SUMMER TRAINING REPORT ON

CUSTOMER RELATIONSHIP MANAGEMENT

Undertaken at

MAX PACIFICE CORPORATION LTD

Submitted in partial fulfillment of the requirements

for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of Submitted by

Prof. Mrs Komal Gangi Name of Student: Vaibhav rai
Faculty Guide MBA-III Sem, Shift 2ND
Enrollment No.:36217003916

Session :2016-18
CRM AT MAX PACIFIC CORPORATION
LIMITED
 EXECUTIVE SUMMARY

In the current scenario logistics plays an important role in the transfer of

goods and services to the customers and logistics services provide a variety of
warehousing, transportation, and supply chain management services. The services
offer that customized product solutions can perform custom, custom labeling, and
packaging operations.

Logistics forms the system that ensures the delivery of the product in the

entire supply pipeline. This includes transportation, packaging, storage and handling

methods, and information flow.

Max Pacific Corporation Limited was started in 1993. It started its business
as a door-to-door service in 1995 with 4 routes, 9 offices, 12 container mounted
vehicles and 20 employees. Max Pacific Corporation Limited Indias Leading
Logistics Company is renowned for its domain expertise and experienced manpower
in the LSCM sector.

The study is conducted with the main objective of understanding the

demographic profile of the customers, service usage behavior of the customers and
level of customer loyalty towards Max Pacific Corporation Limited.

The study is descriptive as the objectives and purpose is very clear. A sample
of 100 respondents is drawn from the population based on convenience sampling
method. The data is collected with the help of Specially Designed Questionnaire. The
tools used for analysis are Percentage Analysis and mean score.

The limitations are, the study is limited to the survey is restricted to the
customers of Max Pacific Corporation Limited Pvt ltd and time limit restricts detailed
survey work for this particular topic of research and Some customers have lack of
time, so they may not communicate properly.

From the findings of the study Demographic profile of respondents most of the
respondents annual turnover is more than 25 Lakhs and followed by and in the
service usage behavior and Majority (66%) of the respondents identified the Max
Pacific Corporation Limited through friends And Relatives and (80%) of the
respondents are satisfied with the way of handling goods and (85%) are satisfied in
the 3PL.

From the Level of customer loyalty Majority of respondents is very much

satisfied in clearance department and Majority (70%) of the respondents are excellent
in risk coverage in Max Pacific Corporation Limited, Majority (62%) of the
respondents is very much satisfied in transit days and Most (41%) of the respondents
are very much satisfied in security system and Most (33%) of the respondents values
people relationship ahead in short term goals.

Also it reveals that the over all Satisfaction level of customers will recommend to
others and satisfied with the over all services provided with the Max Pacific
Corporation Limited
 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

Customer Relationship Management (CRM) is the guiding principle of analytics

today But Technical Systems Still Lack the Ability to Manage CRM

ORIGIN OF CRM:

Relationships are the essence of life. It is difficult to think about any society or
organization to survive without relationships. They are the invisible threads which
build a unique bond between individuals and organizations. On the one hand these
bonds may be as strong as iron pillars lasting for life time, whereas on the other hand
they are as delicate as feather which may be broken within no time. Managing
relationships is a very difficult and complex phenomenon. Organizations are realizing
the importance of the vital role played by relationships in achieving and maintaining
the cutting edge at the marketplace.

Long ago Peter F.Drucker had advocated that the purpose of any business is to create
customers. It is the customer, which gives an opportunity to the organization to serve
him or her. The success of any organization primarily depends upon the sustaining the
customer advantage that is retaining the customers for lifetime. Growing complexities
and uncertainties at the market place along with intensifying global competition are
forcing the business organization to invest in building customer relationships. New
and sophisticated marketing tool kits are being designed to attract, satisfy and retain
customers for achieving sustainable competitive advantage.

CRM has recently emerged as a strategic solution to modern business problems. It has
its roots in the age old business philosophy which recognizes that all business
activities must revolve around customers.

The term CRM was first coined in the early eighties by academics at various business
schools. One of the first on the scene was Dr. Jagdish Sheth who was at the Goizeta
Business School at Emory University in Atlanta.
CRM: Customer relationship management as coined by the Gartner Group, it
compasses sales, marketing, customer service, and support applications.

While the CRM term is fairly recent, it grew from a combination of terms like Help
Desk, Customer Support, ERP, Data mining. It evolved because none of the previous
terms could cover the topic well enough and because some of the terms (ERP) have
grown to be met with a great deal of distaste in the mouths of the business world.

CRM DEFINED:

Customer Relationship Management (CRM) is the strategic application of people,

processes, and technology in an organization-wide focus on improving the
profitability of customer relationships - DM Martin and AM Peel, The Pace Setter
Group, 2001

The infrastructure that enables the delineation of and increase in customer value, and
the correct means to motivate valuable customers to remain loyal, to buy back again. -
Jill Dyche, The CRM Handbook, 2000 CRM (Customer Relationship Management):
A strategy (technology-enabled) in response to, and in anticipation of, actual customer
behavior. From a technology perspective, CRM represents the systems and
infrastructure required capturing, analyzing and sharing all facets of the customers
relationship with the enterprise. From a customer care perspective, it represents a
process to measure and allocate organizational resources to those activities that have
the greatest return and impact on profitable customer relationships.

EVOLUTION OF RELATIONSHIP MARKETING

Stage 1: Product Focus

In the early stages of the cycle, the leading supplier has the products or services that
are significantly better than those of its competitors. Customers are happy enough to
obtain them. It gains share and profitability. No matter how the other companies try to
compensate for the product or service weakness by relationship management, they
will lose.
Stage 2: Customer Focus

The high profits earned now attract competition, so several other companies begin
offering a similar product or service. Competition intensifies in the areas of features
and price. Companies try to maintain differentiation through the feature mix and
through branding. In consumer markets advertising expenditure increases
dramatically.

Stage 3: Full Customer Focus

Initially, customer service focuses on the aspects such as product maintenance or

customer training. Eventually it moves to the areas of customer care. Here the aim is
to ensure that the benefits from the product or service are delivered reliably from the
first point of contact. This is not quite customer relationship marketing, since the
customer may still be approached by the same organization in a different guise with
an attempt to sell the same product.

Stage 4: Full Relationship Marketing

After branding and customer service the suppliers must aim to manage all aspects of
their relationship with customers in a coordinated way. It is now important to
recognize that the diversity in relationships with the customer must be given due
importance.

