A PROJECT REPORT ON CUSTOMER REATIONSHIP MANAGEMENT ON GREEN FINGERS (INDIA) PVT. LTD.

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF MASTERS OF BUSINESS ADMINISTRATION (MBA)

SUBMITTED BY: _ __________________ MBA (3RD SEMESTER)

UNDER GUIDANCE OF: ______________________

BHARATI VIDYAPEETH DEEMED UNIVERSITY SCHOOL OF DISTANCE EDUCATION, NEW DELHI An ISO 9001:2008 Certified Institute NAAC Accredited Grade A University

Certificate from the Company/Organization (On Company Letter head)

This is to certify that (Name of the student) son/daughter of (name of the father) pursuing MBA from Bharati Vidyapeeth Deemed University School of distance education, New Delhi has successfully completed Project Report in our organization on the topic titled, Title of the Project from ________to _______ 20XX. During his/ her project tenure in the organization/ company, we found him/ her hard working, sincere and diligent person and his/ her behavior and conduct was good during the project. We wish him/her all the best for his/ her future endeavors.

Comments of Guide

Name and Signature of the Mentor (Industrial Guide) Designation

Student Undertaking
This is to certify that I ____________________________ had completed the

Project titled title of the project in (name of the company) under the guidance of Mr./Ms. (Faculty guide) in the partial fulfillment of the requirement for the award of degree of MBA from Bharati Vidyapeeth Deemed University, SDE, Academic Study Center BVIMR, New Delhi. This is an original piece of work and I had neither copied nor submitted it earlier elsewhere.

Student Name and Signature Course

Dated -

Certificate (On Academic Center Letter head)

This is to certify that the project titled _____________________________ is an academic work done by ________________________ submitted in the partial fulfillment of the requirement for the award of the Degree of MBA from Bharati Vidyapeeth Deemed University SDE, Academic Study Center BVIMR, New Delhi under my guidance and direction. To the best of my knowledge and belief the data and information presented by him/her in the project has not been submitted earlier.

Name and signature of Faculty Guide Designation

Certificate (On Academic Center Letter head)

This is to certify that the Project titled ________________ is an academic work done by ________________________ submitted in the partial fulfillment of the requirement for the award of the Degree of Course from Bharati Vidyapeeth Deemed University, New Delhi. It has been completed under the guidance of Mr. /Ms. _______________ (Internal Guide).

Dr. Sachin S. Vernekar (Director

ACKNOWLEDGEMENT
A lot of effort has gone into this training report. My thanks are due to many people with whom I have been closely associated. I would like all those who have contributed in completing this project. First of all, I would like to send my sincere thanks to Mr.________________ GREEN FINGERS (INDIA) PVT. LTD. for his helpful hand in the completion of my project. I would like to thank my entire beloved family & friends for providing me monetary as well as non-monetary support, as and when required, without which this project would not have completed on time. Their trust and patience is now coming of this thesis.

PREFACE
A hallmark of any premier business school is its willingness and ability to constantly explore and implement new ideas and practices in the field of management education. Institute constantly reorients their programs in order to keep abreast of changing development. The initial interaction between school students and industry takes place when the students undergo project is usually for knowing the process for charismatic leadership of that institution. It is often the exposure to corporate culture that a student receives, particularly true for students without prior work experience. During my training at GREEN FINGERS (INDIA) PVT. LTD., I was taken project on marketing strategies of GREEN FINGERS (INDIA) PVT. LTD.. The main purpose of the study is to know the policies of the company regarding marketing strategies, which helped me in gaining knowledge about the different working pattern of different departments of the company.

EXECUTIVE SUMMARY
Corporate responsibility is integrated into every aspect of Green Fingers (INDIA) Pvt. Ltd. Our commitment to sustainability is embedded in our promise to our customers and embodied by our employees, delivering excellence for over 175 years. Through our business practices and collaborative efforts, we strive to positively influence the entire jewelry supply chain. Green Fingers (INDIA) Pvt. Ltd. continuously works to promote responsible mining standards and increase awareness about issues affecting our industry, such as bringing to light the environmental concerns around the development of the proposed Pebble Mine in Bristol Bay, Alaska. Our 2012 Corporate Responsibility Report provides an overview of our most material environmental and social challenges and opportunities. We are proud of our accomplishments and will continue to share our efforts and progress. Below are highlights of our 2012 Corporate Responsibility Report, which aligns with the Global Reporting Initiative (GRI) and United Nations Global Compact reporting frameworks. Please read our full report for further details about our 2012 corporate responsibility performance, our positions on timely issues affecting our industry and our long history of commitment to sustainability.

TABLE OF CONTENT

PARTICULAR Acknowledgement Preface Executive Summary INTRODUCTION RESEARCH METHODOLOGY CONCEPTUAL DISCUSSION DATA ANALYSIS Findings & Recommendations Conclusion Bibliography Questionnaire

PAGE NO.

CHAPTER-1 INTRODUCTION

INDUSTRY PROFILE
There are some conflicting figures related to World and Indian Market size. It is due to the fact that the exact size of Indian market is not been estimated correctly. Global Gems and Jewellery Market According to CARE Research, the US is the world s largest market for jewellery accounting for an estimated 29% of the world jewellery sales in 2008.The US is followed by China (11%) , India (10%), the Middle East (9%) and Japan (8%) as the biggest consumers. In Europe, the UK(4%) and Italy (5%) are the largest consumers, and Italy is also one of the worlds largest jewellery fabrication centres. These seven key markets account for about 80% of the total worldwide sales. According to the CARE Report, global retail sales value of jewellery, including diamonds and gemstones, is expected to reach US$185 billion in 2010 and US$230 billion by the year 2015 growing at CAGR of 4.6% between 2010 and 2015. In 2005, sales totalled US$146 billion and grew at a CAGR of 4.8% between 2005 and 2010 period. During 2009, the world GDP decreased by 0.8% to US$57,228.37 billion while for 2010 and 2011, world GDP is estimated to grow by 3.9% and 4.3%, respectively, according to International Monetary Fund (IMF). Historically, it has been observed that the correlation between the global jewellery sales and world GDP was very high at 0.99. Of total global sales of US$146 billion in 2005, diamond-studded jewellery was the largest segment, representing 47% of total jewellery consumption. By type of jewellery, diamond-studded jewellery accounted for the largest share of the global jewellery market, followed by plain gold jewellery (42%). Indian Gems and Jewellery Sector According to CRISIL Research, the Indian jewellery retailing market is estimated at Rs. 973 billion as of 2009-10, contributing around 6% of the overall retailing industry in India. This makes jewellery the largest contributor of Indias overall retail

