IMPACT OF CLIENT RELATIONSHIP MANAGEMENT ON THE PERFORMANCE OF ARCHITECTURAL FIRMS IN NIGERIA

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dc.contributor.authorADEPEJU, ADEDEJI ADEBOLA
dc.date.accessioned2022-12-19T17:37:01Z
dc.date.available2022-12-19T17:37:01Z
dc.date.issued2022
dc.description.abstractPrevious studies that established that superior financial and non-financial performance outcomes result from the use of customer relationship management features were contextualised outside Nigeria and the architectural industry. To achieve the financial and non-financial prosperity of businesses and contribute to the sustainable development goals (SDGs), there has been a paradigm shift by companies across the globe toward customer relationship management. The customers of architectural firms are called ‘clients,’ and studies that holistically described the client relationship management (CRM) features used by architectural firms and how they influence firm performance are unknown. This study filled this gap by investigating the impact of CRM features used by architectural firms in Nigeria on their firm performance. The mixed-method research paradigm was adopted and a mix of a validated questionnaire and an interview guide were administered to principals of architectural firms across the six geo-political zones of Nigeria. The sampling frame comprising 780 architectural firms was drawn from 1,066 registered architectural firms listed by the Architects Registration Council of Nigeria (ARCON). Multistage cluster sampling and multistage random sampling were used to extract a representative sample size of 290 firms as respondents of the quantitative data instrument while purposive sampling was used in selecting participants for the interviews. The statistical tools used to analyse the quantitative data from the retrieved 202 copies of the questionnaire were descriptive statistics, cross-tabulation, principal component analysis and categorical regression analysis. Qualitative data were analysed using thematic analysis. The study found that individualised incentives strategy had the strongest impact on firm performance in Nigeria (β = 0.42, p < 0.01). Also, office location is the strongest driver of individualised incentives strategy (β = 0.21, p = 0.02). For parsimonious reasons, this study cross-sectionally investigated CRM (a longitudinal phenomenon) as done by previous studies. This is a limitation of the study and it implied that interpretations of results from the study were reported tentatively as they would need to be corroborated with further longitudinal studies. The study also recommends that principals and managers of architectural firms in Nigeria upgrade their skills in implementing location-sensitive individualised incentives strategy as a priority CRM feature to achieve superior performance of their firms.
dc.identifier.urihttps://nerd.ethesis.ng/handle/123456789/638
dc.titleIMPACT OF CLIENT RELATIONSHIP MANAGEMENT ON THE PERFORMANCE OF ARCHITECTURAL FIRMS IN NIGERIA
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