INCREASING CUSTOMER FOCUS IN METAL TRADING

Customer focus is a diverse and multifaceted concept and is an important element of organizational culture, closely related to the marketing function. Its various components are more significant for companies and have a different impact on formation of their customer orientation. The identification of the CF elements that are significant in managing consumer expectations in this context of distribution helps companies focus on specific characteristics, which means being more efficient and resonating with the largest number of target market customers. This article is part of a study to increase the level of corporate bonds in metal trading, and was carried out at enterprises of Kazakhstan, in the metal business.


Introduction
The Customer focus (CF) organization means the marketing orientation of its activities associated with a deep understanding of the needs and values of not only customers, but all participants in the distribution channel (stakeholders involved in the marketing process) as well. First of all, it is the organization's ability to generate additional profit due to a deep understanding and effective satisfaction of customer needs. These literary studies clearly show that customer focus and business performance are positively interconnected. attempt to maintain awareness of these uncontrolled influences and include efforts that can be transferred and managed with controlled expectations.
Ideal expectations are based in part on both experience and the will of the client. Projected expectations are based on customer experience with a product or similarly competitive product. It represents what is likely to happen. Minimum expectation is an acceptable level of expectation, which contributes to minimal satisfaction. Identification of customer preferences is the main goal of Priority Marketing and its approach differs from traditional segmentation, goes beyond the traditional customer survey information by identifying information.
3.1 Ways to exceed customer expectations (Babalola et al, 2015): -a combination of methods for maintaining customer participation: feedback, surveys, etc. to identify how well their expectations are met and what is important to them.
-assess the prospect of the client having studied the customer experience with your products and services in comparison with competitors.
-management of expectations should be focused on all verticals and processes, operational, administrative and other activities of the company, as well as built into the philosophy of business.
-measurement of customer preferences through Priority Marketing.
-set expectation levels, set a predetermined line of action on how these priority preferences will be fulfilled.
-surprise i.e. blinding a client using the unexpected and seeking novelty, excitement and immediate satisfaction.
An attractive, superbly crafted product will certainly compensate for the poor service and high price that often annoys customers.
Raising expectations is a logical and acceptable phenomenon, as customer expectations are always raising. If the expectations for a product or service become too high, the company will become vulnerable to customer dissatisfaction. By creating high expectations beyond their own performance capabilities, companies are doomed to failure. Thus, the hypothesis H1 seems to be as follows: H1: Leading customer expectations positively affects rational loyalty.

Theory of co-creation of services
Co-creation of services theory recognizes that co-creation of value often involves networking, in which clients and companies engage in the division of labor to provide specialized knowledge and experience that increase productivity (Vargo & Lusch, 2006). These networks of customers and companies work as resource integrators, creating value that is shared between networks. Consumer skepticism in relation to a particular category of services restrains the influence of their interaction and assessment of the activities of a service company on the joint creation of services. Customer satisfaction also increases altruistic customer participation. Customer satisfaction can also partially offset the impact of engagement on altruistic customer participation (Johnson et al, 2019). Based on these arguments, hypothesis H2 is constructed as follows: H2: Co-creation of services creates high customer satisfaction and creates affinity.

CRM -XRM System Transition Concept
Customer Relationship Management (CRM) is a combination of customer-oriented activities supported by organizational strategy and technology, and is designed to improve customer engagement in order to build customer loyalty and increase profit over time (Padmavathy et al, 2012 607 CRM strategy is customer differentiation, which is a qualitative analysis of the organization's client profile and consists of segmenting consumers based on their value to the organization (Gurova, 2017).
The introduction of CRM without explicit customer focus is XRM, so the acronym CRM is now replaced by the acronym XRM, where X-represents the management of any type of relationship. The transition of CRM to XRM leads to a great demystification of the CRM process in such a way that it ceases to be an island collecting data from other systems and becomes an integral part of everyday processes (Stojkic et al, 2014). XRM system means managing relationships with company processes, suppliers, customers, employees, equipment maintenance, and much more. XRM tools provide automation of administrative activities as part of business processes. XRMoriented systems provide functions such as data management, creating flowcharts, recording user experiences, access and security, X-oriented analysis and reporting. Automating processes using XRM strategies and tools, using new technologies, leads to greater efficiency and transparency of business processes and ease of management (Petrova et al, 2020;Vazov, 2019;Mikhailov et al, 2018). XRM as a software tool is not and will not be a replacement for ERP-systems, but its application will be extended to administrative processes not covered by the ERP-system in the company. Thus, the proposed hypothesis H3 is as follows: H3: Creating XRM systems in the enterprise positively affects the emotional loyalty of employees.