industry.Within the jewellery retailing market in India, the share of gold jewellery is estimated to be around 80%, according to CRISIL Research.The two major sub segments within jewellery are gold (22 carat and above) and diamonds, with the former constituting of 80% of the value of jewellery consumption and the balance 20% comprising of diamonds(15%) and gemstone jewellery. The overall size of domestic Gems and Jewellery sector is pegged at Rs. 870 billion as of 2008-09 according to a FICCI-Technopak study and is expected to grow up to Rs. 1,832 billion by 2014-15. In India, organised retailers account for a mere 4% of the total jewellery retail market.There are about 15,000 vendors across the country in the gold processing industry, with over 450,000 gold smiths spread across the country. There are also more than 6,000 vendors in the diamond-processing industry. Gold is consumed most in south(37%),west(32%) , north(18%) and east(13%) in that order. In 2009, total Indian gold consumption reached US$19bn or Rs. 974 bn equivalent at the end of 2009. Over the past decade, this has increased at an average rate of 13% per year, outpacing the countrys real GDP, inflation and population growth by 6%, 8% and 12% respectively. Gold jewellery demand in India, the world s largest gold jewellery market, rose 67% year-on-year to 272 tonnes in the first half of 2010. Over the same period, the average domestic gold price surged to almost Rs.52,800/oz, before hitting a new high of 60,460/oz on October 15, 2010. Gold jewellery accounted for around 75% of total Indian gold demand in 2009, the remainder being investment (23%) and decorative and industrial (2%). Dimonds are consumed most in West(35%), North(32%), South(25%) and East(8%) in that order.

COMPANY PROFILE
An exotic medley of richly crafted pieces of Indian handicraft and home furnishing awaits you at GREEN FINGERS (INDIA) PVT. LTD. An Export House Recognized by Govt. of India. Green finger is in export business of: Costume Jewellery & Loose Beads :made ups of Glass / Bone / Horn / Wood / Copper / Brass / Cotton / Metal / Resin /Ceramic / Semi Precious Stone / Lac / Plastic / Sterling Silver 92.5% / Terra-Cotta. Raw Material for the craft industries made out of Bone / Horn / Metal / Leather / Wood / Terra-cotta, Metal, Bone, Horn,Beads, Rawhide Lather, Goat Skin, Wood, ceramic, Terra-cotta, Stone & Loose Beads. Hard goods for home furnishing & Decorative Items made of Wood / Brass / Iron / Aluminum / Stone / Bone / Horn /Glass Combination. HOME FURNITURE'S: Cabinet / Chester Drawer / Chair / Dinning Table / Bed Side Tables, / Console Table / Coffee Table / Round Tables / Telephone Tables / Stool / Bed / Headboard / Poster Bed / Baby Bed / Buffet / Wardrobe / Mirror Frame / Book Case / Column / Screen
DECORATIVE

/ Gift Items : Candle Holder / Lamp Base / Wall

Sconce / Wall Bracket / Appliqu / Chandeliers / Decorative Panel / Photo Frame / Statues / Boxes / Pillars / Sphere / Christmas Hanging / Christmas Tree / Paper Cutter / Spoon Fork / Pots / Trays / Shadow Boxes / Pen Holder / Kitchen Appliances e.g. Knife Holder, Boucher Board, Spoons & Fork,Bowls,Trays etc / Different type of wooden Game etc. The organization boasts of a sound infrastructure of an area for Showroom in 185 Sq.meters and warehouse is in 800sq. meters with a team of dedicated and highly skilled artisans and craftsmen. All the work of GREEN FINGERS is masterpiece in their own form and symbolize of the beauty, magnificence and charm of Indian handicrafts.. The units are backed by technical skills and experience, we follow strict procedure to ensure control over quality, timely deliver and competitive prices. Our total turnover of handicrafts is US$ 21,78,000.00.

Our Team GREEN FINGERS has a wide range of product and it is holding the power of golden craftsman of handicraft business in all over India .The company was established in 1994. The company is promoted and headed by Mr. Niraj Mathur (Director) . He is specializes in international marketing and has an impressive record with rich experience in various national and international companies. We have a satisfied workforce, which in turn produces satisfactory results for our valued buyers. They governs our image as an employer friendly organization by working with the full devotion and enthusiasm. Work culture Our company is having the expert, well qualified, experience holder employees, and who has the command on thier work. We have created an atmosphere that gives our employees a sense of belongingness, which surely affect the companys growth and a successful and progressive group. Business Policy Green Fingers (India) Pvt. Ltd. aspires of achieving long term business relationship with its clients based on strong corporate ethics. We value our customers to work as partner . We are working with established well known Departmental Stores,Retail Chain Stores & Importers in Europe, USA and Australia. Our committed approach in providing unparalled quality at incredible prices has won us the trust of innumerable connoisseurs and art worldwide. Our common goal is to provide quality goods on time to our clients. Regulatory Compliance Green Fingers comply with Indian law and are under process of taking all regulatory compliance that require for overseas business.

