ST.

MARY’S UNIVERSITY
BUSINESS FACULTY
DEPARTMENT OF MARKETING MANAGEMENT

AN ASSESSMENT OF CUSTOMER RELATION

MANAGEMENT PRACTICE: THE CASE OF
ETHIOPIAN POSTAL SERVICE ENTERPRISE
(EPSE)

BY:
TIGIST AYICHEW

JUNE, 2014
ST. MARY’S UNIVERSITY
ADDIS ABABA
 AN ASSESSMENT OF CUSTOMER RELATION
MANAGEMENT PRACTICE: THE CASE OF ETHIOPIAN
POSTAL SERVICE ENTERPRISE (EPSE)

A SENIOR ESSAY SUBMITTED

TO THE DEPARTMENT OF MARKETING MANAGEMENT
BUSINESS FACULTY
ST. MARY’S UNIVERSITY

IN PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE DEGREE OF BACHELOR OF ART IN
MARKETING MANAGEMENT

BY:
TIGIST AYICHEW

JUNE, 2014
ST. MARY’S UNIVERSITY
ADDIS ABABA
 ST. MARY’S UNIVERSITY

AN ASSESSMENT OF CUSTOMER RELATION

MANAGEMENT PRACTICE: THE CASE OF ETHIOPIAN
POSTAL SERVICE ENTERPRISE (EPSE)

BY:
TIGIST AYICHEW

Approved by the committee of examiners

___________________________ ________________________
Department Head signature

___________________________ ________________________
Advisor signature

___________________________ ________________________
Internal examiner signature

___________________________ ________________________
External examiner signature
 ACKNOWLEDGEMENT

Primarily I would like to express my gratitude to my Lord Jesus Christ for

His help in all my life. Then I would like to send my gratitude to my
beloved husband, Abera Demissie who I can’t thank enough for his love
and support and to my father Ayichew Taye who were beside me in every
step of the way encouraged and supported me.

I would like to express my heart full thanks to my adviser w/rt Meaza

G/medhin, for her valuable comments, suggestions, whole hearted
guidance and help.

I would like to thank the Ato Yalew Gorfu, who encouraged me and
supported me throughout this research paper.

I would like to thank my friend W/ro Rediet Melese for her contribution in
assisting me in different aspects. There were also so many people who
greatly helped me through my study though their names are not mentioned
here.

Finally I want to say thanks to employees in the enterprise that are willing to
support me to get necessary information thank you all very much.
 Table of Contents
Contents Page
Acknowledgement --------------------------------------------------------- I
Table of content ------------------------------------------------------------ II
List of table ---------------------------------------------------------------- III
CHAPTER ONE
1. INTRODUCTION -------------------------------------------------------- 1
1.1 Background of the Study ------------------------------------------ 1
1.2 Statement of the Problem ----------------------------------------- 2
1.3 Research Questions ------------------------------------------------ 3
1.4 Objective of the Study --------------------------------------------- 3
1.4.1 General Objectives --------------------------------------------- 3
1.4.2 Specific Objectives --------------------------------------------- 4
1.5 Significance of the Study ------------------------------------------ 4
1.6 Delimitation (Scope) of the Study -------------------------------- 4
1.7 Research Design and Methodology ------------------------------ 5
1.7.1 Research Design ----------------------------------------------- 5
1.7.2 Population and Sampling Techniques ---------------------- 5
1.7.3 Type of Data Collected --------------------------------------- 5
1.7.4 Data Collection Methods ------------------------------------- 6
1.7.5 Data Analysis Methods --------------------------------------- 6
1.8 Limitation of the Study ------------------------------------------- 6
1.9 Organization of the Paper ----------------------------------------- 6
CHAPTER TWO
2. REVIEW OF RELATED LITERATURE ------------------------------ 8
2.1 Origin of Customer Relationship Management ---------------- 8
2.2 Definition of Customer Relationship Management------------ 8
2.3 CRM Dimension -------------------------------------------------- 10
2.4 Definition of Customer Satisfaction --------------------------- 11
2.5 CRM and Customer Satisfaction ------------------------------ 13
2.6 CRM Strategy ----------------------------------------------------- 14
2.7 Classification of CRM -------------------------------------------- 16
2.7.1 Analytical CRM -------------------------------------------- 16
2.7.2 Collaborative CRM ---------------------------------------- 16
2.7.3 Operational CRM ------------------------------------------ 16
 2.8 Focus of CRM ----------------------------------------------------- 16
2.8.1 Sales -------------------------------------------------------- 17
2.8.2 Customer service and support ------------------------- 17
2.8.3 Marketing automation ----------------------------------- 17
2.8.3.1 Data cleaning tools ----------------------------- 17
2.8.3.2 Content management -------------------------- 17
2.8.9.3 Campaign management------------------------ 17
CHAPTER THREE
3. DATA PRESENTATION, ANALYSIS AND INTERPRETATION -- 18
3.1 General Information of Respondents profile -------------- ---18
3.2 Analysis of the data directly related to the study-------- 21
3.2.1 Customer Satisfaction-------------------------------------- 21
3.2.2 Customer Communication-------------------------------- 23
3.2.3 Service Quality ------------------------------- -------- ------- 24
3.3 Responses Related to Customers’ Opinion --------- - -------- 27
3.4 Interview with the EMS Manager --------------------- --- ---- 28

CHAPTER FOUR
4. SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ----- 30
4.1 Summary ---------------------------------------------- ---------- --- 30
4.2 Conclusions ---------------------------------------------- ------ --- 32
4.2 Recommendations --------------- ------------ --------------------- 33
Bibliography
Appendices
Interview Question -------------------------------------------------
Questionnaire ------------------------------------------------------
 List of Tables

Table 1: General Characteristics of Respondents ------------------------- 19

Table 2: Years in Relationship with EMS ----------------------------------- 20
Table 3: Customer Complaint ------------------------------------------------ 21
Table 4: Employees’ Courteous ---------------------------------------------- 22
Table 5: Customer Satisfaction Level about the Service ----------------- 22
Table 6: Customer Suggestion (Feedback) --------------------------------- 23
Table 7: Phone call and Email communicate ------------------------------ 23
Table 8: Customer Suggestion for Improvement New Service ----------- 24
Table 9: Customer Service Requirement ------------------------------------ 24
Table 10: Employees Willingness ------------------------------------------- 25
Table 11: Employees’ Behaviour --------------------------------------------- 26
Table 12: Office Environment ----------------------------------------------- 26
 CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The gradual move in marketing thoughts and practices from product-

centric approach to customer-centric approach and from concentrating
on selling as many product possible to acquiring, keeping, retaining and
delighting as many customer as possible. This change in marketing
prospective is taking place because of the high competition and the
numerous alternatives provided to the customers. “The globally
competitive market place provides today’s customers with choices never
before imaginable by previous generations” (Hoots, 2005). Moreover the
emergence of contemporary marketing practices business began to
realize that marketing is not only about attracting new customers ratter
it is also building long term relationships with the existing customers to
the mutual benefit of both. Mean while the stiff competition in the
market, both local and global, accessibility of markets and the advent of
knowledgeable customers contribute to the blossoming of relationship-
based marketing in the business world (Wubealem, 2012).

