Customer Relationship Management (CRM)
Content
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CONTENTS
Chapter no. Title Page no.
Executive Summary 2
1 General Introduction 3
O Introduction 4
O Company ProIile 6
2 Research Methodology 20
3 Data Analysis & Interpretation 24
4 Findings, Suggestions & Conclusions 34
5 Annexure:
a) Bibliography
b) Questionnaire
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EXECUTIVE SUMMARY
The retail industry is divided into organized and unorganized sectors. Organized
retailing (Vishal Mega Mart) reIers to trading activities undertaken by licensed
retailers, that is, those who are registered Ior sales tax, income tax, etc. These
include the corporate-backed hypermarkets and retail chains, and also the privately
owned large retail businesses. The unorganized retailing reIers to trading activities
done by local retailers which are not registered like kirana shops, Iruits and
vegetable vendors etc.
The term "Retailing" reIers to any activity that involves a sale to an individual
customer. In India, the unorganized retailing sector comprises oI 96.5° while that
oI organized sector just 3.5° that is mainly in major metropolitan and urban areas.
Indian retailing traditionally dominated by a small Iamily run "Kirana" store.
Retailing in India is the second largest untapped market aIter China. ProIessional
management and strong customer Iocus characterize organized retailing. Despite the
huge size oI the industry, only 8° oI the country's population is engaged in retailing
while that in United States oI America it is 20°. The positive Iactor such as
increased purchasing power, rise in number oI double income Iamilies and
demanding customers, due to change in liIe style and paucity oI time, customers are
increasingly looking Ior convenience. To woo the customers to the store retailers
are providing a wide product range, quality and value Ior money, apart Irom
creating a memorable shopping experience.
II economy continues to register a growth oI 7- 8 °oI the GDP annually, estimated
by 2010, retailers will comprises oI $300bn industry .retailing is the last stage oI
distribution process. Retailing is one oI the Iundamental building block oI the
Indian economy. Indian retail market has undergone an immense transIormation in
the post liberalization & witnessing tremendous growth. Indian retail growing at the
rate oI 30° per annum and provides the highest employment aIter agriculture in
India. The growing sophistication in retailing like A.T Kearney & Kurt Salmon
Associates have become active in India.
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INTRODUCTION
Customer relationship management (CRM) consists oI the processes a company
uses to track and organize its contacts with its current and prospective customers.
CRM is used to support these processes; inIormation about customers and customer
interactions can be entered, stored and accessed by employees in diIIerent company
departments. Typical CRM goals are to improve services provided to customers,
and to use customer contact inIormation Ior targeted marketing.
While the term CRM generally reIers to a soItware-based approach to handling
customer relationships, most CRM soItware vendors stress that a successIul CRM
eIIort requires a holistic approach. CRM initiatives oIten Iail because
implementation was limited to soItware installation, without providing the context,
support and understanding Ior employees to learn, and take Iull advantage oI the
inIormation systems. CRM tools should be implemented "only aIter a well-devised
strategy and operational plan are put in place". CRM can be implemented without
major investments in soItware, but soItware is oIten necessary to explore the Iull
beneIits oI a CRM strategy.
Other problems occur
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when Iailing to think oI sales as the output oI a process that
itselI needs to be studied and taken into account when planning automation
Retailing in India is receiving global recognition and attention and this
emerging market is witnessing a signiIicant change in its growth and investment
pattern. It is not just the global players like Vishal Mega Mart, Wal-Mart, Tesco
and Metro group are eying to capture a pie oI this market but also the domestic
corporate behemoths like Reliance, KK Modi , Aditya Birla group, and Bharti
group too are at some stage oI retail development. Reliance, announced that it
will invest $3.4 billion to become the country's largest modern retailer by
establishing a chain oI 1,575 stores by March 2007. The last couple oI years
have been rosy Ior real estate developers and the retailers are Iinding suitable
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retail space in prominent locations. The industry is buoyant about growth and
the early starters are in expansion mood. There is increased sophistication in the
shopping pattern oI consumers, which has resulted in big retail chains coming
up in most metros; mini metros and towns being the next target. Consumer taste
and preIerences are changing leading to radical alteration in liIestyles and
spending patterns which in turn is giving rise to new business opportunities.
Companies need to be dynamic and proactive while responding to the ever-
changing trends in consumer liIestyle and behavior.
Retailing in India is currently estimated to be a USD 200 billion industry, oI
which organised retailing makes up 3 percent or USD 6.4 billion. By 2010,
organised retail is projected to reach USD 23 billion and in terms oI market
share it is expected to rise by 20 to 25 per cent. The report also predicts a
stronger retailer growth than that oI GDP in the coming Iive years.
The generic growth is likely to be driven by changing liIestyles and by strong
surge in income, which in turn will be supported by Iavorable demographic
patterns. Rapid growth in international quality retail space brings joy to
shoppers and shopping malls are becoming increasingly common in large cities,
and announced development plans project at least 150 new shopping malls by
2008. The number oI department stores is growing at a much Iaster pace than
overall retail, at 24 per cent annually. Supermarkets have been taking an
increasing share oI general Iood and grocery trade over the last two decades.