Stage 5: Enterprise Relationship Management

The relationship marketing approach now has to permeate everything the enterprise
does. Observing customers closely, working directly with them to address their needs
and requirements.

From Selling To Relationship Marketing

Conventionally, the supplier/buyer interface tends to be fairly limited with the one
real contact on a continuous basis between sales person and person responsible for
purchasing within the customers business. It is an interface between where both
parties seek to maximize the outcome in their favour, and rarely results in a win-win
situation. This type of relationship is given in the figure below. There is a single point
of contact as two triangles that only connect to a single point. It is a relationship that
is easy for competitors to break because it tends to be based on cost rather than
business development.

The alternative approach is shown in the following figure where there are multiple
points of contact between corresponding functions and processes within the buying
and selling companies.

The job of a relationship manager is to coordinate those multiple contacts and to seek
new ways in which further customer value can be created.

Customers can be divided into three zones:

1. Zone Of Defection: where customers are extremely hostile and have the
lowest level of satisfaction.

2. Zone Of Indifference: where customers are not sure. They have a medium
level of satisfaction and loyalty towards the company.

3. The third level of Customers are in the Zone Of Affection described as

Apostles. CRM focuses on bringing customers from level 1 to level 3 and
retaining apostle customers.

4. Customers demands for customization are increasing with every passing day.
This has made companies shift their focus from mass production to mass
customization. The present scenario of customers using poorly
implemented multi channel strategies for living upto the expectations of
customers is bringing both customer satisfaction and customer loyalty down
the ladder.

SCOPE OF CRM:

Customer Relationship Management (CRM) is developing into a major element of

corporate strategy for many organizations. CRM, also known by other terms such as
relationship marketing and customer management, is concerned with the creation,
development and enhancement of individualized customer relationships with carefully
targeted customers and customer groups resulting in maximizing their total customer
life-time value.
Industry leaders are now addressing how to transform their approach to customer
management. Narrow functionally based traditional marketing is being replaced by a
new form of cross-functional marketing - CRM. The traditional approach to
marketing has been increasingly questioned in recent years. This approach
emphasized management of the key marketing mix elements such as product, price,
promotion and place within the functional context of the marketing department.

The new CRM approach, whilst recognising these key elements still need to be
addressed, reflects the need to create an integrated cross-functional focus on
marketing - one which emphasizes keeping as well as winning customers. Thus the
focus is shifting from customer acquisition to customer retention and ensuring the
appropriate amounts of time, money and managerial resources are directed at both of
these key tasks. The new CRM paradigm reflects a change from traditional marketing
to what is now being described as customer management.

The adoption of CRM is being fuelled by recognition that long-term relationships

with customers are one of the most important assets of an organisation and that
information-enabled systems must be developed that will give them 'customer
ownership'. Successful customer ownership will create competitive advantage and
result in improved customer retention and profitability for the company.

In many companies there is still confusion as to what CRM is all about. To some it is
about a loyalty scheme, to some it is about a help desk. To others it is about a
relational database for key account management and for others it is about mass
profiling the customer base without undertaking detailed segmentation. Relatively few
organizations have implemented an integrated approach, which addresses all the key
strategic elements of CRM. Only a small number of businesses have a clear idea what
should be done with information technology in order to successfully implement CRM.

Traditional marketing is no longer enough. The amount an organisation spends on

marketing is not necessarily related to its marketing effectiveness. Some organizations
undertake relatively little marketing activity and as a result have a fragmented
customer base, poor market positioning and low levels of marketing effectiveness.

Other organizations have been successful with relatively little expenditure on

marketing. For companies such as Virgin Atlantic, The Body Shop and First Direct,
public relations and word-of-mouth marketing have been very important to them, so
that despite fairly low levels of advertising spend they are highly effective in their
marketing.

Many organizations, despite heavy investment in marketing departments and

marketing activities, have achieved poor results from their marketing effects; quite a
number of financial services companies fall into this category. We call this marketing
trappings marketing.

Relatively few organizations have adopted relationship marketing and CRM

approaches to effectively harness the tools of marketing to deliver real increased
customer value and, with the help of technology, developing appropriate long-term
relationships with customers.

To achieve success, businesses need to have the appropriate measurement systems and
marketing metrics in place to ensure their are effective in terms of their use of
customer-focused resources. Over the past two decades businesses have developed
sophisticated approaches to measurement in other functional activities within their
business - in Operations, Finance, IT and Human Resources. However, the Marketing
function may be the last bastion of inadequate and inappropriate metrics

Traditional marketing activities which emphasise customer acquisition are no longer

sufficient. CRM recognises that marketing starts after the sale is over, not when the
sale is completed.

In future marketing will need to create much stronger metrics so that strategies can be
evaluated rigorously.

THE BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

A recent article by the Harvard Business Review reported that increasing customer
retention rates by 5% increased profits by 25% to 95%! In fact, it determined that
customer retention is the key to increasing profits. The article continued by stating that
quality customer support is one of five primary determinants of loyalty. The number
one reason why customers defect is the perception of poor service.

Customer Relationship Management is, however, even broader in scope than

improving customer service: CRM is also about increasing revenue. In years past,
businesses were scrambling to implement costly Enterprise Resource Planning
solutions (ERP), which were mainly about the bottom line, cutting costs by improving
the flow of data and interaction between business and customer. But understanding
how technology can increase revenues through better customer interaction is far more
difficult.

Effective CRM enables sales reps, service reps, and administrative staff and often,
accounting and executive personnel, to do their job better, faster, and with less wasted
paper and time. Prospects can be followed up quickly, and sales reps have instant
access to the exact data needed for effective closing. Marketing can be analyzed for
workability and improved to create the highest return possible on the marketing
dollar. In service, customers can be handled rapidly, and the exact nature of a problem
can be quickly located and handled.

The right CRM solution enables data to flow easily and quickly within an
organization, and in most cases includes the entire organization. The net result is
higher sales, happier customers and a much improved bottom line. The reduction in
costs due to improved personnel productivity, better sales follow up, improved
marketing and service, and an overall impressive growth in general organizational
efficiency sometimes produces almost immediate economic benefits.

The figures that corporations report of increased profits due to successful CRM
implementations range from 25% to 95%, attributable in many cases to less wasted
time and double work, and better organized schedules and data flows from staff in
every division of the company.