Customer relationship management (CRM) is growing in importance due

to the challenging business environment faced by organizations
throughout the world today. “Customer Relationship management is a
comprehensive strategy and process of acquiring, retraining, and
partnering with selective customers to create superior value for the
company and the customer. It involves the integration of marketing,
sales, customer service, and the supply chain functions of the
organization to achieve greater efficiencies and effectiveness in delivering
customer value” (Parvatiyar & Sheth, 2001).

As is implicit in the above definition, CRM is a combination of people,

processes and technology that seeks to understand a company’s
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customers. It is an integrated approach to managing relationships by
focusing and relationship development. CRM has evolved from advances
information technology and organizational changes in customer-centric
processes. Companies that successfully implement CRM will reap the
rewards in customer loyalty and long run profitability (Chen & Popouich
2003). This has led to the advent of CRM and customer satisfaction
measurement (CSM), and now, to the point where customer CRM and
CSM are coming together.

So far, the studies reveal that successful application of all CRM

dimensions in Ethiopian Postal Service Enterprise helps the company to
expand their customer bases. Enhance their competitive position and
able to retain the customers at increased satisfaction rate. Thus, the
integrated application of the CRM has been found essential for reaping
full benefits of CRM such as internal efficiency, increased customer
loyalty and satisfaction, identification of customers potential and the
like.

In this study, the researcher uses examine the importance of CRM

implementation in regarding to customer relation in EPSE department of
Express Mail Service.

1.2 Statement of the Problem

Customer Relationship Management is about identifying, retaining, and
maximising the value of a company’s customers. CRM is a sales and
service business strategy where the organisation wraps itself around the
customer, so that whenever there is an interaction, the information
exchanged is relevant for the customer. This means knowing all about
that customer and what the profitability of that customer is going to be.
CRM is an effort to create the whole picture of a given customer, bringing
together consistent, comprehensive and credible information on all

2
aspects of the existing relationship, such as profitability information, risk
profiles and cross sell potential (Nielsen, 1998)

EMS Ethiopia is also one of the five core process and is Bronze winner of
2010 EMS quality service. Under EMS there are customer service and
mail handling teams. EMS Ethiopia is a member of EMS corporative
union which has 170 member countries currently; it has over 250
branch offices throughout the country. EMS sends messages through
door to door service and receives through call service. EMS Ethiopia is
fully supported by track and tracing system (IPS and Ragbi) software.
EMS is characterized by receives and delivers original documents,
parcels, merchandise, spare parts and samples those weights up to
30k.g. However based on the student researcher preliminary
investigation the following gap was well observed:

Not able to provide services for the customers at the time needed;

Unable to record the customers address for future use;

Lack of training for their employees to handle customer effectively;

Unable to use modern technology compared to competitors;
Therefore, the student researcher use suggests recommendation and
solutions to the above major problems by conducting the research.

1.3 Research Questions

The study is designed to address the following research questions:

• How does the Enterprise’s CRM practice looks like?

• What major CRM strategies are used by the Enterprise?
• How does an employee implement the CRM strategy?

1.4 Objective of the Study

1.4.1 General Objectives
The general objective of the study is to assess the EPSE CRM Practice
specifically EMS department from the theoretical concept of CRM and

3
identify the main problem in relation to CRM and give probable
recommendation.

1.4.2 Specific Objectives

This research focused on the following specific objectives;-
1. To point out the extent of CRM concept implementation in EMS
Department.
2. To identify the major strategies of CRM used by the enterprise.
3. To pin point employees performance on CRM practise.

1.5 Significance of the Study

CRM plays a dominant role towards achievement of organizational goal
and directs all organizational efforts towards satisfaction of target
customers. And also become mandatory task in the service giving
industry to ensure their survival in the industry through customer-
centric service provision. The results of the study have the following
contribution:
• It will help as an input for the company to understand the interest
and attitude of customers towards the EMS customer relationship
management
• As source of knowledge for future references by people who have
interest to gain insight about CRM.
• It will enable the student researcher to acquire greater knowledge
about the real world practice.

1.6 Delimitation (Scope) of the Study

The study was conducted to asses CRM in Ethiopian Postal Service

Enterprise head office particularly in department of Express Mail Service
/EMS/. Among the other services Ems is more time sensitive area and
need more customer attention that is why this research was conducted
on it.

4
In order to make this study more feasible, applicable and to use time
effectively the student research is use data between 2010 up to 2013G.C

1.7 Research Design and Methodology

1.7.1 Research Design

The student researcher use descriptive research approach to depict the
current condition of the EMS CRM practice. This research is categorized
under applied researches that depend mainly on data collection from
EMS customer through primary sources by distributing designed
questionnaires and interview for research purpose, and analyze it in
order to describe the present condition.

1.7.2 Population and Sampling Techniques

Population of the study were taken from customers and EMS managers.
Since Ethiopian Postal Service department of Express mail service users
are highly diversified, the student researcher depended on the
recommendation set by the (Malhotra, 2007) and 200 sample
respondents’ customers were taken with non probability sampling
technique particularly using convenience (accidental) sampling
technique. To select sample from customer respondents convenience
sampling was used because the population is diverse and the sampling
units was easy, measurable and cooperative. The student researcher
used purposive sampling techniques to interview the EMS managers
because they were experts in the field.

1.7.3 Types of Data Collected

The researcher used both primary and secondary data to collect all the
necessary information. In the primary data the researcher used interview
and questionnaire. Whereas the secondary data was composed of
published materials such as books, manuals, broachers and websites of
the organization and other documents specifically related with the
research topics.

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1.7.4 Data Collection Methods

Different methods of data collection were used in this research paper.

Primary data was collected by conducting personal interview with the
EMS Manager. Questionnaires were prepared in English and translated
in to Amharic using structured formats and were distributing to the
sample customers. The questionnaires mainly contained 5 points liker
scale and open ended questions. Secondary information was gathered
from books, manuals, broachers and websites of the organization and
other documents specifically related with the research topics.

