Customer Focus Research Articles

Soft Skills: Rankings in the Assessment of Entrepreneurs and the Participation of HEIs in Their Formation

The problem of forming and developing soft skills has not lost its relevance for many years. It is believed that possession of these skills ensures the subject’s competitiveness in the labor market. A special role is played by the formation of flexible skills in entrepreneurs, who allow them to be more adaptive to changes, interact effectively with the internal and external environment, find non-standard solutions in difficult situations, thereby increasing the efficiency and competitiveness of their own business.The purpose of our research is to compile a rating of soft skills in the assessment of existing entrepreneurs and to identify the degree of participation of higher education institutions in their formation. The data are obtained empirically from a study of 360 entrepreneurs. They show the undeniable importance for entrepreneurs of developing soft skills and, in most cases, their underdevelopment at the proper level. The paper presents the results of a survey demonstrating the proportion of entrepreneurs who have developed a particular skill in the process of self-education (19-38%), as well as the proportion of entrepreneurs who received an education at a university (0-22%) or in additional education programs in other organizations ( 1-13%). The study found that between 33 and 73% of entrepreneurs surveyed had not received soft skills training. Entrepreneurs ranked communication management (opinion of 76% of respondents) and decision making (73%) as the most important skills for their activities; the most developed were decision making (30%) and customer focus (28%). The work provides recommendations to universities in terms of increasing their presence in the market of additional education in order to develop soft skills among entrepreneurs as a factor in increasing their competitiveness.

EVALUATION OF SPORTS INFRASTRUCTURE MANAGEMENT AFTER THE IMPLEMENTATION OF NATIONAL SPORTS WEEK (PON) XX PAPUA 2021

Abstract This study evaluates the management of sports infrastructure facilities in this case the venue after the implementation of PON XX Papua seen from 7 aspect (1) Leadership; (2) Facilities Strategic and Operational Planning; (3) Customer Focus; (4) Assessment and Information Analyses; (5) Development and Management Human Resources; (6) Process Management; (7) Performance Result, the research methodology used the Facility Management Evaluation Program model. The population and samples in this study are officials or management staff as well as beneficiaries such as athletes and the community of ex-PON infrastructure facilities with purposive sampling techniques. Data collection techniques in this study by conducting interviews, observations and documentation studies. The results of this study show that the Management of Sports Infrastructure Facilities Management After the Implementation of PON XX carried out by the Youth Sports and Sports Office of Papua Province is very good. The existing policies to support the maintenance of the ex-PON venue have been very good and will continue to be evaluated and improved for more advanced sports in Papua Province.
 
 Keywords: Management; Sports infrastructure; Program Evaluation

Application of the EFQM model in a travel agency

The paper aims to evaluate the degree of excellence a selected travel agency achieves using the EFQM model. The methodology involves establishing desirable outcomes such as modernizing service offerings and increasing competitiveness. Questionnaires assess customer satisfaction, employee satisfaction, societal impact, and critical organizational results. These questionnaires address service quality, environment, employee willingness, director rating, and financial and non-financial evaluations. The EFQM model provides a framework for the organization to respond effectively, emphasizing the need for thorough comparison with practical implementation and active involvement from management and employees. The model's introduction is acknowledged as a long-term endeavor, requiring sustained effort and understanding from management. In summary, the EFQM model evaluation of the travel agency reveals strengths in employee care and goal clarity but highlights areas for improvement. These include updating policies, reviewing external partnerships, and adapting processes to customer needs. Addressing employee satisfaction, financial planning, and strategic marketing are crucial for success. Embracing EFQM principles fosters continuous improvement, customer focus, and organizational resilience, positioning travel agencies as industry leaders. EFQM provides a valuable framework for enhancing performance and quality in a competitive landscape.

Impact of Critical Success Factors on International ISO Accreditation for the Botswana Public Health Laboratories

The purpose of this study is to identify critical success factors and their impact on implementation of quality management system at selected Public Health Laboratories in Botswana. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors for successful implementation of the quality management system were rated by a group of questions using a five point Likert scale method. The 5-point Likert scale includes the items: strongly agree, agree, neutral, disagree, and strongly disagree. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten critical success factors had a mean above of 3.0, with a range of 4.77 to 3.57. All the ten success factors were deemed critical; Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus, Information analysis.

