CRM project
Content
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CHAPTER ± 1
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1.1 INTRODUCTION
Interest in customer relationship management (CRM) began to grow in 1990s. Regardless of the size of an organization, businesses are still motivated to adopt CRM to create and manage the relationships with their customers more effectively. An enhanced relationship with one's customers can ultimately lead to greater customer loyalty and retention and, also, profitability. In addition, the rapid growth of the internet and its associated technologies has greatly increased the opportunities for marketing and has transformed the way relationships between companies and their customers are managed. CRM is on the identification and delivery of value to each individual customer .CRM is about the management of technology, processes, information resources and people needed to create an environment that allows a business to take a 360-degree view of the customer. This emphasize the importance of viewing CRM as a comprehensive set of strategies for managing those relationships with customers that relate to the overall process of marketing, sales, service, and support within the organization. Moreover, information technology (IT) and information systems (IS) can be used to support and integrate the CRM process to satisfy the needs of the customer.
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1.2 Review of Literature
Michael Torggler, The Functionality and Usage of CRM Systems, International Journal of Social Sciences 4:3 2009
Service Automation supports the service department of a company, which is a key success factor for the maintenance of long-term customer relationships. Depending on the processes and parties involved, CRM systems offer functions for the customer field service as well as the companies¶ service back-office. While the field service employees primarily need administrative support (e.g. recording of service requests, request administration, product data), employees at the helpdesk tend to use more advanced communication applications (e.g. contact histories, automatic call distribution) to simplify the contact with the customers.
Helpdesk: The helpdesk is often the first point of contact for customers in service requests. The incoming requests can be automatically assigned to the appropriate staff (e.g. on the basis of expertise). To find an appropriate solution for the customer¶s problem, various functions are available such as automatic problem identification, case based reasoning or databases with previous cases and solutions. Complaint Management: Complaint management is an important medium which generates feedback from customers and can be used to increase the customer satisfaction through a positive image of the enterprise.CRM systems can assist the complaint process through the systematic collection and categorization of complaints and the automatic management of customer requests. Service Requests: With this component of the service process, the role of a CRM system involves all service activities in the context of a service center. The primary objective is to offer a quick and straightforward solution to the customer¶s problem. The information system can support the administration of service data including historical requests and service contracts as well as the administration of the service staff.
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Suzanne Hanley, The Effectiveness of Relationship Marketing Strategies in Department Stores, Vol. 3, No. 10 International Journal of Business and Management, October, 2008
Relationship Marketing Strategies The development of loyalty and club marketing programs by various department stores is regarded as significant in the drive to build customer loyalty and customer-department store relationships. With the use of loyalty cards in stores today customers weekly shop is analyzed and scrutinized by experts known as µtrolyoligists¶ who analyze the information collected on computers. Loyalty cards create profiles of individuals¶ personal shopping habits. Other relationship marketing strategies used by department stores in the drive to build customer relationships include wine clubs, financial services and personal shoppers. 1) The Role of Club Marketing Programmes in Building Relationships Club marketing programmes form a significant part of retailers¶ relationship marketing strategies. It is evident from the literature that Tesco¶s Baby Club, for example, has been a spectacular success since its commencement (McDonald, 2004). Findings from this research support McDonald (2004). The Baby Club proved to be very popular with the respondents to this research, who appreciated the articles related to caring for children and the money off coupons. According to Berry and Parasuraman (1991), customers will remain loyal if they receive financial benefits e.g. reward programmes and/or social benefits e.g. a personalized service. These benefits can turn customers into clients. Much of the relationship marketing literature states that relationship marketing is the process whereby both parties ± the buyer and the provider ± establish an effective, efficient, enjoyable, enthusiastic and ethical relationship: one that is personally, professionally and profitably rewarding to both parties (Porter, 1993: 14).
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2) Loyalty Cards and the Development of Loyalty Opinions such as this support the opinion of Ailish Forde, Director General of RGDATA, who maintains that the value back to consumers from loyalty schemes is negligible, while the benefit to the company is great (O¶Dea, 2001). Masterson and Pickton, (2004) argue that loyalty cards have induced customer cynicism as card based loyalty schemes are viewed by many as mere sales promotions and customers are likely to have cards collecting points from all competitors not being loyal to any particular scheme.
3) Financial Services and Relationship Development
Despite the abundance of leaflets and information available in-store in relation to the auxiliary financial services, the research findings suggest a requirement to have them advertised more, for example, on television to raise the public¶s awareness of such services. In addition, it would assist in gaining the trust of consumers to avail of these financial services if they were better informed as to what the services entailed. This is especially true given that the relationship marketing literature suggests that the relationship philosophy relies on co-operation and trust (Sheth and Parvatiyar, 2000).
4) Customer Service and Relationship Development It is part of human nature for individuals to be sensitive to the treatment received from others and this seems to be the main reason for such a large response rate to the fact that customer service does have an enormous impact on where people shop. The potential for negative word-of-mouth reputation from customers who have complained and were treated badly, or indeed customers who did not complain because they felt it was pointless, is significant (Quinn, 1991). It ultimately results in the customer not returning and furthermore if this customer becomes a µterrorist¶, which are customers who are so unhappy that they speak out against a poorly delivered service at every opportunity, then they can even discourage acquaintances from trying a service or product (Heskett et al. 1994: 640). Most participants agreed that receiving bad customer service has a significant effect on whether they would return to that store, in particular, if they can buy identical items elsewhere. This supports Berry¶s (1983) opinion that relationship marketing is applicable when there is an ongoing and periodic desire for the service, and when the customer controls the selection
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of a service supplier and has alternatives from which to choose. This choice empowers the consumer in the seller-buyer dyad as the direction frequently taken when the consumer is unsatisfied is switching to competitors. According to Christopher et al. (1991) customer service is concerned with the building of bonds with customers and other markets or groups to ensure long-term relationships of mutual advantage.
Patricia Sorce. Relationship Marketing Strategy - A Research Monograph of the Printing Industry Center at RIT September 2002. No. PICRM-2002-04
The objective of many marketing strategies in the last 10 years has been building the customer¶s commitment to a brand or a dealer. This has taken three forms: Creating customer satisfaction - delivering superior quality products and services (Gale and Chapman). Building brand equity - the sum of the intangible assets of a brand. Factors that contribute to this are: name awareness, perceived quality, brand loyalty, the associations consumers have towards the brand, trademarks, packaging, and marketing channel presence (Aaker 17). Creating and maintaining relationships (Peppers and Rogers). According to Rust, Zeithaml, and Lemon, there are five drivers of retention equity (99). These are: Loyalty programs Special recognition programs Affinity programs Community programs Knowledge-building programs.
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D. HORN, R. FEINBERG and G. SALVENDY. Determinant elements of customer relationship management in e -business, Behavior & Information Technology, Vol. 24, No. 2, March ± April 2005, 101 ± 109
Customer relationship attributes The study by Parasuraman, Zeithaml et al. (1988, 1991) on SERVQUAL, a measurement instrument for perceived service quality, suggests that customer relationship factors fall into five main groups: tangibles, reliability, responsiveness, assurance and empathy. The research shows that a General CRM is a combination of items that consumers place together in a perceptual group. Personalization Personalization is seen as a way to increase customer loyalty (Carroll and Broadhead 2001). The thinking is that the greater the degree of personalization the greater the customer acquisition, customer purchase and customer loyalty. This research suggests that personalization has an even greater effect by adding to customer perceptions of the ebusiness¶s customer relationship management ability. Personalization has received a fair amount of attention beginning with the publication of the series of One to One marketing books by Peppers and Rogers including:
One to One B2B: Customer development strategies for the business-to-business world (Peppers and Rogers 2001) The One to One Manager: Real world lessons in customer relationship management (Peppers and Rogers 1999) Enterprise One to One: Tools for competing in the interactive age (Peppers et al. 2000) The One to One Future: Building relationships one customer at a time (Peppers and Rogers 1993).
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1.3 STATEMENT OF THE PROBLEM
A dissertation project on the topic ³CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME FOR GODREJ INTERIO IN KERALA MARKET´. In this study the researcher has tried to analyze the CRM practices and design a CRM programme for Godrej Interio for end customers. An effort is being made to analyze the shortcomings in the system and ways to improve the Customer Relationship Management in the organization so as to add value to the organization and its efficient functioning.
1.4 DESIGN OF THE STUDY
The design of the study on the basis of the problem identified is presented hereunder: Understanding customer preference towards relationship marketing activities
Understanding the quality of customer care service and customer preferences towards it
Determining the significant difference in opinion among demographic groups
Understanding companies functioning and marketing activities
Top managements view on do¶s and don¶ts for CRM design
Assimilating information and aligning it to develop an effective CRM framework and design
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1.5 NEED FOR THE STUDY
With the growing focus on competitiveness companies are focusing on ways to improve services and customer base by adopting measures to improve customer relations and ensure longer customer commitment. Gone are the days when a company would focus only on new customers and neglect its existing customer base. One of widely adopted tools to improve competitiveness is Customer Relationship Management (CRM). Godrej Interio needs to retain their existing customers and improve their loyalty. So this study aims at designing a CRM programme for Godrej Interio. By having an effective CRM programme Godrej can retain their existing customers and improve their loyalty.
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CHAPTER ± 2
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2.1 INDUSTRY PROFILE
INTRODUCTION The global furniture market can be broadly categorized into four categories - domestic furniture, office /corporate furniture, domestic furniture accounts for hotel furniture and furniture parts. Globally, 65 per cent of the production value, whilst
corporate/office furniture represents 15 per cent, hotel furniture 15 per cent and furniture parts 5 per cent. Indian Furniture Industry: As of 2006, the Indian furniture market is estimated to be worth US$ 7,922 million. Of this, wooden furniture accounts for US$ 1,358 million. About 11 per cent (US$ 152 million) of this (wooden furniture) is imported and imports are growing at 50 to 60 per cent every year. India was the largest furniture importer in the world in 2004-05, with a 17 per cent share in the furniture imports worldwide. A total of 10, 476 importers shipped furniture to India during this period, mainly from Italy, Germany, Spain, China, Korea, Malaysia, Indonesia, Philippines and Japan. The furniture sector in India makes a marginal contribution to the Gross Domestic Product (GDP), representing about 0.5 per cent of the total GDP. The major part of this industry, approximately 85 per cent is in the unorganized sector. The remaining 15 per cent comprises of large manufacturers, such as, Godrej & Boyce Manufacturing Co. Ltd., BP Ergo, Featherlite, Haworth, Style Spa, Yantra, Renaissance, Millennium Lifestyles, Durian, Kian, Tangent, Furniture Concepts, Furniturewala, Zuari, Truzo, N R Jasani & Company, V3 Engineers, PSL Modular Furniture, etc.
FURNITURE INDUSTRY COMPOSITION As with the global market, home furniture is the largest segment in the Indian furniture market, accounting for about 65 per cent of furniture sales. This is followed by, the office furniture segment with a 20 per cent share and the contract segment, accounting for the remaining 15 per cent.
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The Indian furniture industry is gradually transforming into a more organized and competitive sector. The entry of global brands in the sector, emergence of large retail players and the resultant consolidation, are trends that highlight this transformation. The figure below captures the current status of the Indian furniture sector.
Threat of New Entrants (High)
Fragmented industry Growing domestic market Industry is not investment intensive
Supplier Power ( ow)
ustomer Power (Medium)
Increasing demand from key user segments emand for lifestyle products Ma ority of the market still price sensitive
ompetitive ivalry (Medium)
Moderately competitive industry. Transitioning from highly unorganised to organised sector.
Threat of Substitutes ( ow)
No significant threat
Source: KPMG Analysis
Figure 1: current status of the Indian furniture sector
¡
Abundant supply of raw materialsand labour Supplier base not organised Imports getting easier
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Furniture Industry ± Value Chain
The Indian furniture industry covers the entire gamut of activities, from sourcing, manufacturing and distribution, to sales and after sales. In the Indian context, players are actively engaged in each of these activities.
Source: KPMG Analysis
Figure 2: Organised sector value chain.
To sum it up, the furniture market in India is growing on strong fundamentals, with demand drivers likely to sustain over the medium term. At the same time, the supply side is also encouraging, as India has sufficient availability of key raw materials that are used as inputs for furniture making.