1.7.5 Data Analysis Methods

The student researcher used both the qualitative and quantitative data
analysis methods. The quantitative data gathered was analysed using
tables and percentage. The responses obtained from interviews were
summarized, and presented as statements in paragraphs.

1.8 Limitation of the study

The student researcher faced limitations that might affect proper

achievement of study objectives which include:

Delayed incomplete and also unwillingness of customer

respondents to fill out the questionnaires.
Insufficient resources that might help to support the literature
review.
Limitation of time and resource constrain to cover more regions
and branch.

1.9 Organization of the Paper

This research proposal is organized in to 4 chapters. Chapter one

Contacted introductory part that covers background of the study,
statement of the problem, research question, objective of the study,

6
significance of the study, Delimitation (Scope) of the study, Research
Design and Methodology, Limitation and organization of the study. The
second chapter is review of related literature, enabling to develop the
document and logically sequenced rational of problem. Chapter three
include data analysis and interpretation. The last chapter, Chapter four
provides conclusion and recommendation.

7
 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Origin of CRM

In the early 20th century in U.S, demand outpaced supply to the extent
that companies concentrated on selling as many products as possible.
Supplies focused on product development, manufacturing capacity, and
securing distribution out lets, without regarded to their customers. They
did not pay much attention to who bought their products or what their
customers needed (Ueno, 2006).

By the middle of the 20th century however the economy had matured to
a point there customers had the power of choice because supply had
outstripped demand. The era of the passive consumer was coming to an
end. Companies began to find out who their customers were, what they
wanted, and how they could be satisfied. They analyzed data about their
customers and segmented them based on their demographic such as age,
gender, and other personal information. Then they promoted their
product or service to a specific subset of customers and prospects. This
was called target marketing. Each company thought services about the
four Ps (price, promotion, product, and placement) the basic concept of
modern marketing, which was first suggested by the expert in the field,
(Ncarthin, 1960).

2.2 Definition of Customer Relationship Management

Many authors in the field of Relation management define customer

relationship in different way. To see and understand CRM from different
perspective some of the definitions are presented.

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“CRM is strategy deals with how to establish developed and increase
customer relation from profitability perspective, based upon the
individual customer needs and potentials. The basic underling CRM is
that the basis of all marketing and management activities should be the
establishment of mutually beneficial partnership relation with customer
and other partners in order to become successful and profitable”
(Ghavanie, 2006).

“CRM is the integration of customer focuses in marketing, sales,

logistics, accounting i.e., in all parts of the organization operation and
structure. Those are the activities a business performs to identify,
quality, acquire, develop and retrain increasingly loyal and profitable
customers by delivering the right products or service to the right
customer through the right channel at the right time and the right cost”
(Johansson and storm, 2002). CRM can be best describes as on evolution
of marketing from product or brand management to customer
management (Peclen, 2006).

Some authors from marketing background emphasize technological side

of CRM while the other considers information technology perspective of
CRM. From marketing perspective, CRM is defined by (Couldwell, 1998)
as “a combination of business process and technology that seeks to
understand a company’s customers from the perspective of who they are
what they do, and what they are like.” Technological definition of CRM
was given as “…. the market place of the future is undergoing a
technology driven metamorphosis” (Peppers & Rogers, 1995).

CRM has been accepted as a management philosophy and as a

marketing strategy to others. Anton (1996) defined the CRM as a
business strategy that aims to create in enterprise the information
technologies which will help the management system listen to the
customers, be customer-based and offer the customers perfect products

9
and services, and aims to make the whole staff in the enterprise able to
conduct customer-based team work.

Before positioning and investigating the components and the business

philosophy of CRM, we must develop our perspective of CRM from the
purpose of this research. Hence, several researches have made attempts
to define CRM. The definition of CRM adopted from different sources
ranges from narrowing IT enabling solution to a broadly and strategically
approach to managing customer relationship (Payne and Frow, 2005).

Despite there are differences among the definitions given to CRM, we can
learn that CRM involves cross functional integration i.e., the integration
of marketing, sales, customer service, IT and the supply chain function
of the organization to achieve greater efficiencies and effectiveness in
delivering customer value (Payne and Frow, 2005).

This research deals with CRM as a marketing strategy emphasizing on

establishing, maintain and enhancing relationship with customers and
partners at a profit. In reviewing the aforementioned facts, the definition
used by (Berg, 2002) with slight modification can be used for the purpose
of this study. CRM is a comprehensive marketing strategy and process of
acquiring, retaining and partnering with selective customers to create
superior value for the company by implementation of cross-function
integration of processes, people, operations and marketing capabilities
that enabled through information technology.

2.3 CRM Dimension

In order to develop a comprehensive list of CRM practices, it is essential
to identify the key construct of CRM. CRM comprises the four constructs:
key customer focus, CRM organization, knowledge management and
Technology based CRM (Sin, 2005). CRM is an integrated approach to
managing relationships by focusing on customer retention and
relationship development. CRM has evolved from advanced in

10
information technology and organizational changes in customer-centric
process. Companies that successfully implement CRM will reap the
reward in customer loyalty and long run profitability.
2.3.1 Key customer focus - this is all about developing strong
customer focus and continuously delivering superior value to the
selected key customers through personalized/customized
offerings.

2.3.2 CRM organization- It implies organizing the whole organization

around CRM which will lead to considerations like organizational
structure, commitment of resources and human resources
management (sin, 2005).

2.3.3 Knowledge Management- key facets of this construct include

learning about customer needs and wants, dissemination and
sharing of this knowledge and action (Sin, 2005)

2.3.4 Technology based CRM- Technology plays the role to enable in

CRM deployment and allows firms to achieve greater
customization and better service at lower cost (Sin, 2005)

2.4 Definition of Customer Satisfaction

Satisfaction is derived from the Latin enough and to do or make. This

satisfying products and services have the capacity to provide what is
being sought to the point of being “enough”. Two related words are
satiation, which loosely means enough up to the point of excess, and
satiety, which can mean a surfeit or two much of enough, as if to say
that too much is necessarily undesirable. These terms illustrate the point
that satisfaction implies a fulfilment (Mosrujeh, 2009).

One of the basic elements of modern marketing understanding is

customer satisfaction. Business can survive as long as they can meet the

11
customer’s needs an enable customer satisfaction. So clearly defining
and understanding customer satisfaction can help any company identify
opportunities for product and service innovation and also serve as a
basis for performance appraisal and reward systems. It can also serve as
the basis for customer satisfaction surveying program that can ensure
that quality improvement efforts are property focused on issues that are
most important to the customer. (LI, 2002)

In recent years several researches have attempts to define customer

satisfaction. Some of the definitions are mentioned below.

