customer service effectiveness an appraisal from the ... · issn: 2717-3151, volume 4, issue 1,...

International Journal of Economics & Business ISSN: 2717-3151, Volume 4, Issue 1, page 124 - 140

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Zambrut.com. Publication date: May 30, 2019.

Enoanyor, R. E. M. E. 2019. Customer Service Effectiveness an Appraisal from ................ 124

Customer Service Effectiveness

an Appraisal from the

Perspective (Study of Camtel in South-West Regional Office of the Republic of Cameroon)

Ruth Erang Mbu Epse Enoanyor

Ruth Erang Mbu Epse Enoanyor

University of Buea

South-West Region, Republic of Cameroon

1. INTRODUCTION

Customer expectations are evolving and the customers are more vocal and willing to share both

when something is good and when something is bad. Customer service is also evolving, in order to keep

pace with customers. The pace of the change driven by customer‟s expectation of effectiveness is

accelerating because the social web (commerce and network) has enabled and empowered customers.

Abstract: This article intends to appraise customer service effectiveness from the

perspective of CAMTEL, south-west regional office of the Republic of Cameroon. Data

used in the study were collected through questionnaires administered to 90 customers of

CAMTEL South-West Region. Data were analyzed using both descriptive and inferential

statistics, and the hypothesis were tested using chi-square and Ordinary Least Square

regression (t-test, and p-value). With respect to customer service in CAMTEL, the study

established that CAMTEL customer service effectiveness is not significant enough in

bringing or meeting up with customers’ expectations. Most respondents were not

satisfied with the customer service effectiveness in CAMTEL which reduced their

loyalty, their level of contentment in staying with CAMTEL rather leaking on to

competitors, their trust of the services and their desire to stay with CAMTEL. Despite

the fact that the company can still boost of a certain number of customers, it is strongly

recommended that CAMTEL management should improve its customer service,

emphasizing on building a good customer relationship management, developing

information systems, training its staff to be responsive, providing bonuses, and

reviewing the pricing, to increase loyalty and retention.

Keywords: Customer Service, Effectiveness, Appraisal, CAMTEL, South-West Region.

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Thinking back 10-15 years ago, customers were not able to make purchases online. They only asked

friends and there were no online reviews. When a customer needed to contact a company, when something

had really happen, they might have even sent a letter, or pick up a phone and call.

In today's competitive environment, the concept of customer service effectiveness has played

strategic roles in the improving, managing, retaining and developing customer‟s loyalty (Oluseye et al.,

2014). When industries manufacturing and large cities began to grow, the service industry began to gain

ground. Due to the changing economic trend, the outlook of business activities have significantly changed

and shifted from high reliance on manufacturing companies to focus on providing timely and quality

service delivery. The age of the service company has been alive and strong for some time now.

Therefore, in order to provide quality service to customers in this present time, organizations must

have appropriate and comprehensive knowledge of who they are meant to offer services and what form of

service should be delivered. In an attempt to resolve the question on what form of service should be

rendered to customers, Davis and Heincke (2003) noted that, services are intangible and therefore more

difficult for both service providers and the customers to measure and evaluate objectively. They went on to

say that services are produced and consumed simultaneously, meaning that either the customer or a

possession of the customer is involved in the process while the service is being delivered. Aronould, Price

and Zinkhand (2004) posited that no organisation can produce essential and quality service delivered

without the requisite to understand further than the basic characteristics of services and what they value.

The concept of customer service has been defined by different people with different connotations.

However, depending on an organization‟s focus, such as retailing, industry, manufacturing or service, the

goals of providing customer service may vary. In fact, we often use the term of service industry as if it

were a separate occupational field unto itself; in reality, most organisations provide some degree of

customer service. Balaji (2009) defines customer services as the capability of well informed, consistent,

efficient, proficient and passionate employee to provide/offer products and services with a view of

identifying and satisfying the needs, demands, values and expectations of the customers (Ehigie, 2006).

