Phase II: Identifying Phase

This practical phase is concerned mainly with identifying telecommunications operators’ patterns of managing customer satisfaction and customer retention as two main strategic goals for telecommunications operators in Jordan’s market, and then to evaluate the effect of marketing orientation on these processes.

In detail, taking into account the adopted level of marketing orientation (the outcome of research phase (I)) for each telecommunications operator, this phase identifies the ways and mechanisms by which each component and sub-dimension of customer satisfaction is built based on the applications of the Expectation Disconfirmation Model (EDM) (i.e.

customer expectations; the affective and the cognitive variables of customer judgment).

In addition, this phase identifies the ways in which each component and sub-dimension of customer retention is built by each operator (taking into account their adopted level of marketing orientation). The process is accomplished based on the applications of the Behavioural Perspective Model (PBM) (e.g. learning history, utilitarian reinforcement, utilitarian punishment, etc); meanwhile, the outcomes of this evaluation reflect the mechanisms of building customer retention within its behavioural understanding.

103 3.6.2.1 Applied Instrument/Phase II

Qualitative approach involves gathering a great deal of information about a small number of people or organisations which is generally not presentable in numerical form (Ticehurst & Veal, 2005). This approach is judged more suitable for this phase of the research. Consequently, the semi-structured audio-taped interview as a qualitative instrument was chosen in phase II. The in-depth, unstructured interview is the most appropriate instrument in this phase because of its capability to achieve the story behind a participant’s experience through the detailed descriptions of events, situations and interactions between people and what is being investigated (Patton, 1980 cited in Gilmore & Carson, 1996).

Semi-structured interviews with directors and senior and executive managers within the main telecommunications operators (who represent higher involvement and participation in their organisations) allow a “greater degree of sense-making, and richer descriptive and analytical possibilities for the data” (Rouse & Daellenbach, 1999, p.

490). This non-standardised qualitative instrument is more appropriate for potential interviewees such as directors or senior managers, in that it encourages them to express their experiences, attitudes, needs and ideas relevant to their companies’ marketing strategies (Wright, 1996). In addition, the semi-structured interview technique, unlike structured interview or group interview is more suitable for managers who are more likely to agree to be interviewed in an unstructured and individual fashion (Saunders et al., 2007; Seidman, 1991).

Moreover, the semi-structured interview was chosen in this research because it seeks to go beyond gathering information to provide an understanding of the experiences of respondents’ attitudes and ideas (Hall & Rist, 1999) regarding the drivers and mechanisms of customer satisfaction and customer retention in Jordan’s market. As the research purpose is concerned mainly with gaining further understanding (not causal relationship research) of the research statement, purposive sampling may be the most appropriate technique for the data collection process in such research (Saunders et al., 2007). Consequently, this phase of research also followed a judgmental (purposive) selection procedure in which 20 participants were targeted based on the recommendations of the previous stage regarding identifying the key informants persons from each firm. In addition, the sampling process has taken into account the

104 diversity of interviewees’ backgrounds and experiences, such as marketing, strategy, and communication among others.

3.6.2.2 Data Collection Procedure/Phase II

3.6.2.2.1 Prior Interview

As mentioned above, managers in such a stiff competitive environment are expected to be reticent about disclosing information with regard to sensitive issues. Consequently, because of the potential challenges associated with getting the acceptance for participation, the researcher started communicating with the four telecommunication operators in Jordan at an early stage in the study. This initial preparatory stage was to introduce the research aims and coordinate with the potential participants who have excellent experience and background in the research area.

Formal letters (Appendix A) were sent to the general managers of the four telecommunication operators in coordination with the researcher supervisor and Head of Department of Marketing and Enterprise at the University of Hertfordshire. The letters introduced the researcher, and the study aims in addition to requesting permission to collect data and the offer to provide a summary of the research findings.

Finally, interview agendas - time, date and place- were arranged at this stage in coordination with the targeted interviewees’ secretaries.

3.6.2.2.2 During Interview

Taking into account the expected reticence and limited time offered by senior or executive managers, a three-stage interview protocol (introduction, interviewing and wrapping-up) was developed in order to manage the planned interviews efficiently (Appendix B).

The first action taken before conducting the interview was reminding the participants of the purpose of the study and the research progress (Saunders et al., 2007). Re-permission was sought for recording the interviews and for taking hand-written notes.

The researcher tried to manage each interview in a way that allows the participant to express their thoughts and ideas. It is worth noting that each participant was reminded of the right not to answer any question should they not wish to do so, and that the interview will be stopped if they so wish (Saunders et al., 2007).

105 The developed interview protocol and the adoption of specific interviewing skills helped the researcher to manage the interviews in a way that stimulated respondents to elaborate on critical points, and allowed participants to express their thoughts. An example of such techniques is ‘laddering’ (Veludo-de-Oliveira et al., 2006) which is viewed as an in-depth, one-on-one interviewing style in which the interviewer starts with questions about general or external objects, then proceeds to internal attitudes based on the participant’s answers.

The planned semi-structured audio-taped interview consists of 20 questions as shown in Appendix D, beginning with general and less sensitive issues, and then focusing on specific dimensions of issues being evaluated. Hence, interview questions were divided into three sections; (i) general background, and (ii) the attitudinal aspects of customer satisfaction, and (iii) the behavioural aspects of consumer retention.

Section one: consists of 2 initial and general questions (factual rather than opinion questions) intended to involve the respondent in the interview, and to be in the mode to express his thoughts and ideas with regard to subsequent research questions. Thus, the questions of this section address:

 The performance of the PTSJ compared to other region peer markets (e.g. ARPU, penetration rate, provided services, technology, etc).

 The general image of Jordan’s market with regard to TSPs’ strategic positions and roles: market leader, follower, or challenger (i.e. market dominance strategy for each TSP).

Section two: comprises 9 questions covering different areas of customer satisfaction.

The questions aim at identifying the key factors in telecommunication operators’ value creation strategies from the view of

managers (i.e. customer satisfaction). Thus, the questions were developed to explore the ways in which each firm manages its marketing capabilities in order to manage customer expectations, and the different dimensions of perceived performance: the affective and cognitive variables (consistent with the EDM).

Section three: comprises 9 questions aimed at identifying firms’ patterns in building customer retention. Hence, it is focused on the behavioural aspects of customer

106 retention, its stimulus and consequences [reinforcements and punishments] (consistent with the BPM).

It is worth noting that interview questions were formulated in English then were translated into Arabic before conducting the practical data collecting process. Back translation was used in translating the final draft of the interview questions; this technique is the primary method used to check translation accuracy (Douglas & Craig, 2007) in marketing research. According to the back translation approach, the questions were translated to Arabic then translated back into English without reference to the original text by an independent translator in order to ensure accuracy and to solve any contradiction between both translations.

3.6.2.2.3 PostInterview

The validity of the recorded data was confirmed by replaying the audio-recorded material after every interview. Initial evaluation of the interview, regarding the need for a subsequent further interview, is an important process before sending the participant a letter (email) of thanks for his agreement to the meeting; the procedure which was followed after each interview.