Организационно-экономические и управленческие решения развития розничных услуг торговых сетей на основе внедрения системы управления лояльностью покупателей

The article is devoted to the study of the issue of improving the process of interaction with customers and the development of organizational, economic and managerial solutions for the development of retail services of trading networks based on the development and implementation of modern digital solutions for managing loyalty systems. The work conducts research in the field of improving customer interaction processes, namely maintaining the customer base and attracting new customers, provides an overview of loyalty programs in Russia and digital solutions for automating customer loyalty management systems. The promising areas of customer loyalty management identified during the review were confirmed by data from open sources. The relevance of the topic is due to the proposal to manage a loyalty system based on the digitalization of this business process. The authors examined the problem of increasing the customer focus of retail chains, which is popular in the current economic conditions, based on the introduction of a customer loyalty system. An accessible way to solve the problem was identified, which consists in the development and implementation of an information system for loyalty management. The functional composition of the information system being developed to ensure the effective implementation of the business process is indicated, and a list of organizational and economic measures for the successful implementation of the system is provided.

Total Quality Management and Employee Performance among Motorcycle Dealers: Basis for TQM Initiatives

Total Quality Management is an organizational technique for continuous improvement that would improve and augment employee performance. The study explores the relationship between total quality management and employee performance. This paper helps fill a gap in the literature by measuring total quality management implementation and employee performance among motorcycle dealers. The study's dependent variable is employee performance with two sub-variables: task performance and contextual performance. While the independent variable is total quality management using ISO 9001:2015 standards, namely, customer focus, leadership, engagement of people, process approach, evidence-based decision making, continual improvement, and relationship management. The study utilized quantitative and descriptive research design. The study took 145 participants using a simple random sampling method. The study results have shown that the seven TQM elements significantly influence employee performance measures. The findings imply that total quality management plays a vital role in the performance and success of an organization. Hence, motorcycle dealers should continue implementing total quality management with all variables to improve performance. Motorcycle dealers should improve employees' involvement, commitment, and awareness of TQM, enhance the organizational structure, and provide resources to overcome the barriers that prevent effective implementation of TQM. Keywords: Total Quality Management, Employee Performance, Motorcycle Dealers

The Role of Human Resources Management Bractices In Enhancing The Effectiveness of Comprehensive Quality An exploratory study of a sample of employees at the College of Pure and Human Education/University of Tikrit

This study aimed to determine the role of the most important practices of human resources, represented by their dimensions (training and development, career development, recruitment, and selection) in enhancing the effectiveness of the following comprehensive quality management practices (continuous development, customer focus, and continuous pursuit of customer opinions). in the Colleges of Education for Humanities and Pure Sciences. This goal was translated into a hypothesis drawing that included the study variables, the dependent variable represented by total quality management, according to the exploratory descriptive approach, and its hypotheses were formulated, and then the research hypotheses were formulated and tested using appropriate mathematical statistical methods and using the statistical package program (SPSS). Thus, the theoretical and then analytical framing was used to test the research hypotheses, where the study population consisted of employees in the College of Education for Pure Sciences and Humanities at the three administrative levels, and the sample size was (94) individuals from directors, directors of departments, divisions, units, and administrative employees. The research reached several conclusions, the most important of which was the existence of a significant correlation to the role of human resources management practices, including their dimensions, and the effectiveness of total quality management in the sample studied. Finally, the research recommendations came out with the need to pay attention to providing an appropriate basis for human resources practices for new operations by making structural changes, enhancing cooperation processes, and using appropriate sources in order to advance, maintain survival, continuity, and develop the effectiveness of total quality management

Requirements for Cultivating Customer Focus

In today's fiercely competitive global marketplace, companies face a plethora of opportunities, as well as threats and challenges. As products become increasingly homogeneous, companies must develop concepts and strategies for fostering relationships with their customers. This necessitates a comprehensive approach, with a shift from transactional marketing to relationship marketing already underway, placing emphasis on the customer. Customer Relationship Management (CRM) holds promise for navigating competitive markets, yet high failure rates in CRM implementation persist. One critical success factor for CRM implementation is a steadfast orientation towards the customer. Achieving customer orientation entails various measures including change management, cross-functional collaboration, process optimization, employee engagement, and support from company stakeholders. Internal marketing is crucial for persuading employees to transition from functional to cross-functional thinking. Customer orientation is not merely a strategy, but a journey and long-term commitment, requiring continual assessment and enhancement. This paper offers an in-depth exploration of the essential factors for cultivating customer orientation.