CUSTOMER RELATIONSHIP MANAGEMENT AND EXECUTIVE

MANAGEMENT, SALES & MARKETING AND SERVICES OF THE
COMPANY.

CRM AND EXECUTIVE MANAGEMENT

Managing the customer relationship enables a business to identify the right

customers, target them with the right offers at the right time, and deliver that
information using the right channel; for instance, via an email campaign,
direct mail, phone calls, trade shows, etc. CRM software enables a business to
retain valuable information and then use that information to increase sales,
 handle specific customer service issues, and create databases of information
that reflect the specific consumer traits of its public.

Many people assume CRM is all about technology. That's only part of the
story: CRM is also about the data an organization has and the wealth of
information in that data, and how an organization's people process and
leverage that data. While it is true that certain basic formulas exist for
successful sales and marketing, nevertheless, the variance between different
business models can vary hugely. A guitar manufacturer and a copier
manufacturer do, indeed, share many management points in common, but the
sales cycle, the service cycle, and the customer relationships of each are quite
varied.

Forethought needs be given to setting up the system in a logical and consistent

method, enabling an organizational entity to weave its own business plan into
the framework of the software application. In this way the management of the
company directs the application to do its bidding, although the application
must be flexible enough to enable it.

CRM SALES AND MARKETING

The phrase, "know your customer, help your business," certainly applies to marketing
and CRM. Without a doubt, a key component of CRM database analysis and
implementation is marketing. To be effective, one would hope to have marketing that
reaches the right customer with the right message at the right time using the right
medium. But without having the data available regarding one's public and buying
patterns, marketing often becomes a black hole for wasted money.

So an effective CRM application, one that enables an organization to easily gather

critical sales and marketing information, not only pays for itself very quickly, it
becomes a valuable resource for improving both the top (revenue) and the bottom
(profit) lines. The top line is improved by increasing sales through better data
management, and improving marketing effectiveness by collecting, analyzing, and
using valuable customer information. The bottom line is improved by reducing
service times and costs, and by improving the general productivity of the staff as a
direct result of the CRM solutions of task management and contact management and,
in some cases, the interface to other software programs, such as accounting
applications.

Today's economy is demanding: as margins get squeezed, quality can deteriorate.

Customers don't want to spend hours on hold. Prospects often want a quote or invoice
on the spot. Without accurate record storage and quick access to information, sales
reps get far behind on their call lists and once "hot prospects" turn ice cold. Speed of
particle flow and speed of delivery are vital factors for survival, so access to data --
the same data, from a variety of positions -- is a must. Sales, shipping, service,
accounting and even the executive branch must all have the same data, and often at
the same time. CRM dictates that anyone who touches a customer shares the same
information, and that information should be easy to access by others.

CRM AND SERVICE

Regarding service in general, the size of the organization has nothing to do with the
need to give its customers improved service. Although larger corporations do seem to
"get away" with poor service more easily than small to medium-sized businesses,
most of whom are battling stiff competition as the world becomes more automated
and the choices more plentiful, even some of the near monopolies will get the wake-
up call from smaller, more aggressive, more service-oriented companies who may
wind up taking away significant shares of their business.

People love friendly, prompt, and courteous service. It's what keeps customers coming
back year after year. And CRM software does play a significant role in not only
providing timely and effective service, but in doing so at a price that most
organizations can easily afford.

When a service call is handled, the specific problem and its solution can be added to
the database. Next time the same incident occurs the service rep can locate the item
and quickly provide the solution.

CRM software enables you to record each customer service as a Service Work Order,
including detailed records of how the Service Work Order was resolved. The system
provides flexible methods of billing, including by the hour, the month, the year, or by
the Work Order (service incident). Contracts can be written for service or service and
materials. Equipment can be tracked by warranty and serial number. And a flexible
service-scheduling feature enables you to easily add, view, and delete scheduled
service appointments. (For more detailed information about this product, download
the "Service Manager" tutorial and the live "Service Manager" demo.)

Service reps have easy access to sales, warranty, order, billing and inventory
information, enabling them to evaluate data and respond quickly to a customer's
needs.

Purchasing a CRM application is a decision that takes some thought and

consideration. Some of the key elements that comprise CRM

1. More effective reach and marketing

2. Improved customer service and support

3. Enhanced customer loyalty

4. Greater efficiency and cost reductions

5. Improved company communication and networking through better access to

quality information

6. A better stand against global competition

CRM STRATEGIES OF THE COMPANY

Benefits

Reduce costs through an optimal mix of channels and streamlined customer

service operations.

Strengthen customer loyalty and increase sales by delivering more

personalized service and information.

Improve customer service by providing representatives with integrated, up-

to-date information about each customer from recent transactions to current
service problems.

Better manage the complete customer lifecycle across all touch points.
 Increase revenues by identifying and leveraging cross-selling opportunities
that are rooted in accurate customer data and solid employee training.

Enhance profitability by gaining better insights into how the clients

customer approach is helping or hurting the bottom line.

INFORMATION TECHNOLOGY USED BY MAX PACIFIC CORPORATION

LIMITED TO IMPROVE CRM

In considering how CRM should be implemented, information technology has a

pivotal role to play in enabling companies to maximize profitability through more
precise targeting of market segments and the micro segments within them. We are
now in a new era of technology-enabled marketing, which involves leveraging
relationships through the use of technology. Powerful new technological approaches
involving the use of databases, data marts, data warehouses, data mining and one-to-
one marketing are now assisting organizations to increase customer value and their
own profitability.

Technology can greatly assist in managing the data required to understand customers
so that appropriate CRM strategies can be adopted. In addition, the use of IT can
enable the necessary data to be collected to determine the economics of customer
acquisition, retention and life-time value.

Given the dramatic effect that improved customer retention can have on business
profitability, organizations need an approach that leads to greater customer loyalty,
enhanced retention and profitability.

To improve customer retention; three steps are needed:

Measurement of customer retention,

Identification of root causes of defection and related key service issues;

The development of corrective action to improve retention.

Measurement of existing customer retention rates is the first critical step in

the task of improving loyalty. This involves measuring retention rates and
profitability analysis by segment. Managers should determine the impact on
profitability of various factors related to customer retention and acquisition.
 These include changes in: the cost of acquisition, the number of new
customers acquired, the profitability of retained customers, and the retention
rate.