2.2 COMPANY PROFILE GODREJ & BOYCE MFG. CO. LTD.
CORPORATE PROFILE
Started in 1897 as a locks manufacturing company, the Godrej Group is today one of the most accomplished and diversified business houses in India. Godrej's success has been driven by the company's commitment to delivering innovation and excellence. Through the consistent application of this commitment and a century of ethical business conduct, Godrej has earned an unparalleled reputation for trust and reliability.
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The beginning of the Godrej Group can be traced to India's freedom struggle. Its founder, Ardershir Godrej, a lawyer by profession and a staunch nationalist, believed that India could attain freedom only by being self-reliant. In doing so, India would overcome Economic degradation. The Godrej Name displaced well established foreign brands from the Indian market. The name 'Godrej' engraved into the shiny metal of the Godrej Locks came to be known as a symbol of self reliance, trust-worthiness, assertiveness and progressiveness for a new generation of Indians. Godrej & Boyce Mfg. Co. Ltd. ± Appliance Division is in the business of manufacturing and/ or marketing Refrigerators, Washing Machines, Air Conditioners, DVD Players and Microwave Ovens. Apart from catering to the domestic consumers, Godrej is also a key OEM supplier in India. After the success achieved in the domestic market, Godrej is also looking at Exports in a big way and has launched its Refrigerators and Washing Machines in Sri Lanka. We also export our products to Singapore, Afghanistan, the Middle East, Egypt, Kenya, Rwanda, Bahrain and Oman. In 1930, Godrej became the first company in the world to develop the technology to manufacture soap with vegetable oils; that spirit of innovation has continued throughout the organization's history. Today Godrej is delivering consumers exciting innovations across a spectrum of businesses. The company's pursuit of excellence is equally well established and enduring. In the 1944 Mumbai docks blast, Godrej safes were the only security equipment whose contents were unharmed; an equal level of product quality continues to be expected from every product bearing the Godrej brand name. Godrej management understands that the company's greatest asset is the trust and faith that consumers have reposed in it, and recognizes that the company must continue to earn this trust. This translates to the organization delivering outstanding quality and value in everything it does. Godrej's ethical and visionary practices have allowed the company to successfully expand into a number of businesses. Today Godrej is a leading manufacturer of goods and provider of services in a multitude of categories: home appliances, consumer durables, consumer products, industrial products, and agro products to name a few. A recent estimate suggested that 350 million people across India use Godrej products. The group has more recently entered the real estate and information technology sectors, and management views these as avenues for enormous growth.
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The Godrej Group stands in a strong position today. With annual sales in excess of $1 billion, a workforce of approximately 18,000, and a strong diversified portfolio, Godrej has proven its ability to deliver strong financial performance.
Milestones for Interio
As we say no guts, no glory. But at Godrej, they must say it has been a glorious 106 years of being the face of Indian industry. They have always set the trends, always defined the market place and always achieved our glory. Here is a quick preview of the milestones they have crossed. 1923 - Manufactures first steel cupboard and filing cabinet 1963 - Introduces 'storwel 'brand for steel cupboards 1984 - Starts manufacture of open plan office system (opos) 1995 - Furniture business obtains iso 9001 certification 1996 - Storwel business obtains iso 9001 certification 1997 - Launches new cupboard 'centurion' to celebrate godrej centenary. 1998 - Furniture business obtains iso 14001 certification 1998 - Storwel business obtains iso 14001 certification 1998 - Receives certificate of excellence from the Indian orthopedic association for seating systems. 1999 - Forays into modular accommodation systems (navy) 2000 - Introduces the home furniture range 2000 - Forays into 'interiors' business 2001 - Manufactures 13,000 cupboards for UNICEF to support cyclone hit Orissa 2001 - Launches 'i-space' - children's furniture 2002 - Launches the 'godrej perfect home' brand 2002 - Forays into laboratory solutions 2003 - Furniture & interiors group (after amalgamation of storewel & furniture business) obtains iso 9001- 2000 certification 2004 - Furniture & interiors group obtains iso 14001 certification 2004 - Launches 'formula s' brand office solutions 2006 - Launched mass seating range for airports, stadium, etc. 2006 - Consolidates all furniture brands under umbrella brand -Godrej interio 2006 - Change of name of division to 'interio'.
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2.3 PRODUCT PROFILE
The company has eight Business divisions that manufacture a wide range of products. They are: Industrial Products Tooling Material Handling Process Equipment Precision Engg. Systems Precision Components & Systems Consumer Products Locks Furniture & Interior Storage Solutions Appliances Electrical & Electronics Services Construction Tech Services Property development Enviro-tech Services Prima communication Solutions. Security Equipments Business divisions and products Table-1
Godrej Interio is a contemporary, stylish and ergonomically designed range of furniture and interior solutions that transforms any space. It comes from our expertise and constantly evolving solutions that we provide to the consumer. Interio office and home furniture: Office furniture includes - Desking, Seating, Open Plan Office Systems, Computer furniture and Storages. Home furniture ± Living, Dinning, and Bedroom furniture, Kitchen cabinets, Laboratory furniture, Marine accommodation, Healthcare furniture, Turnkey Interiors, Carpet tiles, Mattresses
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CHAPTER ±3
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RESEARCH METHODOLOGY
3.1 OBJECTIVES OF THE STUDY
y To design a customer relationship management program in Godrej interio¶s Kerala
market. In order to achieve this objective it was required that following aspects were investigated
y y
Customer preferences towards various relationship marketing activities. Significant difference of opinion among demographic group towards relationship marketing activities.
y
Quality of customer care service at Godrej and customer preferences towards customer care service.
3.2 DATA COLLECTION
Selection of proper tool for collection of data is very much necessary for any research work. The relevant data have been collected from both primary and secondary sources for the research work. Here the method of data collection was by Questionnaire for primary data collection and secondary data was collected from journals and previous records.
3.3 SAMPLE SIZE
Population Size : Customers of Godrej Interio in Kerala State. Sample Size : 100 customers of Godrej Interio in Kerala State.
Sampling Method: Sampling was done on the basis of Random sampling.
3.4 TOOLS FOR ANALYSIS
Tools used for Analysis of Data are One Way ANOVA and Percentage analysis.
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3.5 LIMITATION OF THE STUDY
y
The sample size selected was on the basis of random sampling which has its own limitations.
y y y y
The accuracy of the figures and data are subject to the respondent claim. The sample size was limited. Some respondents didn't co-operate with researcher. The period of project study was limited.
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CHAPTER ±4
21
ANALYSIS AND INTERPRETATION
The results for the analysis are presented in this section. The Statistical package for Social Sciences (SPSS) was used for the analysis of the data. The analysis was performed based on the objectives.
4.1 OBJECTIVE 1:
To understand customer preferences towards various relationship marketing activities. Analysis Used-Percentage analysis
a)
I want or would like getting catalogues from Godrej Interio Frequency 1 56 43 100 Percent 1.0 56.0 43.0 100.0 Valid Percent 1.0 56.0 43.0 100.0 Cumulative Percent 1.0 57.0 100.0
Valid
disagree agree strongly agree Total
Table-2
Interpretation 56% of respndants agree and 43% strongly agree about getting catalogs.So customers like getting catalogs. b)
I want or would like Godrej Interio to organize more trade fairs and furniture exibitions Frequency Valid neither agrre nor disagree agree strongly agree Total 4 84 12 100 Percent 4.0 84.0 12.0 100.0 Valid Percent 4.0 84.0 12.0 100.0 Cumulative Percent 4.0 88.0 100.0
Table-3
Interpretation 84% of respndants agree about organizing more trade fairs and furniture exibitions..So customers want Godrej Interio to organize more trade fairs and furniture exibitions.
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c)
I t r l li r j I t ri t pr vi h ff r f r l ercent r pr
9
100
9. . 100.0
9. . 100.0
. 100.0
Table-4
Interpretation
49% of respndants agree and 36% strongly agree about providing exchange offers.So customers like exchange offers.
d)
I
t r
l li
r j I t ri t
pt r
it
r
t ll
tl t
requenc
Percent
ali Percent 25.0
umulati e Percent 25.0
ali
neit er agrre nor isagree agree strongl agree Total
5
25.0
40 35 100
40.0 35.0 100.0
40.0 35.0 100.0
65.0 100.0
Table-5
Interpretation 40% of respndants agree and 35% strongly agree about credit cards to be accepted.So customers like credit cards to be accepted at all outlets.
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ali
neit er rre nor is ree agree strongl agree Total
15
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requenc
ercent 15.
ali
umulati e Percent 15.
15.
(
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23
e)
I
alid
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 4
Percent 4.0 23.0 43.0 30.0 100.0
alid Percent 4.0 23.0 43.0 30.0 100.0
umulati e Percent 4.0 27.0 70.0 100.0
23 43 30 100
Table-6
Interpretation 43% of respndants agree and 30% strongly agree about issuing loyalty cards.So customers like loyalty cards.
f)
I
t r
l li
r j I t ri t
ff r m
y- ff
alid
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 2
Percent 2.0 27.0 55.0 16.0 100.0
alid Percent 2.0 27.0 55.0 16.0 100.0
umulati e Percent 2.0 29.0 84.0 100.0
27 55 16 100
Table-7
Interpretation 55% of respndants agree and 16% strongly agree about money-off coupons.So customers like money-off coupons.
E E
923F43@ 3 723 7 3 3 3 7 2 7 538 76 5 430 3 210
95 1@ 1 3 7499 3 3 7 2 7 538 76 5 430 3 210
t r l li r j I t ri t i l y lty r
D D
C C
B B
B B
A A
C C
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g)
I
Frequenc alid disagree neit er agrre nor disagree agree strongl agree Total
3
Percent 3.0 63.0 32.0 2.0 100.0
alid Percent 3.0 63.0 32.0 2.0 100.0
umulati e Percent 3.0 66.0 9 .0 100.0
63 32 2 100
Table-8
Interpretation 63% of respndants neither agree nor disagree and 32% agree about club options.So customers are not so sure with the club and recreational activities.
h)
I
t r
l li
r j I t ri t pr vi
i
r
rr
t
m
Frequenc
alid
disagree neit er agrre nor disagree agree strongl agree Total
4 4
Percent 4.0 4.0
alid Percent 4.0 4.0
umulati e Percent 4.0 8.0 52.0 100.0
44 48 100
44.0 48.0 100.0
44.0 48.0 100.0
Table-9
Interpretation 44% of respndants agree and 48% strongly agree about insurance and warranty schemes.So customers like insurance and warranty schemes.
Y
d
a b c d XT TfVX e IH HG RIH TVIH QXI TR P P P T I T RPU TS R QPG P IHG
XIP P HIP HT VT RIH WQ V TR P P P T I T RPU TS R QPG P IHG
t r l li r j I t ri t pr vi l r r ti l pti
c
b
a
a
a
`
`
b b
25
i)
I want or would like Godrej Interio to ro ide loan and installment o tions Frequency 5 12 48 35 100 Percent 5.0 12.0 48.0 35.0 100.0 Valid Percent 5.0 12.0 48.0 35.0 100.0 Cumulative Percent 5.0 17.0 65.0 100.0
Valid
disagree neither agrre nor disagree agree strongly agree Total
Table-10
Interpretation
44% of respndants agree and 48% strongly agree about insurance and warranty schemes.So customers like insurance and warranty schemes.
j)
I want or would like Godrej Interio to inform me about new roducts Frequency 1 4 73 22 100 Percent 1.0 4.0 73.0 22.0 100.0 Valid Percent 1.0 4.0 73.0 22.0 100.0 Cumulative Percent 1.0 5.0 78.0 100.0
Valid
disagree neither agrre nor disagree agree strongly agree Total
Table-11
Interpretation 73% of respndants agree and 22% strongly agree with informing them about new products .So customers like informing them about new products.
g
g
h g
26
k)
I
alid
strongl disagree disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 1 8 4
Percent 1.0 8.0 4.0 62.0 25.0 100.0
alid Percent 1.0 8.0 4.0 62.0 25.0 100.0
umulati e Percent 1.0 9.0 13.0 75.0 100.0
62 25 100
Table-12
Interpretation 62% of respndants agree and 25% strongly agree with informing them about new offers .So customers like informing them about new offers.
l)
I
Frequenc alid disagree neit er agrre nor disagree agree strongl agree Total
2
Percent 2.0 19.0 69.0 10.0 100.0
alid Percent 2.0 19.0 69.0 10.0 100.0
umulati e Percent 2.0 21.0 90.0 100.0
19 69 10 100
Table-13
Interpretation 69% of respndants agree and 10% strongly agree with providing more contact points and outlets. So customers like providing more contact points and outlets.