• “Customer satisfaction means that customer needs, wishes and

expectations are met or overcome during the product/ service
period, giving way to re-purchasing and customer loyalty” (Antion,
1996).
• “Satisfaction is a person felling of pleasure or disappointment
resulting from comparing a product perceived performance or
outcome in relation to his or her expectation” (Kotler, 2009).

In reviewing of the illustrated definition, we can find that most of

definitions concentrate on a comparison of prior purchasing expectation
from the product and actual performance after the act of purchasing.

Improving customer relationship and increasing their loyalty isn’t simply

about managing interaction with customers better or targeting them
better. It is about serving them in a fundamentally improved way. This
generally requires changes outside the sales and marketing area, in order
to redefine the customers experience with the organization in some
meaningful way (Calhean, 2001).

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2.5 CRM and Customer Satisfaction

The satisfaction of customers is a cornerstone of a CRM policy since

returning customers indicate their satisfaction and contribute to
improved financial margins of the product-sellers and service-providers
(Hadzagas, 2011). CRM is one of the strategies to manage customers as it
focuses on understanding customers as individual instead of as a group
(Lambert, 2010).

According to Sunlit (Mithas M.S.Krishnan, and Claes Fornell, 2005) CRM

applications are likely to have an effect on customer satisfaction for at
least three reasons. First CRM applications enable firms to customize
their offerings for each customer. By accumulating information across
customer interactions and processing this information to discover hidden
patter, CRM applications help firms customize their offerings to suit the
individual tastes of their customers. Customized offerings enhance the
perceived quality of products and services from a customer’s view point.
Because perceived quality is a determinant of customer satisfaction, it
follows that CRM application indirectly affect customer satisfaction
through their effect on perceived quality.

Second, in addition to enhancing the perceived quality of the offering,

CRM applications also enable firms to improve the reliability of
consumption experiences by facilitating the timely accurate processing of
customer orders and requests and the ongoing management of customer
account. Both an improved ability to customize and a reduced variability
of the consumption experience enhance perceived quality which in turn
positively affects customer satisfaction.

Third, CRM applications also help firms manage customer relationships

more effectively across the stage of relationship initiation, maintenance,
and termination (Reinartz, Krafft, and Hoyer, 2004). In turn effective

13
management of the customer relationships is the key to managing
customer satisfaction and customer loyalty.

Referring to the above CRM finding, CRM solution is still one of the best
strategies for growing revenue and increase market share and that CRM
offers richer opportunity to provide quality of service to enhance
customer satisfaction.

2.6 CRM Strategic

Strategic CRM is focused upon the development of a customer-centric

business culture. This culture is dedicated to winning and keeping
customers be creating and delivering value better than competitors. The
culture is reflected in leadership behaviours, the design of formal
systems of the company, and the myths and stories that are created
within the firm. In a customer-centric culture you would expect
resources to be allocated where they would best enhance customer value,
reward systems to promote employee behaviours that enhance customer
satisfaction and retention, and customer information to be collected,
shared and applied across the business. You would also expect to find
the heroes of the business to be those who deliver outstanding value or
service to customers. Many business claim to be customer-centric,
customer-led, customer-focused or customer-oriented, but few are.
Indeed, there can be very few companies of any size that do not claim
that they are on a mission to satisfy customer requirements profitably.

Customer-centricity competes with other business logics. Philip kotler

identifies three other major business orientations: product, production
and selling. (Buttle, 2009)

2.6.1 Product-oriented businesses believe that customers choose

products with the best quality, performance, design or features.
These are often highly innovative and entrepreneurial firms. Many

14
 new business start-ups are product-oriented in these firms it is
common for the customer’s voice to be missing when important
marketing, selling or service decisions are made. Little or no
customer research is conducted. Management makes
assumptions about what customers want. The outcome is that
sometimes products are over specified or over engineered for the
requirements of the market, and therefore too costly for many
customers. However, marketers have identified a subset of
relatively price-insensitive, customers whom they dub ‘innovators’,
who are likely to respond positively to company claims about
product excellence. Unfortunately, this is a relatively small
segment, no more than 2.5 per cent of the potential market.

2.6.2 Production-oriented businesses believe that customers choose

low price products. Consequently, these businesses strive to keep
operating cost routes to market. This may will be appropriate in
developing economies or in subsistence segments of developed
economies, but the majority of customers have other
requirements. Drivers of BMWs would not be attracted to the
brand if they knew that the company only sourced inputs such as
braking systems from the lowest-cost supplier.

2.6.3 Sales-oriented businesses make the assumption that if they

invest enough in advertising, selling, public relation (PR) and sales
promotion, customers will be persuaded to buy. Very often, a
sales orientation follows a production orientation. The company
produces low-cost products and then has to promote them heavily
to shift inventory.

A customer or market-oriented company shares a set of beliefs about

putting the customer first. It collects, disseminates and uses customer
and competitive information to develop better value propositions for

15
customers. A customer-centric firm is a learning firm that constantly
adapts to customer requirements and competitive conditions. There is
evidence that customer-centricity correlates strongly with business
performance.

Many managers would argue that customer-centricity must be right for

all companies. However, at different stages of market or economic
development, other orientations may have stronger appeal. (Buttle, 2009)

2.7 Classification of CRM

According to the functionality of the software tools, the CRM could be

divided into: (S.Shajahan, 2004)

2.7.1 Analytical CRM: this implies the use of data modelling and
profiling to accomplish the CRM goals.

2.7.2 Collaborative CRM: this implies the tools that should not be used
while directly engaging and interacting with the customers.

2.7.3 Operational CRM: this implies the ‘back end’ systems, which unify
the business operations and deliver the products.