Globally, in the process of achieving organizational goals and objectives, better customer services is

a very important aspect in retaining customers. Better customer service is therefore an important and

necessary activity at all time in the life of the enterprise. Every organisation, especially in the

telecommunication sectors, has to take into consideration how best to serve it potential and current

customers if it intends for such customers to retain its products or service. The development and expansion

in the telecommunication industry today has paved ways for economic development and satisfaction. The

most important development and discovery is the wireless telephone system, which comes in either in

fixed wireless telephone lines or the Global system of mobile communications (GSM) of which Cameroon

system is not left out.

The advent of GSM in 2017 marked a dramatic shift in Cameroon‟s telecommunication industry.

The Cameroon telecommunication industry is one of those industries that have experiencing in more than a

decade now an increase competition. This all started in July 1998 when there was a revival of the

Cameroon telecommunication sector. This revival was to make Cameroon broke-up the long monopoly it

had in this sector since 1972. This was followed by the split up of the historical public monopoly

International Communication Company Limited (Intelcom) in 1999 into two entities: CAMTEL and

CAMTEL Mobile. Thereafter, the first competitive private mobile license was granted to the “Societé

Camerounaise des Mobiles (SCM)”. With three telecommunication companies operating then, the

government created the Telecommunication Regulatory Agency (ART) which acts as the sector gendarme

(it guarantees and ensures the regulation, control and monitor of the activities of operators in this sector).

This new legal and regulatory framework immediately attracted foreign investors. Since then, GSM

licenses were granted to three (3) providers namely MTN, ORANGE and NEXTTEL.

Telecommunication product development is easy to emulate, and when the telecommunication

industry provide nearly identical services, they can only be distinguished based on the prices and quality.

The service failure in service industry is predictable due to the human involvement in the service delivery

process, which eventually creates vitality for service providers to obtain complaints from angry or


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dissatisfied customers, in order to, retain them by provisioning of quick recovery option (Kaur & Sharma,

2015). In today‟s cutthroat competitive environment, negligence in customer service or service quality can

lead to business loss, which is not affordable in terms of cost of acquiring new customers. It is important to

formulate proactive strategies to retain customers by determining the antecedents behind customer

complaining behaviour (Karatepe, 2006; Kaur & Sharma, 2015). This behaviour is developed with

experience and direct or indirect interaction with service (Meyer & Schwager, 2007). Customer experience

is a term that explains customer collective incident with service provider and it also helps to determine the

durability of relationship of that customer with service provider (Islam & Rima, 2013). Customer

experience can be enhanced only when good customer service is maintained.

Therefore, good customer services is the potential and effective tool that telecommunication industry

can use to gain a strategic advantage and survive in today‟s ever-increasing telecommunication

competitive environment. The majorities of telecommunication companies have non-domestic owners, and

are not very diversified in terms of the products and services they offer (Hull, 2002). This suggest that

most organisations have reached the maturity phase of the product life cycle and has become commodities,

since telecommunication companies offers nearly the same products. This carries the danger of creating a

downward spiral of perpetual price discounting; fight for customer share (Mendzela, 1999).

One strategic focus that telecommunication companies can implement to remain competitive would

be to retain as many customers as possible. The key factors influencing customer retention in the

telecommunication industry includes the range of services, rates, fees and price charged (Abratt & Russell,

1999). Furthermore, service excellence, meeting clients‟ needs, and providing innovative products are

essential to succeed in the telecommunication industry. Most private firms claim that creating and

maintaining customer relationships are important to them and they are aware of the positive values that

relationships provide (Colgate et al., 1996).

Cameroon Telecommunication (CAMTEL) was first a private telephone company known as

INTELCAM which was a branch of an American Telecommunication company. Later on it became a

parastatal, part government and part private. CAMTEL was created under decree No:98/198 on the 8th of

September 1998, with a staff strength of ( 2197) workers. CAMTEL deliver services such as OPTICAL

FIBER and CORPORATE NETWORK, which CAMTEL uses to distribute different available Network to

its competitors.

At first, CAMTEL had just the Land Line (fixed) telephone and fax, but when telecommunication

competitors came to Cameroon with mobile phones, internet and (GSM), it was like an eye opener to

CAMTEL. CAMTEL had to diversify its products, being the owner of the optical fiber CAMTEL had to

come out with more advanced communication tools in order to retain its customers. In order to retain its

customers, CAMTEL had to do everything possible to meet the expectations of the customers through

improvement in technology and marketing mix.

