AN APPRAISAL OF THE

IMPLEMENTATION OF CUSTOMER CARE

SERVICES IN GOVERNMENT OWNED

BROADCASTING STATION

BY

ONUNKWO, WINIFRED N.

PG/MBA/03/37547

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF MASTERS IN

BUSINESS ADMINISTRATION (MBA)

TO THE

DEPARTMENT OF MARKETING

FACULTY OF BUSINESS ADMINISTRATION

SCHOOL OF POSTGRADUATE STUDIES

UNIVERSITY OF NIGERIA, ENUGU CAMPUS

OCTOBER, 2008

CERTIFICATION

1, Onunkwo Winifred N. with Registration Number PG/MBA/03/37547 hereby

certify that this research project is original and has not been submitted in this or

any other institution of higher learning for any degree or diploma

……………………………

ONUNKWO, WINIFRED N.

PG/MBA/03/37547

…………………………..

Date

APPROVAL PAGE

This is to certify that this project has been read and approved by the

supervisor, as the original work submitted by ONUNKWO,

WINIFRED N. with registration number PG/MBA/03/37547, a

student of University of Nigeria, Enugu Campus, in partial fulfillment

of the requirements for award of Master Degree in Business

Administration (Marketing).

Signed by:

………………………… ………………………

Dr. Chukwudi Nwaezigbo Dr. (Mrs) G. E. Ugwuonah

Supervisor Head of Department

DEDICATION

To God Almighty

ACKNOWLEDGEMENTS

With special regards and thanks to almighty God, my gratitude goes to

the following people who it possible for me to complete this work.

Dr. Chukwudi Nwaizugbo who supervisor and guided this work. Without

his selfless effort and fatherly encouragement, this work could not have seen the

light of the day. May also supervisor, I am forever grateful for your cooperation.

May God bless you for me. My head of Department and all the staff of

Marketing Department of University of Nigeria, Enugu Campus, will not be left

out for their cooperation.

Mrs. Okpara who is my friend and my sister, for putting me on the right

track when this research started. Without her, may be I could have followed the

wrong track. I am indebted to you.

To my lovely husband – Rev. Barr. F. A. Onunkwo for his wonderful

support and understanding on the course of embarking on this study and my

children for their patience.

To Mr. Afam Onuorah and Mrs. Ada Ene who were very supportive on

the course of writing this project. Thanks for being there for me.

Finally, to God Almighty for His care, love and protection which enabled

me to complete my study. God, I will forever praise.

ONUNKWO, WINIFRED N.

OCTOBER, 2008

ABSTRACT

This research work centred on “An Appraisal of the Implementation of

customer care services in Government owned Broadcasting station”. The

neglect of the implementation of customer care service is one of the greatest

mistakes which an organization could make - be it a production, manufacturing

or service – oriented organization on her day-to-day business activities. This is

because recent studies have revealed that organizations which have shown

minimum concern for implementation of customer care services had only

succeeded in antagonizing customers and equally destroying their

organization’s competitive position. For organizations. In the broadcast industry

such as the Nigerian Television Authority (NTA) and the Federal Radio

corporation of Nigeria (FRCN), the only thing that can make them gain

competitive edge over their contemporaries is to have maker concern to the

concept and implementation of customer care service.

In carrying out this study, the researcher used both primary and secondary data

maximally. Questionnaire were administered to selected respondents to elicit

information on the subject matter. Data collected on the course of the study

were presented and analyzed with the use of tables, simple percentage and pie-

charts. The hypothesis formulated for the study were tested by the use of chi-

square (X2) statistical tool. Several findings were made in the study. prominent

among them was that the implementation of customer care service in the

programmes and programming of government owned media under study

contributed to their sustainability and expansion.

The researcher made some recommendations. Prominent among should be

established. This services according to the findings which is currently

incorporated within the marketing department of these organizations under

study. (i. e NTA and FRCN) should be completely detached and allowed to

operate independently. Obviously, this will record more successes in the

organization.

TABLE OF CONTENTS

Title page

Certification

Approval page

Dedication

Acknowledges

Abstract

Table of contents

List of tables

Chapter 1: Introduction

1.1 Background of the study

1.2 Statement of the problem

1.3 Objective of the study

1.4 Research Questions

1.5 Hypothesis

1.6 Significance of the study

1.7 Limitations

1.8 Definition of terms

Chapter 2: Review of Literature

2.1 Historical perspective of customers care services

2.2 Customer care services as a marketing concept

2.3 The customer as focus

2.4 Customer services and profitability

2.5 Customer care services in government owned establishments:

The case of the broadcast media

2.6 Communication in customer care services

2.7 Customer knowledge

2.8 Quality customer service

2.9 Designing and managing effective customer care service

Chapter 3: Research design and methodology

3.1 Research Design

3.2 Area of study

3.3 Sources of data

3.1.1 Questionnaire

3.1.2 The interview method

3.1.3 Libraries

3.4 The population for the study

3.5 Research procedure for data gathering

3.6 Determining of the sample size

3.7 Validity and reliability of data

3.8 Method of data analysis

3.9 Test of hypothesis

3.10 Instrument Distribution and return rate

Chapter 4: Data presentation and analysis

4.1 Analysis of data from Customers

4.2 Analysis of Data from staff

4.3 Test of Hypotheses

CHAPTER 5: SUMMARY OF FINDINGS, RECOMMENDATIONS AND

CONCLUSION

5.1 summary of findings

5.2 Recommendations

5.3 Conclusion

Bibliography

Appendix

LIST OF TABLES

TABLE TITLE PAGE

4.1 Response on the existence of customer care department

in the organizations.

4.2 Response on the accord of priority position to customer

Relation/Care in NTA and FRCN

4.3 Customer Care contribution to the sustainability and

Expansion of NTA and FRCN

4.4 The extent customer needs are respondent to in NTA and FRCN

4.5 Whether customers are satisfied with the services of

NTA and FRCN

4.6 Whether management recognize the importance of

Adequately serving customer through their programmes

4.7 Which service element the organization are known for

4.8 The extent to which the service element has improved

The organizations profit ability and growth

4.9 Whether government-owned Broadcasting stations meet the expectations

of customers in services delivery

CONTINGENCY TABLES

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Customers are the reason why any business exist be it service or

manufacturing business. This is because before any business organization is

set, the initiator of such business must have in mind a defined audience or

people for the patronage of such business in order to make profit as profit

making is the ulterior motive of any businessman. Therefore, customers are

needed in any business venture whether privately or publicly owned for profit

purpose and sustainability of such a venture. However, the modern marketing

trend, which seeks to satisfy the customers’ want and needs, has changed the

face of business in Nigeria and the world in general.

Consequently, technological advancement had improved economic

activities in recent times which has invariably increased the competitive

nature of businesses. But technological excellence is not enough as superb

technology alone does not guarantee success. There is, therefore, the need for

modern marketing experts to know that businesses these days have to be

obsessed with understanding their customers very well by way of knowing

what they want and striving hard to provide what they want an how they

want it in order to satisfy them and consequently make profit. These

knowledge alone is not enough. Putting them into practice paves the way for

smooth and successful running of the business.

Presently, the competitive marketing environment in Nigeria has

necessitated customer care in both product and service oriented business

organizations. One of such service industry in Nigeria is the government

owned broadcast industry in Enugu State comprising the Nigeria Television

Authority (NTA) and the Federal Radio Corporation of Nigeria (FRCN). The

cable industry and other privately owned media like Minaj. Africa

Independent Television (AIT), Cosmo FM to mention but a few are not about

to surrender their market shares. Thus they are counting on the shortcomings

of these Direct Broadcasting Satellite (DBS) Services of NTA and FRCN by

providing Satellite dishes and services with ownership and maintenance

responsibility amongst other benefits enjoyed by their customers. They are

equally upgrading their customers. They are equally upgrading their systems,

quality programmes and investing more in consumer marketing.

This study therefore aimed at appraising the implementation of

customer care services by the government owned broadcasting industry like

NTA and FRCN. With expanded outreach through the establishment of more

equipped stations, they are incorporating customers in their decision-making

programming activities?

1.2 STATEMENT OF THE PROBLEM

The practice and implementation of customer service and customer

relations have both become very important terms in most growing

organizations especially in the service industry. Such service organizations

like the hotels, banks eating outlets like Mr. Biggs, Nourisha, etc and

privately owned telecommunication operators like Globacom, MTN, MTEL

and Zain do imbibe the culture of customers care.

Adirika et al (1996:341) stipulated that most marketers should be

aware of ancillary service, which is incidental to the object of exchange.

These are also called customer service. The greater the undifferentiated

nature of the object of exchange and competition, the greater the importance

of these ancillary service in promoting customer patronage. So a man that

starts a business with a well-furnished office and competent staff is

incomplete without customers to secure the flow of cash into his business

which is a signature to profitability, success, growth and survival.

In today’s competitive business environment, the need for profitability,

sustainability and growth through customer satisfaction cannot be

overemphasized due to the incessant collapse of business in recent times

especially the private owned ones. Studies carried out by Olakunori (2003)

and Nwagu (2000) on pubic sector organizations like NEPA and NITEL

respectively showed that customer are services is yet to be fully incorporated

in most government-owned establishment like Power Holding Company of

Nigeria (PHCN) formerly NEPA, NITEL, NTA and FRCN to mention a few.

This resulted to complaints by dissatisfied customers about the services of

these governments – owned establishments.

With their wonderful programmes, and programming as well as the

recent expansions to the thirty six states of the federation including Abuja

with state of the art equipment to enable them perform better, NTA and

FRCN can be said to have the widest reach in terms of broadcast

transmission. This move to broaden their horizon all over the federation has

no doubt made NTA and FRCN the leaders in broadcast transmission in

Nigeria in spite of the emerging privately owned stations. The issues

therefore is that there is a problem whether customer care services are

adequately implemented in government owned broadcast stations. The fact

remained that despite government’s disbursement of monthly subvention for

the sustainability and growth of the industry, both management and staff of

broadcast stations should always have at the back of their mind that customer

are reason why they exist and should make them first in their scale of

preference while preparing various programmes. This summarized the

problem for embarking on this study.

1.3 OBJECTIVE OF THE STUDY

1. To determine whether customer care services is given priority

position in government owned broadcast companies like NTA and

FRCN

2. To find out how the management of NTA and FRCN apply

customer care services in their marketing activities.

3. To find out whether NTA and FRCN consider customer care

services a vital part to continuous patronage and revenue

generation.

4. To know if NTA and FRCN as government-owned broadcast

stations meet the expectations of their customers in service delivery.

1.4 RESEARCH QUESTION

The study strived to answer the following research questions;

(a) So NTA and FRCN have customer care department?

(b) Is customer relations/care accorded a priority position in the scheme

of things in NTA and FRCN?

(c) In what way is customer care applied in NTA and FRCN

(d) Is the application of customer care a contributive factor to the

sustainability and expansion of NTA and FRCN in the country?