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t r l li r j I t ri t i f r t ff r
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27
m)
I t r l li r j I t ri t p rf r r pr ti l tiviti
alid
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 3
Percent 3.0 12.0 55.0 30.0 100.0
alid Percent 3.0 12.0 55.0 30.0 100.0
umulati e Percent 3.0 15.0 70.0 100.0
12 55 30 100
Table-14
Interpretation
55% of respndants agree and 30% strongly agree with performing more promotional activities. So customers like performing more promotional activities.
n)
I
t r
l li
r j I t ri t pr vi
t
l it
it p r
alid
Table-15
Interpretation 71% of respndants agree and 16% strongly agree with providing toolkits. So customers like providing toolkits.
k
k
71 1 100
71.0 1 .0 100.0
71.0 1 .0 100.0
.0 100.0
ji
k
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 1
Percent 1.0 12.0
alid Percent 1.0 12.0
umulati e Percent 1.0 13.0
12
g g
h h
f f e e d d d d
e e
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4.2 OBJECTIVE 2:
Significant difference in opinion among demographic groups towards relationship marketing activities. Analysis Used -One way anova
a) One way Anova between gender of the respondents and relationship marketing activities. H0 (null) ± There is no significant difference of opinion between genders in their preference towards relationship marketing activities. H1 (alternative)- There is significant difference of opinion between genders in their preference towards relationship marketing activities.
ANOVA TR Sum of Squares .970 10.106 11.075 df 1 98 99 Mean Square .970 .103 F 9.404 Sig. .003
Between Groups Wit in Groups Total
Interpretation The significant value is less than .05, hence alternative hypothesis is accepted and null hypothesis is rejected. That is there is significant difference of opinion between genders in their preference towards relationship marketing activities.
b) One way Anova of Marital status of the respondents and relationship marketing activities. H0 (null) ± There is no significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities. H1 (alternative)- There is significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities.
l
Table-16
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ANOVA
Bet een roups ithin roups Total
1 98 99
Table-17
Interpretation The significant value is less than .05, hence alternative hypothesis is accepted and null hypothesis is rejected. That is there is significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities.
c) One way Anova of occupation of the respondents and relationship marketing activities.
H0 (null) ± There is no significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities. H1 (alternative)- There is significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities.
ANOVA
Bet een roups ithin roups Total
2 97 99
Table-18
Interpretation The significant value is less than .05, hence alternative hypothesis is accepted and null hypothesis is rejected. That is there is significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities.
r
o
o
n
m
T
Sum of Squares 1.813 9.263 11.075
df
r
q
o
o
n
m
T
um of Squares .852 10.224 11.075
df
ean Square .852 .104
F 8.164
Sig. .005
p p
ean Square .906 .095
F 9.490
Sig. .000
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d) One way Anova of income of the respondents and relationship marketing activities.
H0 (null) ± There is no significant difference of opinion income level of the respondents in their preference towards relationship marketing activities. H1 (alternative)- There is significant difference of opinion with income level of the respondents in their preference towards relationship marketing activities.
ANOVA
Bet een roups ithin roups Total
3 96 99
Table-19
Interpretation The significant value is greater than .05, hence null hypothesis is accepted and alternative hypothesis is rejected. That is there is no significant difference of opinion with level of the respondents in their preference towards relationship marketing activities.
w
u
u
t
s
T
Sum of Squares .817 10.258 11.075
df
ean Square .272 .107
F 2.549
Sig. .060
v
31
4.3 OBJECTIVE 3:
Quality of customer care service at Godrej and customer preferences towards customer care service. Analysis Used- Percentage analysis a)
Help esk supp rt is excellent Frequenc Percent 4.0 6.0 10.0 90.0 100.0 alid Percent 40.0 60.0 100.0 umulati e Percent 40.0 100.0
Missing Total
Interpretation 60% of respndants agree and 40% neither agree nor disagree that Godrej provides excellent help desk support.So customers feels that Godrej provides excellent help desk support.
b)
Resp nsiveness t enquiries is excellent umulati e Percent 10.0 40.0 100.0
alid
Missing Total
disagree neit er agrre nor disagree agree Total S stem
Frequenc 1 3
Percent 1.0 3.0 6.0 10.0 90.0 100.0
alid Percent 10.0 30.0 60.0 100.0
6 10 90 100
Table-21
Interpretation 60% of respndants agree ,30% neither agree nor disagree and 10% diaagree that responsiveness to enquiries is excellent.So customers feel that that responsiveness to enquiries is excellent.
~
}
{
y
|
y
z z
alid
neit er agrre nor disagree agree Total S stem
4 6 10 90 100
Table-20
~
}
{
y
|
x
| |
{ {
32
c)
Registering a com laint is eas Frequency 2 2 4 2 10 90 100 Percent 2.0 2.0 4.0 2.0 10.0 90.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree agree strongly agree Total System
Valid Percent 20.0 20.0 40.0 20.0 100.0
Table-22
Interpretation 40% of respndants agree ,20% neither agree nor disagree ,20% diaagree and 20% strongly agree that registering a coomplaint is easy.So customers feel that registering a coomplaint is easy.
d)
Usuall get a live erson in line Cumulative Percent 20.0 40.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree agree Total System
Frequency 2 2 6 10 90 100
Percent 2.0 2.0 6.0 10.0 90.0 100.0
Valid Percent 20.0 20.0 60.0 100.0
Table-23
Interpretation
60% of respndants agree ,20% neither agree nor disagree and 20% diaagree regarding that they usually get a live person.So customers usually get a live personin line.
Cumulative Percent 20.0 40.0 80.0 100.0
33
e)
Usuall a e to wait for long time get a li e erson in line Frequency 6 4 10 90 100 Percent 6.0 4.0 10.0 90.0 100.0 Valid Percent 60.0 40.0 100.0 Cumulative Percent 60.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree Total System
Table-24
Interpretation
60% of respndants disagree and 40% neither agree nor disagree regarding that they have to wait for a long time to get a live person.So customers to does not wait for a long time to get a live person.
f)
More comfortable talking to a li e erson Frequency 7 3 10 90 100 Percent 7.0 3.0 10.0 90.0 100.0 Valid Percent 70.0 30.0 100.0 Cumulative Percent 70.0 100.0
Valid
Missing Total
agree strongly agree Total System
Table-25
Interpretation 70% of respndants agree and 30% strongly agree that they are more comfortable talking to a live person.So customers are more comfortable talking to a live person.
34
g)
Customer care executives are able to answer the queries Frequency 10 90 100 Percent 10.0 90.0 100.0 Valid Percent 100.0 Cu ulati e Percent 100.0
Interpretation 100% of respndants agree that customer care executives are able answer their queries.So customers feel that customer care executives are able answer their queries.
h)
Customer care executives have good knowledge about products Frequency 9 1 10 90 100 Percent 9.0 1.0 10.0 90.0 100.0 Valid Percent 90.0 10.0 100.0 Cu ulati e Percent 90.0 100.0
Valid
Interpretation
90% of respndants agree and 10% strongly agree that customer care executives have good knowledge about produts .So customers feel that customer care executives have good knowledge about produts.
Missing Total
agree strongly agree Total Syste
Table-27
Valid Mi ing Total
agree S e
Table-26
35
i)
Custo er care executives have good co Frequency Percent 1.0 9.0 10.0 90.0 100.0
Valid Percent 10.0 90.0 100.0
Cumulati e Percent 10.0 100.0
Missing Total
Interpretation
90% of respndants agree and 10% neither agree nor disagree that customer care executives have good communication skilla.So customers feel that customer care executives have good communication skills.
j)
Easier to talk to Custo er care executives in Frequency 9 1 10 90 100 Percent 9.0 1.0 10.0 90.0 100.0 alayala
Valid
Missing Total
agree strongly agree Total System
Valid Percent 90.0 10.0 100.0
Cumulati e Percent 90.0 100.0
Table-29
Interpretation
90% of respndants agree and 10% strongly agree that it is easier to talk to customer care executives in malayalam.So customers feel that it is easier to talk to customer care executives in malayalam.
Valid
neit er agrre nor disagree agree Total System
1 9 10 90 100
Table-28
unication skills
36
k)
Com laints get fixed quickl . Frequency 1 1 6 2 10 90 100 Percent 1.0 1.0 6.0 2.0 10.0 90.0 100.0 Valid Percent 10.0 10.0 60.0 20.0 100.0 Cumulative Percent 10.0 20.0 80.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree agree strongly agree Total System
Table-30
Interpretation 60% of respndants agree ,10% neither agree nor disagree ,10% diaagree and 20% strongly agree that their complaints get fixed quickly.So customers feel that their complaints get fixed quickly.
4.4 OBJECTIVE 4:
To design a customer relationship management program in Godrej interio¶s Kerala market considering the above factors.
Explanation: A successful programme implementation requires proper planning and precise execution of the implementation plan. In order to achieve maximum efficiency of the plan it is required that all necessary factors be incorporated and investigated. A similar approach was followed in order to design a customer relationship management program in Godrej interio¶s Kerala market. To ensure a suitable design formulation, a framework was elementary. The framework would give account of all the factors that were to be considered while planning. The survey provided the required information on customer preference for various relationship marketing activities and customer care service. Further, the interviews with the management and distributors
37
provided the insights into various do¶s and don¶ts that has to be followed for a competitive design formulation.
For any CRM programme both the internal and external factors has to be considered to ensure a successful CRM model. The internal factors that contributed were the Organization structure, Functioning style, Staff and Systems. Here the external factors consist of Customers and Competitors. Generally companies which are into retailing go for ERP & CRM implementation in the organization but restricted within the company, connecting to suppliers and distributors but not at all the end customers.
Since the management at Godrej Interio insisted on design of a programme for end user, this study and design will primarily focus on end customers. The idea of this CRM programme is that it helps Godrej Interio to use technology and human resources to gain insight into the behavior of customers and the value of those customers.
ARCHITECTURE OF CRM
There are three parts of application architecture of CRM design for Godrej interio: In CRM the important functions are collecting customer data, analyzing them and making relationships with the prospective customers based on the analyzed information. Among these three main functions, the first and the last ones are making direct contact with customers, while analyzing data is not. The operational CRM deals with those which make customer contacts or otherwise called as touch points. Analytical CRM does the job of analyzing the accumulated data from the various touch points with the aid of business intelligence.
Operational CRM
Operational CRM means supporting the so-called "front office" business processes, which include customer contact. Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and
38
interfaces to back-end applications are being provided and activities with customers are being documented for further reference.
Operational part of CRM typically involves these general areas of business:
Sales Force Automation (SFA): Automation of processes starts here the front office. For Godrej Interio the sales person at retail outlets would be better enablers of automation process as they get to have direct interaction with end customers. Customer Service and Support (CSS): This forms the back office. In the case of Godrej interio help desk support, call centers, account handling, billing, home delivery and other support functions from back office also should support the front end activities.
Customer Information Database
A customer database is an organized collection of comprehensive information about individual customers or prospects that is current, accessible, and actionable for such marketing purposes as lead generation, lead qualification, sale of a product or service, or maintenance of customer relationships. The database stores all information about the customer, such as: Individual-related information :
y y y y y y y
Name Addresses Age Income Spouse Children Home ownership
The database keeps track of all contacts by/with the customer, including:
y y y y y
Customer-initiated contacts Purchase transactions Lead source Calls Comments
39
y y y y y y y y
Returns Service calls Complaints Company-initiated contacts Promotional offers Letters Calls Personal visits
Godrej Interio collects customer information through customer transactions, registration information, telephone queries, and information from every contact with a customer at different touch-points. A customer database includes information about a customer¶s past purchases, demographics (age, income, family members,), psychographics (activities, interests, and opinions), and other useful information.
Analytical CRM
In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship.