Key TQM Factors
TQM is a process of continuous improvement and revolves around four organizational principles: a) quality assurance, b) customer enthusiasm, c) continuous improvement and d) personnel management. It consists of nine key concepts, such as leadership, strategic sustainability, CF, relationships with suppliers, the use of information and quality analysis, a continuous improvement cycle, statistical monitoring and prevention, human resources management and process management (Novianty, 2019).

Leadership and CF.
Leadership is seen as the basis for the TQM pyramid (Subramanian and Gunasekaran, 2015) and has been recognized as a driving force, catalyst in the philosophy of total quality management. Leadership has a positive and significant impact on the implementation of TQM (Sriyakula et al, 2019). Theories are distinguished: transactional leadership, transformational leadership, process leadership, action-based leadership, adaptive, rational, kinesthetic (educational) forms of leadership, and individual stylistic, visionary, mentoring, affiliated, democratic, reference, dictatorial. Modern leadership requires leadership that encourages participation and creativity. Studies show that employees working with transformational leaders are more innovative and channel their energy towards the good of the organization (Xenikou and Simosi, 2006), which leads to continuous improvement (Feng et al., 2006). There is a positive and significant relationship between all leadership styles and continuous improvement in organizations, as well as indirectly and CF (Kumar & Sharma, 2018).

TQMFC
The multifaceted nature of customer orientation (CF) includes elements that focus on both existing and potential customers of the company, as it is necessary to study the efforts of the company in order to understand the needs of these customers, now and in the future. In this context, it is understood that CF is ensured by the management of consumer flows through the selection of set of combinations depending on the configuration of the external environment, customer requests and their perceived value to achieve target outcome indicators. Thus, we come to the following hypothesis H4: H4: TQMFC creates low satisfaction and affinity.

Information and Analysis
Theoretical models for adopting innovations and technologies that positively affect CF have been tested and confirmed in numerous studies (Ramdani & Kawalek, 2007): Technologies -Organization -Environment . Some authors argue that trust promotes commitment, and this, in turn, affects behavior loyally (Čater & Čater, 2009). Thus, the proposed hypothesis H5 is as follows: H5: Analysis and information positively influences rational loyalty.

TQMHR Management
TQMHR means a strategic and holistic approach to the quality management of the most valuable assets of the company, namely, people who individually and collectively contribute to the achievement of organizational goals. The client-focus (CF) is part of the organization's value system, and the focus is shifted to internal clients, which means creating a sense of relevance, significance and value of employees for the company. A number of authors and researchers argue that TQMHRs do not significantly affect the causal level of client focus implementation (Mady, 2009). Also, the issue of determining performance indicators in the area of employee CF (Striteskaa & Jelinkovab, 2015) remains problematic. Efficiency of advertising increases the pride of employees; Pride of employees increases the level of corporate identity (Celsi & Gilly, 2010). Thus, in the present study, hypothesis H6 is proposed as follows: H6: A sense of demand for employees forms a high customer satisfaction and creates an affinity.

Process Management
Clients are a key link in managing the process of moving material and related information and financial flows. The management of the sequence of interrelated events aimed at quality is based on the participation of all members of the organization and is aimed at achieving long-term success by satisfying the consumer. Of course, a more CF is a decentralized approach with a bottom-up planning system such as lean manufacturing, JIT I, JIT II, Kanban, ECR, Efficient Consumer Response, Effective customer response. But all this does not reduce the merits of MRP systems if the company has a separate CF strategy in quality management.

