mentioned that due to the increase in the competitiveness in the market as a result of
globalisation it becomes a pertinent measure for the companies to ensure its business stability
through maximisation of customers. It also depends on the organisational performance to
offer quality production and services to the customers and get the feedback that will help to
evaluate the efficacy of the organisational strategies. Therefore, it is important for the
organisation to use the CRM techniques as a core competency of the organisations to
evaluate the policies and strategies.
1.4 Research rationale
The impact of globalisation develops high competition in the market. Most of the companies
are trying to reach out the global or multi-national markets and it results an intense
competition in the domestic and international market as well. Therefore, implementing new
and unique strategies are the key concern for the corporate farms. As a matter of fact, it is
intertwined with the CRM strategies because the organisations are using CRM as a
proficiency measurement tool. Moreover, maximising the customers is also a significant
facet of CRM strategy. Therefore, procuring a good measure with the help of the CRM
techniques is supposed to provide a strong impact on the performance of the organisations.
Henceforth, the research cares to put focus on the impact of CRM on organisational

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performance and the possible issues that can be emerged and has to be resolved in this
context.
1.5 Research aim
The aim of this research is to evaluate the impact of CRM in consumer electronics companies
and identify the possible risk factors.
1.6 Research objective
The objectives of this research are as follows,
i. To identify the impact of CRM on the performance of consumer electronics
industries.
ii. To analyse the issues of CRM while implementing in consumer electronics
companies.
iii. To correlate the organisational performance at Samsung and the role of CRM.
iv. To recommend strategies that can resolve the CRM related issues in consumer
electronics companies.
1.7 Research question
The research questions are as follows,
a. What are the impact of CRM in consumer electronics industries?
b. What are the risk factors of implementing CRM in a consumer electronics industry?
c. How does CRM influence the organisational performance at Samsung?
d. What will be the strategies to resolve the CRM related issues in consumer electronics
companies?

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1.8 Research hypothesis
H1: CRM influences the organisational performances at consumer electronics companies.
H0: CRM does not influence the organisational performance at consumer electronics
companies.
1.9 Dissertation structure
This dissertation is comprised of five chapters in which the first chapter is introduction
that is entitled to discuss a clear overview of the theme of the research in accompanied with a
company background. Moreover, chapter one is also discussed the aims and objectives of the
research and the research questions that are highly important for the research.
The second chapter is articulated about the empirical studies and theoretical aspects that
are associated with the theme of the research. In other words, the second chapter of this
research is a literature review where the erstwhile researches and discussion are elaborated in
an in-depth manner. In this context, the literature review of this research cares to derive a
logical explanation of the CRM techniques in organisational performances.
The next chapter illustrates the methodology part that connotes the way to conduct the
research. This section is going to provide a detailed description of the research philosophy,
approach, design, data collection, reliability, validity and the ethical considerations. This
systematic description helps to understand the process through which collected data will be
used and analysed.
The fourth chapter is accompanied with the analysis of the collected data with the
assistance of different analytical tools. As a matter of fact, one of the major aspect of this
chapter is draw a statistical form of analysis linking with the literature review.

Chapter 1: Introduction
Chapter 2: Literature review
Chapter 3: Research Methodology
Chapter 4: Findings and analysis
Chapter 5: Conclusion
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The final chapter is identified as the conclusion where the brief of the entire research
process will be portrayed. The discussion of the conclusion chapter comprises a suitable
recommendation that is useful to resolve issues while implementing CRM practice in
Samsung Electronics. Moreover, a personal reflection on the learning generated from the
entire research project is also illustrated clearly in the concluding chapter.
Figure 1: Structure of the dissertation
(Created by the author)
1.10 Summary
The purpose of this chapter is to deliver a clear perception regarding the aims and objectives
of the research. The introduction chapter puts emphasis on describing the brief process of the

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research and highlights the key points that are pivotal for the research. As a matter of fact,
the context of the research and the research questions on which the entire focus of the
research relies is also incorporated into the introduction section. Besides this, the research
hypothesis and the outline of the entire dissertation is also depicted within the introduction
chapter so that the research can get an initial image of how the research will be ordered. This
primary understanding will help the researcher to conduct the research further.

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Chapter 2: Literature review
2.1 Introduction
The purpose of this literature review is to discuss different aspects of the CRM
mechanism that can generate a great deal of influence on the organisational performance. In
course of this discussion, different empirical evidences and erstwhile researches and articles will
be analysed in order to get a logical explanation of the entire research. In fact, it is also important
to derive data from different theoretical frameworks that are relevant enough in course of
understanding the relationship between CRM mechanism and the consumer electronics industry.
Moreover, the definition of the customer relationship management and theoretical perspective of
the organisational preferences are also incorporated into the discussion. In addition to this,
various kind of CRM related issues are also evaluated in course of the discussion so that the risks
in implementing CRM in organisational performance can be understand thoroughly. There is
also a conceptual framework that is going to depict a clear picture of the entire discussion in the
literature review. Finally, the literature review is concluded with a literature gap that can analyse
the limitations of the literature review that push the research to conduct this research.
2.2 Customer relationship management
Customer relationship management or CRM has a long history of using as an effective
tool for developing better organisational practices. It is associated with the notion of relationship
marketing and putting great attention towards the employee retention in an organisation. The
article of Giannakis-Bompolis and Boutsouki (2014) advocated that the growing competitiveness
in the international as well as the domestic market compels the business organisations to take
necessary steps to retain and attract customers robustly. As a matter of fact, Tseng (2016)

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articulated that the advent of globalisation is the most responsible factor that has a long drawn
impact on the rapid transformation in the international business. Previously, the corporate
organisations have enormous influence and dominance over the customers. It means the
customers are more relied on the organisations rather than the companies on its customers. One
of the major factor behind such practices was the prevalence of limited companies in the
domestic market. As a result of that there was limited options for the buyers to choose the brand
or the company. Bhat and Darzi (2016) stated that the coming of globalisation changed the entire
scenario as the international market was going to open for all. Therefore, a number of big
business giants tried to monopolise the market but with the presence of the domestic competitors
it became a severe challenge for both the domestic and the multinational companies to do
business without having competitors. Therefore, the urge for a unique strategy or technique was
emerged in the form of emphasising on the customers more intensely and share concern about
the customer satisfaction.
On the backdrop of such scenario, the practice of customer relationship management was
initiated and it gradually transcends over all the international and the domestic companies as
well. However, the research of Rahimi and Gunlu (2016) refuted such one linier argument
behind the formation of customer relationship management. The principle argument of the
research was that the customer relationship management not only dealt with the customer
satisfaction and rate of attrition rather it had a dynamic spectrum. The dynamic aspect of the
customer relationship management can be evaluated in terms of presenting an in-depth analysis
over different attributes of the CRM mechanism itself. The notion of CRM in present days is not
only restricted itself within the process of making good relationship with the customers but the
internal development of the business organisation through an effective communication network

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of customer relationship can also be established through the CRM framework. Henceforth, the
definition of CRM is also developing itself in course of time. For instance, Thakur and
Workman,(2016) stated that the customer relationship management is associated with the notion
of business strategy, organisation structure and the customer relationship management in order to
create a concise but effective management practice. From that point of view, it can be asserted
that the CRM is a strategic management framework. On the contrary, Matiş and Ilieş (2014)
defined CRM as a technological mechanism that can facilitate effective communication between
the organisational activities and its relationship with the customers. Anshari et al. (2015) viewed
CRM as a brilliant innovation in recent times where the mechanism facilitates effective way for
the management and customer service staffs to maintain quality service to the customers.
Therefore, it can be stated that the customer relationship management is no longer restricted into
the conceptual paradigm rather it transformed into a technology nowadays.
The notion of customer relationship management is surpassed itself to a next level of
future strategic tool for the corporate farms. While understanding the nature of the CRM
Garrido-Moreno, A., Lockett, N. and Garcia-Morales (2015) asserted that the concept and the
techniques of CRM is now integrated different activities of the farms and customer values. In
addition to this, the use of database for stockpiling the information regarding customer feedback
is also the new aspect of the futuristic model of customer relationship management. From the
research of Ascarza et al. (2017) it can be derived that CRM techniques includes internet, e-
mails, call centres and face to face interaction through digital tools. Therefore, it is clear that the
paradigm of CRM is no longer limited itself into the conceptual formation. A number of
technological integration makes it more sophisticated and pragmatic enough to make better
relationship with the customers. One the other hand, Bhakane (22015) figured out a correlation

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between the concept of CRM and total quality management. From that point of view, CRM can
be defined as a concept having technological assistance in order to procure more satisfaction for
the customers through direct interaction and feedbacks.
2.3 Theoretical perspective
As far as the theoretical perspective of the CRM in business is concerned, it can be stated
that there are several theories that are associated with the practice of customer relationship
management and tried to find out the efficacy and different aspects of the CRM techniques with
the purpose to set up the value of the customer. According to Newby, Nguyen and Waring
(2014) the CRM technology is highly coupled with the business strategy of the organisation.
Specific customer targets with the perception to bring more customers and the long term
relationship with the customers are the most important aspect on which the organisations are
focused on. On the contrary, Rahimi (2017) argued that the traditional marketing practices are
based on the advertising mechanism and the role of the direct market penetration of the business
farms. Therefore, the role of CRM in maximisation of customers is a matter of further
introspection. Nevertheless, the article of Tzokas et al. (2015) while putting emphasis on the
impact of the globalisation on international business has articulated that CRM is a brand new
approach to use as a marketing strategy. In this context, it can be argued that the sole purpose of
the marketing strategy is emphasising on the maximisation of customer. Simultaneously the
motive of CRM is also clubbed with the objectives of CRM. Therefore, from the point of view of
Fidel, Schlesinger and Cervera (2015) the CRM technology is the new interpretation of the
marketing strategy with better and direct impact on the customers because the focal of the CRM
techniques is formulated by shaping and influencing the customer loyalty and the values.