CUSTOMER DATA ANALYSIS This module analyzes data of customer on the basis of territory, occupation and incomer group. This module uses customer master, city details, transaction, bill details and complaint. It gives information related to, Recent purchase: When has the customer last purchased something from Godrej Interio- a measure of retention. Frequency: The number of purchases the customer has made from Godrej Interio within a specified time frame. Monetary Value: The amount the customer has spent on purchases from Godrej Interio, again within a specified time frame.
CUSTOMER DATA MAINTENANCE This module is responsible for management of customer data. This data is accessed and maintained by the salesman. If product is sold to a new customer then data of new customer can be added in the database. If there is any change in the customer record such as change of address etc then the salesmen can edit their records with the help of this module.
40
The customer database is the central repository of all of the information pertaining to the relationship of a business and its customers. The data collected is available at one server and can be accessed anytime, anywhere. Since database architecture is not very efficient for analytical applications, CRM uses a data warehouse for storing customer information. Through data mining, marketing statisticians can extract useful information about individuals, trends, and segments from the mass of data.
Figure 3: The relationship between operational and analytical CRM
41
Collaborative CRM
Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and supports co-ordination of employee teams and channels. It is a solution that brings people; processes and data together so companies can better serve and retain their customers. Collaborative CRM for Godrej Interio comprises of: Service support: This would ensure that customer gets the required service at the right place in the right time. Direct Interactions: Personal attention is one factor that would evoke loyalty. Also, a human face to marketing lays the foundation for long term relationships. Relationship Managers: These are the people who would be responsible to handle customer complaints, issues and relationships.
The Processes for Delivering CRM
The tools and the processes can be done as follows ±
Customer Data collection Godrej Interio should collect all the data from customers and gets the personalized information to know which product to offer to which customer. This process helps in collecting the data and knowing what the customer wants and understanding his needs. Centralized software where the whole data is collected The data collected from customers is available at one server and can be accessed anytime, anywhere. So, this helps in the further process of customized offerings and cross ±selling.
Cross ± selling It refers to offering another product from Godrej Interio to the customer which he has not gone for. This depends on the value of the customer to Godrej Interio. It is not offered to every customer. It depends on how loyal the customer is to Godrej Interio. The more business he gives to Godrej Interio, the more are his chances of being special products offered.
42
Feedback The customer feedbacks on the service, technology used, employee behavior and promptness in solving customer¶s problems, are taken and they are analyzed.
y Relationship Marketing activities
Various relationship marketing activities can be performed according to needs of Godrej Interio.
y Helpdesk Support and Call centre
Helpdesk support and call centre should be provided to customers.
Relationship marketing, Cross ± selling, customized offerings
C U S T O M E R S
Retail Outlet 1 DB1 (Cust info , Purchase details, Feedbacks and complaints)
Retail Outlet 2 DB2 (Cust info , Purchase details, Feedbacks and complaints)
Central Database server
Retail Outlet n DB..n (Cust info, Purchase details, Feedbacks and complaints)
Help Desk and Customer support (Complaints, Feedback and service)
Customer Data Analysis
Data warehousing, Data mining, ERP Systems
Figure 4: The Processes for Delivering CRM
43
The proposed model as a whole would thus provide an instrument which could help the organization to improve and enhance end customer relationships thus evoking longer customer commitment and in the long run a competitive advantage.
44
CHAPTER 5
45
Findings suggestions and conclusions
5.1FINDINGS
The findings would be presented in the order of the objectives presented in the previous section.
1) Customer preferences towards relationship marketing:
All the customers liked the idea of relationship marketing activities. All customers preferred getting catalogs, wants to organize more trade fairs and furniture exibitions, provide exchange offers, credit cards to be accepted, isssing loyalty cards, moneyoff coupons, insurance and warranty schemes, loan and installment options , informing them about new products, informing them about new offers, providing more contact points and outlets, more promotional activities and providing toolkits.
Customers are not so sure with the club and recreational activities.
2) Difference in opinion among demographic groups towards relationship marketing
There was significant difference of opinion between age groups of the respondents in their preference towards relationship marketing activities.
There was significant difference of opinion between genders in their preference towards relationship marketing activities.
There was significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities.
There was significant difference of opinion with educational qualification of the respondents in their preference towards relationship marketing activities.
46
There was significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities.
There was no significant difference of opinion with level of the respondents in their preference towards relationship marketing activities.
3) Quality of customer care service at Godrej and customer preferences. Only 10 % of the respondents have used the customer care and help desk support at Godrej. So it is difficult to understand the quality of customer care service.
But respondents who have used the customer care service feels that help desk support , responsiveness to enquiries is excellent. They feel that registering a coomplaint is easy, complaints get fixed quickly, customer care executives have good communication skills, customer care executives have good knowledge about produts , customer care executives are able answer their queries, does not wait for a long time to get a live person and usually get a live personin line.
Customers also prefer and are more comfortable talking to a live person and and are also more comfortabale to talk in malayalam.
4) A customer relationship management program in Godrej interio¶s Kerala market for end customers considering the above factors Interviews with top management, dealers, and sales people at outlets helped in suggesting a CRM design.
The interviews contained vital information with respect to the CRM design and on various factors to be incorporated in the design.
47
Other Findings
y
80 % of the Customers own more than two products.
y
Majority of customers feel that Godrej Interio gives value for their money.
y
Most of the customers prefer SMS, emails and phone calls as their preferred medium of communication with Godrej.
y
Majority of customers feel that they don¶t want any special treatment rather just good service.
y
Majority of customers wants to keep good relationship with Godrej Interio.
y
Majority of customers like it telemarketers addressing them by their name.
y
Very few customers have used the customer care service at Godrej Interio.
48
5.2SUGGESTIONS
Following are some suggestions for improvement on the basis of the study. 1) Follow up the customers after a purchase is made, most of the customers like this approach and customer loyalty can be built through follow-up.
2) Mobile phones can be used as the most important tool by Godrej Interio for their various activities.
3) Give sales person at retail outlets necessary training on how to handle customers and regarding the products.
4) For cross selling and retaining existing customers Godrej Interio can make use of activities like sending catalogs, Inform about new products being introduced and inform them about various offers.
5) For acquiring new customers Godrej Interio make use of activities like organize more Trade fairs and furniture exhibitions, Provide Exchange offers for older products, Insurance and warranty schemes for products, Loan services and installment schemes for purchase and More Contact points and Outlets. 6) For satisfying customers Godrej Interio can make use of activities like Credit cards to be accepted at all outlets , Money off coupons for re-purchase, Various Club options and recreational activities and Provide tool kit for the products.
7) For increasing loyalty of customers Godrej Interio can issue loyalty cards and offer the customers various benefits based on their value to Godrej Interio.
8) Make customers aware about the help desk and Call centre available at Godrej and encourage the customers to make use of this facility.
9) Make sure enough customer care executives are available since customers prefer talking to live person.
49
10) Arrange call centers which can handle regional languages.
11) While collecting customer data make sure to ask them about the lead that made them to come to outlet, by calculating the leads effectiveness of various marketing campaigns will be known.
12) Give necessary training and support to employees who are running the CRM programme.
50
5.3 CONCLUSION
The study was concluded in its entirety as intended by the researcher through the objectives which were formulated to arrive at this point of report generation. The findings and suggestions have been simple form for easy and better understanding of the reader.
The study was completed by first collecting the customer opinion in terms of questionnaires with relevant questions to elicit appropriate response. Secondly employees, dealers and sales personnel were interviewed based on relationship marketing objectives and CRM objective.
The study provides insights into various factors and their effect on CRM. Further a CRM programme is also attempted to improve customer relations to enhance customer commitment and loyalty.
In conclusion implementing an effective CRM solution is not complex. Adequate planning, effective communication, stakeholder involvement and mistake avoidance will ensure that your initiative gets off the ground easily.
51
BIBLIOGRAPHY
52
BIBLIOGRAPHY
1. Michael Torggler, The Functionality and Usage of CRM Systems, International Journal of
Social Sciences 4:3 2009
2. Suzanne Hanley, The Effectiveness of Relationship Marketing Strategies in Department
Stores, Vol. 3, No. 10 International Journal of Business and Management, October, 2008
3. Patricia Sorce. Relationship Marketing Strategy - A Research Monograph of the Printing Industry Center at RIT September 2002 . No. PICRM-2002-04
4. D. HORN, R. FEINBERG and G. SALVENDY. Determinant elements of customer relationship management in e-business, Behavior & Information Technology, Vol. 24, No. 2, March ± April 2005, 101 ± 109
5. Lynette Ryals, Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships, Journal of Marketing Vol. 69 (October 2005), 252±261 6. Ben Light, CRM packaged software: a study of organizational experiences, Business Process Management Journal Vol. 9 No. 5, 2003 pp. 603-616
7. Dyche J (2002), The CRM Handbook, First Indian Reprint ,Pearson Education
8. Adrian Payne ( 2005), HANDBOOK OF CRM: Achieving Excellence in Customer management, Elseveir UK.
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APPENDIX
CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME GODREJ INTERIO IN KERALA MARKET. QUESTIONNAIRE
1. Name 2. Age 3. Sex 4. Marital status 6. Occupation : : : male / female : single / married : private / public / self employed b) 10,001 ± 20,000 d) above 50,000
FOR
5. Educational qualification:
7. Income level monthly : a) below 10,000 c) 20,001 ± 50,000
8. How many products do you own from Godrej Interio? a) One ( ) b) Two ( ) c) Three ( ) d) more than Three ( ) e) None ( ) 9. I feel Godrej Interio products are Value for Money 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( ) 10. I like the way of following up by Godrej Interio after a purchase is made 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( ) 11. I prefer getting various notices and offers from Godrej Interio through a) SMS ( ) b) E-mails ( ) c) Phone calls ( ) d) Postal services ( ) e) Others ( ) 12. I would like to keep good Relations with Godrej Interio a) Yes ( ) b) No ( ) c) Not sure ( ) 13. I don¶t want special treatment from an outlet I shop at; rather, I just want good service. 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( )
54
*I want or would like Godrej Interio to perform these activities and services * Please Note mention the number: 1-strongly disagree 2-disagree 3-Neither disagree nor agree 4-Agree 5-strongly agree Si 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Activities and services Getting catalogs Organize more Trade fairs and furniture exhibitions Provide Exchange offers for older products Credit cards to be accepted at all outlets Loyalty cards(premium, gold, silver) and their benefits Money off coupons for re-purchase Various Club options and recreational activities Insurance and warranty schemes for products Loan services and installment schemes for purchase Inform about new products being introduced Inform about various offers More Contact points and Outlets More promotional activities Provide tool kit for the products
Please Note mention the number: 1 -strongly disagree 2 -disagree 3-Neither disagree nor agree 4 -Agree 5-Strongly agree
1
2
3
4
5
28. I like it when telemarketers address me by name 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( ) 29. Have you ever used the customer care service at Godrej Interio?
1) Yes ( ) 2) No ( )
55
If yes * Please share your experience by rating the following factors : * Please Note mention the number: 1-strongly disagree 2-disagree 3-Neither disagree nor agree 4-Agree 5-Strongly agree
SI 30 31 32 33 34 35 36 37
Customer Care services Help desk support is excellent Responsiveness to enquiries is excellent Registering a complaint is easy Usually get a live person in line Usually have to wait for long time get a live person in line More comfortable talking to a live person Customer care executives are able to answer the queries Customer care executives have good knowledge about products
1
2
3
4
5
38 39 40
Customer care executives have good communication skills Easier to talk to Customer care executives in Malayalam Complaints get fixed quickly.
Please Note mention the number: 1 -strongly disagree 2 -disagree 3 -Neither disagree nor agree 4 -Agree 5-Strongly agree
41. Any Suggestion or recommendation to Godrej Interio : _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _________________________________________________ ____________________ ____________ _________________________________________________________
CHAPTER ± 1
2
1.1 INTRODUCTION
Interest in customer relationship management (CRM) began to grow in 1990s. Regardless of the size of an organization, businesses are still motivated to adopt CRM to create and manage the relationships with their customers more effectively. An enhanced relationship with one's customers can ultimately lead to greater customer loyalty and retention and, also, profitability. In addition, the rapid growth of the internet and its associated technologies has greatly increased the opportunities for marketing and has transformed the way relationships between companies and their customers are managed. CRM is on the identification and delivery of value to each individual customer .CRM is about the management of technology, processes, information resources and people needed to create an environment that allows a business to take a 360-degree view of the customer. This emphasize the importance of viewing CRM as a comprehensive set of strategies for managing those relationships with customers that relate to the overall process of marketing, sales, service, and support within the organization. Moreover, information technology (IT) and information systems (IS) can be used to support and integrate the CRM process to satisfy the needs of the customer.