(e) To what extent are customer’s need responded to in NTA and

FRCN?

(f) Are customers satisfied with the services of both NTA and FRCN?

1.5 HYPOTHESES

H1: The management of NTA and FRCN do not give priority position to

customer care services.

H2: Customer care service is not a contributive factor of revenue

generation and growth of NTA and FRCN.

H3: Government owned broadcast stations like NTA and FRCN do not

meet the expectations of their customers in service delivery

H4: The monopoly once enjoyed by the government – owned Station like

NTA and FRCN is not the reason for lack of customer care services.

1.6 SIGNIFICANCE OF THE STUDY

This research study is of utmost importance because it is done at a time

when most organizations especially government owned establishments are

saddled with customer related problems due to dissatisfaction of services

rendered by these establishments to their customers.

1. The outcome of this research will enable the two major

government-owned broadcast outfits: NTA and FRCN discover the

extent to which the application of customer care services can

contribute to effective and efficient broadcasting of progremmes

and enhance profitability through quality services.

2. It will be used also decided on how to improve on customer

relations and as such reposition their activities in the face of the

alarming growing competition in the industry due to the emerging

new private owned broadcast TV and Radio stations in the country.

3. It will equally be of help to future researchers on how customers

care service can be applied to other business areas to strengthen

customer relations and stay afloat in business

1.7 LIMITATIONS

In order to come out with accurate and reliable information, the

researcher decided to confine herself with the government broadcast stations

in Enugu that is NTA and FRCN Enugu. The issue of logistics as well as

finance and time factor made the researcher unable to go beyond the level she

ought to have reached.

1.8 DEFINITION OF TERMS

Broadcast of Terms: Media that use the airwaves to transmit their signal

and programming. Radio and Television are example of broadcast

media.

Cable Television: A from of television where signals are carried to

households by wire rather than through the airways.

Advertising agency: A firm that specializes in the creation, production and

placements of advertising messages and may provide other services

that facilities the marketing communication process.

Competitive advantage: Something unique or special that a firm does or

posses that provides an advantages over its competitors

Consumerism: An organized movement of citizens and government to

strengthen the rights and power of buyer in relations to sellers.

Marketing concept: The marketing management philosophy which holds

that achieving organizational goals depends on determining the needs

and wants of target markets and delivering the desired satisfactions

more effectively and efficiently than competitors.

REFERENCE

Adirika, E. O., Ebue, B. C. Nnolim, D. A., (1996), Principle and Practice of

Marketing II, Nigeria: Jamoe Enterprises.

Olakunori, O. K. (2003). “The Marking Violations of an Arrogant

Monopolist: The Case of NEPA in Enugu Metropolis”. Hallmark,

Journals of Marketing, Vol, 2 No. 1.

CHAPTER TWO

LITERATURE REVIEW

2.1 HISTORICAL PERSPECTIVE OF CUSTOMER CARE

SERVICES

A formal definition of customer services by Paul Cooper, Director, the

Institute of Customer Services (ISC) in the US says that customer service is a

system organized to provide a continuing link between the time an order is

placed and the time the goods are received with the objective of satisfying

customer needs on a long term basis. Giving it a more realistic definition, the

ICS believes that anyone who depends on another for a product or service is

a customer whether the transaction is momentarily taking place or not.

According to Nwosu (1996), the concept of customer care has recently taken

the center stage of modern business especially in Nigeria even though it has

long existed in other advanced countries of the world. To this he referred to

Adam Smith’s 1776 article written in his book wealth of Nations which states

that:

Consumption is the sole and purpose of all production, and the interest

of the producer ought to be attended to, only as far as it may be necessary for

promoting, that of the consumer. This maxim is so perfectly self evident that

system, the interest of customer is almost constantly scarified to that it would

be absurd to attempt to prove it. But in the mercantile system, the interest of

customer is almost constantly scarified to that of the producer; and it seems

to consider producer, and not consumption, as ultimate end and object of all

industry and commerce.

Nwosu went on to assert that the scenario painted by Adam Smith in

1776 which was the continued neglect of the consumer actually led to the

trends of events, thoughts and actions that produced the current popularity of

the term customer services as a major key to business survival. As such the

management vocabulary of today’s business is filled with terminologies that

mean the same as customer services. Some of these terms are customer

orientation, customer satisfaction, customer care, customer relations and

others.

This trend, which brought about victory for the consumer was not

without a fight between the consumers and the manufactures, which gave

birth to the term consumerism. Robertson (1978) in his book lessons of

failures, uses the term blind spot for the inability of some manufacturers to

see that they were running into long term customer dissatisfaction by

persistently presenting poor quality products but covering failure up by

means of selling techniques such as premium offers, discounts, relunches and

the surface paraphernalia of the selling concept. According to him, such a

policy may reap short-term reward but the likelihood is that in the long run,

the customer vote, in the form of cash flow will be cast against the company,

which follows it.

Consumerism as Robertson (1978) puts it, means that the consumer

looks upon the manufacturer as somebody who is interested but who really

does not know what consumer’s realities are. The consumer on the other

hand regards the manufacturers as somebody who has not made effort to find

out, who does not understand the world in which the consumer lives.

Robertson further highlighted that if these customers perceive themselves not

as patrons to be served but as resources to be manipulated, they will

expressed their resentment both in their purchasing and in their voting

behaviour.

This view was equally upheld by Nwosu (2001) when he cited

Gronstedt (2000) that as individuals, groups and customers started making

demands from business entrepreneurs and expressing their expectations very

vocally. Consumerism and the consumer’s movements helped to bring to

sharp focus the needs, demands, wants, and expectations of the customers or

consumers and their rights to information, safety, fair treatment, truth,

excellence, quality products and services.

This nonchalant attitude by manufacturers, according to Roberson

(1978) is no longer sensible, if it ever was in the long run, to treat consumers

in the old off hand way, to use sales tactics which they did not really want

and which if they cannot return them or receive compensation for them, they

will warn their peers against, even if they cannot take legal action. A

company with such a record of consumer litigation according to him is likely

to find itself on the way out.

“The greatest stimulant or catalyst that helped business managers to

develop and sharpen their customer service and expectations satisfaction

capabilities is the Japanese Product Quality Revolution mica, which started

between the 1950’s and 1960’s and spread to the USA in the early 1980 and

to Europe in the late 1980’s and 1990’s. This quality revolution laid the

foundation for the now- popular management strategy, Total Quality

Management (TQM) which took the theory and practice of customer

expectations to the greatest height ever” (Nwosu, 1998).

Dichter (1960), emphasized that a disappointed customer resents the

feeling that someone has made a fool of him by selling something that turned

out to be a bad buy. Referring to the customer, he said, “We don’t want to

have a feeling--- that we did not shop or buy wisely”. Robertson (1978), is of

the view that this desire to be a successful purchaser is a matter of pride and

will probably be at its strongest among those consumers who consider that in

making a purchase they have done their home work whether that means

asking around, reading all the literature or consulting a consumer advice

center. The corollary, he opined is therefore, that the better educated and

better informed consumers will take the greatest umbrage if they do not

acquire the fullest satisfaction for their money.

Nwosu’ 91998), asserted, that the need to treat customers right has led to the

current paradigm shift from the emphasis on profit maximization in business

management to emphasis on getting new customers and keeping new and old

customers by giving them quality services in order to keep them satisfied and

loyal and has equally brought about a new management slogan for success,

which is “get ye the kingdom of the customer and the rest (including profit)

will be added unto you”.

2.2 CUSTOMER CARE SERVICES AS A MARKETING CONCEPT

Painting a contrasting picture on the current paradigm shift from profit

maximization to customer satisfaction, Robertson (1978) stated, in the

following words:

At a time when salesmanship was the paramount consideration,

consumers were seen as passive receivers of sales literatures and sales talk

and of advertising and other similar communications directed towards

selling. The seller held the initiative and saw it as his business to steer the

consumer towards deciding to buy his goods rather that others, competitive

or not. This picture of the buyer-seller relationship in the consumer goods

market will no longer serve as an accurate picture of what happens. The

consumer is now also a decision maker of an active rather than a passive kind

and much harder to provoke hostility. The new type of consumer is skeptical

and expects consistent satisfaction from brands and will quickly desert the

disappointing lines for others.

This understanding forms the basis of any value proposition, which is

more than good technology because it is all about understanding the market,

which is equally based on what the organization has to offer.

It is on this premise that Nnabuko (2001) asserted that most industries

or enterprises in a bid to reach their target market apply certain marketing

principles to solve their marketing problems by relying heavily on the design

of organizational offering in terms of their target market’s needs and desires.

These marketing strategies and principles mapped out to meet the

needs and wants of the customer profitably stemmed from the marketing

concept or orientation which has produced a marketing and business axiom

which says “the customer is the king” and as such like babies should be

properly taken care of and this can only be achieved by engaging in customer

care services.

To understand the topic properly, it is very pertinent to go back to the

basis where the term customer care stems from. Customer care services no

doubt is marketing phenomenon which sees the customers as the ultimate

reasons for production and as such seeks to satisfy their needs and wants

adequately.

Marketing may mean different things to different people but as

Olakunori (2003) puts it, it is a way or philosophy of life, a discipline, a

managerial orientation, as well as an organizational function.

He elaborated further that marketing is the one cord that binds the

world together for social, political, and economic relationship and also the

engine and motive force for industrialization and economic development.

What then is marketing? There are so many definitions but in relation

to the topic at hand, Marketing, London, “marketing is a management

process responsible for identifying, anticipating and satisfying consumer

requirement profitably”.

Kotler (1994) also sees it as a business function that identifies

customer needs and wants, determine which target markets the organization

can best serve, designs appropriate products, services and programmes to

serve these market and calls upon everyone in the organization to “think and

service customers”.

The American Marketing Association (AMA) defines marketing as the

process of planning and executing the conception, pricing, promotion and

distribution of ideals, goods and services to create exchange that satisfy

individual and organizational goals.

Professor Ejiogu and Dr. Achumba in journal of Professional

Administration (2002) see marketing as getting the right goods in the right

quantities and qualities to the right people in the right laces at the right time

and at the prices which the customers clients are able to willing to pay and

which will yield benefit to the marketer.

From the above definitions of marketing, the need to satisfy customers

is very much emphasis because from the societal viewpoint, marketing links

a society’s material requirement and its economic pattern of response.

That is why, borrowing the statements of David Packard and professor

Stephen Burnett in Kotler (1994), “marketing is too important to be left to the

marketing department” and as such in an organization that has truly

embraced the marketing concept, you cannot tell who is in the marketing

department because everyone in the organization has to make decisions based

on the impact such decision will have on the customers.

This concept holds that achieving organizational goals depends on

determining the needs and wants of target markets and delivering the desired

satisfaction more effectively and efficiently than competitors. This need to

satisfy the customers and beat competitors has been incorporated into the

slogans and pay off lines of some companies with slogans like “we are not

satisfied until you are”, “to do all in our power to pack the customer dollar

full of value, quality and satisfaction”.

