The Impact of ICTs on Customer Service Excellence in Zimbabwe

International Journal of Emerging Technology and Advanced Engineering

Website: www.ijetae.com (ISSN 2250-2459, ISO 9001:2008 Certified Journal, Volume 4, Issue 5, May 2014)

312

The Impact of ICTs on Customer Service Excellence in

Zimbabwe Prof. Gabriel Kabanda

1

1Zimbabwe Open University, 7th Floor Stanley House, Corner First Street/ J. Moyo Avenue, P.O. Box MP 1119, Harare,

ZIMBABWE3

Abstract—The diffusion and adoption of ICT innovations

permeate through a social system that positively affects

customer satisfaction and support customer service excellence.

The three discourses with respect to information systems

innovation are discussed in the context of Zimbabwe with

particular reference to diffusion, social embeddedness, and

the transformative nature of ICT interventions. The

framework for service excellence links the customer to the

service environment, service delivery and the processes. The

Xerox Excellence Model represents one of the early excellence

pioneering models, and the EFQM European Excellence

Model is a representative of international quality award

model that informs customer service excellence. The

methodology used is a mixed method approach, where the

quantitative approach was used in assessing the ICT usage

patterns and indicators in Zimbabwe. The research used the

quantitative approach on Infodensity covering 18 countries in

East and Southern Africa for the period 2000 to 2012, and for

Africa in comparison with the rest of the world from 2005 to

2014. The qualitative approach was used in the analysis of

online query handling facilities at the Zimbabwe Open

University (ZOU) website. Through a random sampling

technique a total of 42,349 views were collected through the

ZOU website on addressing frequently asked questions as a

way to improve customer service excellence. The ICT

development index in Zimbabwe has grown steadily from the

year 2000 to 2012, where Zimbabwe experienced one of the

highest mobile density increases from 2007 to 2012 due to the

enabling environment created by the Government of

Zimbabwe. The infrastructural facilities for ICTs are now

sound in Zimbabwe. However, the gap is on the application

and effective utilization of ICTs to improve on customer

service excellence with some innovation.

Keywords—ICT diffusion, innovation, customer service

excellence, model, education, business

I. INTRODUCTION

The service industry in Zimbabwe has since 1980

embarked on various initiatives that have improved quality,

productivity, customer experience, human capital

development and competitiveness.

Johnston (2004), cited in Otiso et al (2012), posits that

the aim for service excellence does not imply that

organizations should continually and always exceed

expectations; service excellence is to provide the customers

with what they value in order to induce feelings of delight.

Problem handling after conflicts may result in delighted

customers. Excellent service falls into four categories,

according to Johnston (2004), namely delivering the

promise; providing a personal touch; going the extra mile

and dealing well with problems and queries. The

emergence and convergence of information and

communication technologies (ICTs) has remained at the

centre of global socio-economic transformations. Otiso et

al (2012) investigated the effects of the perceived ICT

service quality and its effects on customer satisfaction at

the Kenya Power and Lighting Company (KPLC), Eldoret.

The study was based on Kano satisfaction model, which

focuses on customer satisfaction. The study, which adopted

descriptive survey design involving quantitative research,

established that awareness of service provided ability to

communicate, manage customer attitude, and establish

service seeking habit that is central to the quality of service

provided. This implies that as the ICT service delivery

increases, so does the customer satisfaction. Therefore, to

enhance customer satisfaction, there is need to increase ICT

service delivery. The ICT service delivery affects customer

satisfaction.

Information Technology (IT) produces value by enabling

new Strategic initiatives. Business driven IT Management

is defined as the application of a set of models, practices,

techniques and tools to map and to quantitatively evaluate

dependencies between IT solutions and business

performance and using the quantified evaluation to improve

the IT solutions‘ quality of service and related business

results (Otiso et al, 2012). Diffusion is the process in which

an innovation is communicated through certain channels

over time among the members of a social system (Kabanda

G., 2012).



313

It is a special type of communication, in that the

messages are concerned with new ideas (Rogers,2003, page

5). Innovations diffuse through a social system explained

by the diffusion of innovation theory (Rogers, 2003).

Diffusion of innovation is a theory that analyzes, as well as

explain, the adaptation of a new innovation. The purpose of

this theory to the research is to provide a conceptual

paradigm for understanding the process of diffusion and

social change associated with ICTs. African countries are

largely end consumers of technology and fall among the

late majority (34%) and laggards (16%) with respect to ICT

innovations. Innovations that are perceived by individuals

as having greater relative advantage, compatibility,

trialability, observability, and less complexity will be

adopted more rapidly than other innovations (Rogers,

1995).