Besides acquisition and retention, lifetime value will need to be identified by market
segment and needs to address how to improve it. Clearly improving retention can
have a huge impact on lifetime profitability. The business will also need to consider
how they will get the greatest benefit from their acquisition activities. To facilitate
improved acquisition, retention and lifetime value, companies need to utilize the
appropriate technology tools to assist this process.

In the business-to-business context an example of this would be sales force

automation - creating an information empowered sales force, which increases the
sophistication of customer management. This can dramatically improve sales force
productivity and significantly enhance the bonds with the customer.

In business-consumer organizations who are dealing with a large number of

customers, a critical issue will be increasing the quality of customer contact through
tools such as sophisticated call centers and electronics commerce.

Organizations will need to determine the appropriate customer management strategy

and then develop the appropriate information technology platform to suit their
requirements, now and in the future. This may involve a creative blending of a range
of information technology infrastructures starting with databases and then
progressively moving towards data marts, enterprise data warehouse and integrated
CRM solutions using electronic commerce. It may also involve using approaches such
as data-mining, event-driven marketing and channel optimization. The ultimate
objective of this will be to identify opportunities for increased profitability through
enhanced customer acquisition, improved customer retention and targeted cross
selling.

APPROPRIATE METRICS DEVELOPED BY THE COMPANY

Central to achieving success will be the development of new metrics to measure

performance in CRM across the business. It is increasingly being recognized that
there are linkages between employees satisfaction, employee retention, customer
satisfaction, customer retention, sales and profitability. A number of academics and
consultants have developed models based on these linkages.

CRM IMPLEMENTATION ISSUES OF THE COMPANY

Customer Relationship Marketing is being increasingly viewed, as a major element of

corporate strategy, there is confusion about what it means in practice. Further, many
organizations are adopting CRM practices on a fragmented basis through a range of
activities such as direct mail, help desks, call centres and loyalty cards. These
activities are often not properly integrated.

Where CRM is well understood as a concept, many board-level managers are still
unclear as to how a particular CRM approach should be cost-effectively implemented
and what technology options should be adopted.

The starting point for introducing or further developing CRM must be determined
from a strategic review of the organizations current position. Companies need to
address four broad issues: what is our core business and how will this evolve in the
future; what form of CRM is appropriate for our business now and in the future; what
IT infrastructure do we have and what do we need to support the future organization
needs; and what vendors and partners do we need to choose?

An organization should first examine its core business and consider how will it evolve
in the future. It then needs to consider the form of CRM that is appropriate for their
business now and in the future and what organization resources does it have to
support the business now and in the future.

Having identified the present and future focus of CRM, the organization then needs to
address the appropriate information architecture to enable their CRM strategy to be
implemented. Stated simply the task is how can we exploit technology for improved
CRM.

As organizations increase their sophistication they will need to creativity integrate

these technologies. Planned evolution is a good way of summarizing the technology
approach to building the backbone to support the relevant CRM strategy that has been
mapped out for the business.
An essential element of achieving successful implementation is to ensure that their
strategy is underpinned by viable and appropriate technology architecture. This
involves the selection of vendors and partners based on issues of customization
capability and other appropriate commercial factors including both technological and
commercial criteria.

The new millennium, Customer Relationship Management will have advanced

considerably and we will have reached much more sophisticated level of one-to-one
marketing and data mining. There is now an enormous opportunity for organisations
to improve their customer ownership by building a co-ordinated and integrated set of
activities which address all the key strategic elements of CRM. Ultimately, however,
organisations success in CRM will involve creating an appropriate strategic vision for
the future, making the appropriate choice of applications, creatively using appropriate
analytical techniques to exploit the data, and choosing the right vendor for supply of
the technology solution.

ELEMENTS FOR SUCCESS OF CRM

To Ensure the success of CRM the following things need to be kept in mind:

Define fewer high-priority business requirements.

Focus on the most pressing goals, such as reducing attrition among your most
valuable customers, or increasing revenue per customer. Only after these goals have
been achieved should the initiative be spread across the enterprise.

Communicate these immediate objectives to every member of the team.

Regardless of department, employees should clearly understand the business

rationale and desired results. Managers should include incentives and desired.

Managers should include incentives, making the project a top priority.

Do something near-term that demonstrates payback.

The most common complaint from business managers about software development is
that results if they come at all are not available until all the money has been
invested. The greatest complaint from developers is that business managers dont
understand that they cant have results until the software has been built. To maintain
the support of senior management and key investors, achieving a succession of short-
term goals, with measurable results, is crucial in moving forward with the long-term
goal of true relationship marketing.

The Elements of CRM

Sales Force Customer Service/Call Marketing

Automation Center Management Automation

Call centers
Campaign
Call center telephone sales managing aspects
management
of customer contact

E-commerce

Web-based Content
Field sales
self service management

Retail

Third-party brokers, Data analysis

Field services
distributors, agents and business
and dispatch
intelligence tools

Figure Elements OF CRM

BENEFITS OF WELL DEFINED CRM INFRASTRUCTURE TO THE

COMPANY

A well-designed CRM infrastructure will enable you to:

Integrate and coordinate multiple customer touch points (e-mail, call center,
direct sales, POS, direct mail, etc.)

Extend the definition of a customer or program without negatively impacting

application design;

Add new system components and applications without redesign;

Define new business processes and data;

Add new data sources without compromising performance; and

Support simultaneous users and add new business units.

Benefits of a well-constructed CRM infrastructure include:

Reduced deployment capital and expense costs;

Reduced ongoing management costs;

Additional revenue-generating opportunities and

Customizable systems that leverage your existing CRM technology investments.

RELATIONSHIP MARKETING AND CUSTOMER LIFETIME VALUE

Relationship marketing is not about having a "buddy-buddy" relationship with your

customers. Customers do not want that. Relationship Marketing uses the event-driven
tactics of customer retention marketing, but treats marketing as a process over time
rather than single unconnected events. By molding the marketing message and tactics
to the LifeCycle of the customer, the Relationship Marketing approach achieves very
high customer satisfaction and is highly profitable.

The relationship marketing process is usually defined as a series of stages, and there
are many different names given to these stages, depending on the marketing
perspective and the type of business.

Using the relationship marketing approach, you customize programs for individual
consumer groups and the stage of the process they are going through as opposed to
some forms of database marketing where everybody would get virtually the same
promotions, with perhaps a change in offer. The stage in the customer LifeCycle
determines the marketing approach used with the customer.