Marketing concept corresponds to the marketing era in the

development of marketing. The concept assumes that a sure way of achieving

success in the market place is to first determine the needs/wants of the market

and for management to direct its effort at satisfying these at a profit to the

organization.

This concept which was derived from Adam Smith 1776 statement in

his Wealth of Nations sees consumption as the sole end purpose of all

production and the interest of the producer ought to be attended to, only as

far as it promotes that of the consumer.

As Wasiu in Marketing Hallmark Journal of marketing (2003) puts it,

the marketing concept “recognizes the veto power of the customers in the

market place. It places premium on determining what the consumers actually

wants before creating and offering goods and services to them.”

Relating the selling concept to the background which he termed as

“confidence trickery” because of its philosophy of “hard sell”, Kotler (1976)

pointed out that the newer approach to the consumer is enshrined in the

marketing concept which has a centralized policy the task of companies to

seek out the needs, wants and values of a particular market segment and to

set out to satisfy them more effectively and lastingly than its competitors and

as far as one can judge. This, he added, is the policy that works best in

winning and holding markets.

Supporting this view, Levitt’s celebrated essay marketing myopia,

which is quoted in many marketing books, highlighted the contrast between

the selling concept and the marketing concept. The selling concept

concentrates on the needs of the seller to sell what he can make, to convert

products into cash by fair means or foul, while the marketing concept begins

with the idea of the customer’s needs which the company sets out to fulfill

with “the whole cluster of things associated with creating, delivering and

finally consuming it”.

Other marketing experts like Drucker was quoted by Robertson (1978)

as saying that the very notion of marketing is to make selling superfluous to

provide products that are virtually having to be cajoled or coerced.

Robertson (1978) observing Drucker’s belief is of the view that the

growth of the consumer movement known as consumerism was proof that the

America business had not been practicing the marketing concept but was

merely paying it lip service, adding that consumerism is the shame of

marketing. However, Kotler (1976), see consumerism as the ultimate

expression of the marketing concept because it forces product managers and

marketers to look at things from the consumers point of view. By this he

opines managers will be able to observe the needs and values which have

been ignored or overlooked by their competitors.

Continuing in the same argument, Robertson (1978) believes that the

pressure of consumer protection like consumerism presents opportunities

which if sized upon by the company management can provide additional

strength for the marketing efforts.

Professor Ejiogu and Dr. Achumba in Journal of Professional

Administration (2002) gave two major areas of responsibility that

management and organizations adopting the marketing concept should have:

1. Remaining sensitive to market needs; the management of the

organization must be aware of the nature of market demand, and of

changes that occur in it.

2. The whole business of the organization should be run so that marketing

objectives can be achieved and the organization operates in a

competitive and profitable manner

2.3 THE CUSTOMER AS FOCUS

The Oxford Advanced Learners dictionary defines a customer as “a

person or organization that buys something from a shop or business”.

Emphasizing the importance of the customer in a business in Kotler (1994),

L.L Bean, a highly successful catalog retailer of clothing and outdoor

sporting equipment in the USA, displayed posters around the offices to

inspire its employees to practice the marketing concept with the aim of

giving “perfect satisfaction in every way”. The posters read:

What is a customer? A customer is the most important person ever in

this company a person or by mail. A customer is not dependent on us,

we are dependent on him. A customer is not an interruption of our

work; he is the purpose of it. We are not doing a favour by serving

him; he is doing us a favour by giving us the opportunity to do so. A

customer is not someone to argue or match wits with-nobody ever won

an argument with a customer. A customer is a person who brings us

his wants-it is our job to handle them profitable to him and to

ourselves.

Robertson (1978) is of the view that the marketing minded innovators

puts the consumer first by seeking market opportunities and is pulled in to the

act of innovation by perceiving needs. His view is based on the fact that the

necessity of business to understand the consumer rests on the belief that he

consumer is sovereign.

This sovereignty defined by the Oxford Advanced Learner’s dictionary

as independent sovereign power that is the higher power without limit

stipulates that the economic concept of consumer sovereignty is that of a

system in which exists a free, fully competitive market and the characteristic

of those products or services set before their eyes by obedient manufacturers.

Drucker’s view concerning this was also observed by Robertson (1978)

when he said that it is the customer who determines what a business is, and it

is he alone who through being willing to pay for a god or service converts

economic of any business and keep it in being. Lose the customer and you

begin to lose the business.

Professor Ejiogu et al agree with Drucker’s view by saying that the

marketing concept is a basic approach to running a whole business with the

customer and not the product or the company or the technological process, as

the focus of attention. The fundamental philosophy must permeate the

organization if it is to produce results.

They went further to state that the reason why the kernel of the

marketing concept and the ultimate business activity revolves around the

consumer is because the consumer orientation to business decision making is

central and fundamental to the marketing concept. And with this orientation

to business in an organization, market related problems are appraised as

customer or consumer problems, rather than as corporate or functional

problems.

In the July- August (2005) edition of the business Newsletter,

corporate High-flyer, the importance and focus on customers was stressed

thus:

Every business most vital asset is its customers.

Without them, we would not and could not exist in business. When we

satisfy our customer, they not only help us grow by continuing to do

business with us, but recommend you to friends and associates.

Contributing to the book, managing service quality in the Nigeria

Public Sector, (2001 Ed: Ewurum), Nwosu gave the following seven points

about who a customer is.

1. A customer is the most important visitor in our (business) premises

2. A customer is not dependent on us; instead we are dependent on him.

3. A customer is not an interruption of our work- he is the purpose of it.

We are not doing him a favour by serving him, he is doing our

company a favour by us the opportunity to do so.

4. A customer is not an outsider to our business; he is a part of it.

5. A customer is not a cold statistic; he is a flesh and blood human being

with feelings and emotions like your own and with biases and

prejudices.

6. A customer is not someone to argue or match wits with; nobody ever

won an argument with a customer.

7. A customer is a person who brings us his wants; it is our job to handle

them profitably for him and for ourselves.

Ehigie (Marketing Journal, September, 2004), summarily stated that the

Customers are business’s greatest assets. No wonder Peter Drucker (see

Nwagu 2000) wrote “ the purpose of business is to create and keep a

customer. It is one thing to produce and another thing to get the products

purchased and used by consumers.

He was quoted as saying that business begins and ends with customers.

It begins with identifying consumers’ needs and end with satisfying them.

This is the more reason why the customer as the king is always right.

2.4 CUSTOMER SERVICE AND PROFITABLITY

A definition by Paul Cooper, director of Institute of Customer Service

USA say that “customer services is a system organized to provide a

continuing link between the time an order is placed and the goods are

received with the objective of satisfying customer needs on a long term

basis”

He believes that customer service involves the thousand, concrete

minutes actions performed by everyone in an organization to keep the

customer happy and went ahead to enumerate some points about excellent

customer service.

• Delighting the customer, satisfying all their needs and giving

them something extra to remember you by;

• Making every customer feel special, giving them the

impression that they are your number one priority;

• Giving every customer a memorable experience, ensuring

they will be pleased to return to you next time;

• Treating every customer with respect, satisfying all their

needs and exceeding their expectations;

• Putting customers first-prioritizing their needs and delivering

a swift, friendly and efficient service;

• Being there for your customers-to provide a rapid reliable and

unbeatable service to them;

• Showing customers you care about them; being professional

at all time;

• Adding value to their lives through your dedication, skills and

professionalism in satisfying their needs and resolving any

difficulties;

• Making the differnce for all your customers so they will

return to you through choice.

• Establishing a valuable relationship with your customers

based on trust, reliability, empathy and your ability to delivr

your promises every time;

• Making a commitment to your customers and keeping it;

• Being personable, precise, practice and professional at all

times and in all your dealings with customers

• Showing you care enough to make the difference for every

customer;

• Satisfying customers’ needs in a way that shows you

genuinely care about them as individuals;

• Welcoming and handling well a customers enquiries or

complaints so that the customer becomes an advocate.

Ehigie (2004) is of the believe that customer service is all the actions

companies can take to add values to basic goods and service and that

customer service should be operational in every organization. He sees it as a

situation where a customer is able to carry out his business fast, gets the

attention of the staff and does the business to his own desire. Davidow and

Uttal (1989) see customer service as everything that you offer that you see to

separate your product from the competitors’ own. The term “added value” is’

therefore used to indicate increase worth of a good or service compared to the

basic or expected product.

The Chief Executive Officer of NITEL, Mr. Albert Mash (NITEL

News, April 2005) while calling on staff to imbibe the culture of total

customer care is of the view that total customer care includes simple business

courtesy, politeness, friendly disposition as well as prompt and efficient

service delivery. He said “The reality on ground now is clear to everyone that

for us to remain in business and earn our salary and pension, all hands must

be on deck”.

Writing on banking services, Ehigie believes that satisfied customers

are more than a pleasant side effect of the banking business efforts. He says

“satisfied customers are the source of your profits and the reason you are in

business. Unless you hold a monopoly position--- you are not going to stay in

banking business if you cannot keep customer satisfied”.

According to Anene in Journal of Public Relations Management (Sept,

2002) “profit making undeniably has the hallmark of long term business

objective of commercial firms; and profits are guaranteed when marketing

programmes succeed’.

Schmidt and Wright (1996) define profitability as the relationship of

the volume of sales activity generated to the actual profits obtained through

this. Vancil (1976) sees profitability as a simple way to analyze and monitor the

effectiveness of a segment of a complex business.

Ehikwe (2001) believes that the true examination of profitability in

business is very important in determining the performance of the business

particularly the contributions of the various segments mostly marketing to the

overall profitability interest of the organization. He asserted that business

organization requires making activities for continuity and customer

service/satisfaction for profitability and perpetuity.

McCarthy (1978) is also of the view that business exists at the consumers

discretion and it is only by satisfying the customer that a particular business

firm and our economic system can justify its existence and hope to perpetuate

itself. Ehikwe opines that there can never be profitability without customers in

any business transaction as a badly managed customer is a major cause of the

liquidation of any business.

According to Ehikwe (2001), “the business organization which strife for

profitability at the expense of customer satisfaction will certainly guarantee

profitability and continuity both in the short run and in the long run”.

Odeyemi in an article “your competitive edge” in his success clinic

column of the Financial Standard (2003) is of the opinion too that profitability

in business can only be achieved by taking customers into consideration and

treating them accordingly.

He reasoned thus:

If you expect to get some money in return for your products and

services you offer, then you must understand that the money you

are looking for is in people’s pocket. Money follows human beings.

It flows and if you want to be able to detect its directions, watch

human beings- wherever they go, money goes there. How you treat

people therefore determines to what extent you will be able to

secure the flow of money.

2.5 CUSTOMER CARE SERVICES IN GOVERNMENT OWNED

ESTABLISHMENTS: THE CASE OF THE MEDIA.