To accomplish this target, CAMTEL had to turn a new page and came out with the following

products: wireless fixed phone, mobile (CT) phone, pay phone, (GSM), smart phone, Wiffi, pack Mboa,

Toli, Telecopy (fax). For internet services CAMTEL has: switching telephone NETWORK, Internet

connections through CT phones, (ISDN) an internet in wireless fixed phones, internet through (ADSL) and

internet connection through dedicated lines. In addition, CAMTEL has a short-term plan and a minimum

investment program where: CAMTEL Laid the sub-marine optical fiber cable West Africa Festoon sub-

marine Cable System(WAFS), With landing points in Kribi and Limbe, and a land extension from Limbe

to Douala. CAMTEL has put in place a reliable modern system of managing Network from the technical

and commercial standpoint with a view to ensuring rapid connection of subscribers and easy fault

recording.

Studies on customers‟ service, customer loyalty and customers‟ retention are no longer a new topic

in the field of customer relationship management practice and philosophies (Colgate & Norris, 2001;

Bowen & Chen, 2001; Lauren & Lin, 2003; Lee & Hwan, 2005; Lucas, 2005; Mishra, 2009). However,

after a thorough search, limited studies have been carried out regarding the effectiveness of customer

service in the retention of customers in developing economy such as Cameroon and more precisely in a


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public company that had monopoly in the past and today is almost the last in the market despite urged

investments. In addition, various researches (Douglas & Connor, 2003; Wong & Sohal, 2003; Parasuraman

et al., 1988) have focused only on service quality in telecommunication sector while customer service

being the focus of this study as well as its influence on customer retention has been given limited attention.

This research therefore seeks to examine customer service (effectiveness and quality) in CAMTEL and its

influence on customer retention.

1.1 Problem Statement

Telecommunication companies continuously strive to increase their customer base. They provide

products and services to fulfill different needs of the customers. The focus is now moving from short-term

satisfaction to long-term relationship between the firm and its customers as Grönroos (2000). Finding new

customers is important for a business, but equally important is keeping the old customers since it has

resultant economic benefits to the business (Buttle, 2004). The effectiveness of customer service and the

delivery of high quality services are considered to be profitable strategy for success in today‟s highly

competitive market including the telecommunication industry.

The Cameroonian telecommunication industry has shown significant growth since 1998 with the

liberalization of the sector. It was composed of a single monopoly the early days but now it is totally

dominated by four companies. It is therefore crucial for companies operating in the sector to gain better

understanding of their customers so that they are attracted as well as maintained for long period. If this is

true for leaders companies, it is more relevant to followers such as CAMTEL which need to increase its

market share. In fact, according to statistics from the Telecoms Regulatory Agency (ART in French), the

telephone sector in Cameroon had 16.8 million subscribers (out of a population of 22 million inhabitants)

as at end September 2015, against 16.6 million in 2014. This development is mainly due to the increase in

the mobile telephone penetration rate, which now reaches 80% against 71% in 2014, according to the

telecoms regulatory authority.

The couple made of the South African operator MTN and the French group Orange continues to lay

down the law on the mobile market and telephone market at large, with 93.8% of market shares for both.

In detail, MTN grabs 57.04% of the market, against 36.8% for Orange. The newest arrival on the market,

Vietnamese operator Viettel which operates under the NEXTTEL brand, takes 4.66% of market share, a

little over one year after launching its operations. At the tail end of this ranking established by ART is the

historical operator, CAMTEL, sole landline telephone operator of the country, who commands 1.4% of the

telephone market in Cameroon. However, from the telecoms authority's statistics, the number of

subscribers to the public operator, who at that time was preparing to start using its mobile license, reaches

412,000 clients, after stagnating for a long time at 22,000.