Competitiveness of Tier three Commercial Banks in Kenya: The Role of Strategic Leadership Practices

The banking industry in Kenya has been dynamic, with only eight (8) out of the forty (40) banks controlling over 74% of the market share. The tier three banks, despite being the majority (22), only have 8.8% market share. The banks have also been characterized by turbulent operating market, declining revenues and profits, and shrinking capitalization. This has seen some of these banks being held at receivership and others put under statutory management. This prompted the study to assess whether strategic leadership has been a concern in these banks, and whether this has a hand in competitiveness of third tier banks in Kenya. The study was anchored on Porter’s theory of competitive advantage and the contingency theory of leadership. A cross-sectional research approach informed collection of data though a questionnaire from 112 participants drawn from 22 third-tier banks in Kenya. SPSS was used in analysis. The findings revealed that strategic leadership practices through financial resource mobilization, human resource development, strategic innovation, strategic direction and customer focus had a significant influence on competitiveness of tier three commercial banks in Kenya. The study concluded that strategic leadership practices through financial resource mobilization, human resource development, strategic innovation, strategic direction and customer focus were instrumental in enhancing the competitiveness of tier three commercial banks. The findings from the study could be significant to strategic management practitioners, managers of tier three commercial banks, the government and policy-makers and future researchers.

Total Quality Management Practices and Performance of East African Breweries Limited, Kenya

Total quality management (TQM) is a continuous process that seeks to point out and eradicate managerial gaps in organizations. It also aligns organizational management, enhances good customer service and empowers the training of employees. TQM uses strategies, data and communication channels to bring together the required quality principles into the organization’s activities and culture. This study examined the relationship between Total Quality Management practices and organizational performance at East African Breweries Limited (EABL) Kenya. The study sought to establish the effect of customer focus on the performance of EABL in Kenya. The research examined the effect of continuous quality improvement on the performance of EABL in Kenya. The study also assessed the effect of strategic approaches on the performance of EABL in Kenya. Contigency thory,Service quality theory, Sigma six quality improvement theoryand system theory of management were reviewed concerning the four variables involved in this study to analyze the gaps that lead to further research. The population target was 60 EABL managers in the departments directly related to TQM practices. Since the population was moderate, there was no sampling. Instead, census method was used and therefore the entire population was included in this study. The study used an explanatory research design where questionnaires were used as a data collection instrument. Descriptive statistics was used to analyze data in tables and charts according to the research objectives. Quantitative statistic processes were also used to derive correlation and regression analysis to establish the extent and nature of the relationship between the independent variables and dependent variables. Construct validity showed a description of whether support is given by case studies concerning the interpretation of variables in the study. The findings of the study indicated a positive significance by benefiting East Africa Breweries Limited in understanding to what extent the total quality management practices impact the performance of the company. The findings demonstrate that East African Breweries Limited (EABL) exhibits a strong commitment to Total Quality Management practices and a customer-centric approach to quality, resulting in enhanced effectiveness, customer retention, and market advantage. EABL's focus on customer satisfaction, loyalty, and market performance highlights the strategic significance of TQM in the company's success and competitiveness. The study concludes that implementing TQM practices can lead to improved business outcomes, emphasizing the importance of effective TQM in achieving better organizational results and market success.

Market orientation and performance: A comparative Study of private and public universities in Kenya

The purpose of the study is to explore whether there are significant differences between private and public universities in terms of market orientation components. The study examines whether there is a significant difference between customer focus, market intelligence, competitor orientation, inter-functional coordination and performance of universities in Kenya. Comparative studies on market orientation and performance of Public and Private Universities in Kenya, have been studied in many settings over the past several years and specifically none in Kenya. The research adopted descriptive research design on Public and Private Universities in Kenya. Primary data were collected from 115 respondents using a survey questionnaire administered to staff and students of both private and public universities in Kenya. Respondents were sampled using stratified sampling and purposive sampling method. Market intelligence generation, competitor orientation and inter-functional coordination are significant for both private and public universities, while customer orientation was insignificance in both universities. The results of the study indicate that there are significant similarities between private and public universities. In addition it implies that universities have embrace market oriented activities towards students’ satisfaction, students’ retention, student growth and increase of number of programmes. This paper puts forward market orientation practices which can inform policies and guide other academic institutions that would want to meet their students’ needs and services. The paper introduces the concept of market orientation for those institutions who may have not embrace the market-oriented practices in university sector in Kenya.