According to section 83 of the Public Enterprises Regulatory

Commission Decree of 1996, government owned establishments or the public

sector organization include any commission, board, agency, committee,

organization or authority established by law by the federal, state or local

government.

Savas (1987) contends further that the world public deccribe three very

different circumstance; government ownership, widespread ownership and

widespread access. Government ownership implies that any of the tiers of

government or a combination thereof is the sole owner, or at least has a

majority of equity, in the organization. This would give the government the

much needed managerial control over the activities of the organization.

However Eboh (1999) is not only concerned about ownership but whether

such organizations are set up for the good of the general public by asserting

that any of the tiers of governments federal, state, or local-plays a leading role

in the setting up of the organization, and retains the preponderance of the

equity, and if such an organization is indeed established to improve the well

being and add meaning to the quality of lives of the people, such an

organization would easily pass as a public sector organization.

He gave three factors for setting up the sector:

1. Economic: First, the government assumes the “commanding heights”

position in the economy. This implies that often, the government assumes a

control of some vital industries and establishments in order to avoid the

negation o public interest if such industries were left in the hands of private

entrepreneurs.

Second and a corollary of the above, is that the government, through its

ownership and control of public sector organization, controls monopoly

powers.

Third, government’s ownership and control of key public sector institutions

and organization is vital in regulating the economy. Government investment in

any sector or institution underscores the importance and the role of that sector

or institution in the national economy and also helps in ensuring proper

balancing of such establishments and institutions.

2. Social: Government is, most often; not beclouded by the very narrow

profit considerations of a businessman. She goes beyond that to look into

the social cost implications. The result is that most often, she goes on to

set up organizations and institutions, even in areas regarded as most

unprofitable by an otherewise shrewd businessman. The motive, almost

always, is to lesson the burdens and deprivations of citizens and make life

more worthwhile for them.

3. Political: Some sectors and institutions are so pivotal to the existence of

the country that it would be inconceivable in the light of mature reflection

to concede them to private hand. They are so vital that no government, no

matter how drunken with the liquor of market forces and free market

mechanisms, ever hands-off completely.

According to Harold and Laski (1967), social good encapsulates the task

of discovering ways in which wants can be satisfied, and it evaluates the quality

of wants according to the degree in which, when satisfied, they minister to the

permanent happiness of the whole community”.

Eboh (1999) equally believes that efficient service delivery underlines

government’s commitment in providing prompt and affordable goods and

services to the people and such services should be effectively done by ensuring

that the output tallies with organizational objectives, in this case, government

objectives.

These objectives, he opines includes responding to the interest of the

various publics like motivating employees; protecting the interest of the owners

of the enterprise; respond to customers need; articulate and purse vigorously the

internal and external factors that will lead to organizational success.

Martin and Parker (1997) identified nine reasons while public sector enterprises

like the NTA and FRCN are inefficient:

These are:

1. State-owned industries suffer from excessive political intervention

2. Management in state industries have vague, fluctuating and often

conflicting objectives. Political time frames are often incompatible

with longer time cycles that successful investment needs;

3. Politicians and civil servants fail to monitor managerial behaviour as

effectively as the private capital market and the trading of more output

for lower profits.

4. Trade unions in the public sector are able to succeed in obtaining

above market wages, employment levels and conditions of work at the

expense of consumers.

5. Bankruptcy is not a credible threat when there are seemingly unlimited

taxpayer’s funds to call upon;

6. Managerial salaries in the public sectors are politically determined and

rarely compare well with the pay of equivalent jobs in the private

sector. Consequently, the quality of management suffers;

7. There is lack of performance related rewards in the public sector;

8. Public sector firms are insufficiently consumers oriented when

operating in monopoly markets; and

9. State ownership confuses the regulation of the activities of industry

with the role of ownership so that the state regulation is less

effectively.

Paul Cooper of the Institute of Customer Service USA believes that

customer service is for everyone whether private or public sector. He cited

surveys carried out on the British public and staff of some organizations and the

result showed that customer service in Britain is still poor, attitudes are wrong,

complaints are not handled well and service provided is not keeping up with

increasing customer demands.

He is of the opinion that there are no difference between providing

excellent customer service in public and private organizations as many public

sector and utilities are rapidly realizing that giving good, even excellent

customer service, can pay dividends in reputations, customer satisfaction and

word-of-mouth recommendation.

With the problems of customers dissatisfaction faced in the private sector,

cooper, mentioned that firstly, the implications of excellent customers services

in the public sector is the key to differentiation in the future of all organizations.

Secondly, customer requirements will not go away. The 2003 ICS/TMI

complaints culture survey shows clearly that customers are becoming

increasingly demanding all the time, complaining more, expecting more and

telling more people when things go wrong.

Thirdly, customers are less inclined to accept differentiation by sector.

In customer service terms as local authority is not measured against

another local authority or the sector-customer has no experience of that. The

standard measure now is how one performs against everyone else. The customer

deals with supermarkets, high street stores, websites etc. therefore it makes a lot

of sense for public and private organizations to share best practice, develop

bench marketing opportunities and network much more.

Fourthly, staff are much more receptive to being the opportunity to gain a

professional qualification. Organizations too are also realizing that some form

of recognizes accreditation programme can be very beneficial in developing and

maintaining standards of performance, and in helping to measure progress.

Savas (1987) however argues that the real issue is “monopoly versus

competition rather than public versus private”. In the words of Riddick, “there is

no reason for private monopoly to be more effective or efficient than a public

one. Economic theory and reality show that it is competition that delivers goods

services---.

Atoyebi (2001), quoting Mr. Knott who was a one time Director General

of Radio Nigeria on the importance of broadcasting in Nigeria, said that

broadcasting as an enlightening force, a unifying force and a force for the

general well-being of its people as a truism is accepted by every right thinking

and responsible person.

Aniebona (1990) supported this by saying that an important objective in

programming for radio and television broadcast is to educate the listening and

viewing audience, given the rate of illiteracy and the low level of education

prevalent in many developing countries.

Arguing in favour of private ownership of broadcast media in Nigeria,

Nwosu (1990:122) believes that such private electronic media would allow for

healthy competition that would lead to improved services to the masses of

Nigeria because it will encourage disversity in programming, production and

other areas of broadcasting.

For one thing, according to him, it will help to make broadcasting less an

urban and elite phenomenon and more of a rural and populist phenomenon that

will serve better the interest and needs of the greater generality of Nigerians

most of who live in the rural areas.

Murdock and Golding (1977:21) writing on capitalism, communication

and class relations explained that the concept of public service broadcasting is,

however under permanent attack from those who would apply cost-effective

criteria to all publicly operated organizations.

They argued that broadcasting must prove its social value by trial in the

market place like any other commodity, and that excellence and efficiently can

only be guaranteed by severing the umbilical cord of public subsidy and

throwing all media into open commercial competition.

2.6 EFFECTIVE COMMUNICATION IN CUSTOMER CARE

SERVICES

Communication from the Latin word ‘communicate’ means to share or

establish commonness. Communication therefore refers to sharing of meanings,

ideas, thought, experiences, information or opinions from person to person,

from person to group, or even from group to group (Nwosu, 2000).

Communication by definition is a two way process and according to

Nwosu (1990), “communication is the most vital factor in building or

developing an organized, united and progressive nation --- because all human

activities take place in a cross fire of information flow and communication.” No

wonder, about three decades and half ago, some communication scholars,

Watzlawick, Beaven and Jackson (1968) development the coinage ‘ man cannot

but communicate.’

There are two main methods of communication written and verbal or oral.

Other methods are visual and audio-visual. Oral or verbal communication is the

oral exchange of information face to face or through sound waves. Written

communication methods could be interpersonal communication with one or

more people or mass communication-messages communication through a mass

medium to a large number of people who may be located in different

geographical areas. Nnabuko (2002).

Nwosu (1990) outlined some uses of communication in an organization.

1. Communication is the only tool with which people can be linked together

in any organization in order to interact and relate to each other well and

so achieves a common purpose all the time.

2. Group activity or teamwork is work is impossible without effective

communication.

3. Without communication there cannot be change and positive change,

which is the key to modern organization success.

4. With communication, no organization can obtain the qualitative,

quantitative and regular data or information needed to manage its internal

and external environment.

Lending credence to the above, Nnabuko (2002) opines that the success

and survival of any firm depends on the overall image, which it projects. The

organization through effective communication is spurred on, not only to

maintain its supposedly existing good performance, but also as an incentive to

the creation of better products and services.

She equally believes that with effective communication, the salesmen or

agencies could sell the services of the organization favourably thereby breaking

down resistances by making the public aware of organizational objectives,

polices and programmes.

Oyeneye (1992) who defined customer relations as a planned and

continuous communication actually desired to ensure cordial relationship

between organization and its customers believers that the customers must be

well educated on terms of operation of the organization; that is the only way to

create mutual understanding.

Ewurum and Unamka (1995) are of the view that since the customers are

sources of repeat sales and also sources of testimonies and reference, their

goodwill has to be retained by communication, surveys, to find out what they

want, their feelings and opinions about a new product.

According to Oyeneye (1992), “customers are the backbone of any

organization and so must be kept regularly informed. It is better to tell a

customer why there is a delay in any process than to just keep him/her in

suspense. A situation where a customer is not well informed, he or he can

choose another place”.

Nnabuko (2002) posits that communication looks into the presentation of

products/services how it is packaged, stored and sold. It monitors the activities

of sales staff and other employees and is constantly n the alert to ensure that

every activity assists to foster goodwill for the organization and enthusiasm for

its services.

She further stated communication monitor the shifts in attitudes towards

the organization or its services thus ensuring success and survival all the time. It

helps to establish satisfactory two-way communication and preconditions

consumers to make them easy conquests for salesmen.

2.7 CUSTOMER KNOWLEDGE

Customer knowledge refers to understanding your customers, their needs,

wants and aims. This is essential if a business is to align its processes, products

and services to build real customer relationships (dobney.com).

According to McCarthy et al (1992), a one time chicken magnate, Frank

Perdue flaunted what he did right and boasted in his advert, “it takes a tough

man to make tender chicken”, but nothing changed about Perdue farms

incorporated until he changed his attitudes. Today, Mr. Perdue begs customers

to tell him where he is going wrong and he often tells his customers “Don’t just

sit there, come on-let me have it. I can take it”.

McCarthy et al (1992) believe that companies like Perdue farms are out to

turn customers service – a subject of relentless complaints in recent years into a

marketing opportunity whereby organizations are scrambling to find what’s on

their customers’ mind, even if it’s bad news.

Customer knowledge is defined as “the collection of information and

viewpoints that an organization has about it customers. It is the collection of

information and insight that you need to have build stronger customer

relationship with customers, characterized by openness, genuine concern for the

delivery of high-quality goods and service responsiveness to customer

suggestion, fair dealing and (crucially) the willingness to sacrifice short term

advantage for long-term Benneth, 1996).