The competition in that sector has forced telecommunication companies to think of ways to generate

profit by differentiating their products and/or services from their competitors so that customers are retained

to a greater level. Nevertheless, it should be noted that, today, the differences in products or services

offered among the different telecommunications providers are relatively insignificant, even the switching

cost of customers is very low. To obtain an advantage in such a competitive environment, firms are now

providing “value-added” service. According to Vandermerve (1993), the rationale is that the market power

is in the services, because the value is in the result; which has to do with customer retention and loyalty.

As such, in this system characterised by competition, companies want to meet up with the need of

customers. Due to the unpredictable behaviour of customers, they can only be stimulated to buy and

because of these companies are forced to better customer services to retain their customers. These

functional characteristics have brought us to develop the various ways in which companies can better

customer service and customer retention. Firstly, what is the nature of customer service in companies? And

how does it impact customer retention? What are those strategies that can be used in customer services in

other to retain its customers? Are employees satisfied, so that they can be willing to give customers the

best service? This is because when a customer receives poor service, he or she will tell up to 30 people


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which will tannish the image of the company. This leads us to exposing the strategies to improve customer

services and its impact on customer retention.

This notwithstanding, Hopewell (2014) found that the service quality of many telecommunication

operators is very poor due to high number of complaints, bad customer experiences and customer

satisfaction issue. Service providers are doing service upgrades and expansions in order to meet these

market challenges. Service providers need to provide better data services and they need to upgrade

technology from 3G (3rd

Generation) to 4G (4th

Generation) mobile technology for provisioning of faster

data services. During the roll-out of network and services, lack of proper planning leads to poor customer

service to clients (Taylor, 2013). This can contribute to poor voice and data services. This is highly

evident in CAMTEL in that even after the launching of the mobile license, its situation and position in the

telecommunication sector has not change. While MTN Cameroon, ORANGE and NEXTEL are making

massive moves towards attracting and maintaining customers through an efficient customer relationship

management and increased service quality, the state-owned corporation CAMTEL which is the pioneer in

the country has over the years recorded no significant increase in its customer base when compared with

the former. Ironically, CAMTEL customers keep on switching from this sector to enjoy the quality

services offered by its competitors. This can be illustrated by a drastic decrease of CAMTEL South-West

Region revenues from 1,377,044,457 CFAF in 2013 to 244,240,941 CFAF in 2017 (see Appendix 2). In

view of the above, there is dire need to conduct a study on customer service quality in CAMTEL and how

it affects customer retention rate. In addition, it is important to consider the observations of Fluss (2010)

concerning the attitudes of competitors and the annual customer attrition in some industries and more

particularly in the telecommunication industry. He notes that competitors are always on the lookout to steal

customers through better deals. He has observed that annual customer attrition rates range from 7% in

industries that have high exit barriers such as banking and insurance, to almost 40% in the mobile phone

industry. It can therefore, be concluded that customers in the telecommunication industry keep on

switching network providers for better deals.

2. CONCEPTUAL AND THEORETICAL FRAMEWORK

The main objective of customer service is customer satisfaction. Therefore an effective customer

service is the one that provide satisfaction to customers. A satisfied customer does not mean someone who

does not have complaints; he is simply someone who is genuinely happy with the service, the product and

the whole experience of dealing with the organization.

The aspects that can be observed in assessing the effectiveness of an organization customer service

are its staff (in terms of general appearance, mood and expression, attitude, product knowledge, training,

communication abilities, etc.), the premises (special offers, etc.), the quality and the value of the products

or services.

Companies with effective customer service have many benefits. Firstly, it is always cheaper to retain

an existing customer than to attract a new. Secondly, it provides higher value to the customers. It is an

integrated approach to marketing, service and quality and thus, helps the companies in gaining a

competitive advantage over the others. Another advantage of customer service is that long term customers

may do referrals and viral promotion for the companies. Moreover, with time, because of good customer

relationships, customers tend to increase their purchases, and there is less need for the companies to offer

certain price promotion to the retained customers (Parasuraman et al., 1988).