Development oI mega malls in India is adding new dimensions to the booming
retail sector. Shopping experience in the nation oI shopkeepers is changing and
changing very Iast. There is signiIicant development in retail landscape not only in
the metros but also in the smaller cities. Even ITC went one step ahead to
revolutionize rural retail by developing Choupal Sagar` a rural mall. On one hand
there are groups oI visionary corporate working constantly to improve upon urban
shopping experience
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COMPANY PROFILE
THE VISHAL GROUP
What started as a humble one store enterprise in 1986 in Kolkata (erstwhile,
Calcutta) is today a conglomerate encompassing 183 showrooms in 110 cities / 24
states. India`s Iirst hyper-market has also been opened Ior the Indian consumer by
Vishal. Situated in the national capital Delhi this store boasts oI the singe largest
collection oI goods and commodities sold under one rooI in India.
The group had a turnover oI Rs. 1463.12 million Ior Iiscal 2005, under the dynamic
leadership oI Mr.Ram Chandra Agarwal . The group had a turnover oI Rs 2884.43
million Ior Iiscal 2006 and Rs. 6026.53 million Ior Iiscal 2007.
The group`s prime Iocus is on retailing. The Vishal stores oIIer aIIordable Iamily
Iashion at prices to suit every pocket. The group`s philosophy is integration and
towards this end has initiated backward integration in the Iield oI high Iashion by
setting up a state oI the art manuIacturing Iacility to support its retail endeavors.
Vishal is one oI Iastest growing retailing groups in India. Its outlets cater to almost
all price ranges. The showrooms have over 70,000 products range which IulIills all
your household needs, and can be catered to under one rooI. It is covering about 29,
90, 146 sq. ft. in 24 states across India. Each store gives you international quality
goods and prices hard to match. The cost beneIits that is derived Irom the large
central purchase oI goods and services is passed on to the consumer.
Vishal Retail Ltd. has a Iactory in Gurgaon, Haryana. This Iactory has more
than 700 imported machines that have a capacity to manuIacturer 150000 pieces a
month. The Iactory occupies 80000 sq It oI covered space.The Vishal group
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indirectly gives employment to more than a 1000 people. These people work in
ancillaries that supply Iinished goods to the company
Vishal Retail Ltd. has a Iactory in Gurgaon, Haryana. This Iactory has more
than 700 imported machines that have a capacity to manuIacturer 150000 pieces a
month. The Iactory occupies 80000 sq It oI covered space. The Vishal group
indirectly gives employment to more than a 1000 people. These people work in
ancillaries that supply Iinished goods to the company Our 10 warehouses cater to
183 showrooms in 24 states/110 cities across India. It is covering about 29, 90, 146
sq. It.
Our VISHAL Apparels Brand
Vishal Mega Mart is one oI India`s Iastest growing retail chains..
chain currently has 183 company stores in 24 states / 110 cities in India. The Vishal
brand is known Ior great modern style Ior men, women and children. Vishal oIIers
high level Iashion styling. Since 1986, our name has been synonymous with quality,
value and Iashion integrity. We oIIer an unparalleled collection oI clothes Ior the
entire Iamily. Each garment is hand selected Ior quality and contemporary styling.
Vishal manuIactures majority oI its own garments and out sources some under its
direct quality supervision. This enables us to oIIer the lowest possible and most
reasonable prices
Our goal is to provide a range oI Iashion wear to suit every pocket. Our product mix
represents the most current Iashion trends in tops, bottoms, Iormals and accessories
Ior men, women and kids. Our courteous staII will ensure that consumers get a
perIect Iit
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Our Popular Brands are:
Zeppelin : Mens Shirts & Trousers Fizzy Babe : Ladies & Kids Girls
Kitaan Studio
:
Mens Shirts & Trousers 1asmine : Ladies & Kids Girls
Blues &
Khakis :
Mens Trousers
Zero Degree
:
Kids Boys
Paranoia : Mens Shirts & T-Shirts Soil : Mens Shirts
Chlorine : Mens Shirts Massa Bay :
Mens Trousers &
Bermudas
Fume :
Mens Shirts, T-Shirts,
UnderGarments.
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CUSTOMER RELATIONSHIP MANAGEMENT:
From the outside, customers interacting with a company perceive the business as a
single entity, despite oIten interacting with a number oI employees in diIIerent roles
and departments. CRM is a combination oI policies, processes, and strategies
implemented by an organization to uniIy its customer interactions and provide a
means to track customer inIormation. It involves the use oI technology in attracting
new and proIitable customers, while Iorming tighter bonds with existing ones.
CRM includes many aspects which relate directly to one another:
O Front oIIice operations Direct interaction with customers, e.g. Iace to Iace
meetings, phone calls, e-mail, online services etc.