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On the basis of such presentation of CRM, the erstwhile researchers and the empirical
studies propounded a number of models that are coincided with the CRM technology effectively.
As per the research of Wang, Cavusoglu and Deng (2-16) it can be argued that customer
profitability is one of the core concepts of CRM practice. The Customer Relationship
Management highlights the touch points of multiple cost reduction, and through utilising the
automation practice it becomes an effective approach for the business farms to reduce the
marketing and operational spending because the CRM mechanism directly interacts with the
customers. The theoretical approach of customer profitability pointed out that the customer
lifetime value identification is the most important aspect on which most of the organisations are
relied upon. However, the marketing strategy and the target customer identification practice are
bearing huge expenses and sometimes the expense can surpass the net income of maintaining the
CRM facility. As a result of that it will create damage for the financial condition of the
organisation. Moreover, the value of the customer is also inclined towards the efficacy of the
process to deliver better customer attrition in the organisations. The customer retention is also
identified as pertinent aspect associated with the practice of CRM. Arman (2014) opined that the
role of the CRM techniques is not only focusing on the customer attrition but also developing
new customers is also identified as a key feature of CRM. Therefore, customer profitability is a
core concept that is associated with the notion of customer relationship management in corporate
organisations.
In addition to this, one of the important component to understand the efficacy of CRM
technique is identified as the value creation. From the research of Wang (2014) it can be argued
that customer profitability would not be possible without having the superior value of the
relationship between customer and organisations. most of the scholars have corroborated the fact

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that creation of value is one of the important aspect for the organisations in order to provide
more advantage into the process of solidifying the customer attrition in an organisation. Besides
this, the research of Krishna and Ravi (2016) pointed out a more justifiable and rational
argument in terms of the theory and perception of CRM in organisation. Based on the discussion,
it can be identified that CRM is a bridge between the organisation and the customers to some
extent. Both the customers and the buyers are trying to fulfil their own interests. Therefore, the
objective of the CRM management is not only cope with the interests of the customers but also
emphasizes on the organisational values and interests. It is the responsibility of the CRM
techniques to acknowledges the principles of both organisation and customers and optimise its
functionality to cope with the interests of both the entity. As a result of that in one hand the
profitability of the organisation will be generated and on the other the perception and
expectations of the customers are also safeguarded.
2.4 Theory on organisational performance
Performance is a core concept in organisation. It can be stated that performance in
organisation can be evaluated on the basis of both individual and organisational psychology. It is
important for the organisation to encourage the employees to build up their abilities to a great
extent that can generate high performance for the organisation. As a matter of fact, the
perception regarding performance is not restricted to only the product offerings but the service
quality is also considered to be one of the major aspects of organisational performance. Kristian
(2014) articulated that the more the performance of the organisation develops the more it will
provide a strategic advantage for the organisation in the competitive market. moreover, Goetsch
and Davis (2014) opined that high performance of the organisation is resembled with the notion
of high level of satisfaction and feeling of mastery that brings positive changes and confidence

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among the employees and the organisation as well (Maduenyi et al. 2015). Henceforth, it is more
effective for the organisation to measure the employee performance to a great extent as the
performance quotient of the organisation is relied on the performance of the employees.
Santouridis and Veraki (2017) tried to identify the performance of the organisation from, a
psychological perspective where it can be argued that individual performance is a key factor in
work and organisational development. Individual performance is more like a dependent variable
that connotes the intention of the organisation to enhance and optimise for the development of
the organisation (Augusto, Lisboa and Yasin 2014).
From the point of view of Raju, P.S., Bai, D.V.R. and Chaitanya (2014) individual
performance can be projected effectively in job performance where all the employees are
intended to acquire new skills in order to get the adequate exposure of bring development in the
organisational context. Behaviours of the employees play a significant role in this regard. For
instance, Maggon and Chaudhry (2015) remarked that the human nature is closely linked with
the machines except human can make decision making on his own that is absent in case of the
machines. Despite of such differences, human psychology acts similar like the machines.
Performance cannot be defined as an action rather it is associated with the paradigm of
judgemental and evaluative process. Therefore, a rational justification is always there behind the
individual performances (Clarke et al. 2015). In this context, Triznova et al. (2015) opined that it
would be wrong to expect that individual performance could always be achievable. On the
contrary, there were number of drawbacks and lack of judgements that could be seen in case of
individual judgment. The positive mind-set of the employees can lead towards the developing
performance and in course of the development the blunders and faults were playing important
part in order to give lesson to that person (Sethibe and Steyn 2015). In fact, while blending the

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individual performance with the organisational objectives it is pertinent to put great thrust on the
organisational objectives. Carlos Pinho, Paula Rodrigues and Dibb (2014) advocated that the
organisational development was one of the key aspect that proved individual performance
development. Therefore, if the organisation fails to make any progress then it will be imperative
to identify the individual performance development as a success. Based on this understanding, it
can be stated that it is always important for the employees to inculcate the aims and objectives of
the organisation into their daily performance so that both the corporate farms and the individual
employee can improve the quality of performance (Upadhaya, Munir and Blount 2014).
On the basis of the above theoretical framework it can be stated that performance is a
multi-dimension aspect and employee performance is identified as the most important aspect to
improve the performance of the organisation. In this context, Bakotić (2016) tried to define the
organisational performance in two aspect such as task related performance and the contextual
performance. Task performance is manly associated with the practice of making effective
measure to deal with the individual proficiency where the activity of the employees will help to
shape the technical core of the organisation (Katou 2015). On the other hand, there is also
contextual performance measure that is way different to the perception than the task
performance. For an instance, the contextual performance refers to the activities that do not
contribute to the technical core but support the organisation in terms of corroborating the social
and psychological environment of the organisational goals (Muduli 2015). One of the major
aspect of the contextual aspect is to deal with the perception that the organisation is resembled
with a dynamic aspect of activities and it is important to cover all the aspects of the organisation
so that the overall development of the organisation can be identified properly (Coccia 2016).
From that discussion, it can be confirmed that both the contextual performance and task

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performance are highly important for developing the organisational performance thoroughly. In
fact, the individual and the organisational performance has a close link with building a great
relationship with the customers.
2.5 Impact of CRM on organisational performance
In course of discussing the role of CRM in organisational performance, it is important to
understand various aspects and attributes of the CRM techniques that are entitled to facilitate a
better environment of communicating with the customers. Based on this understanding, Rahimi
(2017) linked the objectives of the CRM techniques with the marketing strategy. The research
entirely focused on the hospitality industry and tried to investigate the role of CRM in hotel
industries. The research method that the article followed was based on the primary evidence
collection in the form of questionnaire on the managers. The result of the research illustrated that
there was a direct impact of the CRM on the people and technology of the hotels. The
organisational culture will effectively influenced by the technological implementation (Šebjan,
Bobek and Tominc 2014). This research was using the CRM concept in a technological
perspective and found out that the customer loyalty and long term profitability of the
organisation was intricately associated with each other. As a matter of fact, the presence of the
CRM techniques facilitated a great deal of impact on the organisational culture and bring more
efficacy into the organisational activities through communication.
On the other hand, Josiassen, Assaf and Cvelbar (2014) articulated that CRM played a
significant role in order to create a strategic measure among various stakeholders of an
organisation. Needless to say that this article also sought help of the IT driven CRM technology
for making better environment within the organisation. Therefore, both the formulation of a
conceptual model of CRM and a technology based model were propounded within the

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discussion. The conceptual model was focused on the process orientation and advocated that it
was important for the organisation to implement the CRM process within the organisational
framework as the core concept of value creation and the integration of the organisational values
with the objectives and activities paved the way for developing flawless working culture within
the organisation (Akhondzadeh-Noughabi et al. 2016). On the other hand, the role of technology
driven CRM solution was to deal with the promote research and linked different department of
the organisation so that it brought a unified mode of workplace culture. Innovation is also
identified as a principle motive of the technology based CRM practice that can usher strategic
advantage for the organisation in highly competitive market.
Moreover, the research of Mohammed, Rashid, B.B. and Tahir (2014) formulate a
conceptual discussion over the role of CRM on organisational performance. In course of the
discussion, it was seen that one of the major aspect of both the product based or service oriented
industry is to maximise its customers and the employees were bound to meet their targets by
attracting more customers or clients. Therefore, it requires a new method for them where they
can perform their skills and at the same time the rate of customers will also be increased ( Qu et
al. 2014). In this regard, the CRM process is a relevant framework that not only connects the
organisation with its employees but also evaluates the ability of the employees to generate new
customers. As a result of that the primary objectives of tan organisation to retain the existing
customers and develop the ability to employees to generate more customers can be practised.
From that point of view, it can easily be defined that the CRM has a direct and positive impact
on the organisational performance.
The research of Venturini and Benito (2015) was developed with the aim to use CRM
techniques in developing the HR performances in Iranian organisations. The researcher used the