A simple example of this would be sending new customers a "Welcome Kit", which
might have an incentive to make a second purchase. If 60 days pass and the customer
has not made a second purchase, you would follow up with an e-mailed discount. You
are using customer behavior over time (the customer LifeCycle) to trigger the
marketing approach.

Customer Lifetime Value

We all know that today, marketing programs must include a measurable customer
understanding in order to be successful. One element that helps quantify our
understanding of customer profitability is Customer Lifetime Value (CLV). If
carefully calculated, and with widespread organizational buy-in, it becomes the first
metric to turn to for all customer marketing and planning.

However the LifeTime Value concept has been misunderstood over the last several
years. It may not be necessary to figure out an absolute LifeTime Value for a customer
or wait "a lifetime" to find out the exact value to use the concept in managing
customer value in order to develop successful marketing campaigns.

Basically, there are three main components to the CLV formula: revenues, customer
tenure and expenses.

1) Revenue: Revenue formulas of past behavior used to determine future

revenues.

2) Tenure: Retention modeling used to understand leading indicators for

customer "churn."

3) Expenses: The major difficulty in computing CLV is not in computing

customer income; it's the expense. It is difficult to determine how to apply
various departmental company expenses to individual customers.

4) Unfortunately, almost ALL of the relatively "constant" figures that help

calculate CLV in other industries literally change

5) Equipment Costs and Revenue. The negotiated sales rates form the various
goods vendors changes based on supply, consumer demand and buying ability
of the telecommunications vendor.

6) Service Rates and Rate Plan Structures. Rates change almost monthly for most
carriers.

7) Even the rate plan structures change as soon as you (and the consumers)
understand them.

8) Features and Usage. Everything from the amount of "Roadside Assistance"

packages to the incredible early mistakes of WAP pricing demonstrate just
how volatile these features can be to calculating anything resembling accurate
CLV.
9) Service Contract Models. Tenure based on consumer contracts that vary from
one to three years; technology that changes as soon as the contract is signed,
phone number transportability issues, and more.

10) Additionally, most consumers have been affected by one of the consolidations,
mergers, or corporate "buys" that the industry has been witnessing recently. As
a result, consumer brand loyalty is at an all-time low.

1.2 OBJECTIVES OF THE STUDY

The primary objective of the study is to study the customer relationship model Max
Pacific Corporation Limited.
The secondary objectives of the study are:-
To study the satisfaction level of customer of Max Pacific Corporation Limited.
To study and determine the thinking style of customers.
To analyse the feedback of customer using services of Max Pacific Corporation
Limited.
To analyse the strategies followed by Max Pacific Corporation Limited.

1.3 SCOPE OF THE STUDY

The study is conducted at Max Pacific Corporation Limited Pvt. Ltd. The

respondents are various business houses in Coimbatore making use of logistics

services provided by Max Pacific Corporation Limited Ltd. The present customers

alone are considered for conducting this study.

1.4 COMPANY PROFILE

ORGANIZATIONAL PROFILE
Organizational Profile deals with the history of the organization, its management,
organizational structure, programme profile and market potential, competitive
strengths, future plans and the description of various functional areas.

HISTORY OF THE ORGANISATION

Max Pacific Corporation Limited was started in 1993. Pawan Jain (Chairman
and Managing Director Max Pacific Corporation Limited), Anil Sayal (General
Manager Max Pacific Corporation Limited). Max Pacific Corporation Limited started
its business as a door-to-door service in 1995 with 4 routes, 9 offices, 12 container
mounted vehicles and 20 employees.Max Pacific Corporation Limited' door-to-door
services include niche products like DoD and To-Payfreight. In 1996 Max Pacific
Corporation Limited opens super hubs at Delhi, Mumbai and Bangalore.Next year
Max Pacific Corporation Limited launches Integrated Logistics Services. Our first
ILS client is NIIT; the first international ILS account is signed with Hilti from Europe.
Spurred on by a surging domestic economy, Max Pacific Corporation Limited extends
its fleet to 250 and number of stations to 290. Max Pacific Corporation Limited
emerges as an independent entity

In1998 Safeair and Safebox are launched, setting a new standard in value
added cargo services.All hubs are connected through web-based software. In 1999
Having grown by over 300% in 4 years without compromising quality, Max Pacific
Corporation Limited is awarded the Golden Peacock Award for quality and innovation
in Logistics Management. In 2000 Pilot run for GPS starts on 28 routes.

Max Pacific Corporation Limited reaches the 350-destinations mark and the
fleet crosses 1400. Again 2001 Max Pacific Corporation Limited upgrades and
launches a whole lot of features on www.Max Pacific Corporation Limited.com
including e Pod, Virtual Cargo and Privileged Member In the year 2002, 2003 Max
Pacific Corporation Limited was declared India's "Largest Logistics Service Provider"
by Limca Book of Records.

In 2005 Max Pacific Corporation Limited bags the MICO: Power of We

Award for excellent service in logistics. In the same year Max Pacific Corporation
Limited fleet crosses.
3000 mark. Next year in 2006 Max Pacific Corporation Limited was awarded by ADC
Krone for providing best logistics services and in same year Max Pacific Corporation
Limited bags prestigious RAI's (Retailers Association of India) Award for Best
Logistics Service Provider.

Max Pacific Corporation Limited Indias Leading Logistics Company is

renowned for its domain expertise and experienced manpower in the LSCM sector.
Max Pacific Corporation Limited can best understand your Logistics and distribution
requirements and can offer the most suitable Logistics model and solution to you.
Max Pacific Corporation Limited has the largest network coverage across India
traversing over 3,50,000 km.

Every day covering over 550 locations through more than 750 routes operating
24 hours a day 365 days a year reaching these locations through its fleet of 3000
vehicles operating on. All Max Pacific Corporation Limited vehicles have all-weather
proof containers for safe transit. Max Pacific Corporation Limited also operates
through Air to locations directly covered by flights and to all other locations on a
multi modal basis.

Max Pacific Corporation Limited have a Integrated Logistics Management. It

is our 3PL Product that optimises your companys supply chain. First, we examine the
linkages between your suppliers, producers, buyers, intermediaries and end users in
order to identify time and cost inefficiencies. Next, we deploy o ur uniquemix of local
know-how, global practices and cutting-edge technology to provide integrated supply
chain solutions. These range from specific services such as warehouse management,
statutory compliance and invoicing - to an entire gamut of third party logistics
services.

