Customer performance and non-financial organizational performance of the Nepalese cellular telecommunications industry

  • Received February 18, 2021;
    Accepted May 7, 2021;
    Published May 25, 2021
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  • Article Info
    Volume 19 2021, Issue #2, pp. 132-144
  • Cited by
    2 articles

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This work is licensed under a Creative Commons Attribution 4.0 International License

The study assessed a product or service by customers that met their needs and aspirations. It sought to examine the influence of non-financial customer performance (CP) measures on non-financial organizational performance (NFOP) in the Nepalese cellular telecommunications industry (NCTI). Using a structured questionnaire survey instrument, it employed a descriptive research approach. This study’s population included all the global system for mobile (GSM) customers of Nepal Telecom (NT) and Ncell. The sample comprised 385 customers delineated through non-probability sampling techniques. The study’s targeted respondents were postgraduate understudies, service holders, business people, and self-employed individuals. The survey instrument was composed of three sections comprising 28 data collection questions. A statistical package for the social sciences (SPSS) and analysis of moment structures (AMOS) programming were used to analyze the collected data. The study applied confirmatory factor analysis (CFA), path analysis (PA), and structural equation modeling (SEM) to evaluate the significance of the hypothesized paths. It was found that CP had a positive and significant relationship with NFOP in NCTI, with customer retention (CR) being a better predictor, followed by customer loyalty (CL), customer satisfaction (CS), and customer acquisition (CA). This was a cited representative study, not exhaustive, and would help to understand the key drivers of CP in the NCTI.

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    • Figure 1. The study structure
    • Figure 2. The study model
    • Table 1. General information on the respondents
    • Table 2. Reliability measures
    • Table 3. Validity measures
    • Table 4. Parameter estimates
    • Conceptualization
      Rewan Kumar Dahal
    • Data curation
      Rewan Kumar Dahal
    • Formal Analysis
      Rewan Kumar Dahal
    • Funding acquisition
      Rewan Kumar Dahal
    • Investigation
      Rewan Kumar Dahal
    • Methodology
      Rewan Kumar Dahal
    • Project administration
      Rewan Kumar Dahal
    • Resources
      Rewan Kumar Dahal
    • Software
      Rewan Kumar Dahal
    • Supervision
      Rewan Kumar Dahal
    • Validation
      Rewan Kumar Dahal
    • Visualization
      Rewan Kumar Dahal
    • Writing – original draft
      Rewan Kumar Dahal
    • Writing – review & editing
      Rewan Kumar Dahal