PRODUCTS Beads Criss / Pure Copper Beads Glass Beads

Clay Beads Bone Beads Horn Beads Brass Beads Ceramic Beads Wire Wrapped

Jewellery Necklaces Bracelets Ear Rings Belts Hair Accessories

Raw Material for Craft Industries Home Decoration Chandeliers Curtain Tie Back Wall Decorative Panel Candle Holders Flower Vases Lamp Bases Photo Frames Paper Cutter Wall Applique Serving Tray Bowl Pots Boxes Statues Wall Brackets

Pen Holders Christmas Hanging

Furniture Bed Chester Drawer Tables Cabinet Chair Mirror Frame Toy Boxes

Vision Values This vision to become India's most admired Jewellery company will be realized through its unique set of values, which are as follows: Knowledge Knowledge leads to expertise; and GREEN FINGERS (INDIA) PVT. LTD. expertise is in helping people protect themselves. Perfectly combining global expertise with local knowledge, it is India's Jewellery specialist. Green Fingers (India) Pvt. Ltd. believes that for knowledge to be of value it must be focused, current, tested and shared. Caring Green Fingers (India) Pvt. Ltd. is redefining the Jewellery paradigm by focusing on customers first. The service process is responsive, personalized, humane and To become the most admired Jewellery Company in India.

empathetic. Every individual who represents the company is for us GREEN FINGERS (INDIA) PVT. LTD. brand champion. Honesty Honesty is the heart of the Jewellery business. It is all about trust. Transparency, integrity and dependability form the cornerstones of the Green Fingers (India) Pvt. Ltd. experience. The company ensures that everyone who represents the brand carries a promise: we care in word as well as deed. Excellence Excellence at Green Fingers (India) Pvt. Ltd. implies the ability to perform at a consistently high level. Focused on the value of continuous improvement in people, processes and the organization, the company strives for the highest standards of quality in every aspect of its business. Mission Become one of the top quartile Jewellery companies in India Be a national player Be the brand of first choice Be the employer of choice Become principal of choice for agents

CHAPTER-2 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
The research based will be Descriptive Research. Type of data 1. Primary data 2. Secondary data Primary data The primary or the first hand data will be collected with the help of handing out the questionnaire to the customers &employees. Secondary data The major source of secondary or supporting data will be internet. Using this data measurement technique, information was collected by personal interviews. Secondary data was collected through company websites, discussions with company guide. Sampling Design The research was mainly opted on customers survey, advisers survey as well as sales officers survey. The sample selected for survey was stratified sample. Sample size is 50 Customers, 10 Sales officers and 50 advisers. Sample Character Respondents are sales officers, and existing customers of Green Fingers (India) and the advisers. . Sampling Plan For Customers Sampling unit Sampling Method Sampling Size For sales officers Sampling unit : 10 Sales officers : Individuals. : Non Probability, Convenience Sampling. : 50 Customers.

For Advisers Sampling unit Sampling Method Sampling Size Sampling Plan : Advisors . : Non Probability, Convenience Sampling : 50 Advisers. : Questionnaires.

Tools and Technique of Data Collection Personal Interviews Where customers, sales officers and advisers were interviewed personally that face to face interaction were done. Questionnaire: It is a systematic designed questionnaire is used for collecting primary data. These data are used for further descriptive research.

SCOPE OF THE STUDY

Extensive survey on customer preferences will provide lot of valuable information about the brand awareness of the product and it will be easy to find out the likes and dislikes about the product. For company, it will provide through knowledge about the consumer preferences in comparison with other market product and suggest valuable direction of the current market trend. It will provide lot of information about the market trend and customer preferences about the product. It will include valuable suggestions for the company, how the company can strengthen their own brand? The study of customer preferences will provide me lot of information on: How customer profile differs across the user segments? Dopes the different classes of the customers differ their preferences?

LIMITATIONS OF THE PROJECT 1) The survey was restricted to Noida, Ghazibad and Sahib bad because of time and resource constraints. Therefore the generality of the findings cannot be claimed until further research has been carried out. 2) The location of study was selected keeping the convenience factor in mind. 3) All the data has been collected from the net. So we cant verify the extent the data is true and whether it has been put on the net by satisfying all the criteria which should be done before putting it on net. 4) The situation in which person is questioned about routine action is an artificial one at best due to the influence of questioning process, respondents may furnish quite different from facts. 5) The respondents are chosen through convenience. 6) It is also pretty hard to pursue customers and retailers to share their findings as they are in hurry so possibility of bias of the respondents may not be precluded. The Software used for data analysis is Green Fingers (India) Pvt. Ltd., which being a little cumbersome, some graphs have to be further explained and clarified using the annexure. OBJECTIVES To get an empirical view of the GREEN FINGERS (INDIA) PVT. LTD. To study the procedure of customer complaints in GREEN FINGERS (INDIA) PVT. LTD. To get an insight of all the competitors. To study the various products offered. To study the customers preference and perception regarding GREEN FINGERS (INDIA) PVT. LTD.

DATA COLLECTION A research can call for gathering primary data, secondary data or both. The data have mainly been collected via primary source. However a good amount of secondary data was also used to have a general understanding of the subject. 1) Primary Source The primary data gathered for specific purpose and are collected by the researcher himself. It includes direct communication and feedback from customer, sales and marketing executives of GREEN FINGERS (INDIA) PVT. LTD. and other related person . For the purpose of collection of information from customers , a structured questionnaire was formulated and the customers were directly contacted. 2) Secondary Source The secondary sources are data which were collected for another purpose and already exists somewhere. The secondary source of information here includes library resources, articles in various newspapers and magazines, product catalogs brochure and online resources like company websites, online reports and articles.