The CRM should be the architecture for each purpose, while the
furnishing required to make the architecture work would be provided by
the customer data. The core of CRM effectiveness lies in the deep and
reliable customer information. In other words, the companies should
know as much about each customer as possible and in many cases,
much more than they have known at present. (S.Shajahan, 2004)

2.8 Focus of CRM

The three main areas that the CRM systems should maintain their focus
are the: (S.Shajahan, 2004)

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2.8.1 Sales: also called the sales force automation, includes field sales,
call centre telephone sales, third-party brokers, distributors or
agents, retail marketing and e-commerce (which is also referred to
as the technology-enabled selling).
2.8.2 Customer service and support: includes file service and despatch
technicians, internet-based service or self-service via a web site
and call centres that handle all channels of customer contact (and
not just voice).
2.8.3 Marketing automation: differs from the other two categories as it
does not involve the customer contact. The marketing automation
focuses on analysing and automating the marketing processes. The
marketing automation products include the following:
2.8.3.1 Data-cleansing tools; data analysis or business
intelligence tools for ad hoc querying, reporting and
analysing customer information, plus as data warehouse or
data mart to support strategic decision.
2.8.3.2 Content-management applications that allow a company’s
employees to view and access business rules for marketing
to customers.
2.8.3.3 Campaign management system, a database management
tool used by the marketers to design the campaigns and
track their impact on various customer segments over time.
Depending on the company goals, the tools it chooses
would be integrated across the areas of sales, services and
marketing. (S.Shajahan, 2004)

17
 CHAPTER THREE

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

This chapter deals with the presentation, analysis and interpretation of

the gathered data from EPSE department of Express Mail Service. The
research study tried to investigate the Customer Relation Management
practice of EMS from customer point of view. To make, this research
paper representative, 200 questionnaires were prepared for customer
and interview conducted the EMS manager. The student research made
pilot test by distributing 10 questionnaire nears and make few correction
accordingly out of the total number of questioners (200) distributed to
customer only 177 (one hundred seventy seven) were collected. This
means 177 (88.5%) of customer have filled and returned the
questionnaires, while the remaining 23 (11.5%) are not collected. So the
analysis is presented based on the response gathered from customers
summarized by using descriptive statistic method. Were by the raw data
is computed in percentage and presented in a tabularized form followed
by detail explanation and critical interpretation of the data that is made
to show implication of the major findings.
This chapter has 2 parts, the first part deals with the general
characteristics of the respondents and the second part deals with the
analysis of the research findings.

3.1 General Information of Respondents profile

Table 1 in the next page describes the demographic characteristic of the

respondents including gender, age, educational background and
occupation.

18
Table 1 General Characteristics of Respondents

Customer respondent
Item
Description Frequency Percentage (%)
1 Gender
a. Male 98 55.36
b. Female 79 44.63
Total 177 100
2 Ages
a. 21-30 year 78 44.06
b. 31-40year 59 33.33
c. 41-50year 26 14.68
d. 51 and above year 14 7.90

Total 177 100

3 Educational background
a. 1 - 12 grade complete 43 24.29
b. Certificate 28 15.81
c. Diploma 44 24.85
d. First Degree 44 24.85
e. 2nd Degree and Above Degree 18 10.16
Total 177 100
4 Occupation

a. Student 18 10.16
b. Private company 53 29.94
c. Government 40 22.59
d. NGO 13 7.34
e. Self employed 32 18.07
f. Others 21 11.86
Total 177 100
Source: Questionnaire Survey

19
According to item 1 of table 1 in the previous page which indicated
gender composition of respondents, 98 (55.36%) of the respondents were
male and 79 (44.63%) of them were female. Male respondents dominate
over female respondents.
In relation to age category as shown in item 2 of the same table the
number of respondents in age category of 21-30year where 78 (44.06%),
in age 31-40 where 59 (33.33%), in age 41-50 where 26 (14.68) and
above 51 years where 14 (7.90%). Therefore, the finding from the age
profile of the respondents indicates that the majority of the customer
respondents were found between the ages of 21-30years.
Item 3 in the table 1 in the previous page explain the educational status
of the respondents. Accordingly, out of the total customer respondents
43 (24.29%) of the respondents were 12 grade complete, 28 (15.81%) of
the respondents were certificate holders, 44 (24.85%) of the respondents
were diploma holders, 44 (24.85%) of the respondents were first Degree
holders, and 18 (10.16%) were 2nd degree and above degree. On the basis
of the above data educational background most customer are degree and
diploma holder educated customer are capable enough to evaluate things
from different analysis and sensitive to service delivery promises.
As depicted in the above table of item 4 out of the total respondents
concerning of occupation, 18 (10.16%) were student, 53 (29.94%) were
private company, 40 (22.59%) were government, 13 (7.34%) were NGO,
32 (18.07) were self employed and 21 (11.86%) were other.

Table 2 years in relationship with EMS

Years in relationship with EMS
5
a. 1-3 Years 90 50.84
b. 4-6years 63 35.59
c. 7-10years 13 7.34
d. 11 year and above 11 6.21
Total 177 100
Source: Questionnaire Survey

20
When we go to directly to the above table 2, the respondents
characteristics we will find relationship with the company 90 (50.84%)
were 1-3 years, 63 (35.59%) were 4-6 years, 13 (7.34%) were 7-10 years
and 11 (6.21%) were 11 year and above. This implies that most of the
time respondents’ lengths of the time using EMS service are 1-3 years.
The company does not retain customers for long period of time. This
indicates that customers are dissatisfied the company finds out the
source of dissatisfaction and takes the necessary.

3.2 Analysis of the Data Directly Related to the Study

The customer questionnaire is analyzed depending of the filled and

returned questionnaires analysis which is the major findings.

3.2.1 Customer Satisfaction

Table 3. Customer complaint

Customer respondent
Item
Frequency Percentage (%)
Your complaints or problems are
solved with great concern
Strongly agree 26 14.68
Agree 48 27.11
Neutral 43 24.29
Disagree 50 28.24
Strongly disagree 10 5.64
Total 177 100

Source: Questionnaire Survey

According to table no 3, 26 (14.68%) strongly agree, 48 (27.11%) agree,
50 (28.24%) of respondents disagree, 10 (5.64%) strongly disagree and
the remaining 43 (24.29%) had no opinion on EMS practice of complaints
or problems are solved with great concern. The implication indicate that
higher numbers of respondents in EMS don’t believe that the company
didn’t solve complain with a great concern.

21
Table 4. Employees’ courteous

Customer respondent
Item Frequency Percentage (%)
How do you see the employees courteous
Strongly agree 23 12.99
Agree 54 30.50
Neutral 20 11.29
Disagree 62 35.02
Strongly disagree 18 10.16
Total 177 100
Source: Questionnaire Survey

As it is illustrated in table 4, out of 177 respondents, 23 (12.99%) replied

strongly agree, 54 (30.50%) agree, 20(11.29%) replied neutral, 62
(35.02%) disagreed, while the rest 18 (10.16%) strongly disagree that
they are not satisfied with employees’ courteous. This implies that the
employees’ courteously is poor (not attractive).

Table 5 Customer satisfaction level about the service

Item Customer respondent

Frequency Percentage (%)
EMS provides satisfactory service
Strongly agree 21 11.86
Agree 45 25.42
Neutral 26 14.68
Disagree 68 38.41
Strongly disagree 17 9.60
Total 177 100
According to table 5, in regarding customer satisfaction level to the
business, out of 177 respondents asked, the 21 (11.86%) responded
strongly agree, 45 (25.42%)responded agree, 26 (14.68%) respondent
neutral, 68 (38.41%) answered disagree while 17 (9.60%) of respondents
have answered strongly disagree. From this we can be said is the most of
the customers are not get services satisfaction as per their expectations.