ON THE MODERN DEVELOPMENT OF FREIGHT SERVICES OF JSC «RUSSIAN RAILWAYS» WITHIN THE BOUNDARIES OF THE EAST SIBERIAN RAILWAY

In the current economic environment, in order to develop customer focus and improve the quality of freight transportation planning at JSC Russian Railways, the priority activity is the development of modern freight services to improve the quality of services provided to railway transport customers in order to simplify access to the services of the Russian Railways holding company in the field of freight transportation, customer-oriented approach, organization of freight forwarding services and logistics services on the «one-window» principle. Creating a single information space between participants in rail freight transportation and ensuring monitoring of the fulfillment of contractual obligations for the delivery of goods and carrying out mutual settlements online is one of the primary tasks of the joint-stock company.In a scientific article within the framework of the implementation of the state program «Digital Economy of Russia» at JSC Russian Railways, the author examines the issues of modern development of freight services at JSC Russian Railways to attract new customers and increase the loyalty of existing ones. The digital transformation strategy of JSC Russian Railways is the process of changing the industry’s activities in the digital economy. These changes consist of: searching and implementing innovations, expanding the range of services offered to the market and introducing digital products.

Role of Organisational Culture in Enabling Effective Communication and Total Quality Management Practices in Champion Breweries Plc, Uyo, Akwa Ibom State, Nigeria

Organisational culture shapes communication patterns and effectively implements Total Quality Management (TQM) practices. However, there is limited empirical research on how organisational culture influences these aspects, especially in developing countries like Nigeria. This study aimed to examine the role of organisational culture at Champion Breweries PLC in Akwa Ibom State, Nigeria, in enabling or hindering communication and TQM practices. A quantitative survey was conducted with a sample of 278 employees. The results revealed that while Champion Breweries' culture encourages openness and continuous improvement to some degree, enhancements are needed in organisational transparency, cross-departmental collaboration, employee involvement, and learning orientation to support communication and TQM fully. Key cultural aspects that facilitate effective practices include teamwork, shared goals and customer focus. However, empowerment and continuous improvement mindsets need reinforcement. Leadership is pivotal in championing culture evolution focused on greater openness, collaboration and empowerment. The study concludes that shaping a quality-focused culture is crucial for optimal TQM implementation and communication effectiveness. It provides insights into realigning organisational culture with quality objectives through initiatives targeted at assumptions, values, structures and leadership role modelling. It is recommended that, the leadership at champion breweries, needs to spearhead culture change through their communication and behaviours, consciously. Also should transparency, collaboration, learning and empowerment that are vital for commination and TQM effectiveness.

The Effect of Innovation on Competitiveness in the Food Processing Industry of Cameroon: A Mediating Effect of Quality Management

With the intensification of national and global competition, the focus of companies is now on how to achieve competitive advantage. With globalisation, Cameroon’s industry is facing specific difficulties such as unchecked competition from imports, internal weaknesses in output, low technology acquisition as well as poor links between industry and the institutional sector, making competition a problem for them. This led to the foundation of studies on innovation and competitiveness, but at this point, there are still inconclusive results. This paper focuses on examining the effect of innovation on competitiveness in the food processing industry of Cameroon, with a specific emphasis on the mediating effect of quality management. This study adopted the cross-sectional research design for its investigation. The primary source of data was used for this study, as it was current. This primary data was collected through the distribution of questionnaires to the respondents. Innovation in this study was captured in terms product, process, market, and organisational innovations. Quality management on the other hand was captured in terms of commitment to quality, employee involvement, customer focus, process monitoring, incentives, and recognition. In relation to competitiveness, the study focused on productivity, output growth, and market share. Data was collected from 335 managers of food processing companies drawn randomly after stratification from a population of 2564 food processing companies operating in Cameroon. This includes Douala, Yaounde, Ngaoundere, Buea, Bafoussam, Maroua, and Bertoua with 201, 40, 34, 3, 30, 17, and 10 as corresponding sample proportions respectively. Inferential statistics was used during the analysis of the data, specifically using Baron and Kenny’s approach of testing the mediation hypothesis. Based on the results, there were traces of positive and significant direct effects of product, process, and organisational innovations on competitiveness. On the other hand, market innovation was insignificant. In terms of the indirect effect, the study revealed a partial mediation of quality management in the effect of product innovation on competitiveness. Quality management, however, had no mediating role on other dimensions of innovation (process, market, and organisational) and competitiveness.