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CRM techniques as a strategic tool in order to influence the HR practices within the organisation.
In this regard, a two-step process had been implemented with the purpose use the CRM
techniques as a data mining tool. Moreover, the role of the investigation was also put emphasis
on the compliant management and the customer retention practice that are highly important to
evaluate the efficacy of the HR performance in the Iranian organisations. The first step of the
process is based on the negative performance measures and the second phase was entitled to find
out the possible causes behind the negative impacts. On the basis of this, the research initiated
the research and the findings suggested that the CRM technique was highly effective in order to
get the expected outcome regarding the HR performance evaluation.
Despite of having such effective impression of the CRM technology on evaluating the
organisational performance, it can be stated that there are certain issues that perturb the process
of implementing the CRM techniques effectively. At first, it can be stated that information is the
most important aspect for developing an effective CRM set up within the organisation. From the
research of Chae, B., Olson. and Sheu,(2014) it can be seen that the information gaps between
the CRM data and the demographic configurations would create misinformation regarding the
satisfaction of the customers. As a result of that it will be highly problematic for the organisation
to assess the customer satisfaction ration effectively. On the contrary, Saudi and Haizam (2014)
pointed out another important aspect of the CRM technology in terms of the validity of the
information. The behaviour of the customers is highly volatile and it is changing in a continuous
process. It is often mislead information for the organisation due to lack of understanding of the
need for updating the criteria. It is further associated with the unverified data or information that
can create a dilemma within the organisational decision making where the organisation should
make a change or not. Henceforth, it is imperative for the business organisation to collect and

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data regarding the customer feedbacks though CRM technology properly so that the organisation
can find out the necessary steps to develop its service or production.
Furthermore, lack of insights is also contributed a lot in the process of making so much
problem for the distinct practice of the CRM technology. According to the research of
Atanassova, I. and Clark (2015) the CRM technology is developed with the purpose to generate
only the information. There is no such framework installed within the technology that can
analyse the gathered data. As a result of that misinterpretation of the data can be possible. The
lack of futuristic vision of the organisation is also a shortcoming for the CRM mechanism. As
Akhondzadeh-Noughabi et al. (2016) argued that the role of the CRM technology was to reach
out to the current customers of the organisation however, there is no scope for the CRM process
to create further customers. As a result of that the importance of expanding the customer base is
not possible through implementing the CRM process. In fact, the privacy concerns are always
considered to be the one of the pertinent issues that CRM technology is alleged with. There are
high chances of security breach in course of collecting customer information. As per the research
of Rahimi (2017) it was confirmed that leaking of customer information was highly sensational
and fatal for the image of the organisation that could damage the business establishment of the
organisation intensely. Therefore, it is always seemed to be a sceptical vision that questions the
efficacy of the CRM techniques to enhance the organisational performance. It is in fact bestowed
within the CRM practice that can create obstacle for developing effective customer based
organisational market capitalisation.

CRM
Value creation
Loyalty
Communication
Profitability
Motivation
Organisational
performance
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2.6 Conceptual framework
The conceptual framework focuses on the relationship between CRM and organisational
performance. In this context, there are certain key factors of the Customer Relationship
Management that influence the organisational performance effectively. For an instance, value
creation is linked with the customer retention of an organisation. The CRM technique also assists
to build up a strong loyalty of the customers on the providing products or services. However,
apart from this customer orientated measures it can also be seen that communication,
profitability and motivation are also relevant approach of the CRM techniques that are
responsible to deal with the process of developing the organisational performance dedicatedly.
The key features connote a clear link between CRM and organisational performance that the
literature review is trying to discuss.

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2.7 Literature gap
This section tries to point out the lack in the empirical evidences that intrigues the
research to conduct this research. Most of the previous literatures tries to identify the Customer
relationship management either as a theory or a technological tool that can deliver better
customer orientated business practice. The theoretical framework tries to amalgamate the theory
and the practice notion of the customer relationship management but describing lucidly about the
link between the two. On the other hand, the concept of organisational performance was
discussed in a simple manner rather than putting emphasis on the different complexities of the
theoretical perception of organisational performance. As a result of that the effort to create a link
between the customer relationship management and organisational performance was not
illustrated clearly. In fact, most of the literatures regarding customer relationship management
had taken hospitality industry, healthcare industry or the educational sectors as a key theme of
the research. Therefore, limited information was collected from the literature review that can
point out the impact of customer relationship management on the organisational performance in
consumer electronics industry. Those lack of efforts pushed the researcher to carry out a new
spectrum of the customer relationship management by elaborating the impact of CRM on the
consumer electronics sector.
2.8 Summary
The above literature review was tried to depict a clear connection between the customer
relationship management and the organisational performance. However, at first the discussion
cared to develop a theoretical perspective of both the variables. From the above argument it can
be stated that customer relationship management is a concept that can be utilised to make more
customer attrition for an organisation through technological and strategic implementation.

26RESEARCH PAPER
Therefore, customer relationship management refers to both the strategy and technological tool.
In this context, the purpose of CRM is to develop the communication between the organisation
and its customer by enhancing the value of the customers.
On the other hand, the organisation performance is also explained on the basis of the
employee performance approach. As the employees are considered to be an intrinsic part of the
organisation so that it is relevant to highlight the employee performances as the core
determinants of the organisational activities. In this regard, there are both the individual and the
task performance that the equally influence the employee job performance. The purpose of the
task performance is to focus on a single task that is designed to allocate for the employee. The
contextual performance connotes the overall performance of the employees. Moreover, the
behavioural factors are also taking into considerations.
Based on both the theoretical understanding of customer relationship management and
the organisational performance the literature review finally tried to generate an idea about the
role of the CRM in organisational performance. In the light of this vital topic the literature
review discussed both the positive and negative impacts of CRM in order to enlighten the readers
that the efficacy of the CRM techniques is not free from further introspection and it requires an
in-depth research on the topic.

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Chapter 3: Research Methodology
3.1 Introduction
Research methodology is the systematic way of collecting raw data and converting it into
meaningful information to fulfil the purpose of the research. Research methodology consists of
the research methods, frameworks and instruments essential for addressing the research
objective. In this research, methodology has been developed based on the research onion
proposed by Saunders. Methodology can be considered as the philosophical framework that
forms the foundation in the research. Saunders research onion has been used to unfold the
different research methods and instruments used in every stage of the study. The research onion
has explained the research philosophy, approach, design, data collection instruments, data
analysis instruments, sampling techniques, reliability tests, validity tests and ethical aspects of
the research (Kumar 2019). The research methods are chosen based on the research objective and
the major research objectives in a research are description of behaviour, prediction of one
variable to another variable and explanation of the causal relationship between two variables
(Flick 2015). In this research, the main purpose of the research is prediction of one to another
variable. This research has chosen as mixed method design where both quantitative and
qualitative data collection and analysis techniques have been used to understand the role of
customer relationship management in consumer electronic industry. This research has used the
experimental method to facilitate description of behaviour, causal relationship and prediction
from one variable to another variable.

28RESEARCH PAPER
3.2 Research philosophy
Research philosophy is the method of knowledge development through assumptions and
beliefs. Assumptions are made in every stage of the research, even though the research is not
aware of it. These assumptions are of three types, axiological assumptions, epistemological
assumptions and ontological assumptions. Epistemological assumptions deals with the
assumptions about human knowledge, axiological assumptions deals with the role of values in
influencing the overall research process and ontological assumptions deals with the encountered
realities (Hughes and Sharrock 2016). This assumptions facilitates in understanding the research
questions based on the assumptions. The credibility of the research philosophy depends on the
consistent and well thought-out assumptions. There are mainly four types of research
philosophies and they are realism, positivism, interpretivism and pragmatism. In this research,
pragmatism has been chosen as the research philosophy as it facilitates in conducting mixed
method analysis. Pragmatism focuses on the research questions and develops methods based on
the needs of each question. Pragmatism accepts concepts and theories that are supported relevant
actions. Pragmatism believes in the existence of multiple realities in research which means that
there are multiple ways of interpreting an issue so there are different ways of carrying out a
research. In this research, pragmatism has assisted in using qualitative and quantitative data
analysis techniques to generate significant results.
3.3 Research Approach
Research approach consists of steps of broad assumptions that describes the detail
method of collecting, analysing and interpreting data. Research approach consists of two parts,
reasoning and data collection. There are two types of research approaches, deductive and
inductive approach. The difference between the deductive and the inductive approach can be

29RESEARCH PAPER
understood by the significance of the hypothesis in the research (Sekaran and Bougie 2016).
Deductive approach is used to establish a causal relationship between the variables by testing the
theories. Deductive approach is based on existing theories derived from the literature review and
testing it using statistical methods. On the contrary, inductive approach deals with observation
and developing tentative theories from it (Teheraniet al. 2015). The theories are proposed after
the observations are made in the research which consists of identification of patterns and
generating explanations for these patterns by developing theories. The inductive approach is used
for developing new generalisations and theories. In this research, the research has used both
deductive approach and inductive approach to perform quantitative and qualitative analysis of
data respectively. It has facilitated in understanding the role of customer relationship
management in consumer electronic industry quantitatively and qualitatively.
3.4 Research Design
Research design has been defined diversely by various authors where some consider it as
the method of collecting data and analysing it effective. On the other hand, there are others that
consider it as the method of choosing between qualitative and quantitative research methods. In
simple ways, it can be defined as the plan for conducting the overall research process. There are
mainly three types of research designs, explanatory, exploratory and descriptive research designs
(Creswell and Clark 2017). Exploratory research design is used for exploring particular aspects
in the research. It does not try to provide conclusive results but analyse evidences to provide
new facts for performing explanatory research in future. Descriptive research design is used for
describing a phenomenon by using analytical method and identifying the reason for the
phenomenon. On the contrary, explanatory research is used to establishing nature and extent of
causal relationship between two variables (Leavy 2017). It analyses a specific situation to