CHAPTER-3 CONCEPTUAL DISCUSSION

Introduction to CRM Before we begin to examine the conceptual foundations of CRM, it will be useful to define, what is CRM? A narrow perspective of customer relationship management is database marketing emphasizing the promotional aspects of marketing linked to database efforts. Another narrow, yet relevant, viewpoint is to consider CRM only as customer retention in which a variety of after marketing tactics is used for customer bonding or staying in touch after the sale is made. Shani and Chalasani define relationship marketing as an integrated effort to identify, maintain, and build up a network with individuals consumers and to continuously strengthen the network for mutual benefit of both sides, through interactive, individualized and value-added contacts over a period of time. The core theme of all CRM and relationship marketing perspectives is its focus on co-operative and collaborative relationships between the firm and its customers, and/or other marketing actors. CRM is based on the premise that, by having a better understanding of the customers needs and desires we can keep them longer and sell more to them. Growth Strategies International (GSI) performed a statistical analysis of Customer satisfaction data encompassing the findings of over 7,000+ customer surveys conducted by Angel Broking Ltd. CRM (customer relationship management) is an information industry term for methodologies, software, and usually Internet capabilities that help an enterprise manage
customer relationships in an organized way. For example, an enterprise might build a database about its customers that described relationships in sufficient detail so that management, salespeople, people providing service, and perhaps the customer directly could access information, match customer needs with product plans and offerings, remind customers of service requirements, know what other products a customer had purchased, and so forth.

The essence of the information technology revolution and, in particular, the World Wide Web is the opportunity to build better relationships with customers than has been previously possible in the offline world. By combining the abilities to respond directly to customer requests and to provide the customer with a highly

interactive, customized experience, companies have a greater ability today to establish, nurture, and sustain long-term customer relationships than ever before. The ultimate goal is to transform these relationships into greater profitability by increasing repeat purchase rates and reducing customer acquisition costs. Indeed, this revolution in customer relationship management or CRM.1 as it is called, has been referred to as the new mantra of marketing.2 Companies like Siebel, E.piphany, Oracle, Broadvision, Net Perceptions, Kana and others have filled this CRM space with products that do everything from track customer behavior on the Web to predicting their future moves to sending direct e-mail communications. This has created a worldwide market for CRM products and services of $34 billion in 1999 and which is forecasted by IDC to grow to $125 billion by 2004.3 The need to better understand customer behavior and focus on those customers who can deliver long-term profits has changed how marketers view the world. Traditionally, marketers have been trained to acquire customers, either new ones who have not bought the product category before or those who are currently competitors customers. This has required heavy doses of mass advertising and priceoriented promotions to customers and channel members. Today, the tone of the conversation has changed from customer acquisition to retention. This requires a different mindset and a 3 different and new set of tools. A good thought experiment for an executive audience is to ask them how much they spend and/or focus on acquisition versus retention activities. While it is difficult to perfectly distinguish the two activities from each other, the answer is usually that acquisition dominates retention. According to one industry view, CRM consists of: Helping an enterprise to enable its marketing departments to identify and target their best customers, manage marketing campaigns with clear goals and objectives, and generate quality leads for the sales team.

 Assisting the organization to improve telesales, account, and sales management by optimizing information shared by multiple employees, and streamlining existing processes (for example, taking orders using mobile devices) Allowing the formation of individualized relationships with customers, with the aimof improving customer satisfaction and maximizing profits; identifying the most profitable customers and providing them the highest level of service. Providing employees with the information and processes necessary to know their customers, understand their needs, and effectively build relationships between the company, its customer base, and distribution partners. CRM--Customer Relationship Management--has entered the mainstream. Despite the uncertainty of the economy, CRM is being thrust into corporate budgets and talked about as a critical initiative by hundreds of Fortune 1,000 and tens of thousands of other companies. It has gone from being an important edge in the business world to a necessary tool for survival. The notion of the customer as king or queen is once again the rule. How you treat this is a mission-critical business issue. But, what is CRM and how does it change the way companies do business? The changes in the world have been so dynamic and so dramatic that the path is not necessarily all that obvious. How CRM impacts that business path is a continuing source of debate in the world of corporate management. Managing relationships with customers has become a critical organizational competency. Get winning strategies for acquiring and retaining customers by leveraging the latest advanced technologies. This course will teach you how to select the right tools for your business-- so it can grow today--and on into the future. Lagging means lost customers, which means damage to the bottom line. But how do you not lag when customers are moving lightning fast to demand constant changes in the speed to complete their transactions? How do you keep your customers when the move to another company is nothing more than a mouse click and a minute away?

CRM is the answer. Customer Relationship Management, a strategy that leverages very advanced technologies is the way to cut to the 21st Century business chase. History of CRM Customer Relationship Management (CRM) is one of those magnificent concepts that swept the business world in the 1990s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them. In the last several years, however, newer software systems and advanced tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM programs. In the beginning The 1980s saw the emergence of database marketing, which was simply a catch phrase to define the practice of setting up customer service groups to speak individually to all of a companys customers. In the case of larger, key clients it was a valuable tool for keeping the lines of communication open and tailoring service to the clients needs. In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didnt provide much insight. As companies began tracking database information, they realized that the bare bones were all that was needed in most cases: what they buy regularly, what they spend, what they do.

Advances in the 1990s In the 1990s companies began to improve on Customer Relationship Management by making it more of a two-way street. Instead of simply gathering data for their own use, they began giving back to their customers not only in terms of the obvious goal of improved customer service, but in incentives, gifts and other perks for customer loyalty. This was the beginning of the now familiar frequent flyer programs, bonus points on credit cards and a host of other resources that are based on CRM tracking 3333 customer activity and spending patterns. CRM was now being used as a way to increase sales passively as well as through active improvement of customer service. True CRM comes of age Real Customer Relationship Management as its thought of today really began in earnest in the early years of this century. As software companies began releasing newer, more advanced solutions that were customizable across industries, it became feasible to really use the information in a dynamic way. Instead of feeding information into a static database for future reference, CRM became a way to continuously update understanding of customer needs and behavior. Branching of information, sub-folders, and custom tailored features enabled companies to break down information into smaller subsets so that they could evaluate not only concrete statistics, but information on the motivation and reactions of customers. The Internet provided a huge boon to the development of these huge databases by enabling offsite information storage, where before companies had difficulty supporting the enormous amounts of information. The Internet provided new possibilities and CRM took off as providers began moving toward Internet solutions. With the increased fluidity of these programs came a less rigid relationship between sales, customer service and marketing. CRM enabled the development of new strategies for more cooperative work between these different divisions through shared information and understanding, leading to increased customer satisfaction from order to end product.