Mission:

To adopt and internalize a work culture which demonstrates a "we can we

will" attitude to reflect in our daily responsibilities so as to far exceed our objectives,
consistently striving towards market dominance. It will create historical landmarks
forming a strong edifice for the future overcoming all obstacles pro-actively as our
personal responsibility and commitment to create delight for the customer with
impeccable personalized services.
Vision:

To be a conscious learning organization maintaining flexibility for change so

as to provide the most customized solutions. Striving towards global market share
whilst maintaining dominance in the domestic market through good hr practice and
excellent customer service.

Quality:

A quality service relies upon constant customer interaction and feedback. An

immediate response to the changing environment with pre-defined business processes
managed effectively and efficiently lead to the highest output from the lowest input
and this is the strongest measure of quality.

The best certification of a quality organization is the measurement of the scale

of the smile on the customers face

HISTORY

1995 Max Pacific Corporation Limited launches as a door-to-door service

with 4 routes, 9 offices, 12 container mounted vehicles and 20
employees.

Max Pacific Corporation Limited' door-to-door services include niche

products like DoD and To-Pay freight.

1996 Max Pacific Corporation Limited opens super hubs at Delhi, Mumbai
and Bangalore.

1997 Max Pacific Corporation Limited launches Integrated Logistics

Services. Our first ILS client is NIIT; the first international ILS
account is signed with Hilti from Europe.

Spurred on by a surging domestic economy, Max Pacific Corporation

Limited extends its fleet to 250 and number of stations to 290.

Max Pacific Corporation Limited emerges as an independent entity

1998 Safeair and Safebox are launched, setting a new standard in value
added cargo services.

All hubs are connected through web-based software.

1999 Having grown by over 300%in 4 years without compromising quality,
Max Pacific Corporation Limited is awarded the Golden Peacock
Award for quality and innovation in Logistics Management.

2000 Pilot run for GPS starts on 28 routes.

Max Pacific Corporation Limited reaches the 350-destinations mark

and the fleet crosses 1400.

2001 Max Pacific Corporation Limited upgrades and launches a whole lot
of features on www.Max Pacific Corporation Limited.com
including ePod, Virtual Cargo and Privileged Member.

2002 Max Pacific Corporation Limited declared India's "Largest Logistics

Service Provider" by Limca Book of Records 2002

2003 Max Pacific Corporation Limited declared India's "Largest Logistics

Service Provider" by Limca Book of Records 2003

Mr.pawan Jain, CMD, Max Pacific Corporation Limited, becomes one

of the finalists in the prestigious EnY's Entrepreneur of the Year
Award.

2005 Max Pacific Corporation Limited inaugurated its 500th scheduled

delivery location

Max Pacific Corporation Limited bags the Franchise Awards04 for

excellence in Team Work.

2006 Max Pacific Corporation Limited bags the MICO:Power of We Award

for excellent service in logistics Max Pacific Corporation Limited fleet
crosses 3000 mark.

MANAGEMENT

Mr.Pawan Jain

(Chairman and Managing Director Max Pacific Corporation Limited)

15 Years of experience in the industry

Mr.Anil Sayal
 General Manager of Max Pacific Corporation Limited.

Mrs. Jain

Director HR & Admin.

Mr.E Karthik

Head IT

Southern Region.

P.Suresh

Head Coimbatore Region

Mr.Uday Sharma

Director Marketing Head

R.K Jain

Director - Finance

Mr.N.D Kishore

Director Southern Region

Mr. P.S Nair

Director - Coimbatore Branch.

ORGANIZATIONAL STRUCTURE

REGIONAL OFFICER

AREA MANAGER

ASST. MANAGER

Logistics HR Marketing System Finance &

Accounts
Manager Manager Manager Manager Manager

Executives Executives Executives Executives Executives

R&D Administration

Manager Manager

Executives Executives

PRODUCT PROFILE AND MARKET POTENTIAL

MAX PACIFIC CORPORATION LIMITED SERVICES

EXPRESS

Max Pacific Corporation Limited service is an express service which

involves movement of cargo in all weather proof sealed containers on feeder and
express routes. The service is time definite with a published transit schedule covering
more than 550 destinations nation wide and provides the flexibility for surface, air and
multi-modal connectivity with a wide reach associated with Indian airlines and air taxi
operators such as jet airways, Sahara etc.

DRAFT-ON-DELIVERY

Draft on delivery is an unparalleled value-added service wherein the seller can

dispatch goods through Max Pacific Corporation Limited to the buyer and be assured
that the delivery would take place only when the draft has been collected.

In the Max Pacific Corporation Limited DOD system pre-alerts are sent to the
consignee to allow reasonable time for the draft to be made, thus meeting the desired
objective of express transit with the amount ready for collection.

ALL RISK COVER

The management of Max Pacific Corporation Limited hereby undertakes and

declares that:

14 The company would redeem the value of the loss in the uneventful case of any
shortage or damage to the consignment whilst in the custody of Max Pacific
Corporation Limited, subject to the risk charge having been paid by the sender or the
recipient as per the company policy.

SAFEBOX

The safebox comes in two convenient sizes of 17 x 17 x 12 and 16 x 12 x

9 easily accomodating upto 20 & 10 kgs respectively of your cargo.

The robust design is further reinforced with internal insulation for safety of
your cargo. So you save on packaging cost and for a nominal amount it is ready for
delivery with an auto insurance upto rs. 5000 absolutely free of cost.
 SAFEAIR

To ensure that time sensitive cargo reaches the destination through a faster
mode meeting all your requirements for the time definite deliveries. Safeair connects
your cargo through airlines, atos and uses the services for morning and evening flights
to provide a wide variety of connectivety to suit different market cutoffs.

ILM

Max Pacific Corporation Limited works on the value chain concept using a
framework for examining linkages between suppliers, producers, buyers,
intermediaries & end users. Max Pacific Corporation Limited ensures the success of
the entire chain, marrying local knowhow with the best global practices, technology &
perspective

CONSULTING

Max Pacific Corporation Limited offers value added services beyond physical
operations in the form of logistics consultancy covering a wide spectrum of the Indian
economy. The company plays a pivotal role in guiding diverse market segments on
existing and recommended logistics models with various simulation modules to map
transactions using historical data and providing befitting supply chain solutions.

COMPETITIVE STRENGTH OF THE COMPANY

Strength

Over 550 destinations spread across 28 states & 7 union territories.