30RESEARCH PAPER
understand the impact of one variable on the other variable. In this research, sequential
explanatory has been chosen as the research design where initially the quantitative analysis has
been performed to generate findings and results and then the qualitative data analysis has been
conducted to validate the findings from the quantitative data analysis.
3.5 Data collection and Analysis
Data collection is the process of collecting relevant data to address the given research
problem. There are two types of data collection methods, one is primary and second is
secondary. The secondary data collection has been performed to collect data from peer reviewed
journals and articles to develop the literature review. Primary data collection method can be of
two types, quantitative and qualitative (Palinkaset al.2015). In this research, primary data has
been collected through surveys and interviews as the research instrument. The survey
questionnaire consists of close ended questions developed on five point Likert scale. The survey
questionnaire consists of demographic questions that are on nominal scale and questions on the
two variables are developed on ratio scale. This has facilitated in collecting quantitative data
from the respondents. On the contrary, the qualitative data has been collected using interview
questions which consists of open ended questions and is semi structured in nature. These
questions have assisted in collecting in depth answers from the respondents.
The quantitative data has been analysed using statistical tool and techniques. SPSS
(Statistical tool for social sciences) and Ms Excel are the tools used for analysing the quantitative
data. The data collected has been represented in frequency tables and charts to highlight the
responses of the majority in all questions (Sutton and Austin 2015). Pearson’s correlation has
been used as a method for examining the direction and degree of relationship between the
elements in the research. Regression analysis has been performed to develop a predictive model

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which defines the causal relationship between customer relationship management and
organizational performance. The qualitative data has been analysed using coding where the
patterns within the data has been analysed to develop significant results. Open coding has been
used to generate codes from the patterns within the data and axial coding has been used to relate
the developed codes to the theories. The findings from the quantitative analysis has been
compared to the findings from the qualitative analysis to validate the results and provide valuable
insights in the research.
3.6 Sampling Technique
Sampling is the process of selecting elements from the whole population. Sampling is
used in cases when it is difficult to work with large populations as it increases the cost, time and
complexity of the research. Sampling is used to select sample respondents that represent the total
population in a research. Sampling process starts with choosing the target population in the
research and in this study, the population in United Kingdom has been chosen as the target
population (Yanget al.2018). Sampling frame consists of the choosing the population that is
relevant to the research and in this research, the employees working Samsung and consumers in
United Kingdom have been chosen as the sampling frame. The next step is choosing the
sampling size in the research and the research has used 100 consumers and 3 managers working
in Samsung electronics. The most crucial part of the sampling process is choosing the sampling
technique. There are mainly two types of sampling techniques, probabilistic and on-probabilistic
sampling.
The probabilistic sampling can be divided into cluster sampling, systematic sampling,
simple random sampling and stratified sampling. On the contrary, non-probabilistic sampling can
be divided into quota sampling, haphazard sampling, purposive sampling and volunteer sampling

32RESEARCH PAPER
(Etikan, Musaand Alkassim 2016). In this given research, stratified sampling has been used to
divide the population into different strata and randomization has been used to collect quantitative
data from each of the groups (de Mello, Da Silva and Travassos 2015). This has provided equal
opportunity to all the respondents of being selected for the research. On the contrary, purposive
sampling has been used to select 4 managers working in Samsung to collect in depth answers on
the research problem. This means that the research has used stratified random sampling for the
quantitative analysis and purposive sampling for the qualitative analysis.
3.7 Reliability and Validity
Reliability refers to the degree to which sample results can be obtained by using sample
research methods but different data in a research. This implies that it is the ability of the research
method to replicate the results. In this research, the reliability of the data collected has been
analysed using the Cronbach’s alpha test which measures the internal consistency of the data
collected (Bonett and Wright 2015). The alphas measures the scale reliability between the data
collected. The value of alpha is acceptable at 0.6. Validity measures the appropriateness of the
instruments used in the research.The research has conducted pilot study to check the validity of
the questionnaire to 10 respondents. It has facilitated in examining whether the questionnaire is
able gather significant data and does not contain any question that is leading in nature. The
validity of the data collected has been measured using factor analysis where the bartlett test of
sphericity and Kaiser-Meyer-Olkin Measure of Sampling Adequacy which determines the
proportion of variance in the data collected and whether the variables are unrelated or not (Sari,
Suyanta and Rohaeti 2017).

33RESEARCH PAPER
3.8 Ethical Consideration
The research has adhered to all the ethical guidelines mentioned in the research. The
three cardinal sins in research, fabrication, falsification and plagiarism has been avoided in the
research. The research has avoided plagiarism by providing citations and credit to the past
researchers. None of the data collected has been manipulated to generate significant findings.
Similarly, the data collected is authentic and none of the data is false. The study has made sure to
not exaggerate the research objectives (Walliman 2017). The research has developed a consent
form so that the respondents have a detailed knowledge on the purpose of performing the
research. The respondents have made voluntary participation in the research and the respondents
had the option of leaving the survey and interview at point of time. The research has also adhered
to the data protection act of 1998 where the privacy of the respondents have been kept by
maintaining anonymity (Carey 2018). The data collected has not been used for any other purpose
and has been stored securely. The research has also ensured that none of the questions contained
abusive or discriminatory language that may hurt the sentiment or offend the respondents. The
research has also made sure that the data collected is destroyed after the purpose of the research
is completed. The research has also maintained the highest level of transparency and honesty
while performing the research.
3.9 Summary
This chapter has provided a vivid description of the research methods, instruments and
frameworks used to perform the research. The research has developed a mixed method research
design where both quantitative and qualitative data analysis has been conducted. The research
has chosen pragmatism as the philosophy and both inductive and deductive approach. The
research has used survey and interview questionnaire as the research instrument. SPSS has been

34RESEARCH PAPER
chosen as the analytical tool for analysing the quantitative data and coding has been chosen for
qualitative analysis. Stratified random sampling and purposive sampling has been used to select
sample population. The research has also used Cronbach’s alpha and KMO test to check the
reliability and validity of the data. The next chapter has performed the data analysis based on the
research methods developed in this chapter.

35RESEARCH PAPER
Chapter 4: Findings and Analysis
4.1 Introduction
This chapter has performed data analysis based on the research method suggested in the
previous chapter. This chapter has performed a mixed method analysis where both quantitative
and qualitative analysis has been performed. The results from the qualitative analysis has been
used to validate the results from the quantitative analysis. In this research, the report has
developed frequency tables and charts by using the data collected from 100 respondents. The
qualitative data has been coded and analysed to validate the quantitative data. The results have
been linked with the literature review to provide valid discussion.
4.2 Reliability and validity analysis
The reliability of the data has been tested by using the Cronbach’s alpha test which
measures the internal consistency of the items used in the research. It has been considered as the
measure of scale reliability. The value of alpha has to be greater than 0.6 to be acceptable and
reliable. In this research, the value of alpha is 0.990 which means that internal consistency of the
collected data is high. The item total statistic is the appendix 3 refers to the value of alpha when
one of the items are deleted is almost same and there is no increase in the value. This means that
it is the maximum internal consistency that can be achieved by omitting one of the items. The
value of alpha is expected to increase with the increase in the number of items in the research.
The validity of the data has been evaluated by using the bartlett test of sphericity and
Kaiser-Meyer-Olkin Measure of Sampling Adequacy where the value of KMO is 0.9 which

36RESEARCH PAPER
shows that the data collected is valid and can be used for factor analysis. This means that the
proportion of variance in data is less and the data is not unrelated.
4.3 Quantitative Analysis
4.3.1 Demographic questions
Age
Frequency Percent Valid Percent Cumulative Percent
Valid Less
than 24
21 21.0 21.0 21.0
25-34 20 20.0 20.0 41.0
35-44 20 20.0 20.0 61.0
45-54 16 16.0 16.0 77.0
55 and
above
23 23.0 23.0 100.0
Total 100 100.0 100.0
Table 1: Age
Source: (As created by author)
Less than 24
25-34
35-44
45-54
55 and above
0 5 10 15 20 25
21
20
20
16
23
Total
Total
Graph 1: Age

37RESEARCH PAPER
Source: (As created by author)
The purpose of the question is to identify the age of the participants in the research. The
results show that 23% of the respondents are above the age of 55, 21% of the respondents are
less than 24 years of age, 20% participants are between the age group of 25-34, another 20%
participants are between the age group of 35-44 and remaining 16% are between the age group of
45-54. This shows that there diversity in the age of the respondents and it is expected to derive
significant results from these variety of respondents. The needs of the consumers in different age
groups is expected to be different so there is differentiation in their needs and wants.
Gender
Frequency Percent Valid Percent Cumulative Percent
Valid Male 45 45.0 45.0 45.0
Female 55 55.0 55.0 100.0
Total 100 100.0 100.0
Table 2: Gender
Source: (As created by author)
45%
55%
Total
Male Female
Graph 2: Gender