There are two types of services by which companies can improve their customer service; these are:

Reactive and Proactive services (Alireza, 2010). Reactive service is practiced when a customer faces

problem such as product failure or question about bill and contacts the firm to solve it or to get more

information through e-mails, phone etc. Proactive service is a situation where firms do not wait until

customers communicate and contact them. Proactive service holds information about their customers prior

to use reactive solutions such as complaint handling. This can be done where employees are dealing with

and interested to realize customers' expectations (Winer, 2001).


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2.1 The Leaky Bucket Theory by Andrew Ehrenberg (1988)

The leaky bucket theory is the model that seeks to describe the process of customer gain and loss,

otherwise known as customer churn. Customer retention is one of the key concepts in relationship

marketing. Most companies concentrate on recruiting new customers to replace customers who move on,

rather than seeking to retain customers. Andrew Ehrenberg coined the phrase „leaky bucket‟ to describe

this syndrome: in effect, firms are putting customers into a leaky bucket, and instead of preventing them

from leaking away through the bottom of the bucket, the firm keeps topping up the bucket with new

customers.

The theory uses a bucket that has several holes in the base and its walls. A hose is put into the bucket

and it is filled with water. Some of the water will run out the holes. In the analogy, water going into the

bucket represents new customers being acquired and the water flowing out of the bucket represents

customers lost to the firm. The amount of water in the bucket represents the total customer base of the firm

at that time.

Figure 2: Customers’ attrition (Churn)

Source: Clerk (2014)

Customer attrition, also known as customer churn, customer turnover, or customer defection, is the

loss of clients or customers. Banks, telephone service companies, Internet service providers, pay TV

companies, insurance firms, and alarm monitoring services, often use customer attrition analysis and

customer attrition rates as one of their key business metrics (along with cash flow, etc.) because the "...cost

of retaining an existing customer is far less than acquiring a new one." Companies from these sectors often

have customer service branches which attempt to win back defecting clients, because recovered long-term

customers can be worth much more to a company than newly recruited clients.

2.2 Theory Appreciation in this Study

The telecommunication market in Cameroon is very competitive with giant companies like MTN,

ORANGE, NEXTTEL, and CAMTEL. The challenge with CAMTEL is that this is the pioneer company in

the sector yet, it seems to be lacking behind companies like MTN because most of its customers have been

over the years leak to MTN and others.

Thus, if the company must survive from competition then it is paramount to continuously fill the

bucket with more water, in this case, new customers. After all, no water, no business. So the question is:

How leaky is CAMTEL in terms of its customer survive? How many holes do the company has that are

letting customers constantly pour out? There are two ways to keep the water level, that is, the customers

full in the bucket (business):

a. Constantly add more water, new customers, while previous customers continue to pour out.

b. Plug the leaks in the business, and keep the water you‟ve already got in your bucket.


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From the customer relationship management, it‟s far easier, and much more cost-effective, to keep the

customers you have rather than trying to attract new ones. It‟s also much more profitable.

2.3 Assimilation Theory by Festinger’s (1957)

Assimilation theory is based on Festinger‟s (1957) dissonance theory. Dissonance theory posits that

consumers make some kind of cognitive comparison between expectations about the product and the

perceived product performance. This view of the consumer post-usage evaluation was introduced into the

satisfaction literature in the form of assimilation theory. According to Anderson (1973), consumers seek to

avoid dissonance by adjusting perceptions about a given product to bring it more in line with expectations.

Consumers can also reduce the tension resulting from a discrepancy between expectations and product

performance either by distorting expectations so that they coincide with perceived product performance or

by raising the level of satisfaction by minimizing the relative importance of the disconfirmation

experienced.

Payton et al. (2003) argue that Assimilation theory has a number of shortcomings. First, the approach

assumes that there is a relationship between expectation and satisfaction but does not specify how

disconfirmation of an expectation leads to either satisfaction or dissatisfaction. Second, the theory also

assumes that consumers are motivated enough to adjust either their expectations or their perceptions about

the performance of the product. A number of researchers have found that controlling for actual product

performance can lead to a positive relationship between expectation and satisfaction. Therefore, it would

appear that dissatisfaction could never occur unless the evaluative processes were to begin with negative

consumer expectations.