According to Berry (1995), “today, most marketers are seeking more than

just a one time exchange or transaction with customers”. Rogers et al (1995) are

the believe that this knowledge and relationship are more cost effective and as

they opine “it is often more cost effective to retain customers than the acquire

new ones.

“THE aim of building up a strong body of customer knowledge is so that

the company can build and manage customer relationship now and over along

term. The information should be determining what to offer, when to offer it and

how much for. In the long term, the company has to design new products, often

new services and compete in new markets…” (dobney.com).

Since customer knowledge is not just knowing about the customer but the

application of processes and system to gather more information and data about

what the customers are, what they do and how they think, it was suggested that

customer knowledge should work at both the micro and macro level. This

should include information about individuals that helps to explain who they are,

what do and what they are looking for and should enable broader analysis of

customer base as a whole and should embrace both the quantitative and

qualitative insight of such service. (dobney.com).

Shiela Payne (1997) in her books, Delivering Customer Service”, gave

the following general insight on how to win a competitive edge through

managing customer relationship successfully.

1. Always treat your customer courteously and with respect especially

when your are working under pressure.

2. be willing to help them and make the feel importance

3. The way you behave (chatting instead of serving, moaning instead of

smiling) reflects on your company.

4. Your personal appearance also reflects on your company, keep up you

own and your company’s standard at tall times.

5. Make sure you have up-to –date supplier of brochures, prices lists

forms and stationary available.

6. Make sure your equipment-calculator, till computer etc is in good

working order and won’t let you down when the customer is standing

in front of you.

7. If you use till make sure you’ve got enough change or arrange for a

top-up before you’ve run out.

8. Continually look for ways to help your customers and improve your

relationship with them.

9. Don’t blame your company or other staff if you can’t find the

information, goods or services the customer needs.

10. Always present yourself and your company positively whether you are

dealing with an existing/potential customer or another member of

staff.

2.8 QUALITY OF CUSTOMER SERVICE

One major way to differentiate as service firm is to deliver consistent

higher quality service than competitors. The key is to meet or exceed the target

customers’ service-quality expectations. Customers expectations are formed by

their experiences, word of mouth, and service – firm advertisement (Kotler,

1998).

The customers according to him, choose providers on these bases and

after receiving the service, compare the perceived service with the expected

service. If the perceived service falls below the excepted service, customers lose

interest in the provider but if the perceived service meets or exceeds their

expectations, they are apt to use the provider again. Kotler (1998) highlights the

main requirements for delivering high quality service by identifying the five

gaps that cause unsuccessful service delivery.

1. Gap Between Consumer Expectation and Management Perception:

management does not always perceive correctly what customers want.

2. Gap Between Management Perception and Service-Quality-

Specification: management might correctly perceive the customers

wants but set a specific performance standard.

3. Gap Between Service-Quality Specification and Service Delivery: The

personnel might be poorly trained or incapable of unwilling to meet

the standard or they may be held to conflicting standards such as

taking time to listen to customers and serving them quickly.

4. Gab Between Service Delivery and External Communication:

customer expectations are affected by statements made by company

by company representative and adverts.

5. Gab Between Perceived Service and Expected Service: This gap

occurs when the consumer misperceives the services quality.

Cron (1974) explained that the customer around the globe has added

another right to the four originally enunciated by the late President John F.

Kennedy of the United State: the right to be informed, the right to safety, the

right to choose, and the right to be heard. The customer had indicated his belief

that there is a fifth, ‘the right to unlimited in – warranty service” This too, is an

over simplification of course, the consumer desires to extend much further than

the narrow band represented by a warranty.

Like Wasiu (2003) explained, the right to be informed include a full

accurate disclosure of information on quality, prices, facilities provided etc.

Cron (1974) also stated that the consumer had the right to choose by expecting

the business to provide a broad spectrum of opportunities that he can get from.

And the right to expect business provision of a rapid, convenient means of

registering his dissatisfactions, assuming that this complaints are heard by

competent responsible manager and evaluated objectively and resolving his

reasonable, realistic demands quickly and satisfactory.

Delozier (1976) view that quite often consumer use price as an indicator

of quality. Ayoola (199) on the other hand believes that customer service quality

cannot be primarily determined by price but other factors such as provider

expertise, attitude, time factor (fastness), location of service, service content,

possibility of adaptation to customers’ needs, reliability and maintainability of

service, honesty of personnel staff etc.

According to Ewurum (2001), “today’s customer requires defect free

products/service. Although this may appear difficult to attain, effort must be

made towards reaching the goal of zero defect by ensuring that you do the right

things first time every time”. He believes that doing things right dist time is

definitely very cost-effective and that the maxim “prevention is better than

cure” which had been incorporated into the Total Quality Management (TQM)

ensures that quality is built into the system right from the onset, instead of

spending time and other resources in rectifying errors, sorting out rejects and

reworking them.

Clemmer (clemmer.com) however argued that more is rather said than

done about improving customer service that is why there are lost so customer

talk with little action. He supported this by quoting James O. Toole in the

Fortune article that “Ninety-five percent of managers today say the right thing;

five percent actually do it”.

Martin (1989) is of the same opinion that delivering customer service

requires knowledge, fare thought and the devotion of a great deal of

concentrated effort of doing “the right things.

According to Martin (1989), the customer-service management cycle

beings with the level of customer service your organization currently provides.

When properly implemented, it leads to a new desired level of service and it is

meant to change the organization from where it is now to where you want it to

be”. He explained that the customer service management cycle in practice has

no definite beginning or end; rather it represents a continuous process of

improvement.

2.9 DESIGNING AND MANAGING EFFECTIVE CUSTOMER CARE

SERVICES

According to Mary Sandro of ProEdge skill Inc., “customers complaints

are like medicine. Nobody likes them, but they make us better. Actually, they

are probably more like preventive medicine because they provide advanced

warning about problems.”

Nnabuko (2001) is of the opinion that the Nigerian consumer is no longer

placid, timid and buying whatever is made available to him but is frequently

disappointed with his business transactions and increasingly becoming

concerned with ways and means of getting as much as possible for his money.

Sandro earlier mentioned cited studies from the technical Assitance

Research Programme in Arlington, VA which suggest that the root cause of

customer complaints can be graced back to one of three areas; individual

employees, the company, or the customer, with 80% f the complaints traceable

to the last two categories.

On individual employees, she opined that since business is becoming

increasingly complex and fast-paced, customer service professionals have to

know their product or service, their company information, the technology that

support it, and how to communicate all this to savvy, demanding customers

because according to her, a small gap in knowledge or skill could cause huge

repercussion in terms of lost business and suggested that companies should not

let their employees lack knowledge or skill get in the way of their success.

On the company, Sandro is of the view that the culprit to customer

complaints more often lies with the actual product or service. She mentioned

inherent flaws in the design, glitch in the distribution; marketing pieces,

advertising campaigns, and sales people who could inflate value and create

customer expectations that are impossible to satisfy.

On the customer, Sandro believes that even though the customer may be

the problem, there is profit to be mined and suggested customer education and

innovation as the possible solution.

Sandra also believes that by listening carefully, opportunities for training

employees, improving products and service as well as educating customers can

be identified.

Nwosu (2001) recommended the ten-stage approach by Cook in

designing and managing effective customer service and satisfaction programme;

they are:

1. Gain management acceptance and commitment

2. Develop and install a Total Quality Management system (TQM) in

your organization after carrying out health checks and establishing

bench marks.

3. Listen to customer always (for feedback_

4. Establish the customer care programme.

5. Engender or build a sense of ownership among all stakeholders.

6. Understand internal customers/employees

7. Train and retrain all staff on service quality

8. Communicate/establish and use a two-way communication process

with all stakeholders, including internal and external customers.

9. Recognize and reward good service (e.g trough a performance award

scheme.).

10. Monitor and evaluate the programme from time to sustain all customer

focus.

Sandro of ProEdge skills Inc. is equally of the belief that some

organizations succeed by motivating their staff to deliver excellent

customer service consistently. She proffers four motivating strategies

as a guide toward performance.

1. Get excited: motivation occurs from the inside out; if we want to

motivate someone, we have communicate to their inside. Emotions

communicate on a deep level from inside to inside. This is why one

bad apple spoils the bunch. It is also why one excited manager can

mobilize a team to more mountains.

2. Hire motivated professional: if we are not excited about the work our

team produces, we will never attract and hire people who are excited

to do it because like attracts like and birds of a feather flock together.

3. Measure: Measure something, but make it relevant to your employees,

your customers and your bottom line. Measuring performance biases

employees’ energy like a highlighter biases the eye on a written page.

Measurements motivate employee for difference reasons. Some

employees are very competitive and thrive on distinguishing their own

future performance form their past. In other words, they compete with

themselves. They are very dutiful and focus their energy on whatever

is highlighted for them.

4. Institute Profit Sharing: Tie the measurement to a reward “what gets

rewarded gets repeated”. Robert Bosch-German Inventor, Industrialist

(1861-1942) stated, “I don’t pay good wages because I make a lot of

money. I make a lost of money because I pay good wages”. If you

want to motivate employees even more, rewards the results you reap

from measuring.

Clemmer (clemmer.net) also believes that great customer service

ultimately depends on the people who provide such service and this enthusiasm,

loyalty or devotion cannot be forced on people but only through a “culture of

commitment”, where frontline people reflect to the outside the intense pride and

ownership they are experiencing on the inside.

According to Clemmer, “understanding and managing to current

customer expectations means having both the will and the way. We must first

agree that our customers’ expectations and perceptions of the value they receive

from us is a key driver of our business. Then, we need to systematically turn

soft customer expectations and perceptions into hard, manageable data. That

calls for the disciple of a rigorous management system and process.

He outlined three major steps to service and quality improvement; they

are:

1. Identify current customers/partners

2. prioritize expectations and

3. Gap analysis

These steps according to Clemmer are part of the rigorous goals

measurements and standards were need to continually improve our

current products and service to our existing customers. In his opinion,

these management steps need to be counter balanced with the leadership

actions of exploring, searching and creating tomorrow’s markets and

customers, innovation and organizational learning.

REFERENCES

Atoyebi, A. (2001), “The Origin of Radio Nigeria” in Amandi Tony and

Atoyebi Atilade (eds), Radio Nigeria: Yesterday, Today and Tomorrow,

Northwood Resources Ltd.

Adirika, E. O., Ebue, B. C., Nnlim, D. A., (1996), Principles and Practice of

Marketing II, Nigeria: Jamoe Enterprises.

Adeyemi, S. (2003). “Your Competitive Edge” (1), Financial Standard, Feb. 10

Benneth, R. (2003). “Relationship Formation and Governance in Consumer

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What is Customer Knowledge? www.dobney.com

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1 RESEARCH DESIGN

The research design for this study is descriptive design. This design study

is mainly concerned with describing events as they occur in their natural setting

without any form of manipulation of what is being observed while the research

method for this study is the survey method. This is considered appropriate

because of its reliability in giving accurate and dependable result and also

because descriptive design goes with the survey research method.