22
 3.2.2 Customer Communication
Table 6. Customer suggestion (feedback)
Customer respondent
Item
Frequency Percentage (%)
EMS accepts customer suggestion
(feed back)?
Strongly agree 25 14.12
Agree 43 24.29
Neutral 19 10.73
Disagree 53 29.94
Strongly disagree 37 20.90
Total 177 100
Source: Questionnaire Survey
In terms of customer suggestion 25 (14.12%) strongly agree, 43 (24.29%)
agree, 19 (10.73%) responded neutral. 53 (29.94%) responded disagree
and 37 (20.90%) strongly disagree. From this responses indicated that
EMS did not response timely. This implies that customers are challenged
by cruel service of EMS.

Table 7.Phone calls and e-mails communication

Customer respondent
Item Frequency Percentage (%)
EMS uses phone calls or
emails to communicate with
customers.
Strongly agree 28 15.81
Agree 66 37.28
Neutral 23 12.99
Disagree 45 25.42
Strongly disagree 15 8.47
Total 177 100
Source: Questionnaire Survey
As indicated in the table7, 94 (53.09%) of the respondents stated that
phone calls and e-mails communication are encouraging. 23 (12.99%)
response no answered and 60 (33.89%) of the respondents said that it is
not enough. This implies that EMS should have use easy channel of

23
communication to solve any problem or to give information about the
service.

Table 8 Customer suggestion for improve and new service

Customer respondent
Item Frequency Percentage (%)
The enterprise uses customers’
suggestions to improve &
introduce new services.
Strongly agree 24 13.55
Agree 43 35.02
Neutral 26 14.68
Disagree 62 24.29
Strongly disagree 22 12.42
Total 177 100

Source: Questionnaire Survey

In respect to customer suggestions to improve and introduce new service,
24 (13.55%) strongly agreed, 43 (24.29%) agreed, 26 (14.68%) responded
neutral, 62 (35.02%) disagreed and 22 (12.42%) strongly disagreed. This
implies that EMS should have given do not more attention to enhance
customer suggestion to improve its service and to increase customer
satisfaction.

3.2.3 Service Quality

Table 9 Customer service requirement
Customer respondent
Item Frequency Percentage (%)
EMS actively understands
customers’ service requirement
and expectations.
Strongly agree 28 15.81
Agree 56 31.63
Neutral 26 14.68
Disagree 48 27.11
Strongly disagree 19 10.73
Total 177 100

Source: Questionnaire Survey

24
The previous table 9 indicate that, customer service requirement reveal
that 28 (15.81%) strongly agreed, 56 (31.63%) agreed, 26 (14.68%)
responded neutral, 48 (27.11%) disagreed and 19 (10.73%) strongly
disagreed. This indicates that attainment of requirement and expectation
of customer requires the regular and constant improvement of mail
exchange and circulation services and collectively working with various
companies.

Table 10. Employees willingness

Customer respondent
Item Frequency Percentage (%)
Employees are always willing to
help customers?
Strongly agree 22 12.42
Agree 39 22.03
Neutral 32 18.07
Disagree 61 34.46
Strongly disagree 23 12.99
Total 177 100

Source: Questionnaire Survey

Based on table 10 as regards to the employees’ willingness, 22 (12.42%)

answered with a strong agreement; 39 (22.03%) of the total respondents
replied with an agreement; 32 (18.07%) answered no opinion for the
question, 61 (34.46%) disagree and the rest 23 (12.99%) has replied with
strongly disagree. This indicated that employees are characterized by
poor customer handling, tardiness or non punctuality.

25
Table 11. Employees’ behaviour
Customer respondent
Item Frequency Percentage (%)
Employees impress customers with the
reliability service?
Strongly agree 31 17.51
Agree 58 32.76
Neutral 22 12.42
Disagree 47 26.55
Strongly disagree 19 10.73
Total 177 100
Source: Questionnaire Survey

Based on the data indicated in table 11, 31(17.51%) respond strongly

agree, 58(32.76%) answered agree 22(12.42%) respond neutral,
47(26.55%) response disagree and 19(10.73%) answered strongly
disagree. This implies that some employees may be de-motivated.

Table 12. Office environment

Customer respondent
Item Frequency Percentage (%)
Office environments conducive to give the
service?
Strongly agree 25 14.12
Agree 45 25.42
Neutral 34 19.20
Disagree 52 29.37
Strongly disagree 21 11.86
Total 177 100
Source: Questionnaire Survey
In the table 12 indicate towards office environment; 25 (14.12%) strongly
agreed, 45 (25.42%) agreed, 34 (19.20%) responded neutral, 52(29.37%)
disagreed and 21(11.86%) strongly disagreed. This implies that the office
environment of EMS is not well organized and office furniture’s are not
standard and attract customer.

26
3.3 Responses Related to Customers’ Opinion
According to customer, as for the quality of services, they are said that
significantly improving from time to time in terms of efficiency and safety
as the result of the operational or business process reforms ventured by
the enterprise as well as of the latter’s improved status for utilization of
technologies.

Even if the problems related to loss of items were by and large addressed
the speed – element is still diagnosed with light – delays additionally, the
occasional exposure of parcels to rain and the risk of being torn /damage
has caused a rise in customer – complaints.

The enterprise’s service charge rates are reasonably fair in comparison to

those of competitors yet, it is widely complained by clients that rates for
international “outbound” parcel service and EMS did not somewhat
consider the existing public affordability factors, especially given that
EPSE is a public enterprise.

Despite the proficiency, qualification /competence and commitment of

the enterprise’s personnel for achieving customer satisfaction, certain
employees are still characterized by poor customer handling, tardiness or
non-punctuality, de-motivation or lousiness across arrange of practical
cases. Yet, customer –handing is relatively improving through the
provision of staff – training thereon. Moreover, customer satisfaction
index shows a fall due mainly to lack of comprehensive customer
information delivery mechanism as well as to the fact that such essential
on counter items (as cartons, tape, sticker / glue and papers) are missing
or insufficiently available at some post offices.

27
3.4 Interview with the EMS Manager

According to the EMS Manager CRM practice are performed under

marketing and business development department, Marketing manager is
responsible to follow and check different CRM related function like
collecting feedback from customer, arranging meeting on different CRM
issues.