Therefore, this paper investigates the impact of ICTs on

customer service excellence.

Avgerou (2008) has conducted extensive research on

discourses on innovation and development in Information

Systems (IS) in developing countries. A discourse denotes

a generalization of the concept of conversation within all

modalities and contexts. In this case, discourses are

research approaches emanating from assumptions on the

context and consequences of IS innovation in developing

countries. Information systems (IS) implementation

comprises technology development and organizational

change. A discourse arises from a combination of

assumptions on the nature of IS innovation processes in

developing countries and relevant conceptual constructs in

the study of these processes. Developments in information

systems for developing countries (ISDC) are severely

challenged by financial resources, technology and skills in

most developing countries (Avgerou, 2008). The transfer

and diffusion discourse can be explained by the theories of

diffusion and technology acceptance (Davis, 1989; Rogers,

1995). Avgerou (2008) presents three discernible

discourses with respect to research in IS in developing

countries (ISDC):

a) IS innovation in terms of transferring of ICT and

organizational practices from advanced economies

and adapting them in the context of developing

countries;

b) IS innovation as a process embedded in local

conditions in developing countries; and

c) IS innovation as a transformative intervention and

associates it the aspirations and policies for socio-

economic development.

Statement of the Problem

Technology change affects both the market dynamics

and the organizational response to the changes and

opportunities. The ICT service delivery affects customer

satisfaction and the journey towards customer service

excellence. Rapid developments and advances in ICT,

mainly led by the accelerated growth of the internet, have

revolutionized service design and delivery, and ultimately


Purpose or Aim

The purpose of this research paper is to investigate the

impact of ICTs on customer service excellence.

Objectives

The objectives of the research are to:

1. Assess commonly used customer service excellence

models.

2. Review the range of ICT usage in Zimbabwe in

comparison with other SADC countries.

3. Explore and assess the impact of ICTs on customer

service excellence.

4. Assess the impact of ICTs in handling online queries

and frequently asked questions in higher education

application for studies.

Research Questions

1. What is the pattern of ICT usage and adoption in

Zimbabwe?

2. What is the purpose of the ICT diffusion innovations

theory and diffusion discourse to customer service

excellence?

3. What is the framework for excellent service in high

performance organizations?

4. How does ICT affect customer satisfaction?

5. What is the impact of ICT on customer service

excellence?

Rationale/ Justification

The service industry sector in Zimbabwe has suffered

dents in information for handling customer complaints and

managing expectations due to problems of completeness,

consistency, accuracy, timeliness, believability, added

value, interpretability and accessibility of the information

and data. Organizations may be drowning in data and yet

starving in knowledge that adds value to customer service

excellence. ICT innovations are required in example areas

of data mining, target marketing, customer relation

management, market basket analysis, cross selling, and

market segmentation.



314

The study examines customer service excellence models

that are appropriate for the Zimbabwean and African

environment and explores how ICT innovations can

improve customer satisfaction. Customer service

excellence is a necessary and sufficient condition for

competitiveness of the organizations and ultimately of the

country. The three discourses with respect to information

systems innovation by Avgerou (2008) are discussed in the

context of Zimbabwe with particular reference to diffusion,

social embeddedness, and the transformative ICT

interventions. Customer service excellence models are

assessed for suitability for use in Zimbabwe. The Xerox

Excellence Model represents one of the early excellence

pioneering models, and the EFQM European Excellence

Model is a representative of international quality award

model that informs customer service excellence.

II. REVIEW OF RELATED LITERATURE

Avgerou (2008) challenged the feasibility of transferring

generic technical know-how into developing countries

organizations with the expectation that it will result in the

same organizational practices and outcomes as in their

context of origin. It is noted, however, that they retain the

general assumptions on the validity of purpose of the

attempted innovation as well as the validity of the

underlying objectives and rationality of the transferred

methods in their new context of practice. ICT innovation

and organizational change are socially embedded actions.

The social embeddedness discourse view IS innovation as a

locally socially constructed course of action. Innovation is

studied as a locally constituted process of technology

construction and organizational change, whose purpose

arises from local problematizations and whose course is

determined by the way local actors make sense of it and

accommodate it in their lives (Avgerou, 2008). The

transformative ISDC discourse associates IS innovation

with processes of change of the social, economic, and

political conditions in developing countries. This

specifically addresses the development struggle in which IS

innovation is implicated (Avgerou, 2008). Transformative

research is often based on the same theoretical

underpinnings regarding social context as the social

embeddedness discourse. However, while socially

embedded analyses tend to take social, economic, and

political relations in a developing country community or

the world at large as given, the transformative discourse is

explicitly concerned with the way ICT is implicated in the

dynamics of their change.