3. METHODOLOGY

This study intended to appraise the effectiveness of customer service from the perspective of

CAMTEL South-West Regional office and its ability to bring about customer satisfaction

The study made used of the descriptive survey research design. Descriptive research involved

gathering data that describe events and then organizes, tabulates, depicts, and describes the data collection

(Mugenda & Mugenda, 2003). The justification for using this design is that it has the ability to explore the

existing status of two or more variables at a given time. It is usually associated with a deductive approach

and is conducted usually in business and management research to prove or disprove certain assumed

propositions and hypothesis. As such, it was apt to employ this design to examine the effect of customer

service especially of CAMTEL on the customer retention in the company.

The population of this study constituted all the customers of CAMTEL in the South-West Region

with special focus in Buea Municipality

The sampling strategy used for the selection of a sample can either be random or purposive

(Robinson, 2014). This study adopted the purposive sampling technique given that there was not a known

size of the total population. As a consequent of this, respondents were selected based on their willingness

to participate and their availability. This enabled to target a sample size of 150 respondents. Out of the 150

targeted, just 90 finally participated to the study, giving a response percentage of 60%. Thus, the study

sample is 90 respondents who were customers of CAMTEL.

There are two sources of data collection techniques. Primary and Secondary data collection

techniques. Primary data collection uses surveys, experiments or direct observations. Secondary data

collection may be conducted by collecting information from a diverse source of documents or

electronically stored information, census and market studies are examples of a common sources of

secondary data.

Data for this study was collected mainly from the primary source using questionnaires.

Questionnaires are the most regularly used data gathering method (Saunders et al, 2007) as it is a highly

effective way in gathering empirical data from large samples within a short period of time. The

questionnaire contained a list of questions either an open-ended or close -ended for which the respondent

give answers as such this study mainly focused on the use of questionnaire for data collection


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The data for the present study were personally collected by the researcher with the help of a self-

structured non disguised questionnaire and interviews. Five points Likert Scale was used in the

questionnaire which was a semi-structured questionnaire. The questionnaire framed was simple easy

comprehendible and consistent of closed ended questions. The focus of the questions was regarding the

customer service, service quality and their impact on the retention customers in the telecommunication

sector. Five points, Likert Scale was used in the questionnaires to know the responses of the customers.

The Statistical Package for Social Sciences (SPSS) version 21 was employed to analyze the data. The

collected data were first edited, coded, and checked to see whether there was any missing data. For

analyzing the quantitative data, SPSS is a widely used technique for managing data adequately and

analysis appropriately

4. FINDINGS

This study was out to appraise the effectiveness of customer services in CAMTEL Buea. The initial

point to this assessment was respondents opinions on how effective are CAMTEL services in the South-

West Region of Cameroon. Data on this specific objective were collected and analyzed by the use of

descriptive and inferential statistical techniques; which employed the use of non- parametric statistics.

Descriptive statistics were generated through percentages, means and standard deviations and to analyze

the data under study from where inferences were made. The analyzed data were then presented in tables,

figures and charts.

Data were gathered using Likert scale ranking response options on a scale of 1-5 through: Strongly

Disagree (SD), Disagree (D), Neutral (N), Agree (A) and Strongly Agree (SA) taking into account the

direction of the survey statement; positive weighted or negative weighted statements. The Likert scale data

were analysed using mean and standard deviation where the mean values were used as the focal points for

drawing conclusion for the descriptive findings.

Results of the survey revealed that out of 90 respondents, slightly more than half of the respondents

47(52.2%) admitted that they could describe customer service in CAMTEL South-West Region of

Cameroon as effective while the remaining 43(47.8%) disregarded the effectiveness of this customer

service.

As such, 15(16.7%) rated the customer service to be not effective at all, 33(36.7%) considered it less

effective, 28(31.1%) ranked it ineffective and 12(13.3%) viewed it as effective and 2(2.2%) considered

it very effective as seen on the figure below.

Figure 8: Rating of Customer service Effectiveness

Source: Field Survey, 2018


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In addition, the examination of customer service effectiveness was done with 15 survey statements

derived from the literature review and evaluated on 5-point likert scale options. In order to reduce

ambiguity, the researcher collapsed the Likert scale from five point ranking to three point ranking,

wherein; Strongly Agree and Agree where analysed under Agree (A), disagree and Strongly Disagree

grouped under Disagree (D) and the Neutral option maintained. The respondents‟ view is presented in

Table below.