But generally, EPSE give attention to CRM specially now a days. In the
contemporary world of highly advanced and sophisticated information
technologies combined with the engagement of multiple private couriers
in the postal service sector and with the abundance of diversified
customer choices, helping the Enterprise’s clients access information on
the safety – status of their postal – messages and subsequently put
undisputable sense of confidence or trust in the enterprise always
remains an expeditious task of paramount – importance through the
synchronic application of state of the art information technologies more
than ever before to that effect. In order to keep existing or surviving and
even keep existing or surviving and even outperforming in this tight
market – competition, it is highly required to devise and implement
efficient and cost – effective operational or business processes
technologies; to this end, thus, the enterprise has already launched the
application of such service components as Counter Automation and Mail
Processing System, Internet Based inquiry System, Global Monitoring
System, Quality Control System, Track and Trace System, SMS
notification System as well as CCTV Camera system.

Furthermore, the majority of the enterprises employees are characterized

by sense of belonging and concern as well as by the commitment
determining responsiveness adaptability to changes. As a result they are
striving for their adaptation to the enterprise’s newly introduced
functions to ultimately realize the Enterprise’s vision. Furthermore, work

28
related technical expenses and skills of employees are ever improving as
the result of their exposure to the regularly organized “In-House” and
“External” Training Programs on top of that, the enterprise, which
retained senior staff members and recruited new employees, is well –
staffed with a large number of highly – skilled, qualified, well – trained
and experienced workforce.

In addition to that enterprise prepare customer day twice a year. In that

day customer declare that they are fairly satisfied with such new services
as (Transportation, door – to- door collection and delivery services, etc)
recently commenced by the enterprise and they also point out about
EPSE should have improve its’ service quality. Starting from that the
enterprise always included their suggestion on annual plan and
implemented it.

29
 CHAPTER FOUR
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This section of the study presents summary of the research are listed,
conclusions remarks considering the overall the study and provides some
valuable recommendations that can upgraded the prevailing customer
relationship management practice of EMS service.

4.1 Summary
Major finding of the research are listed as follow:
• Generally the customer respondents are diversified in gender, ages,
education background, and occupation. Thus, based on the findings
the majority of respondent were between age of 21-30Yrs, sex
distribution were dominated by male, educational background most
customers are diploma and degree holder educated.
• As relationship with the EMS the responses made by customers out of
the total respondents 90(50.84) of them were becoming the customers
of EMS 1-3 years.
• With regard to complaints or problems majority 74(41.79%) disagree
and 43 (24.29%) neutral that their complaint or problems do not solve
with great concern.
• Regarding employees courteous majority 80 (45.18%) disagree that
employees of the company are not courteous.
• Majority 82 (48.41) customers replied that their level of satisfaction is
low.
• Issue relating to customers suggestion (feedback) respondents are
disagree 90 (50.84%) that their suggestion or feedback is not accepting
by the company.
• Regarding communication with customers majority 94 (53.09%) agree
that the enterprise uses phone or email to communicate with customer.

30
• When asked to enterprise uses customers suggestion to improve and
introduce new service majority 84 (47.45%) disagree that the enterprise
does not use customers suggestion to improve and introduce new
services followed by 26 (14.68) neutral therefore the level of acceptance
suggestion from customer is low.
• With regard to customer requirement expectation most of the
respondent 84(47.45%) at replayed agreed.
• In relation to employees willingness help customer majority of the
respondent 84(47.45%) replayed not willing to help customer.
• Majority of respondents 86 (50.27%) replayed that employees behaviour
to impress customer with reliability of the service are strongly agreed.
• Regarding to office environment conduciveness to give service majority
of the respondents 73 (41.23%) replayed office environment of EMS is
not will organize and attractive.
• Concerning with the customers suggestion for open ended question
most of them suggest that the enterprise’s service charge rates are
reasonably fair in comparison to those of competitors yet, it is widely
complained by clients that rates for international “outbound” parcel
service and EMS did not somewhat consider the existing public
affordability despite the proficiency, qualification /competence and
commitment of the enterprise’s personnel for achieving customer
satisfaction, certain employees are still characterized by poor customer
handling, tardiness or non-punctuality, de-motivation or lousiness
across arrange of practical cases.

31
4.2 Conclusions

• According to the research finding customers belief that their

complaints or problems are not solve with great concern.
• Most respondents are not satisfied with employees’ courteous is poor.
• As it is revealed in the research findings, respondent customers’
evaluation shows that most of the customers do not get EMS service
as per their expectations. From the above finding the EMS service
customer satisfaction level are not in a good stage.
• As the research finding denote, most respondent customers proved
the customer suggestion to respond as negativity. From the above
finding, most responses indicated that EMS didn’t response customer
suggestion.
• As it is revealed in the research findings respondents replay that their
suggestion (feedback) is not accepted by the customer.
• According to the research findings customers believe that the
employees’ are not willing to help customers. From this we can
recognize that employees are characterized by poor customer
handling, tardiness.
• As it is discovered in the research finding, customers are not satisfied
with the office environment. From the above findings most customers
are not satisfied in the service office environment and the enterprise
does not consider their customer comfort.
• According to the research findings, Practice of CRM in EMS is not
showing enough in creating sound CRM strategy. In addition to this
the finding shows regarding communication management of EMS
performance is very low.

32
4.3 Recommendations

In order to improve the performance of EMS to say Competitive in the

scaling number of express mail delivery, the EMS is recommended to
take following recommendations by the student researcher.

• EMS has to provide its customer contact employees with

indispensable theoretical and practical knowledge of CRM through
training and benchmarking to handle customer properly and the
customers’ complaints or problem should be solved within great
concern.
• Even though optimizing of customer satisfaction and interventions
are promised by the enterprise it is still required high degree of
concern.
• The company should set a suggestion box to collect customer
feedback for service improvement.
• EMS customers are challenge by poor service of EMS. Thus, it
should provided immediate responses to customer-grievance or
complaints or any question of customer.
• There is lack of comprehensive customer information delivery
mechanism in EMS. Therefore the enterprise should use different
mechanisms like workshop, exhibition....etc to discuss more with
costumer and to meet customer need.
• The enterprise has to be enhanced employee motivation and
increase employees’ satisfaction by incentive and rewarded system.
• Reinforcement IT-based operational systems as well as the
fulfilment and standardization of service, office buildings facilities
and office equipment requires substantial attention.
• Even though, the enterprise works aggressively on CRM, the result
in view of customer is not enough. Therefore the enterprise has to
be show in depth about its CRM strategies and implement it in
accordance with customer need.