According to Avgerou (2008), the distinctiveness of the

ISDC research lies in its attention to the developing

countries‘ context of IS innovation and problematization of

the developmental role of IS innovation.

The essence of the significant contribution by Avgerou

(2008)‘s three discourses are summarized below:

i. The first discourse, the diffusion discourse, assumes

that the material/cognitive entities that comprise ICT

and associated best practices of organizing are

adequately independent from the social circumstances

that give rise to them to be transferable, more or less

intact, into any other society. Consequently, subject to

suitable adaptation, these entities can make a

desirable impact.

ii. The second discourse, social embedded innovation

discourse, interrogates the nature of IS and questions

the assumptions. More elaborate ontologies of IS

innovation have been developed as socially

constructed entities, and therefore contingent in their

perceived significance and their interplay with human

actors and their social institutions (Avgerou, 2008). A

good example for the Zimbabwean context is

Ecocash, a mobile payment platform that was

introduced by Econet Wireless Zimbabwe that has

revolutionised e-banking in Zimbabwe. The focus

should be on the process of innovation in situ, thus

tracing the cognitive, emotional, and political

capacities that individuals nurtured in their local

social institutions bring to bear on unfolding

innovation attempts. Through this approach the

socially embedded innovation discourse sheds light

on what, regarding an attempted innovation, is locally

meaningful, desirable, or controversial, and therefore

how innovation emerges (or is retarded) from the

local social dynamics.

iii. The third discourse, the transformative IS innovation

intervention, introduces new elements in the IS

research field by expanding the domain of IS research

beyond the organization or inter-organizational links

and addresses questions related with institutions of

broader social collectivities. In this case, we extend

the IS innovation to all facets of customer service

excellence. It is argued that ICT positively affects

customer satisfaction.

New ICTs are penetrating countries in all regions of the

world as more people are getting connected. The

introduction of mobile-broadband services coupled with the

availability of smartphones and tablet computers, has

contributed to the phenomenal increase in mobile

broadband subscriptions.



315

In Zimbabwe, we have seen the shift from the traditional

mobile-cellular services, such as voice and SMS, towards

mobile-web services, and thus shifting mobile traffic

volumes from voice to data. More data and information is

now being exchanged and transmitted through various

ubiquitous devices. Automated data collection tools and

mature database technology lead to tremendous amounts of

data stored in databases, data warehouses and other

information repositories. Some organizations in service

industry are drowning in data but starving for knowledge.

Service quality for ICT enabled or supported systems

considers attributes such as technical competence, business

empathy /understanding, problem management, service

timeliness, service completeness, application and

technology infusion and diffusion, training, staff turnover,

and overall relationship. Therefore, the systems quality

must also be excellent with respect to data accessibility,

management reporting, security, auditability and

confidentiality, reliability, integrity and continuity,

scaleability, interoperability, performance/responsiveness,

ease-of-use and strategic fit. A well-accepted set of quality

attributes includes completeness, consistency, accuracy,

timeliness, believability, added value, interpretability and

accessibility.

Successful service organizations constantly strive for

higher levels of customer service. Modern customers are

increasingly sophisticated, educated, confident and

informed. Excellent service is exceeding customer

expectations. Service excellence is a direct consequence of

attention to people. Customer satisfaction and loyalty are

the consequence of excellence in a series of encounters

between people and the customer. According to Cook S.

(2008, page 2), excellent service enables a business to:

• differentiate itself from the competition;

• improve its image in the eyes of the customer;

• minimize price sensitivity;

• improve profitability;

• increase customer satisfaction and retention;

• achieve a maximum number of advocates for the

company;

• enhance its reputation;

• ensure products and services are delivered ‗right first

time‘;

• improve staff morale;

• increase employee satisfaction and retention;

• increase productivity;

• reduce costs;

• encourage employee participation;

• create a reputation for being a caring, customer-

oriented company;

• foster internal customer/supplier relationships;

• bring about continuous improvements to the operation

of the company.

The framework for service excellence is illustrated in

Figure 1 below, after Snow D. and Yanovitch T.(2010,

page 3). This is based on observations of outstanding,

service-driven organizations and analysis of the activities

that make these organizations great. The framework uses

four components: the Customer, the Service Environment

(physical setting), the Service Delivery (employees), and

the Processes. Information is the blood flow which is

inevitably best supplied by ICTs.

Figure 1: Customer Service Model (Snow D. And Yanovitch T., 2010,

Page 3)

Customer Relationship Management (CRM) systems

offer organizations the opportunity to manage their

relationship with customers using the information the

company has about its customers. Companies that have

been successful in CRM appear to have the following

characteristics (Cook S., 2008, page 30):

• strong commitment from the top;

• clearly defined and measurable goals;

• involvement of the customer;

• a business-focused rather than technology approach;

• the right team to design and implement the project;

• an incremental approach rather than step change.