Today, CRM is still utilized most frequently by companies that rely heavily on two distinct features: customer service or technology. The three sectors of business that rely most heavily on CRM -- and use it to great advantage -- are financial services, a variety of high tech corporations and the telecommunications industry. The financial services industry in particular tracks the level of client satisfaction and what customers are looking for in terms of changes and personalized features. They also track changes in investment habits and spending patterns as the economy shifts. Software specific to the industry can give financial service providers truly impressive feedback in these areas. In recent years however, several factors have contributed to the rapid development and evolution of CRM. These include: 1. The growing de-intermediation process in many industries due to the advent of sophisticated computer and telecommunication technologies that allow producers to directly interact with end-customers. For example, in many industries such as airlines, banks insurance, software or household appliances and even consumables, the deintermediation process is fast changing the nature of marketing and consequently making relationship marketing more popular. Databases and direct marketing tools give them the means to individualize their marketing efforts. 2. Advances in information technology, networking and manufacturing technology have helped companies to quickly match competition. As a result product quality and cost are no longer significant competitive advantages. 3. The growth in service economy. Since services are typically produced and delivered at the same institution, it minimizes the role of the middlemen. 4. Another force driving the adoption of CRM has been the total quality movement. When companies embraced TQM it became necessary to involve customers and suppliers in implementing the program at all levels of the value chain. This needed close working relationships with the customers. Thus several companies such as Motorola, IBM, General Motors, Xerox, Ford, Toyota, etc formed partnering relations

with suppliers and customers to practice TQM. Other programs such as JIT and MRP also made use of interdependent relationships between suppliers and customers. 5. Customer expectations are changing almost on a daily basis. Newly empowered customers, who choose, how to communicate with the companies various available channels? Also nowadays consumers expect a high degree of personalization. 6. Emerging real time, interactive channels including e-mail, ATMs and call centre that must be synchronized with customers non-electronic activities. The speed of business change, requiring flexibility and rapid adoption to technologies. 7. In the current era of hyper competition, marketers are forced to be more concerned with customer retention and customer loyalty. 8. As several researches have found out retaining customers is less expensive and more sustainable competitive advantage than acquiring new ones. 9. On the supply side it pays more to develop closer relationships with a few suppliers than to develop more vendors. 10. The globalization of world marketplace makes it necessary to have global account management for the customers. Definition: CRM is concerned with creating improved shareholder value through the use of customer centric business processes and the development of appropriate relationships with consumers. Implementing CRM: CRM requires an integration of a firm's resources; people, operations and marketing capabilities to deliver added value to the customers. CRM should provide businesses and organizations with a single view of their customers and across

irrespective of the interactive channel or medium through which the customer accesses the service or product. For example, a business (e.g. hotel) customers profile and personal references should be accessible to the business (or hotel) irrespective of channel i.e. whether the customer books online, calls in or walks into any location should not make a difference to the service provided based on the personal profile of the business client. It is enabled through: Information Processes Technology Applications A firm that wants to implement CRM must align it's business processes crossfunctionally in the best possible way to allow increased customer focus with an aim to deliver added value to the customer. To implement CRM, the following steps must be followed: Develop a CRM framework Align current business processes Design new cross-functional business processes (where required) Develop Functional Specifications (client-side services) Develop Technical Specifications Match Technical Specifications to available technology (Systems, software, etc) Product Configuration Data Migration and Integration Staff Training

 Customer Segmentation: For CRM to be effective, the organizations customer base must be stratified into segments based on commonalities amongst groups of individuals and customers. This also requires the organization to have strategies to target consolidated customer segments. Reduced Cost of Service: a customer relationship strategy should reduce the cost of service for both the organization and its customers and increase satisfaction levels. Service as a differentiator: The more competitive a market becomes the more a business will need to rely on its superior product quality and quality of service to differentiate itself from other businesses and providers. Tie-ins over time: The greater the effort a customer spends on a relationship over time, the greater the customers stake in helping to ensure that the relationship works and the more convenient and loyal the customer becomes. Pitfalls to avoid: Many CRM programs fail for two reasons: 1. Lack of supportive business processes: Because business processes and organizational goals are not part of a strategic CRM plan tied to organizational goals and objectives. 2. Lack of an enterprise perspective: For Relationship Marketing to be effective, it requires that the organization creates a seamless enterprise view. A lot of CRM programs fail because they are assembled with disparate components that aren't designed to work together as part of a complete CRM system designed to meet organizational objectives.

Customer Relationship Management Model

CREATE A DATA BASE

ANALYSIS

CUSTOMER SELECTION

CUSTOMER TARGETING

RELATIONSHIP MARKETING

PRIVACY ISSUES

METRICS

CUSTOMER RETENTION PROGRAMS

FREQUENCY/ LOYALTY PROGRAMS

CUSTOMER SERVICE

CUSTOMIZATION

CUSTOMER RELATIONSHIP MANAGEMENT SATISFACTION COMMUNITY BUILDING

REWARDS PROGRAMS

Objective of the study of CRM

CRM, in its broadest sense, means managing all interactions and business with customers. This includes, but is not limited to, improving customer service. A good CRM program will allow a business to acquire customers, service the customer, increase the value of the customer to the company, retain good customers, and determine which customers can be retained or given a higher level of service. A good CRM program can improve customer service by facilitating communication in several ways: Provide product information, product use information, and technical assistance on web sites that are accessible 24 hours a day, 7 days a week Identify how each individual customer defines quality, and then design a service strategy for each customer based on these individual requirements and expectations. Provide a fast mechanism for managing and scheduling follow-up sales calls to assess post-purchase cognitive dissonance, repurchase probabilities, repurchase times, and repurchase frequencies. Provide a mechanism to track all points of contact between a customer and the company, and do it in an integrated way so that all sources and types of contact are included, and all users of the system see the same view of the customer (reduces confusion). Help to identify potential problems quickly, before customer occur Provide a user-friendly mechanism for registering customer complaints (complaints that are not registered with the company cannot be resolved, and are a major source of customer dissatisfaction).