Strategic Sustainability and SCM.
The idea of sustainability is rooted in stakeholder theory (Freeman, 2007), which emphasizes that a company should pay attention and take into account the interests of all the main stakeholders that are important for the functioning of the business (i.e. customers, employees and investors), and secondary Stakeholders that may influence the company's business indirectly (i.e. the community and the environment). Sustainability means the ability to anticipate dangerous and unexpected events for an organization in the face of threats. Market sustainability reflects the organizational culture of the company which focuses primarily on creating superior value for customers (Narver & Slater, 1990;Paladino, 2007;Naama, 1999). Stakeholder orientation refers to "the organizational culture and behavior that encourages members of the organization to be constantly up to date and active in various stakeholder issues" (Ferrell et al, 2010;Amoako George, 2019;Al-Minhas et al., 2020).
Orientation to the market stability of the company is positively related to the degree of CF. It has been proven that CF mediates the relationship between company market stability and productivity (Du et al, 2016).

SCM customer focus (SCMFC).
Quick response in the supply chain is the equivalent of flexible tools that can cope with widespread changes in demand. SCM's customer-oriented and demand-driven supply chain productivity initiatives increase customer satisfaction while reducing costs. The main requirements for increasing CF in the SCM process are characterized by stability, flexible response in the supply chain, reliability, flexible restructuring of the organization's internal relations (Madhani, 2018). Based on these arguments, hypothesis H7 is constructed as follows: H7: Strategic resilience positively affects SCMFC.

Online and offline integration (О2О)
The modern multi-channel, cross-channel and omnichannel sales environment is integrated into online and offline outlets (Drobiazgiewicz, 2018). Customers expect a smooth transition from offline to online contacts, and each channel should have the same information, including information about previous purchases. According to International Data Corporation (IDC), most purchase decisions in B2B (from 50 to 80%) are made before the seller participates. There is growing evidence that pure online retail has its limits and that click-based approaches will be of significant value when combined with offline presence (Simons & Bouwman, 2011). Thus, we come to our eighth hypothesis: H8: Integration of online and offline forms low satisfaction and creates affinity.

Involvement
The basis of modern marketing strategies is not so much attracting or retaining as increasing the "involvement" of customers. The consumers involved show a higher level of emotional attachment and tend to value, deeply trust and patronize the firm more (Roderick et al 2011).
A separate topic in the literature highlighted the involvement of employeesthose who are ready not to spare their work time for additional efforts for the benefit of the organization are fully interested in the company's activities and the implementation of its vision and mission. Employees who do not feel involvement may well work more than satisfactorily, but they are not enthusiastic. An atmosphere of openness and cooperation is a key factor in the successful motivation and involvement of employees. Companies conduct surveys to determine employee satisfaction because they recognize a direct relationship between employee satisfaction and customer service and customer satisfaction. There is also a link between ensuring engagement through effective leadership and tolerance for flexible work hours. Thus, we predict hypothesis: H9: Engagement creates emotional loyalty among customers and employees.

CF measurement indicators
Companies measure customer satisfaction by using regular surveys. Nenadal et al. (2004)

Research model
Based on the theory of the conceptual research model for increasing customer focus (Islamgaleyev & Uruzbayeva, 2018) Figure 2 and previous studies, the proposed research model is as follows, Figure 1: This model was proposed due to the fact that the analysis revealed that Kazpromkompleks LLP clients are at different stages of development of relations with the company, therefore, each type of client requires a separate approach. This means that each type of customer should be addressed with messages of different content, ensuring a consistent transition of potential and unstabilized customers to customers, and then transfer them to a loyal group.