3.2 AREA OF STUDY

The area or scope of this study is the Nigeria Television Authority (NTA)

and the Federal Radio Corporation of Nigeria (FRCN), which are located in the

Enugu metropolis. Since the other stations outside the State cannot be adequate

covered due to time and finance, emphasis was however paid to the

management and staff of the these establishment as well as their various

customers, which comprise the advertise, advert agents and viewers/listeners.

3.3 SOURCE OF DATA

Multiple data gathering techniques was employed in order to adequately

cover the research questions and hypotheses to achieve precise and reliable

results.

PRIMARY SOURCE

3.3.1 QUESTIONNAIRE

With the problem associated with the questionnaire as a measuring

instrument in eliciting the required responses from respondents, the following

type of questions were used to achieve a high quality and acceptance response

from the research public

a. Open-ended question

b. Multiple choice question

c. Dichotomous questions for example Yes or No

3.3.2 THE INTERVIEW METHOD

This method was used to extract response to questions that were not

included in the questionnaire but which are of vital importance to the research

SECONDARY SOURCE

3.3.3 LIBRARIES

As a research source of data collection, material from libraries and other

research units from private and public libraries were used. These sources

include books, journals daily and weekly newspaper and magazine as well as

notes were used. These materials were added to the primary data and interviews

to enhance the reliability of the research.

3.4 THE POPULATION FOR THE STUDY

The population for the study was drawn from the staff and management

of the two government owned broadcast media in ENugu and their various

customers which comprise the advertise, the advertising agents and the

viewers/Listeners with an approximate population figure of 465, 072 using the

1991 census. (source: National Population Commission, Enugu). This figure

was used for the purpose of this research since no other reliable population

figure was available at the time of the study.

NTA Enugu presently had a staff strength of !!! with management staff

numbering 21 and a senior and junior staff of 90 while FRCN Enugu has staff

strength of 330 with management staff numbering 16.

3.5 RESEARCH PROCEDURE FOR DATA GATHERING

Research questionnaire was administered to the people scientifically

selected for this study in which they either circle or ticked the options that best

suit their choice and also filled the blank spaces provided in the case of opened

questions

The questionnaires were distributed by land to ensure high percentage

return after duly completed by the respondents

1. The first category of the questionnaire was for respondents in the

management and staff cadre of the two broadcast media houses this is

NTA and FRCN.

2. The second category of the questionnaire was for the various

customers of these two stations, which comprise the advertiser

advertising agents and the viewers/listeners.

3.6 DETERMINATION OF THE SAMPLE SIZE

Samples are used in a study that involves large population. One of the

reasons for using sample is the desire of the researcher to avoid errors due to the

calculation of large numbers, ad the desire of the researcher to reduce the cost of

providing the copies of questionnaire that would cover the entire population.

For the purpose of determining the sample size, the researcher employed

the statistical formulae by Yamane (1964) which states thus:

n = N

1 + N(e)2

Where; n = the sample size

N = Total population

1 = Constant

e = Error margin (which is 5% or 0.05)

Substituting the formulae above, we obtain

n = 465,072

1 + 465,072 (0.05)2

n = 465,072

1 + 465,072 (0.0025)

n = 465,072 = 465,072

1 + 1162.68 1163.68

n = 465,072 = 465,072

1 + 1162.68 1163.68

n = 399.65 i.e n = 400

Therefore, the sample size is 400. Based on this, a total of 400 copies of

questionnaire was administered to the respondents.

3.7 VALIDITY AND RELIABILITY OF DATA INSTRUMENT

Validity as used here is the degree or extent to which a instrument

actually measures what it is intended to measure. Therefore, an instrument is

valid to the extent it is tailored to achieve research objectives. Thus, the

instrument used for this research were validated by ensuring that the questions

are structured in a manner that enabled the researcher obtain information

relevant to the purpose and objective of the study.

In order to maximize reliability of the instrument that was used for the

research, the investigator ensured that questions were no ambiguously presented

to respondents in a manner likely to communicate different meaning that could

generate inaccurate and inconsistent responses.

The researcher also maintained objectively by not fielding leading

question. A pilot survey using the instrument was carried out to ensure validity

and reliability.

For the pre-testing, ten (10) staff were selected from the two government

owned broadcast stations in Enugu and the research questionnaire were

administered on them. This pre-testing method was to ensure the following:

1. To identify at the initial stage any problem that might be

encountered in the course of the research

2. To let the respondents make their observation and criticisms and

3. To ensure that further mistakes are eliminated

3.7 METHOD OF DATA ANALYSIS

Data collected were coded and grouped into frequencies. This was

computed and arranged into tables for easy references and analysis statistical

methods used includes simple percentage and tables and pie chart.

3.8 TEST OF HYPOTHESES

The main methods used in analysis data collected in the this study were

simple percentage and chi-square (X2) for test of hypotheses.

3.8 INSTRUMENT DISTRIBUTION AND RETURN RATE

As stated in 3.5, a total of 400 copies of questionnaire were administered,

360 copies representing 90% were returned. From 360 copies returned,20 copies

representing 5.56% were rejected. The reason for rejecting the 20 copies by the

researcher was that they were not correctly completed by respondents. Finally,

only 340 copies were accepted and used for the analysis. Table 3.8.1 below

illustrates further on the distribution and return of instruments.

Table 3.8.1 Distribution and Return of Questionnaire

Number of

questionnaire

distributed

Number of

questionnaire

returned

Number of

questionnaire

not returned

Number of

questionnaire

rejected

Number of

questionnaire

accepted for

analysis

400 = 100% 306 = 90% 40 =10% 20 = 5.56% 340 = 94.44%

Source: field Survey 2008

REFERENCE S

Ozo, U., Ani, O. and Ugwu, O. (1990), Introduction to Project Writing For

Business and Financial Writing. ENugu: Sunny Enterprises.

CHAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

The essence of this chapter is to present and analyze the data collected in

the course of this study. The data were collected through the questionnaire

administered to the respondents. As already explained in 3.8 in the previous

chapter, a total of 340 copies of questionnaire were accepted from customers

and used for the analysis. Only the questions which are relevant for the research

question were asked and analyzed. Also 120 copies of questionnaire were used

to analyze data form the staff of the two organization under study.

4.1 ANALYSIS OF DATA FROM CUSTOMERS

All the data collected were presented and analyzed. In the analysis, the

researcher presented them in table analyzed with simple percentages.

Table 4.1: RESPONSE ON THE EXISTENCE OF CUSTOMERS CARE

DEPARTMENT IN THE ORGANIZATIONS.

Option No of respondent Percentage

A Yes 40 11.77%

B No 280 82.35%

C Can’t say 20 5.88%

TOTAL 340 100%

Source: Field Survey 2008

From the table above, a total of 40 respondents representing 11.77%

indicated a positive response to the question. The implications of their response

was that there are customer care department in the organizations under study.

On the question, the table shows that 280 respondents or 82.35% indicated a

negative response while 20 respondents representing 5.88% indicated can’t say

option

Table 4.2 RESPONSE ON THE ACCORD OF PRIORITY POSITION TO

CUSTOMER RELATION/CARE IN NTA AND FRCN

Option No of respondent Percentage

A Yes 264 77.65%

B No 76 22.35%

C Can’t say - -

TOTAL 340 100%

Source: Field Survey 2008

Concerning the question, which sought to know whether the organization

under study accord customer relation/care priority position, the table above

shows that a total of 264 respondents representing 77.65% replied, positively to

the question. On the other hand. 76 respondents representing 22.35% replied

negatively to the question, while none of the respondents indicated can’t say

option.

The researcher is of the opinion that based on the responses above, it is

evident that the organization under study ( i.e NTA and FRCN) accord priority

position to the concept of customer care in the of scheme of things.

On a follow-up question which wanted to find our how customers are

served through their programmes and programming, majority of the respondents

indicated that it is the production of quality programmes that are entertaining

and educative some others indicated that programmes are produce to suite the

different target audience and they reflect the happenings in the society, which

the customers identify with.

Table 4.3 RESPONSE ON WHETHER CUSTOMERS CARE

CONTRIBUTES TO THE SUSTAINABILITY AND EXPANSION OF THE

NTA AND FRCN

Option No of respondent Percentage

A Yes 260 76.47%

B No 30 8.82%

C No idea 50 14.71%

TOTAL 340 100%

Source: Field Survey 2008

From the table above, 260 respondents representing 76.47% replied in the

affirmative. The implication of their response was that those respondents

admitted that the application of customer care is contributory factor to the

sustainability and expansion of NTA and FRCN in the country. The table

equally show shows that 30 respondents or 8.82% replied negatively to the

question. This implied that the respondent did not agree that the application of

customer care contributes to the sustainability and expansion of NTA and

FRCN while 50 respondents representing 14.71% maintained a “No idea stance

The researcher was of the opinion that judging by the number of

respondents who gave a positive response, it is apt to conclude at sustainability

and expansion of the organization under study is due to the application of

customer care by the organization

TABLE 4.4: RESPONSE ON THE EXTENT CUSTOMERS NEEDS

ARE RESPONDED TO IN NTA AND FRCN

Option No of respondent Percentage

A All the time 144 42.25%

B Seldom 116 34.12%

C Not at all 80 23.53%

TOTAL 340 100%

Source: Field Survey 2008

Concerning the question, which sought to know the extend to which

customers’ needs are responded to in NTA and FRCN, the table above shows

that 144 respondents representing 42.35% indicated all the time. On the other

hand, a total of 166 Seldom representing 34.12% indicated Seldom’ while

another 80 respondents representing 23.53 indicated, Not at all option.

The researcher’s opinion was that judging the responses above, one could

conclude that both organizations (i.e NTA and FRCN) do not respond all the

time to customers’ needs. The magnitude of respondent who indicated ‘Seldom’

option seen to justified this opinion.

TABLE 4.5: RESPONSE ON WHETHER CUSTOMERS ARE SATISFIED

WITH THE SEVICE OF NTA AND FRCM

Option No of respondent Percentage

A Yes 228 67.06%

B No 44 12.94

C No idea 68 20.%

TOTAL 340 100%

Source: Field Survey 2008

In another major question which sought to know whether customers are

satisfied with the services of the case study organizations. (i.e NTA and FRCN),

the table above shows that a total of 228 respondents representing 67.06%

replied in the affirmative. On the other hand, 44 respondents or 12. 94% replied

negatively while 68 respondents representing 20% maintained a ‘No idea’

stance.

The researcher was of the view that based on the responses from the

table, it is evident that a good number of customers are satisfied with the

services of NTA and FRCN.

4.2 ANALYSIS OF DATA FROM STAFF

In this sub-heading, the data was collected through the copies of

questionnaire administered to them 60 copies each ever administered to the two

organization in all total of 120 copies were used for the analysis only relevant

questions were asked and analyzed.

