Abstract
SMEs and entrepreneurship are the foundational drivers for the creation of economic value, source of innovation, employment and wealth generation across the globe (Inventis, 2014). The beauty service industry is one of the most flourishing industries in contemporary Beirut, the capital of Lebanon, as versatile demands from men and women have catered to this uplifting growth. A national scandal, however, lead to the suspension of several beauty centers, and conveyed a challenge for competitive small-medium enterprises (SME) to sustain relationships with customers over the long-run. The aim of this study was to discover the extent to which CRM is implemented in SMEs, using the case of beauty centers in Beirut, Lebanon. The study employed a quantitative approach where data was collected by means of a questionnaire, from a sample of 103 customers. Four variables, as components of CRM, were measured in this study. Results of the statistical analysis found that SMEs in Lebanon implement CRM strategy to a good extent. This research provides recommendations for strategically improving relationship-oriented practices in Lebanese SMEs, particularly in the beauty sector.
Highlights
Over 90% of enterprises currently active in the economy can be categorized as small-medium enterprises (SME)
It is apparent that SMEs in Lebanon implement customer relationship management (CRM) to an impressively good extent
Considerable efforts were spent to support the private sector as the main engine of growth in the Lebanese economy; SMEs in Lebanon still operate in a complex environment composed of moderate-to-poor infrastructure setups, economic uncertainty, and slow business activity (Inventis, 2014)
Summary
Over 90% of enterprises currently active in the economy can be categorized as SMEs. SMEs and entrepreneurs in Lebanon operate in a complex environment of interrelated elements which impact the ease and speed at which new ventures can be established and transformed into sustainable and competitive businesses (Inventis, 2014). SMEs and entrepreneurs in Lebanon operate in a complex environment of interrelated elements which impact the ease and speed at which new ventures can be established and transformed into sustainable and competitive businesses (Inventis, 2014) In such a customer-oriented era, SME can no longer remain the strategies in product orientation; instead, they are required to create and deliver value to targeted customers at a profit. The banking industry has implemented CRM widely They want CRM for its analytical capability to help them to manage customer defection rates and to enhance cross-sell performance (Buttle, 2007). The researcher explores the degree to which Lebanese SMEs implement CRM, using the case of beauty centers, from the customer’s perspective
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