O Back oIIice operations Operations that ultimately aIIect the activities oI
the Iront oIIice (e.g., billing, maintenance, planning, marketing, advertising,
Iinance, manuIacturing, etc.)
O Business relationships Interaction with other companies and partners, such
as suppliers/vendors and retail outlets/distributors, industry networks
(lobbying groups, trade associations). This external network supports Iront
and back oIIice activities.
O Analysis Key CRM data can be analyzed in order to plan target-marketing
campaigns, conceive business strategies, and judge the success oI CRM
activities (e.g., market share, number and types oI customers, revenue,
proIitability).
Proponents oI CRM soItware claim that it doesn't only allow more eIIective ways oI
managing customer relationships, but also more customer-centric ways oI doing
business
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. Executives oIten cite the need Ior the proper tools as a barrier to
delivering the experience their customers expect. A 2009 study oI over 860
corporate executives revealed only 39° believe that their employees have tools and
authority to solve customer problems.
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There are several diIIerent approaches to CRM, with diIIerent soItware packages
Iocusing on diIIerent aspects. In general, Customer Service, Campaign Management
and Sales Force Automation (SFA) Iorm the core oI the system (with SFA being the
most popular
Operational CRM
Operational CRM provides support to "Iront oIIice" business processes, e.g. to
sales, marketing and service staII. Interactions with customers are generally stored
in customers' contact histories, and staII can retrieve customer inIormation as
necessary.
The contact history provides staII members with immediate access to important
inIormation on the customer (products owned, prior support calls etc.), eliminating
the need to individually obtain this inIormation directly Irom the customer.
Reaching to the customer at right time at right place is preIerable.
Operational CRM processes customer data Ior a variety oI purposes:
O Managing campaigns
O Enterprise Marketing Automation
O Sales Force Automation
O Sales Management System
Analytical CRM
Analytical CRM analyzes customer data Ior a variety oI purposes:
O Designing and executing targeted marketing campaigns
O Designing and executing campaigns, e.g. customer acquisition, cross-selling,
up-selling, addon-selling
O Analyzing customer behavior in order to make decisions relating to products
and services (e.g. pricing, product development)
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O Management inIormation system (e.g. Iinancial Iorecasting and customer
proIitability analysis)
Analytical CRM generally makes heavy use oI data mining and other techniques to
produce useIul results Ior decision-making
Sales Intelligence CRM
Sales Intelligence CRM is similar to Analytical CRM, but is intended as a more
direct sales tool. Features include alerts sent to sales staII regarding:
O Cross-selling/Up-selling/Switch-selling opportunities
O Customer driIt
O Sales perIormance
O Customer trends
O Customer margins
O Customer alignment
Campaign Management
Campaign management combines elements oI Operational and Analytical CRM.
Campaign management Iunctions include:
O Target groups Iormed Irom the client base according to selected criteria
O Sending campaign-related material (e.g. on special oIIers) to selected
recipients using various channels (e.g. e-mail, telephone, SMS, post)
O Tracking, storing, and analyzing campaign statistics, including tracking
responses and analyzing trends
Collaborative CRM
Collaborative CRM covers aspects oI a company's dealings with customers that are
handled by various departments within a company, such as sales, technical support
and marketing. StaII members Irom diIIerent departments can share inIormation
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collected when interacting with customers. For example, Ieedback received by
customer support agents can provide other staII members with inIormation on the
services and Ieatures requested by customers. Collaborative CRM's ultimate goal is
to use inIormation collected by all departments to improve the quality oI services
provided by the company.
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Consumer Relationship CRM
Consumer Relationship System (CRS) covers aspects oI a company's dealing with
customers handled by the Consumer AIIairs and Customer Relations contact centers
within a company Representatives handle in-bound contact Irom anonymous
consumers and customers. Early warnings can be issued regarding product issues
(e.g. item recalls) and current consumer sentiment can be traced
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Several CRM soItware packages are available, and they vary in their approach to
CRM. However, as mentioned above, CRM is not just a technology but rather a
comprehensive, customer-centric approach to an organization's philosophy oI
dealing with its customers. This includes policies and processes, Iront-oI-house
customer service, employee training, marketing, systems and inIormation
management. Hence, it is important that any CRM implementation considerations
stretch beyond technology toward the broader organizational requirements.
The objectives oI a CRM strategy must consider a company`s speciIic situation and
its customers' needs and expectations. InIormation gained through CRM initiatives
can support the development oI marketing strategy by developing the organization's
knowledge in areas such as identiIying customer segments, improving customer
retention, improving product oIIerings (by better understanding customer needs),
and by identiIying the organization's most proIitable customers.
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CRM strategies can vary in size, complexity, and scope. Some companies consider
a CRM strategy only to Iocus on the management oI a team oI salespeople.
However, other CRM strategies can cover customer interaction across the entire
organization. Many commercial CRM soItware packages provide Ieatures that serve
the sales, marketing, event management, project management, and Iinance
industries.