 Provide a fast mechanism for handling problems and complaints (complaints that are resolved quickly can increase customer satisfaction). Provide a fast mechanism for correcting service deficiencies (correct the problem before other customers experience the same dissatisfaction). Use internet cookies to track customer interests and personalize product offerings accordingly Use the Internet to engage in collaborative customization or real-time customization Provide a fast mechanism for managing and scheduling maintenance, repair, and ongoing support (improve efficiency and effectiveness) Mechanism to evaluate Potential KOMs. To develop integrated Database. Assessing the need of Potential KOMs. Ways to meet those needs. Identify the softer elements. Devising a way to Retain and grow with those KOMs. Moving further ahead Satisfaction Delightment LOYALITY To develop Strategy and action plan on quarter & annual basis. To gain knowledge about consumer behaviour To know, how to maintain relationship with customer? To know, the needs analysis of customer To understand, with the help of feedback form that why customers are not trading with Angel To know, the customer perception about companys products & services To know, the grievances among the customers about products & services

The CRM program can be integrated into other cross-functional systems and thereby provide accounting and production information to customers when they want it.

Keeping Existing Customers Grading customers from very satisfied to very disappointed should help the organization in improving its customer satisfaction levels and scores. As the satisfaction level for each customer improves, so shall the customer retention with the organization. Maximizing Life time value Exploit up-selling and cross-selling potential. By identifying life stage and life event trigger points by customer, marketers can maximize married couple his needs grow into appliances. Increase Loyalty Loyal customers are more profitable. Any company will like its mindshare status to improve from being a suspect to being an advocate. Company has to invest in terms of its product and service offerings to its customers. It has to innovate and meet the very needs of its customers so that they remain as advocates on the loyalty curve. Referral sales invariably are low cost high margin sales. share of purchase potential. Thus the single adults shall require a new car stereo and as he grows into a

Continuity Marketing Programs Take the shape of membership and loyalty card programs where customers are often rewarded for their member and loyalty relationships with the marketers. The basic premise of continuity marketing programs is to retain customers and increase loyalty through long-term special services that has a potential to increase mutual value through learning about each other. Partnering Programs The third type of CRM programs is partnering relationships between customer and marketers to serve end user needs. In the mass markets, two types of partnering programs are most common: Co-branding and affinity partnering. Missing process of CRM Traditionally customer relationship management (CRM) revolves around the three functions of selling, marketing and support. Various process models have been built around how these functions are integrated and operated in a customer oriented enterprise. There is however a fourth critical function that is lacking in most CRM models. The fourth function that often is the source of a competitive edge is that of innovation. Companies must continually reinvent themselves to deliver an improved and often a totally new value offering to their customer base. CRM must provide the customer intelligence that feeds information back into the enterprises knowledge management processes where it can trigger new innovation processes. When CRM is integrated into the innovation process, significant value can be derived from faster time to market cycle times and with new processes and services. Marketing automation must ensure that the innovation processes are actually market driven. A market driven innovation process must include both strategies that are focused on satisfying customer requirements as well as strategies focused at redefining customer requirements. Sales automation should be integrated with the innovation process by ensuring that all sales channels are prepared and ready to take new processes and services to market before competitive forces can react. Customer service automation must be designed to empower the customer with the option of assisting with the design of the value offering. Redefining CRM around innovation, sales, marketing and service can identify new competitive opportunities for an enterprise. The

remaining question is whether companies are prepared to take the initiative and expand the definition of customer relationship management to include the process of innovation. The pressure to deliver results within the traditional definition of CRM already overwhelms companies. The dialog must start rather earlier than later because the competitive window of traditional CRM is decreasing and customer demands for a more innovative and responsive enterprise will increase Architecture of CRM There are three parts of application architecture of CRM: 1. Operational - automation to the basic business processes (marketing, sales, service) 2. Analytical - support to analyze customer behavior, implements business intelligence alike technology 3. Collaborative - ensures the contact with customers (phone, email, fax, web, SMS, post, in person) 1. Operational CRM Operational CRM means supporting the "front office" business processes, which include customer contact (sales, marketing and service). Tasks resulting from these processes are forwarded to resources responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference. Operational CRM provides the following benefits: Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration Enables a 360-degree view of your customer while you are interacting with them

 Sales people and service engineers can access complete history of all customer interaction with your company, regardless of the touch point. The operational part of CRM typically involves three general areas of business: Sales force automation (SFA) SFA automates some of the company's critical sales and sales force management functions, for example, lead/account management, contact management, quote management, forecasting, sales administration, keeping track of customer preferences, buying habits, and demographics, as well as performance management. SFA tools are designed to improve field sales productivity. Key infrastructure requirements of SFA are mobile synchronization and integrated product configuration. Customer service and support (CSS) CSS automates some service requests, complaints, product returns, and information requests. Traditional internal help desk and traditional inbound call-center support for customer inquiries are now evolved into the "customer interaction center" (CIC), using multiple channels (Web, phone/fax, face-to-face, kiosk, etc). Key infrastructure requirements of CSS include computer telephony integration (CTI) which provides high volume processing capability, and reliability. Enterprise marketing automation (EMA) EMA provides information about the business environment, including competitors, industry trends, and macro-environmental variables. It is the execution side of campaign and lead management. The intent of EMA applications is to improve marketing campaign efficiencies. Functions include demographic analysis, variable segmentation, and predictive modeling occurs on the analytical (Business Intelligence) side.