To encourage high performance in organizations, it is

recommended that organizations consider the following

strategies (Cook S., 2008, page 268):

• Integrating customer service as a key component of

appraisals.

• Instigating a programme of staff care.

• Encouraging upward or 360-degree appraisal.

• Rewarding complaint-free departments.

• Devising non-monetary awards such as plaques and

badges.



316

• Developing bonus schemes linked to attainment of

quality service.

• Holding formal presentations and thank you‘s for

service heroes.

• Developing prize schemes based on feedback from

customers.

• Instigating good manager awards based on staff

feedback.

• Instigating internal customer service awards for the

quality of service provided internally.

• Recognizing the efforts of service teams rather than

individuals.

• Conducting surveys among employees to develop a

suitable motivational scheme.

• Holding company-wide competitions to encourage

service improvements.

• Regularly reviewing and publishing the results of

motivation schemes.

• Training all managers in performance review

techniques.

• Encouraging regular feedback and review sessions

between managers and their staff.

The Xerox Excellence Model represents one of the early

excellence pioneering models, and the European

Excellence Model is a representative of international

quality award model that informs customer service

excellence. The Xerox Business Excellence Model defined

excellence as being certified with a high score on the

following six excellence criteria, where the the excellence

criteria 1-5 were called enablers (Dahlgaard-Park S.M. and

Dahlgaard J.J., 2006). When people provide customer value

this leads to good business results. The Xerox Business

Excellence model is illustrated in Figure 2 below. Each of

the following enablers is heavily dependent on ICT for

information flow and optimal performance.

1. Management Leadership,

2. Human Resource Management,

3. Business Process Management,

4. Customer and Market Focus,

5. Information Utilization and Quality Tools,

6. Business Results.

Figure 2: The Structure And Criteria Of The Xerox Excellence Model

(1990)

SOURCE: DAHLGAARD-PARK S.M. AND DAHLGAARD J.J., 2006

One of the most used models in Europe for self-

assessment and strategic change is the EFQM Excellence

Model, which is based on following 8 fundamental

concepts (Dahlgaard-Park S.M. and Dahlgaard J.J., 2006),

and uses nine criteria shown Figure 3 below:

1. Results orientation,

2. Customer focus,

3. Leadership and constancy of purpose,

4. Management by processes and facts,

5. People development and involvement,

6. Continuous learning,

7. Innovation and improvement,

8. Partnership development and public responsibility.



317

The first five criteria on the left are the enabler criteria:

1. Leadership, 2. People, Policy & Strategy, 4.

Partnerships & Resources, 5. Processes. The four criteria

on the right of the enabler criteria are the result criteria: 6.

People Results, 7. Customer Results, 8. Society, 9. Key

Performance Results. The European Foundation for Quality

Management (EFQM) emphasizes that an assumption

behind the model is that the results of the organization are

achieved through excellent performance in the enabler

criteria (Dahlgaard-Park S.M. and Dahlgaard J.J., 2006).

An organization achieving excellence in the enablers will

experience sustainable developments through improved

customer, people, society and financial results.

Figure 3: The EFQM European Excellence Model.

Source: Dahlgaard-Park S.M. and Dahlgaard J.J., 2006

Mobile communications have emerged as a key

technology to bridge the digital divide in least developed

countries (LDCs) and as a means to accelerate the diffusion

of government, health and environmental information

throughout their territories (ITU,2011) promoted by the

multiple transformations of the regulatory environment in

telecommunications.

Telecommunications is a critical information

infrastructure and its regulation include provisions that

support universal access to telecommunications, the

management of scarce resources such as electromagnetic

spectrum, the facilitation of a seamless network of

networks via orderly wholesale markets, interconnection,

and interoperability provisions, the continued monitoring of

competition in the industry with remedial interventions if

necessary, and the protection of consumers. Competitive

restructuring, tariff rebalancing, and the gradual

elimination of price controls typically result in price and

service innovations that support the further adoption of

telecommunications services (ITU, 2011). In spite of its

recognized benefits, the availability of ICTs in Africa has

remained inadequate. Telecommunications Services are

now considered to be a basic necessity of all citizens in

order to enable them participate in the new information

economy. Promotion of ICT entails the availability of

telecommunications and broadcasting infrastructure at

National and Continental level.