Service Quality is services that is consistent with customer expectations and
stated obligation
4 Customer Care; Customer expectation
4 PerIormance
4 Value
Service Quality is not . .
1. not elegant architecture
2. not bells and whistles
3. not PR/advertising
4. reliability
5. service unavailability
6. blocking
7. high priced
8. network-Iocused
METRICS "Attributes"
What the group did was brainstorm about the possible metrics Ior the three areas
deIined. We used the voting method to narrow down the input to the highest three
or Iour items in each area. What we arrived at is a Iramework Ior possible
categories Ior measurements; what needs to still be done is to start an open dialogue
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with industry players to Ilush out and/or deIine what actual measurements should be
tracked in order to satisIy these element or attributes
1 Customer Care
1. Problem resolution: measure
4 number oI issues resolved on Iirst call,
4 time to acknowledge trouble,
4 time to resolve trouble
1. Simple interIace: measure customer rating oI intercalation (with real human)
2. clarity of communication
4 is bill understandable (survey customers or and/or count how many
troubles are attributed to misunderstanding oI the bill)
4 measure marketing oIIer level oI understanding (how to use the
network)
1. access to liIe/line "emergency call" service: 100° measure (to be completed
at Iuture workshop)
2 Technical Performance
The Iirst three attributes received the most support. The last three are listed in the
order on number oI support received:
1. Availability oI Iunctionality: measure (to be completed at Iuture workshop)
2. Interoperability /transparency: measure (to be completed at Iuture workshop)
3. ConIormance to service speciIications: measure (to be completed at Iuture
workshop)
4. time to install/restore vs. customer due date
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5. single point oI contact: measure does it exist yes/no (also are these people
well trained and qualiIied to satisIy customer questions and properly respond
to troubles)
6. outage impact: measure Outage Index??
3 Value
1. customer perception oI service delivered (worth what is paid Ior): conduct
surveys; we need to deIine customer perception
2. cost to customer to overcome non conIormance to service obligation: collect
date oI possible customer impact aIter outages or troubles
3. count number oI complaints
4. Record churn rate attributed to quality: keep data (surveys) oI customers who
leIt due to reduced quality
5. willingness/ability to pay : measure (to be completed at Iuture workshop)
Service quality is comprised oI Iive dimensions. These are:
O Reliability: ability to perIorm the promised service dependably and
accurately.
O Responsiveness: willingness to help customers and provide prompt service.
O Assurance: employees' knowledge and courtesy and their ability to inspire
trust and conIidence.
O Empathy: caring, individual attention given to customers.
O Tangibles: appearance oI physical Iacilities, equipment, personnel, and
written materials (Zeithaml, Bitner & Gremler
MEASURING OF SERVICE QUALITY
The most popular instrument Ior service quality measuring is SERVQUAL. It
consists oI 44 items by which expectations and perceptions oI users are being
measured, through Iive service quality dimensions: perceptibility, reliability,
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sensibility, saIety, and empathy that we have already mentioned. In SERVQUAL
model 44 items are divided up into two parts, each consisting oI 22 items: Part 1
measures users` expectations (what the company itselI should oIIer), and Part 2
measures user`s perception oI a company perIormance. Study participants are asked
to express their expectations and perIormance perceptions on 1-7 Likert scale,
grading it Irom 1 (I Iirmly disagree) to 7 (I Iirmly agree).The results oI the study are
then being used to identiIy positive and negative gaps in the perIormance
perceptions oI Iive service quality dimensions oI a company, mentioned above. The
gap between expectations and perceptive perIormances (perceptive service quality)
is measured as a diIIerence between two results (perIormance-expectations). For
each study participant service quality Ior each dimension is evaluated as Iollows:
1. Firstly, the term 'should¨ in its original version may lead to unrealistically high
results related to expectations, so the new model introduces somewhat diIIerent
terms. Revised terms Iocus on what users` expectations should be Irom the
company that delivers excellent service. For example, item 'City Public
Transportation should have accurate timetable', has been modiIied into an item
'Distinctive public transportation in the city will insist on accurate timetable'.2.
Secondly, all negative items` Iormulation in an original version oI the SERVQUAL
is changed by positive Iormulation. For example, 'The employees oI XYZ are not
always willing to help users', has been changed into 'Employees are not always
willing to help you'.
3. Thirdly, two original items, one within the perceptibility, and another one within
the saIety, have been changed by two new ones that explain dimensions in a better
way: perceptibility and saIety.
4. In the Iourth place, evaluation oI signiIicance oI each oI Iive dimensions in
original model is gained indirectly by regressive analysis. Revised model introduces
the third set oI questions Ior users that directly measures relative signiIicance oI
each oI Iive dimensions Ior users.