3
1.2 Review of Literature
Michael Torggler, The Functionality and Usage of CRM Systems, International Journal of Social Sciences 4:3 2009
Service Automation supports the service department of a company, which is a key success factor for the maintenance of long-term customer relationships. Depending on the processes and parties involved, CRM systems offer functions for the customer field service as well as the companies¶ service back-office. While the field service employees primarily need administrative support (e.g. recording of service requests, request administration, product data), employees at the helpdesk tend to use more advanced communication applications (e.g. contact histories, automatic call distribution) to simplify the contact with the customers.
Helpdesk: The helpdesk is often the first point of contact for customers in service requests. The incoming requests can be automatically assigned to the appropriate staff (e.g. on the basis of expertise). To find an appropriate solution for the customer¶s problem, various functions are available such as automatic problem identification, case based reasoning or databases with previous cases and solutions. Complaint Management: Complaint management is an important medium which generates feedback from customers and can be used to increase the customer satisfaction through a positive image of the enterprise.CRM systems can assist the complaint process through the systematic collection and categorization of complaints and the automatic management of customer requests. Service Requests: With this component of the service process, the role of a CRM system involves all service activities in the context of a service center. The primary objective is to offer a quick and straightforward solution to the customer¶s problem. The information system can support the administration of service data including historical requests and service contracts as well as the administration of the service staff.
4
Suzanne Hanley, The Effectiveness of Relationship Marketing Strategies in Department Stores, Vol. 3, No. 10 International Journal of Business and Management, October, 2008
Relationship Marketing Strategies The development of loyalty and club marketing programs by various department stores is regarded as significant in the drive to build customer loyalty and customer-department store relationships. With the use of loyalty cards in stores today customers weekly shop is analyzed and scrutinized by experts known as µtrolyoligists¶ who analyze the information collected on computers. Loyalty cards create profiles of individuals¶ personal shopping habits. Other relationship marketing strategies used by department stores in the drive to build customer relationships include wine clubs, financial services and personal shoppers. 1) The Role of Club Marketing Programmes in Building Relationships Club marketing programmes form a significant part of retailers¶ relationship marketing strategies. It is evident from the literature that Tesco¶s Baby Club, for example, has been a spectacular success since its commencement (McDonald, 2004). Findings from this research support McDonald (2004). The Baby Club proved to be very popular with the respondents to this research, who appreciated the articles related to caring for children and the money off coupons. According to Berry and Parasuraman (1991), customers will remain loyal if they receive financial benefits e.g. reward programmes and/or social benefits e.g. a personalized service. These benefits can turn customers into clients. Much of the relationship marketing literature states that relationship marketing is the process whereby both parties ± the buyer and the provider ± establish an effective, efficient, enjoyable, enthusiastic and ethical relationship: one that is personally, professionally and profitably rewarding to both parties (Porter, 1993: 14).
5
2) Loyalty Cards and the Development of Loyalty Opinions such as this support the opinion of Ailish Forde, Director General of RGDATA, who maintains that the value back to consumers from loyalty schemes is negligible, while the benefit to the company is great (O¶Dea, 2001). Masterson and Pickton, (2004) argue that loyalty cards have induced customer cynicism as card based loyalty schemes are viewed by many as mere sales promotions and customers are likely to have cards collecting points from all competitors not being loyal to any particular scheme.
3) Financial Services and Relationship Development
Despite the abundance of leaflets and information available in-store in relation to the auxiliary financial services, the research findings suggest a requirement to have them advertised more, for example, on television to raise the public¶s awareness of such services. In addition, it would assist in gaining the trust of consumers to avail of these financial services if they were better informed as to what the services entailed. This is especially true given that the relationship marketing literature suggests that the relationship philosophy relies on co-operation and trust (Sheth and Parvatiyar, 2000).
4) Customer Service and Relationship Development It is part of human nature for individuals to be sensitive to the treatment received from others and this seems to be the main reason for such a large response rate to the fact that customer service does have an enormous impact on where people shop. The potential for negative word-of-mouth reputation from customers who have complained and were treated badly, or indeed customers who did not complain because they felt it was pointless, is significant (Quinn, 1991). It ultimately results in the customer not returning and furthermore if this customer becomes a µterrorist¶, which are customers who are so unhappy that they speak out against a poorly delivered service at every opportunity, then they can even discourage acquaintances from trying a service or product (Heskett et al. 1994: 640). Most participants agreed that receiving bad customer service has a significant effect on whether they would return to that store, in particular, if they can buy identical items elsewhere. This supports Berry¶s (1983) opinion that relationship marketing is applicable when there is an ongoing and periodic desire for the service, and when the customer controls the selection
6
of a service supplier and has alternatives from which to choose. This choice empowers the consumer in the seller-buyer dyad as the direction frequently taken when the consumer is unsatisfied is switching to competitors. According to Christopher et al. (1991) customer service is concerned with the building of bonds with customers and other markets or groups to ensure long-term relationships of mutual advantage.
Patricia Sorce. Relationship Marketing Strategy - A Research Monograph of the Printing Industry Center at RIT September 2002. No. PICRM-2002-04
The objective of many marketing strategies in the last 10 years has been building the customer¶s commitment to a brand or a dealer. This has taken three forms: Creating customer satisfaction - delivering superior quality products and services (Gale and Chapman). Building brand equity - the sum of the intangible assets of a brand. Factors that contribute to this are: name awareness, perceived quality, brand loyalty, the associations consumers have towards the brand, trademarks, packaging, and marketing channel presence (Aaker 17). Creating and maintaining relationships (Peppers and Rogers). According to Rust, Zeithaml, and Lemon, there are five drivers of retention equity (99). These are: Loyalty programs Special recognition programs Affinity programs Community programs Knowledge-building programs.
7
D. HORN, R. FEINBERG and G. SALVENDY. Determinant elements of customer relationship management in e -business, Behavior & Information Technology, Vol. 24, No. 2, March ± April 2005, 101 ± 109
Customer relationship attributes The study by Parasuraman, Zeithaml et al. (1988, 1991) on SERVQUAL, a measurement instrument for perceived service quality, suggests that customer relationship factors fall into five main groups: tangibles, reliability, responsiveness, assurance and empathy. The research shows that a General CRM is a combination of items that consumers place together in a perceptual group. Personalization Personalization is seen as a way to increase customer loyalty (Carroll and Broadhead 2001). The thinking is that the greater the degree of personalization the greater the customer acquisition, customer purchase and customer loyalty. This research suggests that personalization has an even greater effect by adding to customer perceptions of the ebusiness¶s customer relationship management ability. Personalization has received a fair amount of attention beginning with the publication of the series of One to One marketing books by Peppers and Rogers including:
One to One B2B: Customer development strategies for the business-to-business world (Peppers and Rogers 2001) The One to One Manager: Real world lessons in customer relationship management (Peppers and Rogers 1999) Enterprise One to One: Tools for competing in the interactive age (Peppers et al. 2000) The One to One Future: Building relationships one customer at a time (Peppers and Rogers 1993).
8
1.3 STATEMENT OF THE PROBLEM
A dissertation project on the topic ³CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME FOR GODREJ INTERIO IN KERALA MARKET´. In this study the researcher has tried to analyze the CRM practices and design a CRM programme for Godrej Interio for end customers. An effort is being made to analyze the shortcomings in the system and ways to improve the Customer Relationship Management in the organization so as to add value to the organization and its efficient functioning.
1.4 DESIGN OF THE STUDY
The design of the study on the basis of the problem identified is presented hereunder: Understanding customer preference towards relationship marketing activities
Understanding the quality of customer care service and customer preferences towards it
Determining the significant difference in opinion among demographic groups
Understanding companies functioning and marketing activities
Top managements view on do¶s and don¶ts for CRM design
Assimilating information and aligning it to develop an effective CRM framework and design
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1.5 NEED FOR THE STUDY
With the growing focus on competitiveness companies are focusing on ways to improve services and customer base by adopting measures to improve customer relations and ensure longer customer commitment. Gone are the days when a company would focus only on new customers and neglect its existing customer base. One of widely adopted tools to improve competitiveness is Customer Relationship Management (CRM). Godrej Interio needs to retain their existing customers and improve their loyalty. So this study aims at designing a CRM programme for Godrej Interio. By having an effective CRM programme Godrej can retain their existing customers and improve their loyalty.
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CHAPTER ± 2
11
2.1 INDUSTRY PROFILE
INTRODUCTION The global furniture market can be broadly categorized into four categories - domestic furniture, office /corporate furniture, domestic furniture accounts for hotel furniture and furniture parts. Globally, 65 per cent of the production value, whilst
corporate/office furniture represents 15 per cent, hotel furniture 15 per cent and furniture parts 5 per cent. Indian Furniture Industry: As of 2006, the Indian furniture market is estimated to be worth US$ 7,922 million. Of this, wooden furniture accounts for US$ 1,358 million. About 11 per cent (US$ 152 million) of this (wooden furniture) is imported and imports are growing at 50 to 60 per cent every year. India was the largest furniture importer in the world in 2004-05, with a 17 per cent share in the furniture imports worldwide. A total of 10, 476 importers shipped furniture to India during this period, mainly from Italy, Germany, Spain, China, Korea, Malaysia, Indonesia, Philippines and Japan. The furniture sector in India makes a marginal contribution to the Gross Domestic Product (GDP), representing about 0.5 per cent of the total GDP. The major part of this industry, approximately 85 per cent is in the unorganized sector. The remaining 15 per cent comprises of large manufacturers, such as, Godrej & Boyce Manufacturing Co. Ltd., BP Ergo, Featherlite, Haworth, Style Spa, Yantra, Renaissance, Millennium Lifestyles, Durian, Kian, Tangent, Furniture Concepts, Furniturewala, Zuari, Truzo, N R Jasani & Company, V3 Engineers, PSL Modular Furniture, etc.
FURNITURE INDUSTRY COMPOSITION As with the global market, home furniture is the largest segment in the Indian furniture market, accounting for about 65 per cent of furniture sales. This is followed by, the office furniture segment with a 20 per cent share and the contract segment, accounting for the remaining 15 per cent.
12
The Indian furniture industry is gradually transforming into a more organized and competitive sector. The entry of global brands in the sector, emergence of large retail players and the resultant consolidation, are trends that highlight this transformation. The figure below captures the current status of the Indian furniture sector.
Threat of New Entrants (High)
Fragmented industry Growing domestic market Industry is not investment intensive
Supplier Power ( ow)
ustomer Power (Medium)
Increasing demand from key user segments emand for lifestyle products Ma ority of the market still price sensitive
ompetitive ivalry (Medium)
Moderately competitive industry. Transitioning from highly unorganised to organised sector.
Threat of Substitutes ( ow)
No significant threat
Source: KPMG Analysis
Figure 1: current status of the Indian furniture sector
¡
Abundant supply of raw materialsand labour Supplier base not organised Imports getting easier
13
Furniture Industry ± Value Chain
The Indian furniture industry covers the entire gamut of activities, from sourcing, manufacturing and distribution, to sales and after sales. In the Indian context, players are actively engaged in each of these activities.
Source: KPMG Analysis
Figure 2: Organised sector value chain.
To sum it up, the furniture market in India is growing on strong fundamentals, with demand drivers likely to sustain over the medium term. At the same time, the supply side is also encouraging, as India has sufficient availability of key raw materials that are used as inputs for furniture making.
2.2 COMPANY PROFILE GODREJ & BOYCE MFG. CO. LTD.
CORPORATE PROFILE
Started in 1897 as a locks manufacturing company, the Godrej Group is today one of the most accomplished and diversified business houses in India. Godrej's success has been driven by the company's commitment to delivering innovation and excellence. Through the consistent application of this commitment and a century of ethical business conduct, Godrej has earned an unparalleled reputation for trust and reliability.