38RESEARCH PAPER
Source: (As created by author)
This question highlights the gender of the respondents taking part in the research where it can be
seen that 55% of the respondents are female and 45% are male. The research has use the gender
of the respondents as a control variable to understand if the opinion of the consumers vary based
on their gender.
Tenure
Frequency Percent Valid Percent Cumulative Percent
Valid Less
than 2
years
33 33.0 33.0 33.0
2-5
years
38 38.0 38.0 71.0
More
than 5
years
29 29.0 29.0 100.0
Total 100 100.0 100.0
Table 3: Association with the organization
Source: (As created by author)
33%
38%
29%
Total
Less than 2 years 2-5 years More than 5 years
Graph 3: Association with the organization

39RESEARCH PAPER
Source: (As created by author)
The purpose of the question is to examine the length of time that the respondents have
been associated with the products offered by Samsung. The findings show that 38% have been
using products and services of the organization for 2-5 years, 33% have been using the product
and services of the organization for less than 2 years and 29% of the respondents are loyal
consumers and have been associated with Samsung for more than five years. These consumers is
expected to have different opinions on the products offered by the organization as these
consumers would have different experiences with the organization. Moreover, the consumers
being associated with the company for more than years are loyal consumers and they will
provide insights that would help the company to improve their customer relationship
management.
4.3.2 Questions on Customer Relationship Management
Customer needs
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
34 34.0 34.0 34.0
Agree 34 34.0 34.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 8 8.0 8.0 90.0
Strongly
Disagree
10 10.0 10.0 100.0
Total 100 100.0 100.0
Table 4: Customer needs
Source: (As created by author)

40RESEARCH PAPER
34%
34%
14%
8%
10%
Total
Strongly agree Agree Indifferent
Disagree Strongly disagree
Graph 4: Customer needs
Source: (As created by author)
This question aims to examine whether the corporate strategy of the organization is able
to address the needs of the consumers or not. The results depicted that 34% have strongly agreed
to the question, 34% have agreed and 14% are indifferent to the question. On the contrary, 8%
have disagreed and 10% have strongly disagreed to the question. This indicate that Samsung has
been able to fulfil the needs of the majority of the consumers. The consumers that are indifferent
towards the questions may have mixed experience with the organization. Moreover, 18% feel
that their needs are not satisfied so the organization should be concerned about more than 30% of
the respondents did not receive the best services.
Customer relationship
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
37 37.0 37.0 37.0
Agree 31 31.0 31.0 68.0

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Indifferent 14 14.0 14.0 82.0
Disagree 10 10.0 10.0 92.0
Strongly
Disagree
8 8.0 8.0 100.0
Total 100 100.0 100.0
Table 5: Customer relationship
Source: (As created by author)
37%
31%
14%
10%
8%
Total
Strongly agree Agree Indifferent
Disagree Strongly disagree
Graph 5: Customer relationship
Source: (As created by author)
This question aims to examine whether the organization gives great value to the
relationship with the consumers or not. The results depicted that 37% have strongly agreed to
the question, 31% have agreed and 14% are indifferent to the question. On the contrary, 10%
have disagreed and 8% have strongly disagreed to the question. This indicate that majority of the
respondents have been able to make the consumers believe that the company offers great value to
the relationship with the consumers. However, the organization has to be concerned about the
30% that are disappointed with the organizational performance.

42RESEARCH PAPER
quality products and services
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
32 32.0 32.0 32.0
Agree 36 36.0 36.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 6 6.0 6.0 88.0
Strongly
Disagree
12 12.0 12.0 100.0
Total 100 100.0 100.0
Table 6: Quality products and services
Source: (As created by author)
32%
36%
14%
6%
12%
Total
Strongly agree Agree Indifferent
Disagree Strongly disagree
Graph 6: Quality products and services
Source: (As created by author)
This question aims to examine whether the business entity offers quality products and
services to the consumers or not. The results portrayedthat 32% have strongly agreed to the
question, 36% have agreed and 14% are indifferent to the question. On the contrary, 6% have

43RESEARCH PAPER
disagreed and 12% have strongly disagreed to the question. This indicates than more than 30% of
the respondents have not received the quality of services they expected. Therefore, the
organization needs to revaluate their costumer journey map to understand the deviation from the
expected and received service.
Customized services
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
34 34.0 34.0 34.0
Agree 34 34.0 34.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 11 11.0 11.0 93.0
Strongly
Disagree
7 7.0 7.0 100.0
Total 100 100.0 100.0
Table 7: Customized Services
Source: (As created by author)
34%
34%
14%
11%
7%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 7: Customized Services
Source: (As created by author)

44RESEARCH PAPER
This question aims to examine whether the organization provides customized servicesthe
consumers or not. The results showed that 34% have strongly agreed to the question, 34% have
agreed and 14% are indifferent to the question. On the contrary, 11% have disagreed and 7%
have strongly disagreed to the question. This shows that majority of the respondents have
received services catered to their needs but there are still plenty of consumers whose needs and
wants have not been identified and addressed by Samsung.
visually attractive, clean and convenient
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
36 36.0 36.0 36.0
Agree 32 32.0 32.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 8 8.0 8.0 90.0
Strongly
Disagree
10 10.0 10.0 100.0
Total 100 100.0 100.0
Table 8: Visually attractive, clean and convenient
Source: (As created by author)

45RESEARCH PAPER
36%
32%
14%
8%
10%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 8: Visually attractive, clean and convenient
Source: (As created by author)
This question aims to examine whether the physical outlets are visually attractive, clean
and convenientor not. The results showed that 36% have strongly agreed to the question, 32%
have agreed and 14% are indifferent to the question. On the contrary, 8% have disagreed and
10% have strongly disagreed to the question. This shows that the consumers are satisfied with
the cleanliness, visual representation and convenience of the stores. However, there may be
certain physical outlets that are not holding up to the standards of the organizations.
Immediate handling of product exchange
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
41 41.0 41.0 41.0
Agree 27 27.0 27.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 11 11.0 11.0 93.0
Strongly
Disagree
7 7.0 7.0 100.0
Total 100 100.0 100.0

46RESEARCH PAPER
Table 9: Immediate handling of product exchange
Source: (As created by author)
41%
27%
14%
11%
7%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 9: Immediate handling of product exchange
Source: (As created by author)
This question aims to examine whether product exchange, service, returns and complains
are handled immediatelyor not by the organization. The results showed that 41% have strongly
agreed to the question, 27% have agreed and 14% are indifferent to the question. On the
contrary, 7% have disagreed and 11% have strongly disagreed to the question. The organization
needs to look into the 305 respondents whose queries and problems have not been resolved
effective by the organization. This gaps in services needs to be evaluated for further
improvement in the customer relationship management.
consistency in service
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
37 37.0 37.0 37.0
Agree 31 31.0 31.0 68.0

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Indifferent 14 14.0 14.0 82.0
Disagree 6 6.0 6.0 88.0
Strongly
Disagree
12 12.0 12.0 100.0
Total 100 100.0 100.0
Table 10: consistency in service
Source: (As created by author)
37%
31%
14%
6%
12%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 10: consistency in service
Source: (As created by author)
This question aims to examine whether the business entity is consistent in offering its
services and products to the consumers. The results showed that 37% have strongly agreed to
the question, 31% have agreed and 14% are indifferent to the question. On the contrary, 6% have
disagreed and 12% have strongly disagreed to the question. This indicated that the organization
has been consistent in majority of the cases but improvement in consistency is required to
develop sustainable competitive advantage.

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Convenient services
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
39 39.0 39.0 39.0
Agree 29 29.0 29.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 12 12.0 12.0 94.0
Strongly
Disagree
6 6.0 6.0 100.0
Total 100 100.0 100.0
Table 11: Convenient services
Source: (As created by author)
39%
29%
14%
12%
6%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 11: Convenient services
Source: (As created by author)
This question aims to examine whether the services provided by the company is
convenient or not. The results showed that 39% have strongly agreed to the question, 29% have
agreed and 14% are indifferent to the question. On the contrary, 12% have disagreed and 6%
have strongly disagreed to the question. The result show that 18% does not consider the service

49RESEARCH PAPER
to be convenient and there are 14% that are still unsure about the services offered. This is a
significant issue for the organization and change is required for addressing the needs of these
consumers. However, the organization should try to identify the segments of the consumers
being affected and the needs of these segments.
feeling safe
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
39 39.0 39.0 39.0
Agree 29 29.0 29.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 10 10.0 10.0 92.0
Strongly
Disagree
8 8.0 8.0 100.0
Total 100 100.0 100.0
Table 12: Feeling Safe
Source: (As created by author)
39%
29%
14%
10%
8%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 12: Feeling Safe

50RESEARCH PAPER
Source: (As created by author)
The purpose of the question is to illustrate whether the consumers feel safe being
associated with Samsung or not. The results showed that 39% have strongly agreed to the
question, 29% have agreed and 14% are indifferent to the question. On the contrary, 10% have
disagreed and 8% have strongly disagreed to the question. The survey shows that in all the above
questions, 18% have disagreed and it is no different for this question. This indicates that there are
section of consumers that are using the organizational product and services but have not received
quality services.
personal attention
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
35 35.0 35.0 35.0
Agree 33 33.0 33.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 5 5.0 5.0 87.0
Strongly
Disagree
13 13.0 13.0 100.0
Total 100 100.0 100.0
Table 13: Personal attention
Source: (As created by author)