33
 Bibliography :- (Books. Thesis, Journals)

• Adian payne and Pennie Frow (2005) ,”A strategic Framework for
customer Relationship management” Journal of marketing
Vol. 69,

• Anton ,J. (1996) customer Relationship management, new Jersey

prentice – Hall Inc.

• Anton ,J. (1996) customer Relationship management, new Jersey

prentice – Hall Inc.

• Calhoun john (July 2001) “driving loyalty by managing the total

customer experience” Juey business Journal, 65,6.

• Chen. J.J and Popalich, K.(2003) “Understanding Customer

Relationship Management (CRM), people, process and
technology” business process management journal 9(5),

• Couldwell, C. 1998 , A data day Battle, computing ,21 may,

• Francis Buttle, 2009, Customer relationship management.

• Hadzagas, constantans, 2011, Applying customer relationship

management system for customer satisfaction. An Empirical
Approach for small and medium sized companies.

• Kotler, P. (1997), marketing management, Analysis, planning,

Implementation and control ,9th ed, prentice Hall , upper
saddle River , New Jersely.

• Lambert D.M. (2010 customer relationship management as

business process. The Journal of Business and Industrial
Marketing, 25(1).

• Mike Hoot(2005) “Customer Relationship Management For

34
 Facility Managers”, journal of facilities management 2005,3,4
ABO/INFORM GLOBAL.

• Parvatiyar, A. and Sheth, J.N (2001)(2002) “Customer Relationship

management emerging practice, process and disclaime”,
journal of economic and social research 3(2). 2001, 2002
preliminary issue 1.34.

• Peppers, D., and Rogers, M., 1995, A new marketing paradigm,

planning Review, 23(21),

• S.Shajahan, 2004, relationship marketing tax & cases

• Sin, L.Y. Tse, A.C, and yim , F.H. (2005),”CRM conceptualization

and scale development” European Journal of marketing
Vol,39 No.11/12,

• Sunil Mithas, M.S. Krishnan, & Claes Fornell, 2005, Why Do

Customer Relationship Management Applications Affect
Customer Satisfaction? Journal of Marketing Vol. 69 (October
2005),

• Ueno. satoshi (2006) the impact of customer relationship

Management, USJP occasional paper 06-13.

• Wubalem Fekadeselassie, (2012). “The Application of Customer

Relationship Management in Commercial Bank of Ethiopia”
post- graduate studies, University of Addis Ababa University
school of commerce.

35
Appendix 1
ST. MARY’S UNIVERSITY

BUSINESS FACULTY

DEPARTMENT OF MARKETING MANAGEMENT

I am a student of St. Mary’s university, Department of Marketing

Management. I am kindly requesting you to contribute your part in the
paper by providing requested information in the interview. Your response
will be kept confidential.
This interview is prepared to collect information and write BA Thesis on
Customer Relation Management practice in the case of Ethiopian Postal
Service Enterprise. The purpose of the study is to assess, Customer
Relationship Management practice and its impact on customer
satisfaction in EPSE, specifically, Express Mail Service (EMS).

Thus, I kindly request you to give me your response by completing this

interview.

Thank you in advance for your cooperation.

Are there clustered customer groups with aspiration to offer different

value propositions?
What are the major CRM tools are using In EMS?
How do you evaluate the choice and mix of channels used by EMS?
Are those channels integrated?
EMS uses technology to automate marking, sales and service
functions.
How do you assess customers’ level of satisfaction? What are the
tools used to evaluate Customer satisfaction with this regard?

36
Appendix 2
ST. MARY’S UNIVERSITY

BUSINESS FACULTY
DEPARTMENT OF MARKETING MANAGEMENT

Questions to be completed by customer of EPSE

I am a student of St. Mary’s university, Department of Marketing
Management. I am kindly requesting you to contribute your part in the
paper by providing requested information in the questionnaire. Your
response will be kept confidential.
This questionnaire is prepared to collect information and write BA Thesis
on Customer Relation Management practice in the case of Ethiopian
Postal Service Enterprise. The purpose of the study is to assess, CRM
practice and its impact on customer satisfaction in EPSE, specifically,
Express Mail Service (EMS).
Thus, I kindly request you to give me your response by completing this
questionnaire.
Thank you in advance for your cooperation.

√” in the box
Instruction: please put “√
Part I. General Information of Respondents

1. Gender
1. Female 2. Male
2. Age
1. 21-30 year 2. 31-40year 3.41-50year
4. 51 year and Above
3. Educational background.
1. 1 - 12 grade complete 2. Certificate 3. Diploma
4. First Degree 5. 2nd Degree and Above Degree
4. Occupation
1. Student 2. Private company 3. Government
4. NGO 5. Self employed 6.others
5. Years in relationship with EMS.
1. 1-3 Years 2. 4-6years
3. 7-10years 4.11 year and above

Part II. Information about CRM practices

For each of the following question, please, evaluate EMS’s customer

relationship management performance.
Rate each of the following questions by placing a “√” mark on the boxes
based on 1.Strongly disagree 2.Disagree 3.Neutral 4.Agree 5.Strongly
agree.

37
 TOPIC 1 2 3 4 5

Your complaints or problems are solved with

great concern?
How do you see the employees courteous?

EMS provides satisfactory service?

EMS accepts customer suggestion (feedback)?

EMS uses phone calls or emails to communicate

with customers?
The enterprise uses customers’ suggestion to
improve and introduce new services?
Ems actively understands customers’ service
requirement and expectations?
Employees are always willing to help customers?

Employees impress customers with the reliability

service?
Office environments conducive to give the service?
Other Comments and Suggestions
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
___________________________________________

Thank you so much

38
Appendix 3
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2. •••
1.21-30 ••• 2. 31-40•••
3.41-50••• 4. 51•••• ••• •••
3. •••••• •••
1. 1• •••12• ••• 2. •••••• 3. ••••
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39
 1 2 4 5
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••••• •••• •••••• ••••• ••••• ••• •••

••••;

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••• •• •••••• ••••• •••• ••• ••••;
•.••.•• ••••• ••••• •••••• •••••;
•••• •••• •••••• ••••

------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------
-------------------

•••• ••••• ••••• ••••••• •••••••

THE CANDIDATS DECLARATION

The undersigned, declare that this senior essay /project is my original

work, prepared under the guidance of W/rt Meaza G/medhen. All source
of materials used for the manuscript have been duly acknowledged.

40
Name: Tigist Ayichew

Signature:

Date of Submission: June 12, 2014

Place of submission: St. Mary’s University

ADVISOR’S DECLARATION

This paper has been submitted for examination with my approval as the
university advisor.

Name: W/rt Meaza G/medhen

Signature:

Date of Submission: June 12, 2014

Place of submission: St. Mary’s University

41