14
The beginning of the Godrej Group can be traced to India's freedom struggle. Its founder, Ardershir Godrej, a lawyer by profession and a staunch nationalist, believed that India could attain freedom only by being self-reliant. In doing so, India would overcome Economic degradation. The Godrej Name displaced well established foreign brands from the Indian market. The name 'Godrej' engraved into the shiny metal of the Godrej Locks came to be known as a symbol of self reliance, trust-worthiness, assertiveness and progressiveness for a new generation of Indians. Godrej & Boyce Mfg. Co. Ltd. ± Appliance Division is in the business of manufacturing and/ or marketing Refrigerators, Washing Machines, Air Conditioners, DVD Players and Microwave Ovens. Apart from catering to the domestic consumers, Godrej is also a key OEM supplier in India. After the success achieved in the domestic market, Godrej is also looking at Exports in a big way and has launched its Refrigerators and Washing Machines in Sri Lanka. We also export our products to Singapore, Afghanistan, the Middle East, Egypt, Kenya, Rwanda, Bahrain and Oman. In 1930, Godrej became the first company in the world to develop the technology to manufacture soap with vegetable oils; that spirit of innovation has continued throughout the organization's history. Today Godrej is delivering consumers exciting innovations across a spectrum of businesses. The company's pursuit of excellence is equally well established and enduring. In the 1944 Mumbai docks blast, Godrej safes were the only security equipment whose contents were unharmed; an equal level of product quality continues to be expected from every product bearing the Godrej brand name. Godrej management understands that the company's greatest asset is the trust and faith that consumers have reposed in it, and recognizes that the company must continue to earn this trust. This translates to the organization delivering outstanding quality and value in everything it does. Godrej's ethical and visionary practices have allowed the company to successfully expand into a number of businesses. Today Godrej is a leading manufacturer of goods and provider of services in a multitude of categories: home appliances, consumer durables, consumer products, industrial products, and agro products to name a few. A recent estimate suggested that 350 million people across India use Godrej products. The group has more recently entered the real estate and information technology sectors, and management views these as avenues for enormous growth.
15
The Godrej Group stands in a strong position today. With annual sales in excess of $1 billion, a workforce of approximately 18,000, and a strong diversified portfolio, Godrej has proven its ability to deliver strong financial performance.
Milestones for Interio
As we say no guts, no glory. But at Godrej, they must say it has been a glorious 106 years of being the face of Indian industry. They have always set the trends, always defined the market place and always achieved our glory. Here is a quick preview of the milestones they have crossed. 1923 - Manufactures first steel cupboard and filing cabinet 1963 - Introduces 'storwel 'brand for steel cupboards 1984 - Starts manufacture of open plan office system (opos) 1995 - Furniture business obtains iso 9001 certification 1996 - Storwel business obtains iso 9001 certification 1997 - Launches new cupboard 'centurion' to celebrate godrej centenary. 1998 - Furniture business obtains iso 14001 certification 1998 - Storwel business obtains iso 14001 certification 1998 - Receives certificate of excellence from the Indian orthopedic association for seating systems. 1999 - Forays into modular accommodation systems (navy) 2000 - Introduces the home furniture range 2000 - Forays into 'interiors' business 2001 - Manufactures 13,000 cupboards for UNICEF to support cyclone hit Orissa 2001 - Launches 'i-space' - children's furniture 2002 - Launches the 'godrej perfect home' brand 2002 - Forays into laboratory solutions 2003 - Furniture & interiors group (after amalgamation of storewel & furniture business) obtains iso 9001- 2000 certification 2004 - Furniture & interiors group obtains iso 14001 certification 2004 - Launches 'formula s' brand office solutions 2006 - Launched mass seating range for airports, stadium, etc. 2006 - Consolidates all furniture brands under umbrella brand -Godrej interio 2006 - Change of name of division to 'interio'.
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2.3 PRODUCT PROFILE
The company has eight Business divisions that manufacture a wide range of products. They are: Industrial Products Tooling Material Handling Process Equipment Precision Engg. Systems Precision Components & Systems Consumer Products Locks Furniture & Interior Storage Solutions Appliances Electrical & Electronics Services Construction Tech Services Property development Enviro-tech Services Prima communication Solutions. Security Equipments Business divisions and products Table-1
Godrej Interio is a contemporary, stylish and ergonomically designed range of furniture and interior solutions that transforms any space. It comes from our expertise and constantly evolving solutions that we provide to the consumer. Interio office and home furniture: Office furniture includes - Desking, Seating, Open Plan Office Systems, Computer furniture and Storages. Home furniture ± Living, Dinning, and Bedroom furniture, Kitchen cabinets, Laboratory furniture, Marine accommodation, Healthcare furniture, Turnkey Interiors, Carpet tiles, Mattresses
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CHAPTER ±3
18
RESEARCH METHODOLOGY
3.1 OBJECTIVES OF THE STUDY
y To design a customer relationship management program in Godrej interio¶s Kerala
market. In order to achieve this objective it was required that following aspects were investigated
y y
Customer preferences towards various relationship marketing activities. Significant difference of opinion among demographic group towards relationship marketing activities.
y
Quality of customer care service at Godrej and customer preferences towards customer care service.
3.2 DATA COLLECTION
Selection of proper tool for collection of data is very much necessary for any research work. The relevant data have been collected from both primary and secondary sources for the research work. Here the method of data collection was by Questionnaire for primary data collection and secondary data was collected from journals and previous records.
3.3 SAMPLE SIZE
Population Size : Customers of Godrej Interio in Kerala State. Sample Size : 100 customers of Godrej Interio in Kerala State.
Sampling Method: Sampling was done on the basis of Random sampling.
3.4 TOOLS FOR ANALYSIS
Tools used for Analysis of Data are One Way ANOVA and Percentage analysis.
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3.5 LIMITATION OF THE STUDY
y
The sample size selected was on the basis of random sampling which has its own limitations.
y y y y
The accuracy of the figures and data are subject to the respondent claim. The sample size was limited. Some respondents didn't co-operate with researcher. The period of project study was limited.
20
CHAPTER ±4
21
ANALYSIS AND INTERPRETATION
The results for the analysis are presented in this section. The Statistical package for Social Sciences (SPSS) was used for the analysis of the data. The analysis was performed based on the objectives.
4.1 OBJECTIVE 1:
To understand customer preferences towards various relationship marketing activities. Analysis Used-Percentage analysis
a)
I want or would like getting catalogues from Godrej Interio Frequency 1 56 43 100 Percent 1.0 56.0 43.0 100.0 Valid Percent 1.0 56.0 43.0 100.0 Cumulative Percent 1.0 57.0 100.0
Valid
disagree agree strongly agree Total
Table-2
Interpretation 56% of respndants agree and 43% strongly agree about getting catalogs.So customers like getting catalogs. b)
I want or would like Godrej Interio to organize more trade fairs and furniture exibitions Frequency Valid neither agrre nor disagree agree strongly agree Total 4 84 12 100 Percent 4.0 84.0 12.0 100.0 Valid Percent 4.0 84.0 12.0 100.0 Cumulative Percent 4.0 88.0 100.0
Table-3
Interpretation 84% of respndants agree about organizing more trade fairs and furniture exibitions..So customers want Godrej Interio to organize more trade fairs and furniture exibitions.
22
c)
I t r l li r j I t ri t pr vi h ff r f r l ercent r pr
9
100
9. . 100.0
9. . 100.0
. 100.0
Table-4
Interpretation
49% of respndants agree and 36% strongly agree about providing exchange offers.So customers like exchange offers.
d)
I
t r
l li
r j I t ri t
pt r
it
r
t ll
tl t
requenc
Percent
ali Percent 25.0
umulati e Percent 25.0
ali
neit er agrre nor isagree agree strongl agree Total
5
25.0
40 35 100
40.0 35.0 100.0
40.0 35.0 100.0
65.0 100.0
Table-5
Interpretation 40% of respndants agree and 35% strongly agree about credit cards to be accepted.So customers like credit cards to be accepted at all outlets.
" ) " $ " $ % # ' ( © ¦¥ £ £ § £ §© ©£ ¥ ¥ © ¤ © §¥ ©¨ § ¦¥¢ ¥ ¤£¢
! " ! #
ali
neit er rre nor is ree agree strongl agree Total
15
&
requenc
ercent 15.
ali
umulati e Percent 15.
15.
(
¦§¥
t
'
©§ ¥ ¥ © ¥ ©¤£ © ©§ ¥ ¥ ¥ © ¤ © §¥ ©¨ § ¦¥¢ ¥ ¤£¢ &" $ # % #
" $
23
e)
I
alid
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 4
Percent 4.0 23.0 43.0 30.0 100.0
alid Percent 4.0 23.0 43.0 30.0 100.0
umulati e Percent 4.0 27.0 70.0 100.0
23 43 30 100
Table-6
Interpretation 43% of respndants agree and 30% strongly agree about issuing loyalty cards.So customers like loyalty cards.
f)
I
t r
l li
r j I t ri t
ff r m
y- ff
alid
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 2
Percent 2.0 27.0 55.0 16.0 100.0
alid Percent 2.0 27.0 55.0 16.0 100.0
umulati e Percent 2.0 29.0 84.0 100.0
27 55 16 100
Table-7
Interpretation 55% of respndants agree and 16% strongly agree about money-off coupons.So customers like money-off coupons.
E E
923F43@ 3 723 7 3 3 3 7 2 7 538 76 5 430 3 210
95 1@ 1 3 7499 3 3 7 2 7 538 76 5 430 3 210
t r l li r j I t ri t i l y lty r
D D
C C
B B
B B
A A
C C
24
g)
I
Frequenc alid disagree neit er agrre nor disagree agree strongl agree Total
3
Percent 3.0 63.0 32.0 2.0 100.0
alid Percent 3.0 63.0 32.0 2.0 100.0
umulati e Percent 3.0 66.0 9 .0 100.0
63 32 2 100
Table-8
Interpretation 63% of respndants neither agree nor disagree and 32% agree about club options.So customers are not so sure with the club and recreational activities.
h)
I
t r
l li
r j I t ri t pr vi
i
r
rr
t
m
Frequenc
alid
disagree neit er agrre nor disagree agree strongl agree Total
4 4
Percent 4.0 4.0
alid Percent 4.0 4.0
umulati e Percent 4.0 8.0 52.0 100.0
44 48 100
44.0 48.0 100.0
44.0 48.0 100.0
Table-9
Interpretation 44% of respndants agree and 48% strongly agree about insurance and warranty schemes.So customers like insurance and warranty schemes.
Y
d
a b c d XT TfVX e IH HG RIH TVIH QXI TR P P P T I T RPU TS R QPG P IHG
XIP P HIP HT VT RIH WQ V TR P P P T I T RPU TS R QPG P IHG
t r l li r j I t ri t pr vi l r r ti l pti
c
b
a
a
a
`
`
b b
25
i)
I want or would like Godrej Interio to ro ide loan and installment o tions Frequency 5 12 48 35 100 Percent 5.0 12.0 48.0 35.0 100.0 Valid Percent 5.0 12.0 48.0 35.0 100.0 Cumulative Percent 5.0 17.0 65.0 100.0
Valid
disagree neither agrre nor disagree agree strongly agree Total
Table-10
Interpretation
44% of respndants agree and 48% strongly agree about insurance and warranty schemes.So customers like insurance and warranty schemes.
j)
I want or would like Godrej Interio to inform me about new roducts Frequency 1 4 73 22 100 Percent 1.0 4.0 73.0 22.0 100.0 Valid Percent 1.0 4.0 73.0 22.0 100.0 Cumulative Percent 1.0 5.0 78.0 100.0
Valid
disagree neither agrre nor disagree agree strongly agree Total
Table-11
Interpretation 73% of respndants agree and 22% strongly agree with informing them about new products .So customers like informing them about new products.
g
g
h g
26
k)
I
alid
strongl disagree disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 1 8 4
Percent 1.0 8.0 4.0 62.0 25.0 100.0
alid Percent 1.0 8.0 4.0 62.0 25.0 100.0
umulati e Percent 1.0 9.0 13.0 75.0 100.0
62 25 100
Table-12
Interpretation 62% of respndants agree and 25% strongly agree with informing them about new offers .So customers like informing them about new offers.
l)
I
Frequenc alid disagree neit er agrre nor disagree agree strongl agree Total
2
Percent 2.0 19.0 69.0 10.0 100.0
alid Percent 2.0 19.0 69.0 10.0 100.0
umulati e Percent 2.0 21.0 90.0 100.0
19 69 10 100
Table-13
Interpretation 69% of respndants agree and 10% strongly agree with providing more contact points and outlets. So customers like providing more contact points and outlets.
v sr tqp q r p qr v rx vt r r r v q v trw vu t sri r qpi
t r
l li
r j I t ri t pr vi
r
t
tp i t
v r ivq sryp vx x r q r r v q v trw vu t sri r qpi
t r l li r j I t ri t i f r t ff r
tl t .