Integrated CRM software is often also known as "front office solutions." This is because they deal directly with the customer. Many call centers use CRM software to store all of their customer's details. When a customer calls, the system can be used to retrieve and store information relevant to the customer. By serving the customer quickly and efficiently, and also keeping all information of a customer in one place, a company aims to make cost savings, and also encourage new customers. CRM solutions can also be used to allow customers to perform their own service via a variety of communication channels. For example, you might be able to check your bank balance via your WAP phone without ever having to talk to a person, saving money for the company, and saving your time. 2. 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 analysis typically can lead to targeted campaigns to increase share of customer's wallet. Examples of Campaigns directed towards customers are: Acquisition: Cross-sell, up-sell Retention: Retaining customers who leave due to maturity or attrition. Information: Providing timely and regular information to customers. Modification: Altering details of the transactional nature of the customers' relationship. Analysis typically covers but is not limited to: Decision support: Dashboards, reporting, metrics, performance etc. Predictive modeling of customer attributes Strategy and Research Analysis of Customer data may relate to one or more of the following analyses: Contact channel optimization Contact Optimization Customer Acquisition / Reactivation / Retention Customer Segmentation

 Customer Satisfaction Measurement / Increase Sales Coverage Optimization Fraud Detection and analysis Financial Forecasts Pricing Optimization Product Development Program Evaluation Risk Assessment and Management Data collection and analysis is viewed as a continuing and iterative process. Ideally, business decisions are refined over time, based on feedback from earlier analysis and decisions. Therefore, most successful analytical CRM projects take advantage of a data warehouse to provide suitable data. Business Intelligence is a related discipline offering some more functionality as separate application software. 3. 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. The data/activities can be structured, unstructured, conversational and/or transactional in nature. Collaborative CRM provides the following benefits: Enable efficient productive customer interactions across all communications channels Enables web collaboration to reduce customer service costs Integrates call centers enabling multi-channel personal customer interaction Integrates view of the customer while interaction at the transaction level

CHAPTER-4 DATA ANALYSIS

DATA PRESENTATION & ANALYSIS

Question 1) Liking of people towards GREEN FINGERS (INDIA) PVT. LTD.? Answer a) Y-yes b) n- no c) c- cant say

c 7.00 / 7.0% n 19.00 / 19.0%

y 74.00 / 74.0%

Analysis: we concluded that more than 70% of the people liked the industry which conveys a good image of the company.

Question 2) Response of people about GREEN FINGERS (INDIA) PVT. LTD.? Answer a) y-yes b) n-no c) c-cant say

c 14.00 / 14.0%

y 52.00 / 52.0%

n 34.00 / 34.0%

Analysis: we concluded that more than half of the people consider GREEN FINGERS (INDIA) PVT. LTD. as future, only a few said NO.

Question 3) Response of people that GREEN FINGERS (INDIA) PVT. LTD. will give a healthy competition to small leagues? Answer a) y- yes b) n- no c) c- cant say

c 13.00 / 13.0%

n y 59.00 / 59.0% 28.00 / 28.0%

Analysis : we concluded that more than 50% of the people believe that GREEN FINGERS (INDIA) PVT. LTD. will give a healthy competition to small leagues and it will prove to be more superior than other small leagues.

Question 4) Response of people that GREEN FINGERS (INDIA) PVT. LTD. will bring a revolution in real estate industry? Answer a) y-yes b) n-no c) c- cant say)

c 14.00 / 14.0%

n 20.00 / 20.0%

y 66.00 / 66.0%

Analysis: we concluded that about 66% of the people said that GREEN FINGERS (INDIA) PVT. LTD. will bring a revolution in the real estate industry as it is growing at a very fast rate day by day.

Question 5) Factors why people like GREEN FINGERS (INDIA) PVT. LTD.? Answer a) 1-affordability b) 2-shape c) 3-design d) 4-other design

4.00 11.00 / 11.0%

3.00 18.00 / 18.0%

1.00 2.00 10.00 / 10.0% 61.00 / 61.0%

Analysis: we concluded that all the factors contribute in increasing the liking of the people, but the most effective one is the future of the GREEN FINGERS (INDIA) PVT. LTD..

Question 6) Proportion of people who will shift to GREEN FINGERS (INDIA) PVT. LTD.? Answer a) Y-yes b) n-no c) c-cant say
y 45.00 / 45.0%

c 22.00 / 22.0%

n 33.00 / 33.0%

Analysis: we concluded that in the coming time people will more often start shifting to GREEN FINGERS (INDIA) PVT. LTD. as they produce the most Affordable GREEN FINGERS (INDIA) PVT. LTD. as compared to other companies.

Question 7) Why would people prefer GREEN FINGERS (INDIA) PVT. LTD. as their League? Answer a) 1-comfort b) 2-safety c) 3-reputation d) 4-other reasons
4.00 38.00 / 38.0%

1.00 23.00 / 23.0%

2.00 15.00 / 15.0%

3.00 24.00 / 24.0%

Analysis: we concluded that people prefers GREEN FINGERS (INDIA) PVT. LTD. as their leaguedue to many factors. Some of them are Comfort, Safety, Reputation etc.

Question 8) Response about GREEN FINGERS (INDIA) PVT. LTD.? Answer a) 1-very good b) 2-good c) 3-not better than others

3.00 24.00 / 24.0%

1.00 26.00 / 26.0%

2.00 50.00 / 50.0%

Analysis: we concluded that peoples response about the GREEN FINGERS (INDIA) PVT. LTD. is good, many said its very good .