III. METHODOLOGY

Mixed methods often combine nomothetic and

idiographic approaches in an attempt to serve the dual

purposes of generalisation and in-depth understanding, to

gain an overview of social regularities from a larger sample

while understanding the other through detailed study of a

smaller sample. The methodology used is a mixed method

approach, where the quantitative approach was used in

assessing the ICT usage patterns and indicators in

Zimbabwe. The qualitative approach was used in the

analysis of online query handling facilities at the

Zimbabwe Open University website.

The methodology used the qualitative approach in order

to discover meaning and potential relationships. The

research also used the quantitative approach on Infodensity

covering 18 countries in East and Southern Africa for the

period 2000 to 2012 and for Africa in comparison with the

rest of the world from 2005 to 2014. The 18 countries

covered by the qualitative study are South Africa, Angola,

Bostwana, Burundi, D.R. Congo, Kenya, Lesotho,

Madagascar, Malawi, Mauritius, Mozambique, Namibia,

Rwanda, Swaziland, Tanzania, Uganda, Zambia and

Zimbabwe. Data on infodensity was obtained from the

International Telecommunications Union (ITU)

(http://www.itu.int/en/ITU-

D/Statistics/Pages/stat/default.aspx).



318

The Zimbabwe Open University (ZOU) website

(http://www.zou.ac.zw/) was used as an electronic platform

to ask and respond to the most frequently used questions

(FAQs) concerning applications and queries for potential

students to the university‘s 43 programmes. Through a

random sampling technique a total of 42,349 views were

collected through the ZOU website on addressing

frequently asked questions as a way to improve customer

service excellence.

The table, Table 1 below, shows the list of frequently

asked questions (FAQs), institutional responses and the

number of views recorded on the ZOU website since 2nd

August, 2012 (http://www.zou.ac.zw/faqs/.). A

questionnaire was administered to the Marketing officers at

ZOU concerning the elements of the FAQs on the online

query handling facility on the ZOU website.

Table 1

List Of Most Popular Frequently Asked Questions (Faqs) And Their

Responses

Most Popular

Questions (FAQs)

Response Number of

recorded

Views

What are the entry

requirements

if I wish to

study at

undergraduate level?

ZOUs minimum entry requirement for an undergraduate

degree programme is 5 ‗O‘ levels

including English language and Mathematics at grade C or better.

Mathematics is not a pre-

requisite in some programmes as stated in the University‘s

regulations. Any qualification

higher than ordinary level is an added advantage to the

prospective student.

7340

Is ZOUs ODL

education qualification

internationally

recognised and will it

improve my

job prospects?

Yes, very much internationally recognised. In fact, ODL

qualifications are the mark of

academic success and also have added value because they show

that you have commitment,

ambition and self discipline, qualities that are important to

prospective employers. The ZOU

is a highly respected centre of higher learning and ZOU degree

is equivalent to a degree from

any other university in world. Many professional bodies

recognise ZOU courses, modules

and qualifications. Thus ZOU is very popular with employers

because they know that ZOU

students: • Get the most up-to-date

knowledge

• Continue working while they study, and apply what they learn

immediately

6763

• Prove they have the skills and

determination to succeed.

Undertaking any form of study or course is an investment in ones

career – a level of qualification

on your resume will make you a more attractive candidate to

employers and improve your job

prospects. Not only will you have a higher skill level, but

dedicating time to study proves

that you are committed and

hardworking – a quality that is

looked at favourably by

employers.

How do I

apply to study for any

programme at

ZOU?

The University advertises calling

for applications for admissions

each semester. Once the advert is flighted, you can either download

or collect our application form

from your nearest ZOU Regional Centre Office. You need to select

a programme of your choice in

which you suit the requirements. You complete the application

form and submit it to your

nearest Regional Centre. The application fee is currently

pegged at USD10. The

University will consider your form for admission and after the

process has been conducted, you

will be contacted by our representatives.

4847

What are the entry

requirements

if I wish to study at

postgraduate

level?

Entry requirements for

postgraduate study vary by programme. To study for a

Masters degree, the prospective

student should have a relevant first degree at 2.2 degree class

and for a Doctorate, a pass at

Masters Level.

4245

Can I

view the study/learning

materials

before I register?

Yes, any prospective student is

allowed to view the learning

material. ZOU Regional Centres have plenty of study materials at

their Regional Libraries to view

and more so, learning materials can be viewed online:

www.zou.ac.zw.

3525

Will my previous study

qualification count towards

a ZOU

qualification?

You might be eligible for credit transfer/ exemptions towards

certain ZOU courses if previous

study was relevant to the current course being studied and from a

recognised institution of Higher

Learning at the same level of qualification. This should have

been undertaken within the

previous 8 years period. Exemptions are only applicable

to relevant degree programmes

only.