Research methods
In order to monitor the types of consumers in the metal trade market of Kazakhstan according to the parameters of this model, we interviewed the expectations and satisfaction of consumers and employees of Kazpromkompleks LLP and collected questionnaires from 190 respondents. The research method uses quantitative methods with explanatory and descriptive approaches. Data sources come from primary and secondary data using structured data methods using questionnaires in the field of the operational interaction of customers with accounting documents and local employees, by answering questions through Samsung tablets (model number SM-T230) with an assessment on a five-point Likert scale. The questionnaires consisted of four blocks (rational loyalty, emotional loyalty, satisfaction and high affinity, satisfaction and low affinity) with 12 questions each, mainly based on multi-element measurement scales. Checking the normality of the data using the determination of the tightness of the bonds by the Pearson correlation coefficient using SPSS software version 23.0.

Results and discussions
The strength of the measurement model was provided by considering the load factor and the internal reliability of the structure (Table 1). All nine variables were tested on Cronbach Alpha and its coefficient of value ranged from 0.72 to 0.85 with a minimum level of 0.70, which, accordingly, proved the internal reliability of the design. Assessing the validity of a measurement model focuses on convergent and discriminant validity. Convergent actions of factors were investigated by studying standardized factor loads. The recommended load factor should be 0.50 -0.70 or higher to prove converged design validity. Converging validity is confirmed based on the mean ENTREPRENEURSHIP AND SUSTAINABILITY ISSUES ISSN 2345-0282 (online) http://jssidoi.org/jesi/ 2020 Volume 8 Number 1 (September) http://doi.org/10.9770/jesi.2020.8.1 (42) deviation highlighted (AVE). The values of each measurement of service quality (anticipation, co-creation of services, XRM, TQMFC, analysis and information, TQMHR, online and offline integration, involvement) and sustainability were 0.584, 0.597, 0.597, 0.641, 0.6, 0.590, 0.622, respectively 0.590, 0.638 than correspondingly converging reality was confirmed. Since all diagonal values were significantly greater than the correlation of a particular design with other designs, the adequacy of discriminant validity was ensured and all indicators had a high load. Thus, the discriminant validity is confirmed and sufficient to support the proposed model of this study. The higher the discriminant validity, the stronger the evidence that this design is unique.

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The discriminant actions were evaluated during the two evaluation constructs by limiting the estimated correlation parameter between them to 1.0, and then performing the test χ² difference from the values obtained for the limited and unlimited model ( Table 2). The discriminant validity is estimated by limiting the correlation between each pair of coefficients to unity. If χ² the difference between the constrained and unconditional model is statistically significant, then it is likely that the correlations for this pair of factors are indeed not one. The results of the structural model show that in the construction of rational satisfaction it was found that the factor in determining the anticipation of expectations (β = 0.94 and β = 0.61, p <0.001) of the H1 test, that is, anticipation of expectations positively affects the rational customer satisfaction and H5, analysis and information positively affects rational loyalty. The third hypothesis H3 was "Creating XRM systems in the enterprise positively affects the emotional loyalty of employees", is also supported (β = 0.27, p <0.001) in the model. The influence of involvement on emotional loyalty is calculated in the model (β = 0.82), which also demonstrates a strong positive effect of hypothesis H9. The influence of CF on satisfaction in the structural model (β = 0.78 and β = 0.61), which shows a positive and strong impact, therefore, H4, TQMFC creates low satisfaction and affinity, and the effect of online and offline integration on satisfaction forms low satisfaction and creates an affinity, H8. The design established a high customer satisfaction affinity that the co-creation of services and TQMHR form a strong influence (β = 0.85 and β = 0.82). However, we have identified a tendency that product supply management creates low stability, apparently due to the fact that loyal consumers reduce requirements for product quality. This observation creates the conditions for further research in this area.

Conclusion
Despite the intense relevance of customer focus and the increased growth of empirical research on this topic, the heterogeneity and fragmentation of various approaches are obvious. However, from the discussion about the essence of the customer-oriented concept, it is appropriate to conclude that these convergence reflect generalizations regarding the objective versus the subjective nature of the concept. CF approach is currently perceived as a leading business paradigm. This is due to the complexity of creating unique competitive advantages of products using new digital technologies, as well as through the expansion of the product line of the organization's products, increasing its operational efficiency and introducing a competent pricing policy due to the possibility of copying by competitors. However, this does not apply to the "customer relationship" area, since it is impossible to copy it.