27
m)
I t r l li r j I t ri t p rf r r pr ti l tiviti
alid
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 3
Percent 3.0 12.0 55.0 30.0 100.0
alid Percent 3.0 12.0 55.0 30.0 100.0
umulati e Percent 3.0 15.0 70.0 100.0
12 55 30 100
Table-14
Interpretation
55% of respndants agree and 30% strongly agree with performing more promotional activities. So customers like performing more promotional activities.
n)
I
t r
l li
r j I t ri t pr vi
t
l it
it p r
alid
Table-15
Interpretation 71% of respndants agree and 16% strongly agree with providing toolkits. So customers like providing toolkits.
k
k
71 1 100
71.0 1 .0 100.0
71.0 1 .0 100.0
.0 100.0
ji
k
disagree neit er agrre nor disagree agree strongl agree Total
Frequenc 1
Percent 1.0 12.0
alid Percent 1.0 12.0
umulati e Percent 1.0 13.0
12
g g
h h
f f e e d d d d
e e
28
4.2 OBJECTIVE 2:
Significant difference in opinion among demographic groups towards relationship marketing activities. Analysis Used -One way anova
a) One way Anova between gender of the respondents and relationship marketing activities. H0 (null) ± There is no significant difference of opinion between genders in their preference towards relationship marketing activities. H1 (alternative)- There is significant difference of opinion between genders in their preference towards relationship marketing activities.
ANOVA TR Sum of Squares .970 10.106 11.075 df 1 98 99 Mean Square .970 .103 F 9.404 Sig. .003
Between Groups Wit in Groups Total
Interpretation The significant value is less than .05, hence alternative hypothesis is accepted and null hypothesis is rejected. That is there is significant difference of opinion between genders in their preference towards relationship marketing activities.
b) One way Anova of Marital status of the respondents and relationship marketing activities. H0 (null) ± There is no significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities. H1 (alternative)- There is significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities.
l
Table-16
29
ANOVA
Bet een roups ithin roups Total
1 98 99
Table-17
Interpretation The significant value is less than .05, hence alternative hypothesis is accepted and null hypothesis is rejected. That is there is significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities.
c) One way Anova of occupation of the respondents and relationship marketing activities.
H0 (null) ± There is no significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities. H1 (alternative)- There is significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities.
ANOVA
Bet een roups ithin roups Total
2 97 99
Table-18
Interpretation The significant value is less than .05, hence alternative hypothesis is accepted and null hypothesis is rejected. That is there is significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities.
r
o
o
n
m
T
Sum of Squares 1.813 9.263 11.075
df
r
q
o
o
n
m
T
um of Squares .852 10.224 11.075
df
ean Square .852 .104
F 8.164
Sig. .005
p p
ean Square .906 .095
F 9.490
Sig. .000
30
d) One way Anova of income of the respondents and relationship marketing activities.
H0 (null) ± There is no significant difference of opinion income level of the respondents in their preference towards relationship marketing activities. H1 (alternative)- There is significant difference of opinion with income level of the respondents in their preference towards relationship marketing activities.
ANOVA
Bet een roups ithin roups Total
3 96 99
Table-19
Interpretation The significant value is greater than .05, hence null hypothesis is accepted and alternative hypothesis is rejected. That is there is no significant difference of opinion with level of the respondents in their preference towards relationship marketing activities.
w
u
u
t
s
T
Sum of Squares .817 10.258 11.075
df
ean Square .272 .107
F 2.549
Sig. .060
v
31
4.3 OBJECTIVE 3:
Quality of customer care service at Godrej and customer preferences towards customer care service. Analysis Used- Percentage analysis a)
Help esk supp rt is excellent Frequenc Percent 4.0 6.0 10.0 90.0 100.0 alid Percent 40.0 60.0 100.0 umulati e Percent 40.0 100.0
Missing Total
Interpretation 60% of respndants agree and 40% neither agree nor disagree that Godrej provides excellent help desk support.So customers feels that Godrej provides excellent help desk support.
b)
Resp nsiveness t enquiries is excellent umulati e Percent 10.0 40.0 100.0
alid
Missing Total
disagree neit er agrre nor disagree agree Total S stem
Frequenc 1 3
Percent 1.0 3.0 6.0 10.0 90.0 100.0
alid Percent 10.0 30.0 60.0 100.0
6 10 90 100
Table-21
Interpretation 60% of respndants agree ,30% neither agree nor disagree and 10% diaagree that responsiveness to enquiries is excellent.So customers feel that that responsiveness to enquiries is excellent.
~
}
{
y
|
y
z z
alid
neit er agrre nor disagree agree Total S stem
4 6 10 90 100
Table-20
~
}
{
y
|
x
| |
{ {
32
c)
Registering a com laint is eas Frequency 2 2 4 2 10 90 100 Percent 2.0 2.0 4.0 2.0 10.0 90.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree agree strongly agree Total System
Valid Percent 20.0 20.0 40.0 20.0 100.0
Table-22
Interpretation 40% of respndants agree ,20% neither agree nor disagree ,20% diaagree and 20% strongly agree that registering a coomplaint is easy.So customers feel that registering a coomplaint is easy.
d)
Usuall get a live erson in line Cumulative Percent 20.0 40.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree agree Total System
Frequency 2 2 6 10 90 100
Percent 2.0 2.0 6.0 10.0 90.0 100.0
Valid Percent 20.0 20.0 60.0 100.0
Table-23
Interpretation
60% of respndants agree ,20% neither agree nor disagree and 20% diaagree regarding that they usually get a live person.So customers usually get a live personin line.
Cumulative Percent 20.0 40.0 80.0 100.0
33
e)
Usuall a e to wait for long time get a li e erson in line Frequency 6 4 10 90 100 Percent 6.0 4.0 10.0 90.0 100.0 Valid Percent 60.0 40.0 100.0 Cumulative Percent 60.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree Total System
Table-24
Interpretation
60% of respndants disagree and 40% neither agree nor disagree regarding that they have to wait for a long time to get a live person.So customers to does not wait for a long time to get a live person.
f)
More comfortable talking to a li e erson Frequency 7 3 10 90 100 Percent 7.0 3.0 10.0 90.0 100.0 Valid Percent 70.0 30.0 100.0 Cumulative Percent 70.0 100.0
Valid
Missing Total
agree strongly agree Total System
Table-25
Interpretation 70% of respndants agree and 30% strongly agree that they are more comfortable talking to a live person.So customers are more comfortable talking to a live person.
34
g)
Customer care executives are able to answer the queries Frequency 10 90 100 Percent 10.0 90.0 100.0 Valid Percent 100.0 Cu ulati e Percent 100.0
Interpretation 100% of respndants agree that customer care executives are able answer their queries.So customers feel that customer care executives are able answer their queries.
h)
Customer care executives have good knowledge about products Frequency 9 1 10 90 100 Percent 9.0 1.0 10.0 90.0 100.0 Valid Percent 90.0 10.0 100.0 Cu ulati e Percent 90.0 100.0
Valid
Interpretation
90% of respndants agree and 10% strongly agree that customer care executives have good knowledge about produts .So customers feel that customer care executives have good knowledge about produts.
Missing Total
agree strongly agree Total Syste
Table-27
Valid Mi ing Total
agree S e
Table-26
35
i)
Custo er care executives have good co Frequency Percent 1.0 9.0 10.0 90.0 100.0
Valid Percent 10.0 90.0 100.0
Cumulati e Percent 10.0 100.0
Missing Total
Interpretation
90% of respndants agree and 10% neither agree nor disagree that customer care executives have good communication skilla.So customers feel that customer care executives have good communication skills.
j)
Easier to talk to Custo er care executives in Frequency 9 1 10 90 100 Percent 9.0 1.0 10.0 90.0 100.0 alayala
Valid
Missing Total
agree strongly agree Total System
Valid Percent 90.0 10.0 100.0
Cumulati e Percent 90.0 100.0
Table-29
Interpretation
90% of respndants agree and 10% strongly agree that it is easier to talk to customer care executives in malayalam.So customers feel that it is easier to talk to customer care executives in malayalam.
Valid
neit er agrre nor disagree agree Total System
1 9 10 90 100
Table-28
unication skills
36
k)
Com laints get fixed quickl . Frequency 1 1 6 2 10 90 100 Percent 1.0 1.0 6.0 2.0 10.0 90.0 100.0 Valid Percent 10.0 10.0 60.0 20.0 100.0 Cumulative Percent 10.0 20.0 80.0 100.0
Valid
Missing Total
disagree neither agrre nor disagree agree strongly agree Total System
Table-30
Interpretation 60% of respndants agree ,10% neither agree nor disagree ,10% diaagree and 20% strongly agree that their complaints get fixed quickly.So customers feel that their complaints get fixed quickly.
4.4 OBJECTIVE 4:
To design a customer relationship management program in Godrej interio¶s Kerala market considering the above factors.
Explanation: A successful programme implementation requires proper planning and precise execution of the implementation plan. In order to achieve maximum efficiency of the plan it is required that all necessary factors be incorporated and investigated. A similar approach was followed in order to design a customer relationship management program in Godrej interio¶s Kerala market. To ensure a suitable design formulation, a framework was elementary. The framework would give account of all the factors that were to be considered while planning. The survey provided the required information on customer preference for various relationship marketing activities and customer care service. Further, the interviews with the management and distributors
37
provided the insights into various do¶s and don¶ts that has to be followed for a competitive design formulation.
For any CRM programme both the internal and external factors has to be considered to ensure a successful CRM model. The internal factors that contributed were the Organization structure, Functioning style, Staff and Systems. Here the external factors consist of Customers and Competitors. Generally companies which are into retailing go for ERP & CRM implementation in the organization but restricted within the company, connecting to suppliers and distributors but not at all the end customers.
Since the management at Godrej Interio insisted on design of a programme for end user, this study and design will primarily focus on end customers. The idea of this CRM programme is that it helps Godrej Interio to use technology and human resources to gain insight into the behavior of customers and the value of those customers.
ARCHITECTURE OF CRM
There are three parts of application architecture of CRM design for Godrej interio: In CRM the important functions are collecting customer data, analyzing them and making relationships with the prospective customers based on the analyzed information. Among these three main functions, the first and the last ones are making direct contact with customers, while analyzing data is not. The operational CRM deals with those which make customer contacts or otherwise called as touch points. Analytical CRM does the job of analyzing the accumulated data from the various touch points with the aid of business intelligence.
Operational CRM
Operational CRM means supporting the so-called "front office" business processes, which include customer contact. Tasks resulting from these processes are forwarded to employees responsible for them, as well as the information necessary for carrying out the tasks and
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interfaces to back-end applications are being provided and activities with customers are being documented for further reference.
Operational part of CRM typically involves these general areas of business:
Sales Force Automation (SFA): Automation of processes starts here the front office. For Godrej Interio the sales person at retail outlets would be better enablers of automation process as they get to have direct interaction with end customers. Customer Service and Support (CSS): This forms the back office. In the case of Godrej interio help desk support, call centers, account handling, billing, home delivery and other support functions from back office also should support the front end activities.
Customer Information Database
A customer database is an organized collection of comprehensive information about individual customers or prospects that is current, accessible, and actionable for such marketing purposes as lead generation, lead qualification, sale of a product or service, or maintenance of customer relationships. The database stores all information about the customer, such as: Individual-related information :
y y y y y y y
Name Addresses Age Income Spouse Children Home ownership
The database keeps track of all contacts by/with the customer, including:
y y y y y
Customer-initiated contacts Purchase transactions Lead source Calls Comments
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y y y y y y y y
Returns Service calls Complaints Company-initiated contacts Promotional offers Letters Calls Personal visits
Godrej Interio collects customer information through customer transactions, registration information, telephone queries, and information from every contact with a customer at different touch-points. A customer database includes information about a customer¶s past purchases, demographics (age, income, family members,), psychographics (activities, interests, and opinions), and other useful information.