51RESEARCH PAPER
35%
33%
14%
5%
13%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 13: Personal attention
Source: (As created by author)
The purpose of the question is to illustrate whether the consumers are provided personal
attention by the company or not. The results showed that 35% have strongly agreed to the
question, 33% have agreed and 14% are indifferent to the question. On the contrary, 5% have
disagreed and 13% have strongly disagreed to the question. It can inferred that 32% have not
received personal attention from the company which ranges from minimum personalised services
to no personalised services.
promotional activities are beneficial
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
34 34.0 34.0 34.0
Agree 34 34.0 34.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 10 10.0 10.0 92.0
Strongly
Disagree
8 8.0 8.0 100.0
Total 100 100.0 100.0

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Table 14: Promotional activities are beneficial
Source: (As created by author)
34%
34%
14%
10%
8%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 14: Promotional activities are beneficial
Source: (As created by author)
The purpose of the question is to illustrate whether the company’s promotional activities
are beneficial to the consumersor not. The results showed that 34% have strongly agreed to the
question, 34% have agreed and 14% are indifferent to the question. On the contrary, 10% have
disagreed and 8% have strongly disagreed to the question. This shows that majority of the
consumers have been benefitted from the promotional activities but the organization has not been
able to identify the needs of some of the segments which could a major problem to future
sustainability.
trust
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
29 29.0 29.0 29.0
Agree 39 39.0 39.0 68.0

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Indifferent 14 14.0 14.0 82.0
Disagree 10 10.0 10.0 92.0
Strongly
Disagree
8 8.0 8.0 100.0
Total 100 100.0 100.0
Table 15: Trust
Source: (As created by author)
29%
39%
14%
10%
8%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 15: Trust
Source: (As created by author)
This question aims to analyse whether the consumers trust the brand or not. The results
showed that 29% have strongly agreed to the question, 39% have agreed and 14% are indifferent
to the question. On the contrary, 10% have disagreed and 8% have strongly disagreed to the
question. The concern for the organization is the fact that almost 30% of the consumers does not
trust the brand which could represent a bigger margin if the overall population is considered.
4.3.3 Questions on organizational performance
Satisfied with product offered

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Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
35 35.0 35.0 35.0
Agree 33 33.0 33.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 9 9.0 9.0 91.0
Strongly
Disagree
9 9.0 9.0 100.0
Total 100 100.0 100.0
Table 16: Satisfied with product offered
Source: (As created by author)
35%
33%
14%
9%
9%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 16: Satisfied with product offered
Source: (As created by author)
This question aims to examine whether the services provided by the company is
convenient or not. The results showed that 39% have strongly agreed to the question, 29% have
agreed and 14% are indifferent to the question. On the contrary, 12% have disagreed and 6%
have strongly disagreed to the question. The results showed that 68% are satisfied but the

55RESEARCH PAPER
remaining percentage of the consumers are the concerns as these existing consumers would
choose other similar as the switching cost in the industry has decreased with globalisation.
satisfied with overall service
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
34 34.0 34.0 34.0
Agree 34 34.0 34.0 68.0
Indifferen
t
14 14.0 14.0 82.0
Disagree 9 9.0 9.0 91.0
Strongly
Disagree
9 9.0 9.0 100.0
Total 100 100.0 100.0
Table 17: Satisfied with overall service
Source: (As created by author)
34%
34%
14%
9%
9%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 17: Satisfied with overall service
Source: (As created by author)

56RESEARCH PAPER
This question has the purpose of evaluating the overall satisfaction level of the consumers
with the services and products offered. The results that 34% have strongly agreed and 34% have
agreed. On the contrary, 14% are neutral, 9% disagreed and 9% strongly disagreed. This means
that 32% are not satisfied which means that there is scope of significant improvement in the
customer relationship management strategies of the organization.
Continue this relationship
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
39 39.0 39.0 39.0
Agree 29 29.0 29.0 68.0
Indifferent 14 14.0 14.0 82.0
Disagree 12 12.0 12.0 94.0
Strongly
Disagree
6 6.0 6.0 100.0
Total 100 100.0 100.0
Table 18: Consumer Loyalty
Source: (As created by author)
39%
29%
14%
12%
6%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 18: Consumer Loyalty

57RESEARCH PAPER
Source: (As created by author)
This question has the purpose of evaluating the overall consumer loyalty by addressing
the fact that whether they are willing to be associated with the organization in future or not. The
results that 39% have strongly agreed and 29% have agreed. On the contrary, 14% are neutral,
12% disagreed and 6% strongly disagreed. This shows that 32% are not loyal to the organization
and may switch to other organizational products and services. In order to retain these consumers,
the company needs to make changes to their customer relationship management for better service
and product quality.
Satisfied with CRM strategies
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly
Agree
39 39.0 39.0 39.0
Agree 29 29.0 29.0 68.0
Indifferen
t
14 14.0 14.0 82.0
Disagree 11 11.0 11.0 93.0
Strongly
Disagree
7 7.0 7.0 100.0
Total 100 100.0 100.0
Table 19: Satisfied with CRM strategies
Source: (As created by author)

58RESEARCH PAPER
39%
29%
14%
11%
7%
Total
Strongly Agree Agree Indifferent
Disagree Strongly Disagree
Graph 19: Satisfied with CRM strategies
Source: (As created by author)
This question has the purpose of evaluating the fact whether the consumers are satisfied
with the Customer relationship management strategies of the organization or not. The results that
39% have strongly agreed and 29% have agreed. On the contrary, 14% are neutral, 11%
disagreed and 7% strongly disagreed. The results are quite similar and indicate the same thing as
the previous findings.
4.4 Correlation analysis
The correlation analysis between the satisfaction level of the consumers and the elements
of customer relationship management shows that there is strong positive relationship where the
value ranges from .83 to .87 as two tailed significance. This means that the relationship is
bidirectional where both can impact each other. This means that changes in CRM strategies
impact the quality of services and organizational performance. Similarly, the change in service
quality and organizational performance is a results of a change from the CRM policies.

59RESEARCH PAPER
Correlations
Custom
er
needs
Custom
er
relation
ship
quality
product
s and
services
Custom
ized
services
visually
attracti
ve,
clean
and
conveni
ent
Immedi
ate
handlin
g of
product
exchan
ge
consiste
ncy in
service
Satisfied with
product
offered
Pearson
Correlation
.839** .872** .850** .855** .872** .864** .873**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
satisfied with
overall service
Pearson
Correlation
.873** .837** .858** .871** .849** .874** .864**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Continue this
relationship
Pearson
Correlation
.873** .853** .854** .862** .874** .882** .877**
Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Satisfied with
CRM
Pearson
Correlation
.896** .858** .858** .861** .847** .867** .850**

60RESEARCH PAPER
strategies Sig. (2-
tailed)
.000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
4.5 Regression analysis
Regression analysis is used to develop a predictive model that establishes and defines the
relationship between the chosen variables. In this research, the value of Multiple R in the
research is .930 which means that there is correlation between the predictors and the dependent
variable. This indicate that the predictive capability of the model is significantly high in this
case. R square is the coefficient of determination which determines the variance in explaining
capabilities of the independent variable. It also determines the good of fit of the model. The
value of R square is .864 which is greater than 0.7 and this means that the goodness of the fit of
the model is relatively high. Moreover, the predictive model has 86.4% explaining capability for
the characteristics of the independent variable. Durbin Watson test is performed to check the
autocorrelation between the variables and the value of d is acceptable at 1.7 to 2.5. The value of
d is 2.058 which means that there is no first degree autocorrelation between the variables.
The ANOVA test shows the F value is .000 which means that it is less than 0.05 and the
null hypothesis can be rejected. This means that there is significant impact of CRM on the
performance of organizations in consumer electronics industry. The model equation is,
CRM= .244CS + .303 Tr

61RESEARCH PAPER
The other coefficients are not significant as per the analysis but there is still strong
correlation between the variables.
Model Summaryb
Model R R Square Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .930a .864 .846 .497 2.058
a. Predictors: (Constant), trust , Customized services , visually
attractive,clean and convenient , Customer relationship , Convenient
services , pormotional activities are beneficial , Customer needs , quality
products and services , personal attention, feeling safe , consistency in
service, Immediate handling of product exchange
b. Dependent Variable: satisfied with overall service
ANOVAa
Model Sum of
Squares
df Mean Square F Sig.
1 Regression 137.224 12 11.435 46.218 .000b
Residual 21.526 87 .247
Total 158.750 99
a. Dependent Variable: satisfied with overall service

62RESEARCH PAPER
b. Predictors: (Constant), trust , Customized services , visually attractive,clean and
convenient , Customer relationship , Convenient services , pormotional activities
are beneficial , Customer needs , quality products and services , personal attention,
feeling safe , consistency in service, Immediate handling of product exchange
Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) .006 .112 .055 .956
Customer needs .159 .107 .162 1.483 .142
Customer relationship -.021 .110 -.021 -.189 .851
quality products and
services
.048 .110 .049 .434 .665
Customized services .244 .107 .237 2.292 .024
visually attractive,clean
and convenient
.063 .110 .064 .571 .569
Immediate handling of
product exchange
.047 .123 .047 .383 .702
consistency in service .001 .115 .001 .005 .996
Convenient services .221 .115 .217 1.920 .058
feeling safe -.150 .118 -.152 -1.277 .205
personal attention .127 .109 .134 1.164 .248
pormotional activities
are beneficial
-.046 .110 -.045 -.418 .677
trust .303 .108 .291 2.820 .006