Warehousing space exceeding 3 million square feet.

Over 3,000 all weather-proof ISO 9002 vehicles.

More than 1000 routes, linked through 41 super hubs & hubs.

Delivering more than 3 million packages a month.

Traversing more than 5, 00,000 kms a day.

 Operating 24 hours a day, 365 days a year.

Weakness

Max Pacific Corporation Limited is still lagging in ware house management to

its competitors.

Max Pacific Corporation Limited was a late entrant to generic cargo business.

Opportunities

Automotive industry in India is growing at 18% per annum creating a huge

opportunity for Indian logistics companies like Max Pacific Corporation
Limited.

Indian retail sector is growing 25% annually creating US$ 175-200 billion by
2016.

Threats

Max Pacific Corporation Limited business model was cloned by several retail
courier operators thus creating threat for Max Pacific Corporation Limited
business.

Max Pacific Corporation Limited employees were recruited by its competitors

with high salary and other perk and allowances.

FUTURE PLANS

Logistics services provider Max Pacific Corporation Limited plans to invest

Rs 800-1,000 crore (Rs 8-10 billion) in five years to expand its operations on
the back of the boom in manufacturing and retail activities in the country.

As a result of the expansion, the company's turnover is likely to touch Rs

1,000 crore (Rs 10 billion) by 2012.

The company is also establishing a 3 lakh sq ft logistics park near Chennai at

an investment of Rs 35 crore (Rs 350 million). It already operates a 80,000 sq
ft warehouse in Chennai.
 The warehousing capacity of the company will grow to 10 million sq ft in the
next three years from the current 3 million sq ft.

The company was planning to strengthen its presence in the air cargo segment
by taking three Boeing-737 cargo aircraft on lease.

Max Pacific Corporation Limited has also placed an order for 380 trucks to
add to its current fleet of 3,000 vehicles.

Max Pacific Corporation Limited intends to set up logistics parks comprising

warehouses, vendor management services, raw material management and
finished products storages at 32 locations across the country.

DESCRIPTION OF VARIOUS FUNCTIONAL AREAS

Human resource department

Marketing department

System & administration department

Finance & accounts department

Research and development department

Dispatch Department

Human Resource Department:

A human resource department plays a vital role in the organization, to recruit

the employees and train them to satisfying the need of the customer, and motivate the
employees in the organization to achieve the goals.

Marketing Department:

It will try and maximize the level of sales by carrying out market research and
promoting the goods or service through a motivated sales team.

Finance & Accounting Department:

Keep a record of all money coming in and going out of the business. They have
responsibility for securing finances for future expansion and paying staff.
System & Administration Department:

Coordination of branch activities and provision of interaction between branches

and the main office, and maintain the documents and invoice bills upto dates to be
maintained to record it.

Research and Development Department:

Usually, the primary function of the R&D department is to conduct researches

for new services and develop new solutions.

1.5 INDUSTRY PROFILE

GLOBAL SCENARIO:

Logistics is a quite an old concept, it has been becoming very efficient only
after the wave of 1990s globalization. With the advent of intense competition coupled
with globalization and liberalization forced both public and private firms committing
themselves to make available to the customers, the right condition material, at the
right place, at the right time, at the very lowest cost-may be a product or a service.

The World Bank in a recent survey connecting to compete: Trade logistics in

global economy which conducts the LPI survey for every two years. The LPI is a
multidimensional assessment of logistics performance, rated on a scale from one
(worst) to five (best). The index uses more than 5,000 individual country assessments
made by nearly 1,000 international freight forwarders to compare the trade logistics
profiles of 155 countries.

Based on a worldwide survey of freight forwarders and express carriers, the

Logistics Performance Index (LPI) is a benchmarking tool developed by the World
Bank that measures performance along the logistics supply chain within a country.
Allowing for comparisons across 155 countries, the index can helps in identify
challenges and opportunities and improve their logistics-performances.

Technological progress and worldwide trade and investment liberalization are

presenting new opportunities for countries to harness global markets for growth and
poverty reduction. But with the advent of global supply chains, a new premium is
being placed on being able to move goods rapidly, reliably, and cheaply.

The ability to connect to the worldwide logistics web depends on a country's

infrastructure, service markets, and trade processes.

The government and the private sectors in many developing countries should improve
these areas - or face the large and growing costs of exclusion, said a World Bank
report.

REVENUE DISTRIBUTION GLOBALLY:

% of revenue

Unorganized; 4%; 4.26%

Semi Organized; 26%; 27.66% Organized

Semi Organized
Organized; 64%; 68.09% Unorganized

Size of the global logistics industry:

Currently the annual logistics cost of the world is about USD 3.5 trillion. For
any country, the annual logistics cost varies between 9% and 20% of the GDP, the
figure for the US being about 9%. US-based Armstrong & Associates, Inc. tracks the
issues and trends in the world logistics market and in the US logistics market, in
particular, in their annual surveys of top 25 global LSPs.

According to the firm, the global logistics market sizes in 1992, 1996 and
2000 were USD 10 billion, USD 25 billion and USD 56 billion, respectively. In 2003
and 2004, the corresponding figures were USD270 billion and USD 333 billion,
registering high growth rates. Though most of the large LSPs are headquartered in
Europe, the US logistics market is the largest in the world capturing one-third of the
world logistics market. In 2003, it was about USD 80 billion.

In 2004, it grew to USD 89 billion, and in 2005, it registered an impressive

/growth rate of 16% to cross the USD 100 billion mark for the first time and reach
USD 103.7 billion (Foster and Armstrong, 2004, 2005, 2006). However, considering
the fact that the logistics market in the US is about 10% of its annual logistics cost
(Foster and Armstrong, 2006), there is still immense potential for growth of 3PL in
the US in particular, and in the world in general.

INDIAN SCENARIO:

Indian Supply Chain and Logistics Industry is more than USD 100 Billion in
size and is the backbone of Indian Economy. Our industry is growing at a rate of 8-
10% annually and has been a crucial contributor in the growth and development of the
Indian economy. In the near future, Traditional Logistics services like Transportation
and Warehousing would continue to growth at a good rate. However, the big ticket
growth would come from the Value Added Logistics services in the near future.

At present, Outsourced Logistics accounts for only one-third of the total

Logistics market in India, which is a significantly lower proportion vis-a-vis the
developed markets. Growth in this industry is currently being driven in India by over
USD 300 billion worth of infrastructure investments, the phased introduction of VAT,
the development of organized Retail and Agro-processing industries, along with a
strong manufacturing growth.