Table: Respondents’ View on Customer Service Effectiveness

Any time you try to call Camtel South-West phone, a live person usually

answer to your call

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 3 3,3 3,3 3,3

Disagree 14 15,6 15,6 18,9

Neutral 42 46,7 46,7 65,6

Agree 18 20,0 20,0 85,6

Strongly Agree 13 14,4 14,4 100,0

Total 90 100,0 100,0

All the promises make by Camtel South-West are always realized on time

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 7 7,8 7,8 7,8

Disagree 12 13,3 13,3 21,1

Neutral 38 42,2 42,2 63,3

Agree 26 28,9 28,9 92,2

Strongly Agree 7 7,8 7,8 100,0

Total 90 100,0 100,0

The delivery of service in Camtel South-West is make on promised time

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 7 7,8 7,8 7,8

Disagree 12 13,3 13,3 21,1

Neutral 38 42,2 42,2 63,3

Agree 25 27,8 27,8 91,1


Total 90 100,0 100,0


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Camtel stick to their timing promises

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 7 7,8 7,8 7,8

Disagree 16 17,8 17,8 25,6

Neutral 31 34,4 34,4 60,0

Agree 27 30,0 30,0 90,0


Total 90 100,0 100,0

Camtel staff usually listen to you talking and provide appropriate responses

to you

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 9 10,0 10,0 10,0

Disagree 31 34,4 34,4 44,4

Neutral 31 34,4 34,4 78,9

Agree 11 12,2 12,2 91,1


Total 90 100,0 100,0

Camtel South-West properly dealt with complaint given by customers

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 10 11,1 11,1 11,1

Disagree 10 11,1 11,1 22,2

Neutral 39 43,3 43,3 65,6

Agree 23 25,6 25,6 91,1


Total 90 100,0 100,0

Camtel South-West assigns adequate time to respond to my complaints

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentage

Valid

Strongly

Disagree 11 12,2 12,2 12,2

Disagree 13 14,4 14,4 26,7

Neutral 36 40,0 40,0 66,7

Agree 17 18,9 18,9 85,6

Strongly Agree 13 14,4 14,4 100,0

Total 90 100,0 100,0


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Camtel South-West apologizes whenever a complaint is made

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentages

Valid

Strongly

Disagree 11 12,2 12,2 12,2

Disagree 18 20,0 20,0 32,2

Neutral 34 37,8 37,8 70,0

Agree 21 23,3 23,3 93,3


Total 90 100,0 100,0

Camtel South-West provides information about handling complaint

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentages

Valid

Strongly

Disagree 17 18,9 18,9 18,9

Disagree 28 31,1 31,1 50,0

Neutral 27 30,0 30,0 80,0

Agree 12 13,3 13,3 93,3


Total 90 100,0 100,0

Camtel South-West staff are friendly, helpful and always keep their eyes on

customer satisfaction

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentages

Valid

Strongly

Disagree 11 12,2 12,2 12,2

Disagree 24 26,7 26,7 38,9

Neutral 26 28,9 28,9 67,8

Agree 14 15,6 15,6 83,3

Strongly Agree 15 16,7 16,7 100,0

Total 90 100,0 100,0

The staff of Camtel South-West is courteous and knowledgeable

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentages

Valide

Strongly

Disagree 13 14,4 14,4 14,4

Disagree 24 26,7 26,7 41,1

Neutral 33 36,7 36,7 77,8

Agree 16 17,8 17,8 95,6


Total 90 100,0 100,0


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The staff-customer interaction is well done in Camtel South-West