Barriers To Implementation of Quality Management Systems (Qms), of Accredited Public Health Laboratories, In Botswana

The purpose of this study is to identify factors that hinders the implementation of Quality Management Systems(QMS)in selected Public Health Laboratories. The study population was from the targeted seven accredited Public Health Laboratories in Botswana. Data on critical success factors and their respective elements was collected using a questionnaire. The questions were based on the critical success factors for implementation of total quality management identified during the literature review. Ten Critical Success Factors were rated by a group of questions using a five point Likert scale method. Strongly agree was assigned a score of 5, agree is assigned a score of 4, neutral is assigned a score of 3, disagree is assigned a score of 2 and strongly disagree a score of 1. The mean of the assigned ratings is 3.0. Critical success factors which score mean greater than 3.0 will be classified as agree while those mean less than 3.0 will be classified as disagree. All the ten success factors were deemed critical but four of the critical factors had elements that were regarded as barriers to QMS implementation. The ten critical success factors identified were;Employee empowerment Strategic quality planning, Process management, Performance management, Quality culture, Management and leadership, Training, Supplier Management, Customer focus and Information analysis. On the contrary, four critical success factors had elements that scored less than 3.5 mean, so the elements were regarded as barriers to QMS implementation; Effective communication between management and employees, Staff compensation not linked to achieving quality goals, Employees are rewarded for their performance and Employees not taking part in evaluating suppliers.

The Importance of Customer Focus on the Institutional Performance of Private Universities in Kenya

Institutions of higher learning (universities) have gradually adopted the total quality management (TQM) system to ensure quality product offerings and achieve competitive advantage. Universities in sub-Sahara Africa are vehicles of economic and human development through the provision of a trained labour force and research output. These organisations face elevated environmental dynamism in the provision of quality education. Due to conceptual gaps in the application of TQM in universities in SSA, the study assessed the critical importance of customer focus on the institutional performance of private universities in Kenya. The study employed a descriptive research design and targeted seventeen (17) privately chartered universities founded by religious-based institutions in Kenya. The study used a census sampling technique and randomly sampled 17 heads of administrative sections, functional departments and academic sections. Questionnaires were used as a primary tool for data collection, with the instrument being piloted at Carlile College, Kenya. Cronbach's Alpha reliability testing indicated that the instrument achieved scale reliability. The study employed both descriptive and inferential analysis. Institutional performance significantly and positively correlates with the customer focus (r = 0.580, p < 0.05) and explains 33.61 % of variations in institutional performance with an effect size of β1 = 0.5132 (t = 10.04, p< 0.05). The findings showed that customer focus as an element of TQM significantly influences the institutional performance of these universities. The study recommends that these universities inculcate and institutionalise customer-focused practices during the implementation of quality assurance. This study is of significance to the stakeholders in privately – chartered universities in Kenya and related contexts, as it will offer more enriching information on total quality management