3294



319

How does

ZOUs ODL education

work?

Once the prospective student has

chosen the programme to

undertake, there are options of whether to undertake it as an

online or print course. With

online courses, students are able to access their course materials,

lessons, submit assignments, and

chat with Tutors and other students via the ZOU‘s e-

learning platform. For students

who select a print course, all

course materials, including

modules and assignments, will be

delivered to their doorsteps or collected from our Regional

Centres countrywide. In addition, print course students have access

to face-to -face tutorials conduct

during weekends and also can enjoy all online resources.

3142

What is

Open & Distance

Learning

(ODL) Education?

ZOUs ODL education differs

from the traditional classroom or

campus setting in that students complete coursework and testing

independently without the face-

to-face instruction of a lecturer. Rather, Lecturer/Tutor and

student are physically separated

and students complete their work by correspondence – whether that

is online or through printed

materials. Although students still complete assignments, undergo

testing and are supported and

guided by the Tutors, the learning situation is controlled by

the student. At the successful

completion of ODL courses, students receive the course‘s

prescribed qualification or

certification.

3095

What are

the benefits of studying

through ZOUs

ODL ...

The flexibility of distance

education means that the student

is able to set own schedule, study at own pace and study wherever

it suits. ODL education is perfect

for those looking to fit in learning with work, family and

social commitments. And, with

none of the overheads of the campus or the classroom,

distance education is affordably

priced without the sacrifice of a quality educational experience.

Students won‘t be alone, as there

is an extensive support network available to ODL education

students. In short, distance

education is simple, affordable and flexible.

3076

Who is Zimbabwe

The Zimbabwe Open University

(ZOU) is a unique institution of

3022

Open

University?

higher learning offering Open

and Distance Learning (ODL)

education and it is the only ODL University in the country. It

started off in 1993 as the Centre

for Distance Education under the University of Zimbabwe and has

since grown into a fully fledged

university. Student enrollment at ZOU has been growing steadily

from the time of its formation

and, in terms of enrollment, it is

the largest university in

Zimbabwe. The Zimbabwe Open

University has four faculties under which the academic

programmes are conducted. These are the Faculties of Arts &

Education, Commerce & Law,

Science & Technology and Applied Social Sciences. In order

to sufficiently cater for students

throughout Zimbabwe and globally, ZOU adopted a highly

decentralised structure of

opening Regional Centres in all the ten (10) provinces of

Zimbabwe as well as a virtual

region for all international students.

TOTAL 42,349

The questionnaire administered to the Marketing

Officers of ZOU concerning the FAQs on the ZOU website

included the following questions:

1. How up to date is this information?

2. How does this information assist in promoting and

encouraging registration for undergraduate

programmes at ZOU?

3. How is customer service excellence achieved using

this wonderful online query handling facility?

4. What are your suggestions for the way forward or

improvements concerning this tool on the website?

IV. RESULTS AND DISCUSSION

The ICT indicators are measured by penetration rates

with respect to teledensity, internet, number of computers

per 100 people and the mobile density. The ICT usage

patterns in Zimbabwe were assessed through Infodensity

for various ICT indicators. The fixed telephony, mobile

cellular subscriptions and individuals with internet for

Africa for the period 2005 to 2014 as a percentage of the

population are shown on Figures 4, 5 and 6, respectively.

Africa has lagged behind in fixed telephony subscriptions

but is slowly catching up on mobile cellular phones.



320

Individuals with access to internet in Africa has grown

significantly from 2.4% in 2005 to now 19.0% in 2014.

However, fixed telephone has stabilized and has not grown

globally for the period 2005 to 2014.

Figure 4: Fixed Telephone Subscriptions For The World 2005-2014

Figure 5: Mobile Cellular Subscriptions For The World 2005-2014

Figure 6: Individuals With Internet Of The World 2005-2014

The Southern African Development Community

(SADC) fixed telephony, mobile cellular and internet

penetration rates for the period 2000 to 2012 are shown

below on Figures 7, 8 and 9, respectively using data

obtained from the ITU. The fixed telephony penetration

rates have not changed for the period 2000 to 2012. The

mobile cellular penetration rate has grown significantly for

the SADC countries, notably Botswana and Zimbabwe are

on the leading edge. Botswana, Mauritius, South Africa and

Zimbabwe now have a mobile density that is 100% and

above, as shown on Figure 8. Individuals with access to

internet are shown on Figure 9, where Mauritius and South

Africa have 40% penetration rate and Zimbabwe is at

17.9%.



321

Figure 7: Fixed Telephony For Sadc Countries For 2000-2012.