TABLE 4.6: RESPONSE ON WHETHER MANAGEMENT RECOGNIZE

THE IMPORTANCE OF ADEQUATELY SERVING CUSTOMER

THROUGH THEIR PROGRAMMES

Option No of respondent Percentage

A Yes 102 85%

B No 6 5%

C Can’t say 12 10%

TOTAL 340 100%

Source: Field Survey 2008

On the question which sought to know whether management recognize

the importance of adequately serving customers through their programmes, the

table above shows that 102 respondents 85% replied positive.

On the same question, the table shows also that 6 respondents or 5%

relied negatively while 12 respondents representing 10% indicate the ‘can’t say’

option.

The researcher was of view that judging by this response; one would

definitely conclude that the management of the organizations recognize the

importance of adequately serving their customer through their progrmames.

On a follow-up question, which wanted to find out how customer service

is applied by the organizations under study, majority of the respondents

indicated that the airtime is provided, advertised for sponsor/clients to make use

of. Some others indicated that it is the provision of good quality programmes

that meet the needs of the customers.

TABLE 4.7: RESPONSE ON WHICH SERVICE ELEMENT THE

ORGANIZATIONS ARE KNOWN FOR

Option No of respondent Percentage

A Quality programmes 16 13.33

B Properly timed 2 1.67

C Wide Network coverage 94 78.33

D Proficient staff 8 6.67

TOTAL 120 100%

Source: Field Survey 2008

The table above shows the respondents on the question which sought to

know which service element the organization are known for. From the table, 16

respondent representing 13.33% indicated properly programmes, while 2

respondents or 1.67% indicated properly 0 timed programmes. The table equally

shoes that a total of 94 respondents representing 78.33% indicated ‘wide

network coverage’ while 8 respondents or 6.67% indicated ‘proficient staff’ as

the service element, which the organizations are known for.

The researcher was of the opinion that one would aptly conclude that the

organizations under study have wide network coverage judging from the

response on the table

The researcher was of the view that judging by these responses, one

would definitely conclude that the management of the organizations recognize

the importance of adequately serving their customers through their programmes.

TABLE 4.8: RESPONSE ON THE EXTENT TO WHICH THE SERVICE

ELEMENT HAS IMPROVED THE ORGANIZATIONS PROFITABILITY

AND GROWTH

Option No of respondent Percentage

A Adequately 36 30

B Fairly adequately 84 70

C Not much - -

TOTAL 340 100%

Source: Field Survey 2008

Concerning the question, which bought to know the extent to which the

service elements have improved the organization’s profitability and growth,

table 4.8 above shows that 36 respondents and growth, table 4.8 above shows

that 36 respondents representing 30% indicated ‘adequately’ while another 84

respondents representing’ 70% indicated ‘fairly adequately’.

On a follow-up question which bought to know how the organizations

handles customers’ complaints, most of the respondents indicated that

customer’ complaints are channeled to the general manager or had assistant who

may refer the matter to the appropriate department for proper solution. Others

responded that the complaints of customers are handled mainly by the

marketing.

TABLE 4.9: RESPONSE ON WHETHER GOVERNMENT-OWNED

BROADCAST STATIONS MEET THE EXPECTATIONS OF CUSTOMERS

IN SERVICE DELIVERY.

Option No of respondent Percentage

A Yes 66 55%

B No 20 16.67%

C No idea 34 28.33%

TOTAL 120 100%

Source: Field Survey 2008

From the table above, 66 respondents representing 55% relied positively

to the question. The implication of their response was that the respondents

admitted and agreed that government –owned broadcast stations meet the

expectations of their customers in service delivery. On the other hand 20

respondents representing 16.67% replied negatively, which implied that they did

not believe that the expectations of the customer in service delivery are being

met by government – owned broadcast stations. Also 34 respondents

representing 28.33% maintained a ‘No Idea’ response. The implication of their

response was that those respondents do not have the idea whether or not the

government – owned broadcast stations met up with the expectations of their

customers in service delivery.

4.3 TEST OF HYPOTHESES

In testing the hypotheses, the researcher was guided by the rule which state;

1. Accept the Null hypothesis (Ho) if the calculated or computed chi-

square (X2) is less than the table value, if otherwise, reject.

2. Accept the Alternative Hypothesis (H1) if the computed or calculated

chi-square is greater that the table value, if otherwise, reject

HYPOTHESES ONE

Ho: The management of NTA and FRCN do not give priority position to

customer care services.

H1: The management of NTA and FRCN give priority position to customer

care services.

Solution

The idea on table 4.2 is used to test the hypothesis and it is reproduced on

a 2 x 2 contingency table for observed frequency (Oi)

2 x 2 Contingency Table for Observed Frequency (Oi)

Option Male Female Total

Yes 64 200 264

No 30 46 76

TOTAL 94 246 340

Computation of expected frequency (ei)

The expected Frequency (ei) is calculated from the contingency table of

observed frequency (oi) above

Expected Frequency = Column total row total

Grand total

:. From

Cell (1:1) = 94 x 264 = 73

340

Cell (1:2) = 246 x 264 = 191

340

Cell (2:1) = 94 x 76 = 21

340

Cell (2:1) = 94 x 76 = 55

340

2 x2 contingency table for observed (oi) and expected frequency (ei)

Option Male Female

Yes 64

73

264

(191)

No 30

(21)

46

(55)

To calculate the degree of freedom (df)

= (C – 1) (R – 1) where

C = Number of Columns

R = Number of Rows

:. Degree pf Freedom

= (2 – 1) (2 – 1) = 1

given 0.05% as level of significance and the Degree of Freedom of I on the chi-

square table.

= 3.84

ie X2 0.05, and df I = 3.841

computation of Chi –square (X2)

Formula = ∑ (oi – ei)2

Ei

Where;

X2 = Computed chi-square

Oi = Observed frequency

ei = Expected frequency

∑ = Summation sign

:. From the observed and expected frequency we obtained;

X2 = (64 – 73)

2 + (264 – 191)

2

73 191

(30 – 21)2 + 76 – 55

2

21 55

X2 = 1.11 + 27.9 + 3.86 + 8.02

X2 = 40.89

DECISION

From the calculations done, the computed X2 of 40.89 is greater than the

table value of 3.841.

There fore, the Null hypothesis (Ho) is rejected and the Alternative

hypothesis (Hi) is accepted which means, “The management of NTA and FRCN

gives priority position to customer care service.”

HYPOTHESIS TWO

Ho: Customer care services is not a contributory factor to revenue generation

and growth of NTA and FRCN

H1: Customer are service is a contributory factor to revenue generation and

growth of NTA and FRCN

SOLUTION

Date on table 4.3 is used to test the hypothesis, and it is reproduced on

a 3 x 2 contingency table for observed frequency (oi)

Option Male Female Total

Yes 74 186 260

No 8 22 30

No idea 30 30 50

TOTAL 112 128 340

Computation of expected frequency (ei) = Column total x Row total

Grant total

:. Cell (1:1) = 112 x 260 = 86

340

Cell (2:1) = 112 x 30 = 86

340

Cell (2:2) = 128 x 30 = 86

340

Cell (2:1) = 112 x 50 = 16

340

Cell (2:2) = 128 x 50 = 19

340

3 x contingency table for observed (01) and expected frequency (ei). 1

Option Male Female

Yes 74

(86)

264

(98)

No 8

(10)

22

(11)

No idea 30

(16)

20

(19)

Degree of freedom (df)

= (C – 1) (R – 1)

where

C = Number of Columns

R = Number of Rows

:. Degree pf Freedom (df) = (2 – 1) (3 – 1) = (1) (2)

d.f = 2

Given 0.05% as level of significance and the Degree of Freedom of 2

:. X2 0.05, and df 2 = 5.99

Computation of Chi –square (X2)

= ∑ (oi – ei)2

Ei

Where;

X2 = Computed chi-square

Oi = Observed frequency

ei = Expected frequency

∑ = Summation sign

From the observed and expected frequencies we obtained;

X2 = (74 – 86)

2 + (186 – 98)

2 + (8 – 10)

2

86 96 10

(22 – 11)2 + (30 – 16)

2 + (20 – 19)

2

11 16 19

:. X2 = 1.67 + 97.02 = 0.4 + 11 + 12. 25 + 0.05

X2 = 104. 37

DECISION

From the calculations done, the table value of 5.99 is less than the

computed chi-square (x2) of 104.37. therefore, the Null Hypothesis (Ho) is

rejected while the alternative Hypothesis (Hi) is accepted which means that

“customer care service is a contributory factor to the revenue generation and

growth of NTA an FRCN”.

HYPOTHESIS THREE

Ho: Government owned broadcast stations like NTA and FRCN do not meet

the expectations of their customer in service delivery.

Hi: Government owned broadcast stations like NTA and FRCN meet the

expectations of their customer in service delivery.

SOLUTION

The data on table 4.9 was used for the test of the hypothesis, and it is

represented in a 3 x 2 contingency table for observed frequency (oi)

3 x contingency table for observed frequency (oi)

Option NTA FRCN Total

Yes 24 42 66

No 12 8 20

No idea 14 20 34

Total 50 70 120

Computation of expected frequency (ei) expected frequency (ei)

= Column total x Row total

Grant total

:. Cell (1:1) = 50 x 66 = 28

120

Cell (2:1) = 70 x 66 = 39

120

Cell (2:1) = 50 x 20 = 8

120

Cell (2:2) = 70 x 20 = 12

120

Cell (3:1) = 50 x 34 = 14

120

Cell (2:2) = 70 x 34 = 20

120

3 x contingency table for observed (0i) and expected (ei) frequencies

Option NTA FRCN

Yes 24

(28)

42

(39)

No 12

(8)

8

(12)

No idea 14

(14)

20

(20)

Calculation of Degree of freedom (df)

= (C – 1) (R – 1)

Where

C = Number of Columns

R = Number of Rows

:. Degree pf Freedom (df) = (2 – 1) (3 – 1)

d.f = (1) (2) = 2

Given 0.05% as level of significance and the Degree of Freedom of 2

:. X2 0.05, and df (2) = 5.99

Computation of Chi –square (X2)

= ∑ (oi – ei)2

ei

Where;

X2 = Computed chi-square

Oi = Observed frequency

ei = Expected frequency

∑ = Summation sign

X2 = (24 – 28)

2 + (24 – 39)

2 + (12 – 8)

2

28 39 8

+ X2 (24 – 12)

2 + (14– 14)

2 + (20 – 20)

2

12 14 20

= X2 = 0.57 + 0.23 + 1.33 + 0 + 0

X2 = 4.13

DECISION

From the calculation above, the table value of 5.99 is greater than the

computed chi-square (x2) pf 4.13. being guided by the rule, the hypothesis that

“Government – owned broadcast stations like NTA and FRCN do not meet the

expectations of their customer in service delivery is hereby upheld

CHAPTER FIVE

SUMMARY OF FINDINGS, RECOMMENDATIONS AND

CONCLUSION

The essence of this chapter is to present the findings as it was carried out

with regards to the subject matter “An appraisal of the implementation of

customer care services in government owned broadcast stations with special

reference to the Nigeria Television Authority (NTA) and Federal Radio

Corporation of Nigeria (FRCN) Enugu. From the findings, the researcher would

make some recommendations, and also draw a conclusion for the study.