Analytical CRM
In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship.
CUSTOMER DATA ANALYSIS This module analyzes data of customer on the basis of territory, occupation and incomer group. This module uses customer master, city details, transaction, bill details and complaint. It gives information related to, Recent purchase: When has the customer last purchased something from Godrej Interio- a measure of retention. Frequency: The number of purchases the customer has made from Godrej Interio within a specified time frame. Monetary Value: The amount the customer has spent on purchases from Godrej Interio, again within a specified time frame.
CUSTOMER DATA MAINTENANCE This module is responsible for management of customer data. This data is accessed and maintained by the salesman. If product is sold to a new customer then data of new customer can be added in the database. If there is any change in the customer record such as change of address etc then the salesmen can edit their records with the help of this module.
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The customer database is the central repository of all of the information pertaining to the relationship of a business and its customers. The data collected is available at one server and can be accessed anytime, anywhere. Since database architecture is not very efficient for analytical applications, CRM uses a data warehouse for storing customer information. Through data mining, marketing statisticians can extract useful information about individuals, trends, and segments from the mass of data.
Figure 3: The relationship between operational and analytical CRM
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Collaborative CRM
Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and supports co-ordination of employee teams and channels. It is a solution that brings people; processes and data together so companies can better serve and retain their customers. Collaborative CRM for Godrej Interio comprises of: Service support: This would ensure that customer gets the required service at the right place in the right time. Direct Interactions: Personal attention is one factor that would evoke loyalty. Also, a human face to marketing lays the foundation for long term relationships. Relationship Managers: These are the people who would be responsible to handle customer complaints, issues and relationships.
The Processes for Delivering CRM
The tools and the processes can be done as follows ±
Customer Data collection Godrej Interio should collect all the data from customers and gets the personalized information to know which product to offer to which customer. This process helps in collecting the data and knowing what the customer wants and understanding his needs. Centralized software where the whole data is collected The data collected from customers is available at one server and can be accessed anytime, anywhere. So, this helps in the further process of customized offerings and cross ±selling.
Cross ± selling It refers to offering another product from Godrej Interio to the customer which he has not gone for. This depends on the value of the customer to Godrej Interio. It is not offered to every customer. It depends on how loyal the customer is to Godrej Interio. The more business he gives to Godrej Interio, the more are his chances of being special products offered.
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Feedback The customer feedbacks on the service, technology used, employee behavior and promptness in solving customer¶s problems, are taken and they are analyzed.
y Relationship Marketing activities
Various relationship marketing activities can be performed according to needs of Godrej Interio.
y Helpdesk Support and Call centre
Helpdesk support and call centre should be provided to customers.
Relationship marketing, Cross ± selling, customized offerings
C U S T O M E R S
Retail Outlet 1 DB1 (Cust info , Purchase details, Feedbacks and complaints)
Retail Outlet 2 DB2 (Cust info , Purchase details, Feedbacks and complaints)
Central Database server
Retail Outlet n DB..n (Cust info, Purchase details, Feedbacks and complaints)
Help Desk and Customer support (Complaints, Feedback and service)
Customer Data Analysis
Data warehousing, Data mining, ERP Systems
Figure 4: The Processes for Delivering CRM
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The proposed model as a whole would thus provide an instrument which could help the organization to improve and enhance end customer relationships thus evoking longer customer commitment and in the long run a competitive advantage.
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CHAPTER 5
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Findings suggestions and conclusions
5.1FINDINGS
The findings would be presented in the order of the objectives presented in the previous section.
1) Customer preferences towards relationship marketing:
All the customers liked the idea of relationship marketing activities. All customers preferred getting catalogs, wants to organize more trade fairs and furniture exibitions, provide exchange offers, credit cards to be accepted, isssing loyalty cards, moneyoff coupons, insurance and warranty schemes, loan and installment options , informing them about new products, informing them about new offers, providing more contact points and outlets, more promotional activities and providing toolkits.
Customers are not so sure with the club and recreational activities.
2) Difference in opinion among demographic groups towards relationship marketing
There was significant difference of opinion between age groups of the respondents in their preference towards relationship marketing activities.
There was significant difference of opinion between genders in their preference towards relationship marketing activities.
There was significant difference in opinion with marital status of the respondents and their preference towards relationship marketing activities.
There was significant difference of opinion with educational qualification of the respondents in their preference towards relationship marketing activities.
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There was significant difference of opinion with occupation of the respondents in their preference towards relationship marketing activities.
There was no significant difference of opinion with level of the respondents in their preference towards relationship marketing activities.
3) Quality of customer care service at Godrej and customer preferences. Only 10 % of the respondents have used the customer care and help desk support at Godrej. So it is difficult to understand the quality of customer care service.
But respondents who have used the customer care service feels that help desk support , responsiveness to enquiries is excellent. They feel that registering a coomplaint is easy, complaints get fixed quickly, customer care executives have good communication skills, customer care executives have good knowledge about produts , customer care executives are able answer their queries, does not wait for a long time to get a live person and usually get a live personin line.
Customers also prefer and are more comfortable talking to a live person and and are also more comfortabale to talk in malayalam.
4) A customer relationship management program in Godrej interio¶s Kerala market for end customers considering the above factors Interviews with top management, dealers, and sales people at outlets helped in suggesting a CRM design.
The interviews contained vital information with respect to the CRM design and on various factors to be incorporated in the design.
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Other Findings
y
80 % of the Customers own more than two products.
y
Majority of customers feel that Godrej Interio gives value for their money.
y
Most of the customers prefer SMS, emails and phone calls as their preferred medium of communication with Godrej.
y
Majority of customers feel that they don¶t want any special treatment rather just good service.
y
Majority of customers wants to keep good relationship with Godrej Interio.
y
Majority of customers like it telemarketers addressing them by their name.
y
Very few customers have used the customer care service at Godrej Interio.
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5.2SUGGESTIONS
Following are some suggestions for improvement on the basis of the study. 1) Follow up the customers after a purchase is made, most of the customers like this approach and customer loyalty can be built through follow-up.
2) Mobile phones can be used as the most important tool by Godrej Interio for their various activities.
3) Give sales person at retail outlets necessary training on how to handle customers and regarding the products.
4) For cross selling and retaining existing customers Godrej Interio can make use of activities like sending catalogs, Inform about new products being introduced and inform them about various offers.
5) For acquiring new customers Godrej Interio make use of activities like organize more Trade fairs and furniture exhibitions, Provide Exchange offers for older products, Insurance and warranty schemes for products, Loan services and installment schemes for purchase and More Contact points and Outlets. 6) For satisfying customers Godrej Interio can make use of activities like Credit cards to be accepted at all outlets , Money off coupons for re-purchase, Various Club options and recreational activities and Provide tool kit for the products.
7) For increasing loyalty of customers Godrej Interio can issue loyalty cards and offer the customers various benefits based on their value to Godrej Interio.
8) Make customers aware about the help desk and Call centre available at Godrej and encourage the customers to make use of this facility.
9) Make sure enough customer care executives are available since customers prefer talking to live person.
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10) Arrange call centers which can handle regional languages.
11) While collecting customer data make sure to ask them about the lead that made them to come to outlet, by calculating the leads effectiveness of various marketing campaigns will be known.
12) Give necessary training and support to employees who are running the CRM programme.
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5.3 CONCLUSION
The study was concluded in its entirety as intended by the researcher through the objectives which were formulated to arrive at this point of report generation. The findings and suggestions have been simple form for easy and better understanding of the reader.
The study was completed by first collecting the customer opinion in terms of questionnaires with relevant questions to elicit appropriate response. Secondly employees, dealers and sales personnel were interviewed based on relationship marketing objectives and CRM objective.
The study provides insights into various factors and their effect on CRM. Further a CRM programme is also attempted to improve customer relations to enhance customer commitment and loyalty.
In conclusion implementing an effective CRM solution is not complex. Adequate planning, effective communication, stakeholder involvement and mistake avoidance will ensure that your initiative gets off the ground easily.
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BIBLIOGRAPHY
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BIBLIOGRAPHY
1. Michael Torggler, The Functionality and Usage of CRM Systems, International Journal of
Social Sciences 4:3 2009
2. Suzanne Hanley, The Effectiveness of Relationship Marketing Strategies in Department
Stores, Vol. 3, No. 10 International Journal of Business and Management, October, 2008
3. Patricia Sorce. Relationship Marketing Strategy - A Research Monograph of the Printing Industry Center at RIT September 2002 . No. PICRM-2002-04
4. D. HORN, R. FEINBERG and G. SALVENDY. Determinant elements of customer relationship management in e-business, Behavior & Information Technology, Vol. 24, No. 2, March ± April 2005, 101 ± 109
5. Lynette Ryals, Making Customer Relationship Management Work: The Measurement and Profitable Management of Customer Relationships, Journal of Marketing Vol. 69 (October 2005), 252±261 6. Ben Light, CRM packaged software: a study of organizational experiences, Business Process Management Journal Vol. 9 No. 5, 2003 pp. 603-616
7. Dyche J (2002), The CRM Handbook, First Indian Reprint ,Pearson Education
8. Adrian Payne ( 2005), HANDBOOK OF CRM: Achieving Excellence in Customer management, Elseveir UK.
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APPENDIX
CUSTOMER RELATIONSHIP MANAGEMENT PROGRAMME GODREJ INTERIO IN KERALA MARKET. QUESTIONNAIRE
1. Name 2. Age 3. Sex 4. Marital status 6. Occupation : : : male / female : single / married : private / public / self employed b) 10,001 ± 20,000 d) above 50,000
FOR
5. Educational qualification:
7. Income level monthly : a) below 10,000 c) 20,001 ± 50,000
8. How many products do you own from Godrej Interio? a) One ( ) b) Two ( ) c) Three ( ) d) more than Three ( ) e) None ( ) 9. I feel Godrej Interio products are Value for Money 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( ) 10. I like the way of following up by Godrej Interio after a purchase is made 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( ) 11. I prefer getting various notices and offers from Godrej Interio through a) SMS ( ) b) E-mails ( ) c) Phone calls ( ) d) Postal services ( ) e) Others ( ) 12. I would like to keep good Relations with Godrej Interio a) Yes ( ) b) No ( ) c) Not sure ( ) 13. I don¶t want special treatment from an outlet I shop at; rather, I just want good service. 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( )
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*I want or would like Godrej Interio to perform these activities and services * Please Note mention the number: 1-strongly disagree 2-disagree 3-Neither disagree nor agree 4-Agree 5-strongly agree Si 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Activities and services Getting catalogs Organize more Trade fairs and furniture exhibitions Provide Exchange offers for older products Credit cards to be accepted at all outlets Loyalty cards(premium, gold, silver) and their benefits Money off coupons for re-purchase Various Club options and recreational activities Insurance and warranty schemes for products Loan services and installment schemes for purchase Inform about new products being introduced Inform about various offers More Contact points and Outlets More promotional activities Provide tool kit for the products
Please Note mention the number: 1 -strongly disagree 2 -disagree 3-Neither disagree nor agree 4 -Agree 5-Strongly agree
1
2
3
4
5
28. I like it when telemarketers address me by name 1) - strongly disagree ( ) 2) - disagree ( ) 3) - Neither disagree nor agree ( ) 4) - Agree ( ) 5) - strongly agree ( ) 29. Have you ever used the customer care service at Godrej Interio?
1) Yes ( ) 2) No ( )
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If yes * Please share your experience by rating the following factors : * Please Note mention the number: 1-strongly disagree 2-disagree 3-Neither disagree nor agree 4-Agree 5-Strongly agree
SI 30 31 32 33 34 35 36 37
Customer Care services Help desk support is excellent Responsiveness to enquiries is excellent Registering a complaint is easy Usually get a live person in line Usually have to wait for long time get a live person in line More comfortable talking to a live person Customer care executives are able to answer the queries Customer care executives have good knowledge about products
1
2
3
4
5
38 39 40
Customer care executives have good communication skills Easier to talk to Customer care executives in Malayalam Complaints get fixed quickly.
Please Note mention the number: 1 -strongly disagree 2 -disagree 3 -Neither disagree nor agree 4 -Agree 5-Strongly agree
41. Any Suggestion or recommendation to Godrej Interio : _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ _________________________________________________ ____________________ ____________ _________________________________________________________