frequency Percentage Valid

Percentage

Cumulative

percentages

Valid

Strongly

Disagree 12 13,3 13,3 13,3

Disagree 28 31,1 31,1 44,4

Neutral 24 26,7 26,7 71,1

Agree 20 22,2 22,2 93,3


Total 90 100,0 100,0

The staff of Camtel South-West always lead you to the service you request for

Frequenc

y Percentage

Valid

Percentage

Cumulative

percentages

Valid

Strongly

Disagree 13 14,4 14,4 14,4

Disagree 29 32,2 32,2 46,7

Neutral 28 31,1 31,1 77,8

Agree 15 16,7 16,7 94,4


Total 90 100,0 100,0

The staff of Camtel South-West is well train in attaining customers


Percentage

Cumulative

percentages

Valid

Strongly

Disagree 16 17,8 17,8 17,8

Disagree 21 23,3 23,3 41,1

Neutral 33 36,7 36,7 77,8

Agree 11 12,2 12,2 90,0


Total 90 100,0 100,0

Camtel South-West usually provide additional information on how to use the

service provided


Percentage

Cumulative

percentages

Valid

Strongly

Disagree 22 24,4 24,4 24,4

Disagree 26 28,9 28,9 53,3

Neutral 28 31,1 31,1 84,4

Agree 8 8,9 8,9 93,3


Total 90 100,0 100,0

Source: Field Survey, 2018

More than a quarter of the respondents 31(34%) agreed that any time you try to call CAMTEL

South-West phone, a live person usually answer to your calls and almost half of them 42(46.7%) stayed


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neutral while 17(18.9%) disagreed. Also, a substantial proportion of the respondents 33(36.7%) admitted

that all the promises made by CAMTEL South-West are always realized on time against 19(21.1%)

disagreement and 38(42.2%) neutral views.

Similarly, significant proportion of the respondents 33(36.7%) acknowledged the delivery of service

in CAMTEL South-West is made as promised. This was disagreed by 19(21.1%) of them while majority of

them 38(42.2%) stayed neutral. 19(21.1%) of these responses could also attest to the fact that CAMTEL

staff usually listen to customers complaints and provide appropriate responses; against 40(44.4%)

disagreement and 31(34.4%) indifferent views.

Equally, more than a quarter 30(33.3%) approved that CAMTEL South-West assigns adequate time

to respond to customers‟ complaints; though 36(40%) neither agreed nor disagreed t this assertion as

24(26.6%) who totally disagreed.

In terms of apology, a good proportion of the respondents 27(30%) actually acknowledged that

South-West apologizes whenever a complaint is made. This was frowned at by 29(32.2%) a greater

proportion to the former and 34(37.8%) remained neutral. This also complimented by the views that

CAMTEL South-West provided information about handling customers‟ complaints according to

distributions of 18(20%) agreement, 27(30%) neutrality and half 45(50%) total disagreement.

In relation to socialization, 29(32.3%) admitted that CAMTEL South-West staff are friendly, helpful

and always keep their eyes on customer satisfaction against a greater proportion than them 35(38.9%); yet

26(28.9%) were impartial. 20(22.2%) also, disclosed that the staff of CAMTEL South-West is courteous

and knowledgeable. This was disregarded by 37 (41.1%) of them and 33(36.7%) impartiality.

With regards to staff-customer interaction, about a quarter 26(28.9%) responses approved that the

staff-customer interaction was well done in CAMTEL South-West; unlike majority 40(44.4%)

disagreement and 24(26.7%) neutral views. This was corroborated results of the fact that the staff of

CAMTEL South-West always led you to the service customers request for.

Lastly, results on customer care revealed that only less than a quarter of the respondents 19(22.2%)

acknowledged that the staff of CAMTEL South-West was well train in attaining to customers. 33(36.7%)

views were impassionate but 37(41.1%) totally disagreed. 14(15.6%) respondents went further to admit

that at CAMTEL South-West, additional information on how to use their services were usually provided to

customers. 28(31.1%) did not accept nor reject this but more than half 48(53.3%) rejected.

5. CONCLUSION

The study has noted that customer service effectiveness in CAMTEL showed a dissatisfaction level

from the view of customer which reduces their loyalty, their level of contentment in staying with

CAMTEL rather leaking on to competitors, their trust of the services and their desire to stay with

CAMTEL. There is therefore an urgent need to reestablish a sustainable customer service style that will

cause customers to stay loyal to CAMTEL services.

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