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CUSTOMER SATISFACTION AND SERVICE QUALITY
The interest in studying satisIaction and service quality as the antecedents oI
customer behavioural intentions in this paper has been stimulated, Iirstly, by the
recognition that customer satisIaction does not, on its own, produce customer
liIetime value (Appiah-Adu,1999). Secondly, satisIaction and quality are closely
linked to market share and customer retention (Fornell, 1992; Rust and Zahorik,
1993; Patterson and Spreng, 1997). There are overwhelming arguments that it is
more expensive to win new customers than to keep existing ones (Ennew and
Binks, 1996; Hormozi and Giles, 2004). This is in line with Athanassopoulos,
Gounaris and Stathakopoulos`s (2001) arguments that customer replacement costs,
like advertising, promotion and sales expenses, are high and it takes time Ior new
customers to become proIitable. And lastly, the increase oI retention rate implied
greater positive word oI mouth (Appiah-Adu, 1999), decrease price sensitivity and
Iuture transaction costs (Reichheld and Sasser, 1990) and, Iinally, leading to better
business perIormance (Fornell, 1992; Ennew and Binks, 1996; Bolton, 1998; Ryals,
2003). From the literature that has been reviewed so Iar, customer satisIaction
seems to be the subject oI considerable interest by both marketing practitioners and
academics since 1970s (Churchill and Surprenant, 1982; Jones and Suh, 2000).
Companies and researchers Iirst tried to measure customer satisIaction in the early
1970s, on the theory that increasing it would help them prosper (Coyles and Gokey,
2002). Throughout the 1980s, researchers relied on customer satisIaction and
quality ratings obtained Irom surveys Ior perIormance monitoring, compensation as
well as resource allocation (Bolton, 1998) and began to examine Iurther the
determinants oI customer satisIaction (Swan and Trawick, 1981; Churchill and
Surprenant, 1982; Bearden and Teel, 1983). In the 1990s, however, organizations
and researchers have become increasingly concerned about the Iinancial
implications oI their customer satisIaction (Rust and Zahorik, 1993; Bolton, 1998).
While satisIaction has been examined by many researchers in diIIerent industries
(Fornell, 1992; Anderson and Sullivan, 1993; Bolton, 1998; Caruana, 2002;
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Ranaweera and Prabhu, 2003), service quality is also likely to inIluence consumer
behavioural intentions (Bitner, 1990; Cronin and Taylor, 1992, 1994; Choi et al.,
2004). Cronin, Brady and Hult (2000) stated that examining only one variable at a
time may conIound the understanding oI consumer decision-making and this may
lead to inappropriate marketing strategies. This view is supported by Caruana
(2002) and it is crucial to study the eIIect oI other constructs such as quality on
behavioural intentions in addition to customer satisIaction. Hence, this study
incorporated service quality into the model in examining customer`s
repatronageintentions in the restaurant context.
The Distinction between Service Quality and Customer Satisfaction
A review oI the emerging literature suggests that there appears to be relative
consensus among marketing researchers that service quality and customer
satisIaction are separate constructs which is unique and share a close relationship
(Cronin and Taylor, 1992; Oliver, 1993). Most researchers in the services Iield have
maintained that these constructs are distinct (Bitner, 1990; Carman, 1990; Boulding
et al., 1993; Spreng and Mackoy, 1996). Table 1 identiIies a number oI key
elements that distinguish customer satisIaction Irom service quality.
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem.
Research methodology constitutes oI research methods, selection criterion oI
research methods, used in context oI research study and explanation oI using oI a
particular method or technique so that research results are capable oI being
evaluated either by researcher himselI or by others
TITLE:
'A study on Customer Relationship management in retail with reIerence to Vishal
mega mart ¨.
Objective of the Study
The main objectives oI the study or analysis are as Iollows.
To get the knowledge oI the customer Relationship oI Vishal mega mart.
To know about the customer retention..
To Iind out the impact oI the strategies on the daily business activities in the
store.
To analyze the eIIect oI customer retention strategies on the perIormance oI
the employees, top management, sales oI the divisions, merchandise turnover
etc.
Methodology Applied
The methodology Ior the above study can be taken as the Questionnaire method and
Sampling Design so that important inIormation and aspects can be taken Irom the
company. As this is not the topic in which I can put some calculation and analytical
applications, what they had, what they have and what they should to improve the
sales perIormance and to increase conversion rate.
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Body of the Thesis
The customer satisIaction strategies used by Vishal Mega Mart, Bhopal are not
suIIicient but they are giving the results. So it should try to establish the long term
relationship with the customers so that they will become brand 'VISHAL¨ loyal. It
sounds good in a Bhopal it is putting eIIorts towards the retention. But there are
some suggestions through which it can derive more beneIits in the long run.
SIGNIFICANCE OF THE STUDY
This is a limited study which takes into consideration the responses oI 100 people.
This data can be exported to take in the trends across the industry. The signiIicance
Ior the industry lies in studying these trends that emerge Irom the study. It is a
rapidly changing and evolving sector. People are only beginning to wake up to it`s
vast possibilities. A study like this can attempt to guide the Iuture oI the industry
based on current trends.