In the course of this study. interesting observations were made by the

researcher and these are presented below as the summary findings.

5.1 SUMMARY OF FINDING

From the study, it was noted that majority of the respondents admitted

that the two organizations under study (ie NTA and FRCN) do not have

customers care department in their organizations. This findings was evident

from the magnitude of respondents, about 82:25% who confirmed by a negative

response.

It was noted from the findings that most of the respondents indicated or

agreed that the organizations under study (i.e NTA and FRCN) accord customer

relations/care a priority position in the scheme of things in the organizations.

This was evident from the magnitude of respondents who uphold this view from

the findings.

From the study, it was observed that majority of the respondents admitted

that the implementation of customer care contributes to the sustainability and

expansion of the two organizations under study. this findings was evident from

the number of respondents, about 76.47% who affirmed this opinion.

The findings of the study equally revealed that the majority way through

which the organizations’ customers are served through their programme is that

the air time is provided, advertised for sponsors/ clients to makes use of.

It was noted from the findings that the respondents were divided on the

issues of how customers needs are responded to in the organizations. The

findings revealed that a good number of respondents admitted that the

customers’ needs are responded to “all the time” a good number of respondents

equally admitted that the organizations under study “seldom” respond to

customers’ needs.

It was also noted fro the study that majority of the respondents about

67.06% admitted that most o the customers are satisfied with the services of the

Nigeria Television Authority (NTA) and the Federal Radio Corporation of

Nigeria (FRCN).

5.2 RECOMMENDATIONS

As a result of the findings of the study, the researcher made the following

recommendations.

1. The two organizations under study (i.e NTA and FRCN) are

encouraged to establish viable customer care service department

completely detached from the Marketing department where customers

can lodge complaints and receive prompt and appropriate attention

2. The management of the organizations under study should consider it

very necessary to always take into consideration the interest of the

large public in all their activities. This is very important because the

idea of concentrating more on the coverage of government activities is

not a good means of winning the hearts of the commoners.

3. the researcher recommends that the management of the organization

(i.e NTA and FRCN) should try as much as possible to reduce the cost

of advertisement to enable the common man male adequate patronage

of their services.

4. Both the state and Federal government should do more to encourage

the growth and expansion of these broadcast organizations under study

so that more sophisticated equipment used in the developed countries

can be procured for increased efficiency and proficiency of staff and

to give them a better completive edge over their contemporaries,

5. NTA and FRCN should endeavour to produce and air appropriate

programmes that serve the needs of the viewers and listeners as this

will help to endear these customers to the organizations thereby

increasing their market share in the industry.

6. In addition to appropriate and well-timed programme by these

organizations under study, they should also consider the issue of

adequately informing the customers through different communication

means why their stations are of air at certain occasions and sometime

for a very long time and make necessary apologies to the customers.

The researcher believes that this will go a long way in strongly

cementing the relationship between the organizations and their

customers.

If these recommendations are religiously implemented, the researcher

believes there will be efficient and effective broadcasting in the organizations

under study.

5.3 CONCLUSION

One remarkable feature any organization which intends to succeed in its

business has to posses in the ability to take customers’ interest as heart. This is

why Kinnear (1983:409) stressed that the main objective of most viable

organization is to endure customer service. This is because they are always

aware of the fact that when no customer exist, the concern about cost and profit

would be meaning less.

In all organizations, whether production or service organization,

customers are interested in receiving goods or services when needed, receiving

appropriate goods or services when needed, receiving appropriate order size,

receiving suitable goods or services, being able to return goods when necessary,

purchasing goods at fair and competitive prices and placing orders easily.

In varying degrees, all organization attempt to satisfy customer needs and

wants through a set of activities known collectively as customer service (pride,

1989:399). Many companies maintain in fact that service to the customer is their

top priority, service may be as important in attracting customers and building

sales as the cost or quality of the organization is products.

Many productive and manufacturing organizations have achieved

remarkable feats in their operations because they realize that customers require

a variety of services. as the most basic level, they need fair prices, acceptable

product quality and dependable deliveries.

Customers seeking a higher level of customer service many also want

sizeable inventories, efficient order processing, availability of emergency

shipments, prompt replacement of defective items and warranties. Because

service needs vary from customer to customer, organization must analyze and

adapt to –customer preferences. Attention to customer needs and preference are

crucial to increasing and repeat sales. An organization’s failure to provide the

desired level of service may mean the less of customers.

In conclusion, for organizations like NTA and FRCN which are in the

business of broadcasting, this realization of a more effective customer service in

their programmer and programming activities will not doubt win the hearts of

their customer. This can be dome by ensuring that an effective customer unit is

put in place in the zonal and production centers to see to customers requests

within a reasonable short time. And other organizations would come to realize

the obvious fact that customer service is considered to be a key element in any

organization’s marketing mix

BIBLIOGRAPHY

BOOKS

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Erwin Inc.

Kotler, P. and Armstrong, G. (1994). Principles of Marketing, 5Th

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India: Prentice Hall.

Kotler, P. (1997), Marketing Management: Analysis, Planning, Implementation

and Control.

Martin, B. W. (1989), Managing Quality Customer Service California: Crisp

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Melksham Wiltshire.

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Houghton Mifflin Co.

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JOURNALS AND NEWSPAPERS

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Markets” cited by Anayo, D. and Moses, C. in Hallmark, Journal of

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UNPUBLISHED WORK AND INTERNET MATERIALS

Clemmer, J. Customer Satisfaction is a Reflection of Employee Satisfaction”,

www.clemmer.net

Cooper, P., Definition of Customer Service”,

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Sandra, M., “How Far Will you go to wow a customer

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What is Customer Knowledge? www.dobney.com

QUESTIONNAIRE

Faculty of Business Administration

Department of Marking

School of Postgraduate Studies

University of Nigeria, Enugu Campus

(UNEC), Enugu

Dear Respondent,

I am currently carrying out a research tiled “The appraisal of the Implemental of

customer care services in government owned broadcast Station in Enugu.

The study is embarked upon as one of the requirements for award of Master

degree in Business Administration (MBA) in Marketing.

Please, kindly fill this questionnaire as honestly and frankly as you can. All

information is purely for academic purpose and be treated with

confidence.

Yours faithfully,

Onunkwu, Winifred N.

Research

QUESTIONNAIRE

(FOR STAFF OF NTA AND FRCN)

SECTION A: STATISTICAL DATA

1. Sex

(i) Male [ ]

(ii) Female [ ]

2. Age

(i) 18 – 25 [ ]

(ii) 26 – 45 [ ]

(iii) 46 – 65 [ ]

(iv) 55 and above [ ]

3. Marital Status

(i) Single [ ]

(ii) Married [ ]

Section B (Please tick as appropriate

4. Name of workplace

(i) NTA [ ]

(ii) FRCN [ ]

5. What categories of staff do you belong:

(i) Junior Staff [ ]

(ii) Senior staff [ ]

(iii) Management staff [ ]

6. Do you have customer care department in your organization

(i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

7. Does management recognize the importance of adequate serving the

customers through their programmes and programming?

i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

8. If yes, how is this applied?.....................................................................

…………………………………………………………………………

9. think is application has contributed to the revenue generated and

growth of your organization?

i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

10. If No, what would you attribute to the growth so far?............................

………………………………………………………………………….

11. Give suggestion(s) on how to improve on customer care in your

organization……………………………………………………………

…………………………………………………………………………

FOR CUSTOMER

Section A (Please tick as appropriate)

1. Do you listen to radio?

(i) Yes [ ]

(ii) No [ ]

2. Which radio station do you enjoy most

(i) Radio Nigeria [ ]

(ii) ESBS radio [ ]

(iii) FM [ ]

(iv) Any other [ ]

3. Why do you prefer your choice?

(i) Clear sound [ ]

(ii) Alternative [ ]

(iii) Good New Info [ ]

(iv) Educational progammes [ ]

(v) No alternative

4. Which programme do you prefer to listen in your chosen radio

station?

(i) News & current affairs [ ]

(ii) Drama [ ]

(iii) Educational [ ]

(iv) Talk shows [ ]

(iv) Adverts [ ]

(v) Any other [ ] (special) …………………..

5. Do you listen to television?

(i) Yes [ ]

(ii) No [ ]

6. Which TV station do you watch most?

(i) NTA [ ]

(ii) ESTV [ ]

(iii) MBI [ ]

(iv) (v) Any other [ ] (special) …………………..

7. Why do you prefer your choice

(i) Clear sound & picture signals [ ]

(ii) Educational programme [ ]

(iii) Entertaining programme [ ]

(iv) Good New info [ ]

(v) No alternative [ ]

8. Which programme do you prefer to watch?

(i) News & current affairs [ ]

(ii) Drama [ ]

(iii) Educational [ ]

(iv) Documentaries [ ]

(iv) Adverts [ ]

(v) Any other [ ] (special) …………………..

9. Is there any other programme you wish they include in their programme

(i) Yes [ ]

(ii) No [ ]

10. If yes state such programme ____________________________________

11. To what extent does the station satisfy you in your chosen programme?

(i) Good [ ]

(ii) Very good [ ]

(iii) Poor [ ]

(iv) Very poor [ ]

12. How do you rate the service of Radio Nigeria Enugu?

(i) Good [ ]

(ii) Very good [ ]

(iii) Poor [ ]

(iv) Very poor [ ]

13. Are you satisfied with their services

(i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

14. How do you rate the services of NTA Enugu?

(i) Good [ ]

(ii) Very good [ ]

(iii) Poor [ ]

(iv) Very poor [ ]

15. Are you satisfied with the services?

(i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

16. Is them other ways you think they can satisfy the listener/viewers better?

(i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

16. If yes state__________________________________________________

18. Which interest would you say NTA and Radio Nigeria satisfy most?

(i) Common men [ ]

(ii) Government [ ]

(iii) The Rich [ ]

(iv) The Elites [ ]

19 Do they cover the interest of people in the rural areas?

(i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

20 Does government sponsorship of the Broadcastign media affect its

relationship with its customers?

(i) Yes [ ]

(ii) No [ ]

(iii) Can’t say [ ]

Statistical data

21 Sex

(i) Male [ ]

(ii) Female [ ]

22 Age

(i) 18 – 25 [ ]

(ii) 26 – 45 [ ]

(iii) 46 – 65 [ ]

(iv) 66 and above [ ]

23. Occupation

(i) Civil Servant [ ]

(ii) Private worker [ ]

(iii) Business owner [ ]

(iv) Student/Applications/house wife [ ]

24. Marital status

(i) Single [ ]

(ii) Married [ ]