Abstract
The study assessed a product or service by customers that met their needs and aspirations. It sought to examine the influence of non-financial customer performance (CP) measures on non-financial organizational performance (NFOP) in the Nepalese cellular telecommunications industry (NCTI). Using a structured questionnaire survey instrument, it employed a descriptive research approach. This study’s population included all the global system for mobile (GSM) customers of Nepal Telecom (NT) and Ncell. The sample comprised 385 customers delineated through non-probability sampling techniques. The study’s targeted respondents were postgraduate understudies, service holders, business people, and self-employed individuals. The survey instrument was composed of three sections comprising 28 data collection questions. A statistical package for the social sciences (SPSS) and analysis of moment structures (AMOS) programming were used to analyze the collected data. The study applied confirmatory factor analysis (CFA), path analysis (PA), and structural equation modeling (SEM) to evaluate the significance of the hypothesized paths. It was found that CP had a positive and significant relationship with NFOP in NCTI, with customer retention (CR) being a better predictor, followed by customer loyalty (CL), customer satisfaction (CS), and customer acquisition (CA). This was a cited representative study, not exhaustive, and would help to understand the key drivers of CP in the NCTI.
Highlights
Organizational performance (OP) is the activity of an organization to accomplish objectives and destinations, based on a decision taken earlier
It was found that customer performance (CP) had a positive and significant relationship with non-financial organizational performance (NFOP) in Nepalese cellular telecommunications industry (NCTI), with customer retention (CR) being a better predictor, followed by customer loyalty (CL), customer satisfaction (CS), and customer acquisition (CA)
The study applied confirmatory factor analysis (CFA), path analysis (PA), and structural equation modeling (SEM) to assess the of the noticed factors have shown normalinoteworthiness of the hypothesized paths and the ty since data have been recorded in the recommodel’s informative power by registering multi- mended scope of ± 2 (George & Mallery, 2010)
Summary
Organizational performance (OP) is the activity of an organization to accomplish objectives and destinations, based on a decision taken earlier. The literature stated that a financial measure-based performance assessment system is no longer appropriate in the current business environment It fails to meet consumer needs and is unable to evaluate their reactions. Customer relationship manrun and retain new customer, raising the value of agement understands customers’ requirements and the transaction, increasing the number of transac- behavior, builds long-term relationships, provides tions, more profound organizational comprehension, sales/service quality, reduces costs (cost efficiency), and positive word of mouth promotion (Colgate & and improves profitability (Atkinson et al, 2014). The disclosure of non-financial information performance, this study focused on collecting, recommunicates strategic information, resulting in viewing, assessing, tracking, and communicating business strategies and management priorities to customer information and strategies relating to stakeholders (Omran et al, 2019).
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