SCOPE OF THE STUDY
The scope oI the study reIers to the job that to know about the activities oI the
organization. The study means that the analysis oI the products oI the company on
which he/she has to Iocus.
S Sc co op pe e o oI I t th he e S St tu ud dy y
Customer Relationship
SatisIaction level,
sales oI the divisions
product quality
During the summer training the volunteer need to Iind out the corporate strategies
oI the running company and The mile stone which the company has covered during
its journey. In the summer training, it is necessary Ior the student that he /she
involve with the experience guys to get the knowledge about the company. That is
how the company has got the success, Or iI it is going in the loss, why.
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RESEARCH DESIGN
O NON-PROBABILITY
O EXPLORATORY &DISCRIPTIVE EXPERIMENTAL RESEARCH
The research is primarily both exploratory as well as descriptive in nature. The
sources oI inIormation are both primary & secondary.
Primary Data:
Primary data is basically the live data which I collected on Iield while doing
cold calls with the Distributor and shopkeeper, customers, I shown them list oI
question Ior which I had required their responses. In some cases I got no
response Iorm their side and than on the basis oI my previous experiences I Iilled
those Iields.
Source: Main source Ior the primary data Ior the project was questionnaires
which I got Iilled by the customers or some times Iilled myselI on the basis oI
discussion with the customers.
Secondary Data:
1 Internet ,
2 Books
3 Journals ,
4 Newspaper,
5 Annual report,
6 Database available in the library,
7 Catalogues and presentations.
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Tools and Techniques:
As no study could be successIully completed without proper tools and techniques,
same with my project. For the better presentation and right explanation I used tools
oI statistics and computer very Irequently. And I am very thankIul to all those tools
Ior helping me a lot. Basic tools which I used Ior project Irom statistics are-
- Bar Charts, Pie charts,Tables
bar charts and pie charts are really useIul tools Ior every research to show the result
in a well clear, ease and simple way.
Technological Tools , Ms-Access, Ms-Word
Above application soItware oI MicrosoIt helped me a lot in making project more
interactive and productive.
SAMPLING METHODOLOGY
Sampling Technique:
Initially, a rough draIt was prepared keeping in mind the objective oI the research.
A pilot study was done in order to know the accuracy oI the Questionnaire.
The Iinal Questionnaire was arrived only aIter certain important changes were done.
Thus my sampling came out to be judgment and convenient
Sampling Unit:
The respondent who were asked to Iill out questionnaires are the sampling units.
These comprise oI employees oI MNC, Govt. Employees, SelI Employed etc.
Sample size:
The sample size was restricted to only 100, which comprised oI mainly peoples
Irom diIIerent regions oI BHOPAL due to time constraints.
Sampling Area :
The area oI the research was Bhopal.
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1)I1)T)1I/I1O)
23
Q.1.ARE YOU AWARE OF VISHAL MEGA MART?
Opinions No. oI Respondents Percentage (°)
Yes 86 86
No 14 14
Total 100 100
14
86
Yes
No
INTERPRETATION
Out oI 100 respondent 86° respondent know about vishal mega mart while 14°
don`t know about vishal mega mart..
26
Q2. DO YOU THINK THAT BIG RETAIL STORE LIKE VISHAL MEGA
MART HAS IMPACT ON YOUR PURCHASE
Opinions No. oI Respondents Percentage (°)
Yes 72 72
No 28 28
Total 100 100
8
7
Yes
No
INTERPRETATION
Out oI 100 respondent 72° respondent told Vishal mega mart has impact on their
purchase. While 28° respondent don`t think .
27
Q3.WHAT DO YOU THINK ABOUT THE FOLLOWING FACTOR OF VISHAL
MEGA MART WHICH ATTERACT YOU MOST?
Response No. oI respondents Percentage °
Price 52 52
Customer
Relationship
20 20
Discount oIIer 24 24
Promotion 4 4
Total 100 100
INTERPRETATION
Out oI 100 respondent 52° respondent attract due to price , 20° attract due to
Customer relationship and 24° attract due to discount oIIer. While 4° respondent
attract due to promotion.
4
4
scountoffer Prce
DŦŦ Promotion
28
Q4.ARE YOU SATISFIED WITH THE CUSTOMER RELATIONSHIP OF
VISHAL GARMENTS?
Opinions No. oI Respondents Percentage (°)
Yes 86 86
No 14 14
Total 100 100
14
86
Yes
No
INTERPRETATION
Out oI 100 respondent only 14 ° respondent were not satisIied with customer
relationship oI vishal mega mart and 86° respondent were satisIied with garments
quality oI vishal mega mart.
29
Q5.WHAT IS YOUR OVERALL SATISFACTION LEVEL WITH SERVICE OF
VISHAL MEGA MART?