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a. Dependent Variable: satisfied with overall service
4.6 Qualitative analysis
Questions Comments Codes
1. What is the role of CRM in
improving organizational
performance? Please Explain
“CRM improves our
understanding about the
consumers’ needs and wants.
We are able to provide better
services and products which
improves the performances”
“ CRM plays a vital role in
improving product and service
quality”
“Organizational
performance depends on
customer retention. Service and
product quality improvement
by using effective CRM tools
and strategies are critical in
retaining consumers.”
Consumer needs and wants ,
better service quality

64RESEARCH PAPER
2. What are the challenges you
face while developing effective
CRM strategies? Please
elaborate
“ We mainly face issues in
developing a customer focused
culture as consumers needs are
changing very rapidly”
“ Developing an end to end
process to address the change
in needs of the consumers is
challenging”
“ We have to up to date
regarding our software and
strategies such as end to end
process changes and consumer
focused culture”
Customer focused culture,
End to end process
3. What is the role of CRM
tools and software in
understanding your
consumers? Please explain
“CRM tools and techniques is
used for analysing the
consumer data “
“ We analyse consumer
purchase behaviours, the
current market trends and
needs by using CRM tools and
software”
“The consumer data is complex
and the CRM tools provide
Analysis of purchase
intentions, market trends and
consumer needs

65RESEARCH PAPER
simplified ways of
understanding consumer needs.
“
4.7 Discussion
The results from the qualitative analysis shows that there is significant impact of CRM on
the performance of the organization which validates the results from the quantitative analysis.
The discussion from the quantitative analysis clearly shows that majority of the consumers are
satisfied with the CRM efforts made by Samsung but 30% of the consumers have addressed the
fact that they have not received the desired services and products. Samsung needs to take this
into account and make changes to their CRM strategies for addressing the needs of the
consumers more effectively.
4.8 Summary
This chapter has conducted the analysis of the collected by using both quantitative and
qualitative methods which shows that in majority of the cases the consumers have been
successful in addressing the needs of the consumers. However, there are certain segment of the
consumers that are still not being catered properly. The managers have admitted to the fact they
have faced challenges in addressing to the fast changing needs of the consumers which made it
difficult to develop changes in end to end processes and developing a culture which is focused on
consumers.

66RESEARCH PAPER
Chapter 5: Conclusion
5.1 Conclusion and Key findings
This chapter has developed relevant conclusion by linking the objectives of the research
with the findings. This research has evaluated the importance of CRM in modern organizational
context in consumer electronics industry. The main aspect of CRM is not only developing a
complex software or tool but changing the overall philosophy. This means that the staffs should
drive to acknowledge all the needs of the consumers to the possible extent along with the
development of new CRM system that caters to wider consumer segments. The key findings in
the given research are as follows:
 More than 30% consumers are not satisfied with the quality of services and products
offered by the organization. These consumers does not have trust on the brand and are not
willing to continue to avail the services of Samsung. The organization needs to address
the issues faced by these customers so that this issue can be resolved with immediate
effect.
 The majority of the consumers have stated the fact that they are satisfied with the services
offered and can be considered loyal consumers. This shows that the products and services
have met their expected needs.
 One of the managers suggested ,“Developing an end to end process to address the change
in needs of the consumers is challenging”, this means that there is significant need to
enhance the flexibility of the CRM process so that any change can be addressed within
shorter period of time.
 The ANOVA test shows the F value is .000 which means that it is less than 0.05 and the
null hypothesis can be rejected. This means that there is significant impact of CRM on
the performance of organizations in consumer electronics industry. The model equation
is, CRM= .244CS + .303 Tr. The value of R square is .864 which is greater than 0.7 and
this means that the goodness of the fit of the model is relatively high. Moreover, the

67RESEARCH PAPER
predictive model has 86.4% explaining capability for the characteristics of the
independent variable.
5.2 Recommendations
The report has developed following recommendation based on the results:
 Samsung needs to make changes to their CRM system and develop a new system which
would be able to analyse the data at real time and suggest changes to the strategies.
 There should be interconnectivity between all the processes and systems which should be
made available to the employees. This should facilitate in providing customized service
to each consumer
 The organization needs to offer training and development programs so that the employees
can hone up their skills and provide better services.
5.3 Limitations
The major limitation of the research is that it only addresses the given case of Samsung
and the results may not hold true for other organizations in different countries. Moreover, the
sample size for the quantitative analysis is 100 which increases the margin of error to 10%.
Therefore, using larger sample size is expected to provide better results. This research is a cross
sectional study and data has been collected only once however, longitudinal studies can facilitate
in collecting data multiple times to understand the cause and effect of implementing a new CRM
system.
5.4 Future Scope of research
In future, the research has the scope of conducting a longitudinal study where data can be
collected from different countries to compare and evaluate the shortcomings in each country. It
can also facilitate in understanding the way the organization has been able to cope with the
change in consumer needs at a given point of time. The research could also use a larger sample

68RESEARCH PAPER
size of around 1000 consumers which would reduce the margin of error significantly. Moreover,
using a different case organization in a different country would be able to provide better insights
on the impact of CRM on the organizational performance of consumer electronics companies.

69RESEARCH PAPER
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Appendices
Appendix 1
Correlations
Customer
needs
Customer
relationsh
ip
quality
products
and
services
Customiz
ed
services
visually
attractive,
clean and
convenie
nt
Immediat
e
handling
of product
exchange
consisten
cy in
service
Customer needs Pearson
Correlation
1 .849** .874** .851** .885** .879** .874**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Customer
relationship
Pearson
Correlation
.849** 1 .878** .877** .850** .866** .877**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
quality products
and services
Pearson
Correlation
.874** .878** 1 .856** .882** .891** .888**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Customized
services
Pearson
Correlation
.851** .877** .856** 1 .840** .882** .862**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100

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visually attractive,
clean and
convenient
Pearson
Correlation
.885** .850** .882** .840** 1 .861** .893**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Immediate
handling of
product exchange
Pearson
Correlation
.879** .866** .891** .882** .861** 1 .864**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
consistency in
service
Pearson
Correlation
.874** .877** .888** .862** .893** .864** 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Convenient
services
Pearson
Correlation
.892** .827** .860** .869** .867** .907** .864**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
feeling safe Pearson
Correlation
.881** .881** .886** .885** .894** .897** .884**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
personal attention Pearson
Correlation
.872** .893** .856** .861** .873** .881** .885**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100

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promotional
activities are
beneficial
Pearson
Correlation
.868** .857** .878** .839** .882** .875** .884**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
trust Pearson
Correlation
.850** .845** .879** .839** .846** .872** .899**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Satisfied with
product offered
Pearson
Correlation
.839** .872** .850** .855** .872** .864** .873**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
satisfied with
overall service
Pearson
Correlation
.873** .837** .858** .871** .849** .874** .864**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Continue this
relationship
Pearson
Correlation
.873** .853** .854** .862** .874** .882** .877**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Satisfied with
CRM strategies
Pearson
Correlation
.896** .858** .858** .861** .847** .867** .850**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100
Correlations

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Convenie
nt
services
feeling
safe
personal
attention
promotio
nal
activities
are
beneficial trust
Satisfied
with
product
offered
satisfied
with
overall
service
Continue
this
relations
hip
Customer needs Pearson
Correlation
.892** .881** .872** .868** .850** .839** .873** .873**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Customer
relationship
Pearson
Correlation
.827** .881** .893** .857** .845** .872** .837** .853**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
quality products
and services
Pearson
Correlation
.860** .886** .856** .878** .879** .850** .858** .854**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Customized
services
Pearson
Correlation
.869** .885** .861** .839** .839** .855** .871** .862**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
visually
attractive, clean
and convenient
Pearson
Correlation
.867** .894** .873** .882** .846** .872** .849** .874**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Immediate
handling of
product
Pearson
Correlation
.907** .897** .881** .875** .872** .864** .874** .882**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000

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exchange N 100 100 100 100 100 100 100 100
consistency in
service
Pearson
Correlation
.864** .884** .885** .884** .899** .873** .864** .877**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Convenient
services
Pearson
Correlation
1 .879** .858** .861** .844** .851** .880** .882**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
feeling safe Pearson
Correlation
.879** 1 .865** .865** .861** .880** .845** .879**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
personal
attention
Pearson
Correlation
.858** .865** 1 .894** .847** .884** .862** .876**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
promotional
activities are
beneficial
Pearson
Correlation
.861** .865** .894** 1 .858** .886** .844** .855**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
trust Pearson
Correlation
.844** .861** .847** .858** 1 .855** .877** .851**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000

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N 100 100 100 100 100 100 100 100
Satisfied with
product offered
Pearson
Correlation
.851** .880** .884** .886** .855** 1 .853** .871**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
satisfied with
overall service
Pearson
Correlation
.880** .845** .862** .844** .877** .853** 1 .880**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Continue this
relationship
Pearson
Correlation
.882** .879** .876** .855** .851** .871** .880** 1
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Satisfied with
CRM strategies
Pearson
Correlation
.867** .840** .855** .840** .863** .837** .865** .848**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 100 100 100 100 100 100 100 100
Correlations
Satisfied with CRM
strategies
Customer needs Pearson Correlation .896**
Sig. (2-tailed) .000
N 100