Figure 8: Mobile Cellular For Sadc 2000-2012

Figure 9: Individuals With Access To The Internet For Sadc For

2000-2015

The penetration rate for internet and mobile density for

Zimbabwe for the period 2000-2012 are shown on Figures

10 and 11, respectively. Individuals with access to internet

in Zimbabwe were 15% of the total population in 2012 and

this has been rising steadily. The mobile density of

Zimbabwe experienced a phenomenal growth between

2008 and 2012, now about 100% in 2014.



322

Figure 10: Internet Penetration Rate For Zimbabwe 2000-2012

Figure 11: Mobile Density For Zimbabwe 2000-2012

Zimbabwe, together with the rest of the SADC countries,

has experienced a significant growth in mobile cellular

subscriptions and internet penetration rates. The ICT

development index has grown steadily from the year 2000

to 2012. However, Zimbabwe experienced one of the

highest mobile density increases from 2007 to 2012 due to

the enabling environment created by the Government of

Zimbabwe. The introduction of mobile-broadband services

coupled with the availability of smartphones and tablet

computers, has contributed to the phenomenal increase in

mobile broadband subscriptions. In Zimbabwe, we have

seen the shift from the traditional mobile-cellular services,

such as voice and SMS, towards mobile-web services, and

thus shifting mobile traffic volumes from voice to data.

The responses to the questionnaire administered to the

Marketing Officers of ZOU concerning the online query

handling facility on FAQs are summarized in the table

below, Table 2. Table 2

Responses To The Questionnaire Administered To The Marketing

Officers Of ZOU

Question Response

1. How up to date is

this information?

1. Since the questions and responses were

compiled and uploaded in August 2012,

there is likelihood that some information is

still up to date, for example, entry

requirements at undergraduate level,

application procedure, ODL model and its nature or benefits. However, it is possible

that some of the information is now

obsolete given the developments that took place from 2012 to date, such as the

recognition of the ZOU degree

programmes by the Zimbabwe Council for Higher Education (ZIMCHE), flexibility in

application and admission processes,

viewing of e-learning materials before one registers, enrollment ranking, additional

faculties and names, distribution and so on.

2. How does this information assist

in promoting and

encouraging

registration for

undergraduate

programmes at ZOU?

2. Such information, if well revised, helps to create awareness of the programmes

offered by ZOU to prospective students.

They:

a. Can plan on which semesters they can

apply/ register to study with ZOU,

b. Can plan their finances well in advance in line with fees payment

options in place (e.g. Eduloan,

POSB, ZB, Staggered, Cash, etc), c. Would know and appreciate the mode

of delivery (ODL),

d. Would know the location of their nearest Regional/District centres

where they can get relevant

assistance for their studies to be effective,

e. Can be able to give feedback to the

right location on various needs and areas that they need improved,

f. Know that they will be able to access

e-resources in order to get relevant

study information, etc.

3. How is customer

service excellence

achieved used

this wonderful online query

handling facility?

3. Service excellence can be achieved since

prospective students, current ones, Alumni and other stakeholders will be

able to view real facts while they have the

opportunity to interact with ZOU through giving feedback via

our [email protected] platform. The

feedback can be in the form of suggestions, complaints, compliments,

etc., and then these will be reviewed in

liaison with concerned units so that solid stakeholder relationships are created and

natured. The ZOU can also be able to



323

share feedback promptly with the

concerned parties. Those who get access

to this online facility can be able to spread information to colleagues using the word

of mouth as they encourage each other to

study with ZOU through ODL. Some online links with ZOU information on

various issues may also help to achieve

service excellence.

4. What are your

suggestions for

the way forward

or

improvements concerning this

tool on the

website?

4. Suggestions for improvements include the

following:

a) Carry out internal research with

relevant units to gather current

developments on, for example, new Faculties, new programmes, changes

in entry requirements, admission

procedures, etc. b) Carry out external surveys to

validate/substantiate high enrollment

claims versus our competitors or alternatively to eliminate some of the

questions and responses while

retaining relevant ones. c) Position some customer feedback

boxes at strategic positions at each

Regional/District centre so that this is used in conjunction with the online

facility.

V. CONCLUSION

The diffusion and adoption of ICT innovations permeate

through a social system that positively affects customer

satisfaction and support customer service excellence. The

framework for service excellence links the customer to the

service environment, service delivery and the processes.