Opinions No. oI Respondents Percentage (°)
Excellent 44 44
good 43 43
poor 13 13
INTERPRETATION
Out oI 100 respondent only 44 ° respondent were told services oI vishal mega mart
is excellent and 43° told it is good while 13° told its services is poor.
exceIIent good poor
30
Q.6. DO YOU THINK VISHAL MEGA MART PROVIDING THE
FOLLOWING SERVICES
Response No. oI respondents Percentage °
Home delivery 20 20°
Telephonic order 52 52°
Exchange oI goods 24 24°
Arranging the
Desired goods
4 4°
Total 100 100
INTERPRETATION
Out oI 100 respondent 20° want home delivery 52° like to telephonic order while
24° want exchange oI goods and only 4° like to arranging the desired goods.
4
4
Home delivery Telephonic order
Arranging the
Desired goods
Exchange oI goods
31
Q. 7. VISHAL MEGA MART SHOULD PROVIDE THIS FACILITY?
Response No. oI respondents Percentage °
low price 32 32°
more variety 18 18°
more discount 20 20°
Iree home delivery
16 16°
More credit Iacility 14 14°
INTERPRETATION
Out oI 100 respondent 32° think it should provide low price, 18° told it should
provide more variety, 20° think should provide more discount , 16° think it should
provide Iree home delivery, 14° thought it should provide more credit Iacility.
18
16
14
Low
prlce
more variety more discount Iree home
delivery
More credit
Iacility
32
Q8..ARE YOU SATISFIED WITH THE VARITY AND SERVICE QUALITY OF
FOODMART ?
Opinions No. oI Respondents Percentage (°)
SatisIied 67 67
UnsatisIied 33 33
Total 100 100
67
satsfed
unsatsfed
INTERPRETATION
Out oI 100 respondent only 33 ° respondent were not satisIied with quality oI Iood
mart oI vishal mega mart and 67° respondent were satisIied with Iood mart
quality oI vishal mega mart.
33
Q9..ARE YOU SATISFIED WITH THE DISCOUNT OFFERED BY VISHAL
MEGA MART
Opinions No. oI Respondents Percentage (°)
SatisIied 84 84°
UnsatisIied 16 16°
Total 100 100
16
84
yes
no
INTERPRETATION
Out oI 100 respondent only 16 ° respondent were not satisIied with discount oIIer
oI vishal mega mart and 84° respondent were satisIied with discount oIIer oI
vishal mega mart.
34
Q10. DO YOU THINK PRODUCT OF VISHAL MEGA MART IS RELIABLE
Opinions No. oI Respondents Percentage (°)
SatisIied 79 79°
UnsatisIied 21 21°
Total 100 100
1
79
no
yes
INTERPRETATION
Out oI 100 respondent only 21 ° respondent were not satisIied with product oI
vishal mega mart and 79° respondent were satisIied with product oI vishal mega
mart. They think product are reliable.
33
I1)I1)¸
)1(O^^1)I/I1O)
(O)(£+¸1O)
36
FINDING
Most oI the respondent are satisIied with Services quality delivery .
86° respondent know about vishal mega mart while 14° don`t know about vishal
mega mart..
72° respondent told Vishal mega mart has impact on their purchase. While 28°
respondent don`t think
38° respondent attract due to price , 30° attract due to variety and 21° attract due
to discount oIIer
14 ° respondent were not satisIied with quality oI vishal mega mart and 86°
respondent were satisIied with garments quality oI vishal mega mart.
44 ° respondent were told services oI vishal mega mart is excellent and 43° told it
is good while 13° told its services is poor
20° want home delivery 52° like to telephonic order while 24° want exchange oI
goods and only 4° like to arranging the desired goods.
32° think it should provide low price, 18° told it should provide more variety,
20° think should provide more discount , 16° think it should provide Iree home
delivery, 14° thought it should provide more credit Iacility
33 ° respondent were not satisIied with quality oI Iood mart oI vishal mega mart
and 67° respondent were satisIied with Iood mart quality oI vishal mega mart.
16 ° respondent were not satisIied with discount oIIer oI vishal mega mart and
84° respondent were satisIied with discount oIIer oI vishal mega mart.
21 ° respondent were not satisIied with product oI vishal mega mart and 79°
respondent were satisIied with product oI vishal mega mart. They think product
are reliable.
37
RECOMMENDATIONS
1. Serve your Customers.
Serving your customers means putting them Iirst. It means helping them get what
they want. The customers come to the store to accomplish something they want or
to avoid something they don`t want. They believe you can help them. (Otherwise
they would have gone somewhere else.) They have chosen you!
Honor their choice by doing everything within your ability to help them. This
means Iocusing your attention and eIIorts on discovering what they want and
helping them get it. You put their interests and desires Iirst. It means your sole
motivation is helping them get what they came Ior.
2. Connect with your customers.
Connecting with your customers means getting to know them as a person. You
develop a relationship with them. OI course you keep it proIessional and in the
context oI your business. But it`s okay to learn about them as you help them. In
Iact, the better you get to know them, the better you can help them.