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Customer relationship Pearson Correlation .858**
Sig. (2-tailed) .000
N 100
quality products and services Pearson Correlation .858**
Sig. (2-tailed) .000
N 100
Customized services Pearson Correlation .861**
Sig. (2-tailed) .000
N 100
visually attractive, clean and convenient Pearson Correlation .847**
Sig. (2-tailed) .000
N 100
Immediate handling of product exchange Pearson Correlation .867**
Sig. (2-tailed) .000
N 100
consistency in service Pearson Correlation .850**
Sig. (2-tailed) .000
N 100
Convenient services Pearson Correlation .867**
Sig. (2-tailed) .000
N 100
feeling safe Pearson Correlation .840**
Sig. (2-tailed) .000
N 100

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personal attention Pearson Correlation .855**
Sig. (2-tailed) .000
N 100
pormotional activities are beneficial Pearson Correlation .840**
Sig. (2-tailed) .000
N 100
trust Pearson Correlation .863**
Sig. (2-tailed) .000
N 100
Satisfied with product offered Pearson Correlation .837**
Sig. (2-tailed) .000
N 100
satisfied with overall service Pearson Correlation .865**
Sig. (2-tailed) .000
N 100
Continue this relationship Pearson Correlation .848**
Sig. (2-tailed) .000
N 100
Satisfied with CRM strategies Pearson Correlation 1
Sig. (2-tailed)
N 100
**. Correlation is significant at the 0.01 level (2-tailed).

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Appendix 2
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate Durbin-Watson
1 .930a .864 .846 .497 2.058
a. Predictors: (Constant), trust , Customized services , visually attractive,clean and
convenient , Customer relationship , Convenient services , pormotional activities are
beneficial , Customer needs , quality products and services , personal attention, feeling
safe , consistency in service, Immediate handling of product exchange
b. Dependent Variable: satisfied with overall service
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 137.224 12 11.435 46.218 .000b
Residual 21.526 87 .247
Total 158.750 99

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a. Dependent Variable: satisfied with overall service
b. Predictors: (Constant), trust , Customized services , visually attractive,clean and convenient ,
Customer relationship , Convenient services , pormotional activities are beneficial , Customer
needs , quality products and services , personal attention, feeling safe , consistency in service,
Immediate handling of product exchange
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .006 .112 .055 .956
Customer needs .159 .107 .162 1.483 .142
Customer relationship -.021 .110 -.021 -.189 .851
quality products and services .048 .110 .049 .434 .665
Customized services .244 .107 .237 2.292 .024
visually attractive,clean and
convenient
.063 .110 .064 .571 .569
Immediate handling of
product exchange
.047 .123 .047 .383 .702
consistency in service .001 .115 .001 .005 .996
Convenient services .221 .115 .217 1.920 .058
feeling safe -.150 .118 -.152 -1.277 .205
personal attention .127 .109 .134 1.164 .248
pormotional activities are
beneficial
-.046 .110 -.045 -.418 .677

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trust .303 .108 .291 2.820 .006
a. Dependent Variable: satisfied with overall service
Residuals Statisticsa
Minimum Maximum Mean Std. Deviation N
Predicted Value .97 4.76 2.25 1.177 100
Residual -1.043 .917 .000 .466 100
Std. Predicted Value -1.084 2.135 .000 1.000 100
Std. Residual -2.097 1.844 .000 .937 100
a. Dependent Variable: satisfied with overall service

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Appendix 3
Reliability Statistics
Cronbach's
Alpha N of Items
.990 16
Item Statistics
Mean Std. Deviation N
Customer needs 2.26 1.284 100
Customer relationship 2.21 1.266 100
quality products and services 2.30 1.307 100
Customized services 2.23 1.230 100
visually attractive,clean and
convenient
2.24 1.296 100
Immediate handling of
product exchange
2.16 1.269 100
consistency in service 2.25 1.336 100
Convenient services 2.17 1.240 100
feeling safe 2.19 1.277 100
personal attention 2.28 1.341 100
promotional activities are
beneficial
2.24 1.248 100

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trust 2.29 1.217 100
Satisfied with product offered 2.24 1.272 100
satisfied with overall service 2.25 1.266 100
Continue this relationship 2.17 1.240 100
Satisfied with CRM strategies 2.18 1.258 100
Item-Total Statistics
Scale Mean if
Item Deleted
Scale Variance if
Item Deleted
Corrected Item-
Total Correlation
Cronbach's
Alpha if Item
Deleted
Customer needs 33.40 318.121 .930 .990
Customer relationship 33.45 319.179 .920 .990
quality products and services 33.36 317.404 .930 .990
Customized services 33.43 320.409 .919 .990
visually attractive,clean and
convenient
33.42 317.862 .927 .990
Immediate handling of
product exchange
33.50 318.293 .938 .990
consistency in service 33.41 316.103 .937 .990
Convenient services 33.49 319.768 .927 .990
feeling safe 33.47 318.151 .935 .990
personal attention 33.38 316.177 .931 .990
promotional activities are
beneficial
33.42 319.539 .925 .990

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trust 33.37 320.902 .918 .990
Satisfied with product offered 33.42 318.893 .922 .990
satisfied with overall service 33.41 319.133 .921 .990
Continue this relationship 33.49 319.747 .927 .990
Satisfied with CRM strategies 33.48 319.646 .915 .990
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .979
Bartlett's Test of Sphericity Approx. Chi-Square 2689.964
df 120
Sig. .000
Communalities
Initial Extraction
Customer needs 1.000 .882
Customer relationship 1.000 .864
quality products and services 1.000 .881
Customized services 1.000 .863
visually attractive,clean and
convenient
1.000 .877

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Immediate handling of
product exchange
1.000 .895
consistency in service 1.000 .892
Convenient services 1.000 .876
feeling safe 1.000 .890
personal attention 1.000 .883
pormotional activities are
beneficial
1.000 .873
trust 1.000 .861
Satisfied with product offered 1.000 .867
satisfied with overall service 1.000 .866
Continue this relationship 1.000 .877
Satisfied with CRM strategies 1.000 .856
Extraction Method: Principal Component Analysis.
Total Variance Explained
Component
Initial Eigenvalues Extraction Sums of Squared Loadings
Total % of Variance Cumulative % Total % of Variance Cumulative %
1 14.004 87.524 87.524 14.004 87.524 87.524
2 .252 1.577 89.101
3 .206 1.290 90.391

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4 .201 1.256 91.647
5 .181 1.131 92.778
6 .176 1.102 93.880
7 .147 .921 94.800
8 .126 .790 95.590
9 .118 .737 96.327
10 .111 .696 97.023
11 .097 .604 97.627
12 .091 .570 98.197
13 .089 .557 98.754
14 .074 .464 99.218
15 .065 .405 99.623
16 .060 .377 100.000
Extraction Method: Principal Component Analysis.

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Component Matrixa
Component
1
Customer needs .939
Customer relationship .930
quality products and services .938
Customized services .929
visually attractive,clean and
convenient
.936
Immediate handling of
product exchange
.946
consistency in service .945
Convenient services .936
feeling safe .944
personal attention .940
promotional activities are
beneficial
.934
trust .928
Satisfied with product offered .931
satisfied with overall service .931
Continue this relationship .936
Satisfied with CRM strategies .925
Extraction Method: Principal Component
Analysis.a

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a. 1 components extracted.

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Appendix 4
Survey Questionnaire
1. Age?
a) Less than 24 b) 25-34 c) 35-44 d) 45-54 e) 55 and above
2. Gender?
a) Male
b) Female
3. How long have you been using the services of Samsung?
a) Less than 2 years
b) 2-5 years
c) More than 5 years
Questions on Customer relationship management
4. How far do you agree that our corporate strategy gives importance to the needs of the
consumers?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
5. How far do you agree that we give great value to the relationship with the consumers?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
6. How far do you agree that we offer quality products and services to our consumers?

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a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
7. How far do you agree that the organization provides customized services to their
consumers?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
8. How far do you agree that the physical outlets are visually attractive, clean and
convenient?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
9. How far do you agree that product exchange, service, returns and complains are handled
immediately?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
10. How far do you agree that we are consistent in providing service to the consumers?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
11. How far do you agree that we offer convenient services to our consumers?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
12. How far do you agree that you feel safe being associated with our brand?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
13. How far do you agree that we provide personal attention to our consumers?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree

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14. How far do you agree that the company’s promotional activities are beneficial to you?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
15. How far do you agree that you trust our brand?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Questions on organizational performance
16. How far do you agree that you are satisfied with the product offered?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
17. How far do you agree that you are satisfied with the overall service quality?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
18. How far do you agree that you want to continue this relationship for many more years
to come?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
19. How far do you agree that you are satisfied with the customer relationship management
strategies of the organization?
a) Strongly agree b) Agree c) Indifferent d) Disagree e) Strongly disagree
Interview Questionnaire
1. What is the role of CRM in improving organizational performance? Please Explain
2. What are the challenges you face while developing effective CRM strategies? Please elaborate

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3. What is the role of CRM tools and software in understanding your consumers? Please explain