The Xerox Excellence Model represents one of the early

excellence pioneering models, and the EFQM European

Excellence Model is a representative of international

quality award model that informs customer service

excellence. Innovations diffuse through a social system

explained by the diffusion of innovation theory (Rogers,

2003). Avgerou (2008) conducted extensive research on

discourses on innovation and development in Information

Systems (IS) in developing countries which informs

appropriate approaches worthy of consideration in

achieving customer service excellence supported by ICTs

in Zimbabwe. The ICT service delivery affects customer

satisfaction and the journey towards customer service

excellence. Rapid developments and advances in ICT,

mainly led by the accelerated growth of the internet, have

revolutionized service design and delivery, and ultimately


The purpose of this research paper was to investigate the

impact of ICTs on customer service excellence. The study

examined customer service excellence models that are

appropriate for the Zimbabwean and African environment

and explores how ICT innovations can improve customer

satisfaction. Customer service excellence models were

assessed for suitability for use in Zimbabwe. ICT

innovation and organizational change are socially

embedded actions, and so it was argued that ICT positively

affects customer satisfaction. Successful service

organizations constantly strive for higher levels of

customer service, where excellent service is exceeding

customer expectations.

The ICT development index in Zimbabwe has grown

steadily from the year 2000 to 2012, where Zimbabwe

experienced one of the highest mobile density increases

from 2007 to 2012 due to the enabling environment created

by the Government of Zimbabwe. The introduction of

mobile-broadband services coupled with the availability of

smartphones and tablet computers, contributed to the

phenomenal increase in mobile broadband subscriptions

and a notable shifting of mobile traffic volumes from voice

to data. The infrastructural facilities for ICTs are now

sound in Zimbabwe. However, the gap is on the application

and effective utilization of ICTs to improve on customer

service excellence with some innovation. For example, the

online query handling facility at ZOU can be utilized more

extensively to support applications for undergraduate

degree programmes. However, internal research should be

conducted with all the relevant units of the university to

gather current developments, validate high enrollment

claims against competitors, and support the online platform

with customer feedback boxes at strategic positions at each

Regional/District centre of the university throughout the

country.

REFERENCES

[1] Avgerou, C., 2008, "Information systems in developing countries: a

critical research review," Journal of Information Technology (23:3)

2008, pp 133-146.

[2] Cook S., 2008, Customer Care Excellence: How to create an

effective customer focus. 5th Edition. Kogan Page Limited, London. ISBN-13: 978 0 7494 5066 3.

[3] Davies, F.D. (1989), ―Perceived Usefulness, Perceived Ease of Use,

and User Acceptance of Information Technology‖, MIS Quarterly 13 (3), pp319-340.



324

[4] Dahlgaard-Park S.M. and Dahlgaard J.J.,2006, ―In Search of

Excellence - Past, Present and Future ―,in H. Schnauber:(ed.) Kreativ und Konsequent, Chap.6., (with Su Mi Dahlgaard Park). Carl Hanser

Verlag, pp. 57-84, Berlin, 2006.

http://www.iei.liu.se/q/filarkiv/phdcourses/1.119234/InSearchofExcellenceSMJJ_.pdf

[5] http://www.zou.ac.zw/ - Zimbabwe Open University (ZOU) website

[6] International Telecommunications Union, 2011, ―The role of ICT in

advancing growth in least developed countries: Trends, Challenges

and Opportunities 2011‖, © ITU, 2011, Geneva.

[7] Johnston, R. (2004). Towards a better understanding of service

excellence. Managing Service Quality, 14(2/3): 123-133.

Kabanda G., 2012,―The impact of ICTs on innovative sustainable development in East and Southern Africa", book chapter in the book

on ―Technological Change‖, ISBN 979-953-307-560-9, InTech,

edited by Prof. Aurora Teixeira, Open Access Publisher, Croatia, April, 2012,pages 197-218, Web: http://www.intechweb.org/.

[8] Otiso K.N., Chelangat D. and Bonuke R.N., 2012, ―Improving the

Quality of Customer Service through ICT Use in the Kenya Power and Lighting Company‖, Journal of Emerging Trends in Economics

and Management (JETREMS), 3(5): p461-466, © Scholarlink

Research Institute Journals, 2012, ISSN: 2141-7024, jetems.scholarlinkresearch.org,

http://jetems.scholarlinkresearch.org/articles/

[9] Rogers, E.M. (1995). Diffusion of innovations (4th Edition). New York: The Free Press.

[10] Rogers, E.M. (2003). Diffusion of Innovations (5th Edition). New York. The Free Press.

[11] Snow D. and Yanovitch T., 2010, Unleashing Excellence: The

Complete Guide to Ultimate Customer Service. Second Edition, Updated and Expanded. John Wiley & Sons, Inc., Hoboken, New

Jersey.

The Impact of ICTs on Customer Service Excellence in Zimbabwe

Documents

Transcript of The Impact of ICTs on Customer Service Excellence in Zimbabwe