ANALYSIS OF THE APPLICATION OF MALCOLM BALDRIGE CRITERIA (MBCFPE) TO BUSINESS ACTORS IN INDONESIA

This research explores the challenges and opportunities for Micro, Small and Medium Enterprises (MSMEs) in Indonesia, focusing on the implementation of the Malcolm Baldrige Criteria for Performance Excellence. Although the MSME sector in Indonesia is very large, limited capital, access to technology, and market reach hinder their competitiveness against larger companies. Along with that, the proliferation of online media adds complexity to the business landscape, demanding rapid adaptation. Strategic human resource management is emerging as a critical factor for long-term organizational development. The research uses the Malcolm Baldrige Award as a benchmark for performance appraisal, which includes leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and results. The study sampled six businesses, revealing the varying impact of these criteria on their performance. Key findings highlight the key role of leadership and customer-focus in influencing MSME outcomes, while other criteria show mixed and sometimes less significant effects. Full implementation challenges include a lack of a clear vision-mission statement, lack of organizational structure, and limited emphasis on product innovation. The research concludes with recommendations for MSMEs in Indonesia, emphasizing the importance of developing a clear vision, improving organizational structure, and increasing focus on innovation. These findings provide deep insight into the dynamics of MSMEs and offer strategic direction to navigate Indonesia's evolving business landscape.

Revitalizing educational institutions through customer focus

Despite the importance of education in terms of spending and its impact, dissatisfaction with traditional public schools is growing due to students’ underperformance. One reason, among many, is the lack of strategic focus among educational institutions. The authors theoretically and empirically demonstrate the benefits of a customer-focused approach to strategy planning and execution for improving student performance. A customer-focused strategy enables educational institutions to identify customer needs providing the most value to customers, align strategy execution to those needs, and ultimately improve customer loyalty and academic outcomes. We demonstrate the approach using data from qualitative interviews with school leaders and surveys from 10,644 K12 parents. We conclude that a customer-focused approach helps educational institutions satisfy their customers and achieve higher academic outcomes.

Quality Management Practices of Select Real Estate Companies: An Experienced-based Approach

roviding quality services is a must for all type of industry and the requirement is not different from the industry of real estate. As mentioned by Chege, S & Bett S (2019), the real estate industry is one of the most important industries for the development and economy of a nation and therefore important that adequate measures are put in place to ensure quality in the sector. This study investigated the quality management systems of select real estate firms focusing on the following areas: Customer Focus, Leadership, Involvement of People, Process Approach, Continual Improvement, Factual Approach to Decision Making and Mutually Beneficial Supplier Relationship. Indicated in the study of Quiambao, J & Alvaro, K (2023), that the QMS practices dimensions top management leadership, customer orientation, process control and improvement, and employee engagement each had significant positive impact on each business performance perspectives financial, customer, internal business processes, and innovation and learning of the subject government corporation Likewise, the study identified following themes focusing on areas of real estate quality management practices were culled out” Client Determination, Keeping Clients Satisfied, Handling Complaints, Direction Setting, Planning, Alignment and Empowerment, Communication, Opportunities and Growth, Competence, Communication Enhancement, General Rule, Client Need, Efficiency and Effectiveness, Firm Reputation, Accessibility of Data, Word of Honor, Act of Appreciation and Fairness and Quality.

Influence of Customer Focus Strategy on Financial Performance of Deposit-Taking Saccos in Kenya

Purpose: The purpose of the study was to assess the influence of customer focus strategy on financial performance of deposit-taking SACCOs in Kenya.
 Materials and Methods: A descriptive research cross-sectional approach was applied. The target population of this study was 174 DT-SACCOs in Kenya. The sample size was 174 respondents. Structured questionnaires were used to collect primary data from the selected respondents. Data collection method was by use of questionnaires. Quantitative data was analyzed descriptively and inferentially. Data was coded and analyzed using the Statistical Package for Social Sciences (SPSS v23.0). Results were then presented in tables, diagrams and charts.
 Findings: The results showed that Customer focus strategy had a positive and significant relationship to financial performance (r=0.526, p=0.000; R2=0.277, β=0.913). The findings indicate that organizations that prioritize customer focus are more likely to achieve improved financial outcomes.
 Implications to Theory, Practice and Policy: The study recommended that organizations prioritize customer focus strategies to enhance their financial performance. By emphasizing customer focus, organizations can improve their financial performance by cultivating customer loyalty, driving revenue growth, and differentiating themselves in the marketplace. Additionally, this approach contributes to policy by guiding lawmakers to create customer-centric regulatory frameworks that promote sustainable business growth. Furthermore, scholars can benefit from this study by gaining insights into the relationship between customer-focused strategies and financial performance, thereby enriching theoretical understandings in the field of business management.