This does not have to take long. Sometimes a 'social chemistry¨ can develop within
minutes. It shouldn`t be phony or manipulative. It needs to happen naturally. II you
care about your customers, iI you use your people skills, iI you ask pertinent
questions, iI you listen and really Iocus on helping them, then you`ll develop a great
rapport with them quickly.
3. Have fun.
One oI the biggest reasons customers don`t return is they have no reason to. Sure
they might get what they want but they oIten get it with no personality, no sparkle,
no sizzle. Their experience is a dud. It`s about as exciting as cleaning your ears.
38
CONCLUSIONS
From the outside, customers interacting with a company perceive the business as a
single entity, despite oIten interacting with a number oI employees in diIIerent roles
and departments. CRM is a combination oI policies, processes, and strategies
implemented by an organization to uniIy its customer interactions and provide a
means to track customer inIormation. It involves the use oI technology in attracting
new and proIitable customers, while Iorming tighter bonds with existing ones.
Only based on realistic inIormation gathered in such way company`s management
can make decisions regarding improvement oI service program, so that it could
improve its service oIIer, give satisIaction to a user, and aim at gaining his loyalty.
Service users can no longer be seen as the victim oI powerIul multinational
companies, but rather as a partner in long-term
relations. Companies that most rapidly turn to managing the relations with users oI
their services are the ones who recognize the existence oI variances between
consumers` needs and desires and what seller oIIers or what he could oIIer at a
reasonable price. Some companies proactively react in order to manage these
situations, while others react only when conIlict oI crisis emerges. In reality the
appearance oI crisis is just a matter oI time iI there is no eIIicient management oI
the relations with users and iI there is no satisIaction provided Ior a service user,
through providing high quality service that overcomes his starting expectations
39
BIBLIOGRAPHY
Marketing Management Philip Kotler, The Millennium Edition, Prentice Hall
OI India Private Limited, New Delhi.
Marketing Research: G.C Brek, Tata Mc Graw-Hill Publishing Company
Limited, New Delhi
Periodical: Business Word
Research Methodology: C.R.Kothari , 2
nd
edition.
S.N Murty and U Bhojanna
Website Address: www.vishalmegamart.com
www.vishalretail.com
40
QUESTIONNAIRE
Customer Response Questionnaire
I am student oI Iirst year MBA oI the T.I.T.MBA. Bhopal, I am doing project on
'Customer relationship management in Retail with reIerence to Vishal Mega Mart ¨
as a part oI study. I request you to provide the required inIormation Ior the
completion oI my study.
Promise that the inIormation is used exclusively Ior academic purpose only.
1. personal proIile: A. Name:
B. Address:
C: Sex: Male: | | Female | |
G: Age: | |
E: Occupation:
1. SelI-employed: | | 3.ProIessional: | |
2. House wiIe: | | 4. Student: | |
41
Q.1.ARE YOU AWARE OF VISHAL MEGA MART?
A. yes
b. No
Q 2. DO YOU THINK THAT BIG RETAIL STORE LIKE VISHAL MEGA
MART HAS IMPACT ON YOUR PURCHASE?
a. Yes
b. No
Q. 3. WHAT DO YOU THINK ABOUT THE FOLLOWING FACTOR OF
VISHAL MEGA MART/
Higher Lower Don`t know
a. Price
b. Variety
c. Discount &
OIIers
d. promotion
e. Display
42
Q4.ARE YOU SATISFIED WITH THE Customer Relationship management OF
VISHAL Mega mart ?
a) Yes
b) No
Q.5. DO YOU THINK VISHAL MEGA MART PROVIDING THE
FOLLOWING SERVICES
YES NO TO SOME EXTENT
a. Credit Iacility
b. Home delivery
c. Telephonic order
d. Exchange oI goods
e. Arranging the
Desired goods
I. Breaking the stan-
Dard pack
43
Q. 6. VISHAL MEGA MART SHOULD PROVIDE THIS FACILITY?
Yes No May be
a. low price
b. more variety
c. more discount
d. more credit Iacility
e. Iree home delivery
Q7.IN WHICH PRODUCT DEPARTMENT PEOPLE LIKE TO GO FOR
PURCHASE PRODUCT?
a) Garments
b) Food Mart
c) Grossy item
d) Home Furnishing
Q8. ARE YOU SATISFIED WITH THE SERVICE QUALITY OF GARMENTS?
a) Yes
b) No
44
Q9.WHAT IS YOUR OVERALL SATISFACTION LEVEL WITH SERVICE OF
VISHAL MEGA MART?
a) Excellent
b) good
c) Average
d) poor
Q10.ARE YOU SATISFIED WITH THE VARITY AND SERVICE QUALITY OF
FOODMART ?
a) Yes
b) No
Q11.ARE YOU SATISFIED WITH THE DISCOUNT OFFERED BY VISHAL
MEGA MART ?
a) Yes
b) No
Q12. DO YOU THINK PRODUCT OF VISHAL MEGA MART IS RELIABLE ?
a) Yes
b) No
THANK YOU........