Question 9) GREEN FINGERS (INDIA) PVT. LTD. is made for villages or cities? Discuss Answer a) 1-town/cities b) 2-villages c) 3-both d) 4-cant say

4.00 13.00 / 13.0%

3.00 26.00 / 26.0% 1.00 58.00 / 58.0%

2.00 3.00 / 3.0%

Analysis: we concluded that more than 50% of the people believes that GREEN FINGERS (INDIA) PVT. LTD. is good for villages, while 26% of the people believes it is good for cities.

FINDINGS 1. Even though the sales officers and advisors provide sufficient information to customers, while selling the product 26% of the total customers feel that they had not received sufficient information. Provided was complex, rest of the respondents feel that the information provided was less. 2. Found that Green Fingers (India) Pvt. Ltd. has large variety of products in its portfolio, it is observed that 37% of the customer feel that the product purchased by most the customer and their need are not matching. 3. As compared to the Advisors, Sales people perform more than advisors. In instance sales people have motivated the most of the customers to purchase the product. 4. The male were the dominating category in advisors 5. Due to lack of the effective training, most of the advisors were not able to handle the customer properly, and may not solve the customers queries. 6. There are not satisfactory visits made by the advisors to the customers doorstep. Only 14% of the advisors have been visiting the customer at their doorstep at once a week. So that they can find the need in the existing customers or can be able to build a new customer for the Green Fingers (India) Pvt. Ltd. 7. Most of the advisors do not prepare themselves for the sales call; in turn they may not perform better at the call of the customer. 8. To generate more business, most the Sales officers feel that there should be a meeting to be kept with the advisors. 9. The services provided by advisor to the customer are most of about 54% of the customer receive information of premium date reminding, while 34% receive information of new policies and 12% of customer get service of solving the doubts.

10. 62% of the advisors have tried to understand the customers needs, which in-turn will help in suggesting a suitable product to the customer. But 38% of the advisors havent tried in understanding the customer needs. 11. About 32% of the advisors feel that the company should provide help desk at the branch. And 16% of the advisors feel generating leads by the company is necessary for generating more business. 12. 70% of the advisors are highly satisfied with monetary benefits, and only 30% of the advisors are satisfied with monetary benefits. 13. 30% of the advisors are highly satisfied with the rewards. 50% of the advisors are satisfied with the rewards, and 20% advisor are feeling normal about the Rewards 14.40% of the advisors are highly satisfied with the recognition, about 40% of the advisors are satisfied with the recognition, and 20% advisor are feeling normal about the recognition. 15. The advisors who are working with the Green Fingers (India) Pvt. Ltd. fall under the age group between, 25 to 30 Years. Most of the advisors are young.

RECOMMENDATIONS By virtue of its connectivity and advertising strategy GREEN FINGERS (INDIA) PVT. LTD. is successful in grabbing the highest market share in India, but there are still some Recommendations from my study point of view are that GREEN FINGERS (INDIA) PVT. LTD. needs to make its network service more stronger than other service providers to dominate the market in future too. GREEN FINGERS (INDIA) PVT. LTD. should introduce cheaper recharge cards than the other because its competitor Green Fingers (India) Pvt. Ltd. had introduced it.

CONCLUSION
The aim of this project was to comparatively study on operators and others operators and try to reveal future prospects of GREEN FINGERS (INDIA) PVT. LTD. In my Marketing research I found that the demand of is going to increase day by day. The company should participate in advertising to acquire as much benefits as possible, thus competing successfully with other operators. The final survey incremented my knowledge regarding how to market ones product efficiently and how to deal with various types of people. Thus I greatly enjoyed this project and learnt a lot. Development of good relations with the dealers is must. Company should also make efforts to attract more and more customers through various schemes etc. After conducting this survey on GREEN FINGERS (INDIA) PVT. LTD., I come to the conclusion that, company has huge potential in Delhi region & it can capture major share by providing excellent after sales service. There are some other conclusions are also included: The market reach of the company is very good. The growth of the product is also appraisable The company is a major player in the sector of power generation. The service providing network of the company is very strong.

QUESTIONNAIRE
Question 1) What is the liking of people towards GREEN FINGERS (INDIA) PVT. LTD. ? Answer a) Y-yes b) n- no c) c- cant say Question 2) Response of people about GREEN FINGERS (INDIA) PVT. LTD.? Answer a) y-yes b) n-no c) c-cant say Question 3) Response of people that GREEN FINGERS (INDIA) PVT. LTD. will give a healthy competition to small leagues? Answer a) y- yes b) n- no c) c- cant say Question 4) Response of people that GREEN FINGERS (INDIA) PVT. LTD. will bring a revolution in the industry? Answer a) y-yes b) n-no c) c- cant say Question 5) Factors why people like GREEN FINGERS (INDIA) PVT. LTD. ? Answer a) 1-affordability b) 2-shape c) 3-design d) 4-other design

Question 6) Proportion of people who will shift to GREEN FINGERS (INDIA) PVT. LTD. ? Answer a) Y-yes b) n-no c) c-cant say Question 7) Why would people prefer GREEN FINGERS (INDIA) PVT. LTD. as their sport? Answer a) 1-comfort b) 2-safety c) 3-reputation d) 4-other reasons

Question 8) Response about GREEN FINGERS (INDIA) PVT. LTD.? Answer a) 1-very good b) 2-good

Question 9) GREEN FINGERS (INDIA) PVT. LTD. is made for villages or cities? Discuss Answer a) 1-town/cities b) 2-villages c) 3-both d) 4-cant say

BIBLIOGRAPHY
Textbooks:
1. Marketing Management: 13th Edition A South Asian Perspective Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha 2. Marketing Management Arun Kumar, N Meenakshi

Websites:

www.reliancelife.co.in www.licindia.com

Newspaper:

Hindustan Times The Times Of India