In addition, we expect strong Foreign Direct Investment inflows in the Indian

markets, which would lead to increased market opportunities for providers of Third-
Party Logistics in India. Therefore, India possesses substantial opportunities for
growth in the Supply Chain & Logistics industry in the coming years, notwithstanding
the temporary jolt due to the economic slowdown.

The logistics and warehousing sector in India, till now, has been highly
fragmented and characterised by the presence of numerous unorganised players. A
large number of players have been providing services in individual segments like
transportation, warehousing, packaging etc.
 In 2007, organised players accounted for only 6 per cent of the total US$ 100
billion Indian logistics industry However, changing business dynamics and the entry
of global third party logistics players (3PL) has led to the remodelling of the logistics
services in India. From a mere combination of transportation and storage services,
logistics is fast emerging as a strategic function that involves end-to-end solutions that
improve efficiencies.

Indias logistics sector attracted investments worth Rs. 23,200 crore in first
half of 2008, according to a study by AssochamTrade logistics2008. The report said
about 110 logistics parks spread over approximately 3,500 acres at an estimated cost
of $1 bn are expected to be operational and an estimated 45 mn sq ft of warehousing
space with an investment of $500 mn is expected to be developed by various logistics
companies by 2012.

Comparison of Indian logistics performance index with other countries:

Country LPI Score

USA 3.85

UK 3.84

Singapore 4.19

India 3.07

China 3.64

Mexico 2.64

The Logistics Performance Index (LPI) indicators provide the in-depth each
country assessment of the logistics gap among countries. As the above graph shows
those LPI scores of different countries and also the performance of developed
countries comparing to the developing nations. Singapore-1stUSA- 9th

China-30th India-39th.
 CHAPTER 2

REVIEW OF LITERATURE

Customer Relationship Management (CRM) has become one of the most dynamic
technology topics of the millennium. According to Chen and Popovich (2003), CRM
is not a concept that is really new but rather due to current development and advances
in information and enterprise software technology, it has assumed practical
importance.The root of CRM is relationship marketing, which has the objective of
improving the long-term profitability of customers by moving away from product-
centric marketing.

Bose (2002) noted that CRM was invented because the customers differ in their
preferences and purchasing habits . If all customers were alike, there will be little
need for CRM. As a result, understanding customer drivers and customer profitability,
firms can better tailor their offerings to maximize the overall value of their customer
portfolio (Chen and Popovich) . The attention CRM is currently receiving across
businesses is due to the fact that the marketing environment of today is highly
saturated and more competitive (Chou et al, 2002) . According to Greenberg (2004),
CRM generally is an enterprise-focused endeavor encompassing all departments in a
business . He further explains that, in addition to customer service, CRM would also
include, manufacturing, product testing, assembling as well as purchasing, and billing,
and human resource, marketing, sales and engineering. Chen and Popovich (2003)
argued that CRM is a complicated application which mines customer data, which has
been retrieved from all the touch points of the customer, which then creates and
enable the organization to have complete view of the customers. The result is that
firms are able to uncover and determine the right type of customers and predicting
trend of their future purchases. CRM is also defined as an all embracing approach that
seamlessly integrates sales, customer service, marketing, field support and other
functions that touch customers (Chou et al, 2002) . They further stated that CRM is a
notion regarding how an organization can keep their most profitable customers and at
the same time reduce cost, increase in values of interaction which then leads to high
profits.
The modern customer relationship management concept was shaped and influenced
by the theories of total quality management (Gummesson) and by new technological
paradigms (Zineldin, 2000). There is however, a perceived lack of clarity in the
definition of customer relationship management, although all accepted definitions are
sharing approximately the same basic concepts: customer relationships, customer
management, marketing strategy, customer retention, personalization (Zineldin 2000).

However, while academics debate the subtitles of various definitions, the practitioners
have developed a wealth of applicative papers analyzing the concrete challenges and
opportunities of implementing the systems (Bacuvier et al. 2001). CRM in some firms
is considered as a technology solution, considering of individual databases and sales
force automation tools and sales and marketing functions so as to improve targeting
effort. Peppers and Rogers (1999) argued that other organizations view CRM as a
tool, which has been particularly designed for one-to-one customer communications,
which is the function of sales, call centres or the marketing departments. Accordingly
Frow and Payne (2004) added that CRM stresses two-way communication from the
customer to the supplier to build the customer over time. The two-way
communication has been enhanced greatly by advances in technology particularly the
Internet.

In term of information technology (IT), CRM means an enterprise wide integration

of technologies working together such as data warehouse, web site, and
intranet/extranet, phone support system, accounting, sales, marketing and production.
Kotler (2000) assured that CRM uses IT to gather data, which can then be used to
develop information acquired to create a more personal interaction with the customer.
In the long-term, it produces a method of continuous analysis and reinforcement in
order to enhance customers lifetime value with firms.

Goldenberg (2000) believes that CRM is not merely technology applications for
marketing, sales and services but rather when it is successfully implemented ; it
enables firms to have cross- functional , customer-driven , technology-integrated
business process management strategy that maximses relationships. Chin et al (2003)
stated that that due to many technological solutions available for CRM automation, it
is often misconstrued as a piece of technology. But they maintained that in recent
times many companies have realized the strategic importance of CRM, and as a result,
it is becoming a business value-effort rather than technology- centric effort.

Using information technology as an enabler, CRM strategy leverages key functional

areas to maximize profitability of customer interactions (Chen and Popovich, 2003). It
has been recognized that technological advancements and innovations , keen
competitive marketing environment , coupled with the internet are main drivers of
present and future customer profitability which makes it possible to appropriately and
proportionately allocate firms resources to all functional areas that affect customer
relationship ( Chou et al , 2003).

For customers, CRM offers customization, simplicity and convenience for completing
transactions irrespective of the kind of channel of interaction used (Gulati and Garino,
2000). Many businesses today realize the importance of CRM and its potential to help
them achieve and sustain a competitive edge (Peppard, 2000). This view was further
boosted by Bose (2002) that as a result of changing nature of the global environment
and competition, firms cannot compete favorably with minor advantages and tricks
that can easily be copied by competing firms .The implementation of CRM is an
enabled opportunity to rise above minor advantages with real focus on developing
actual relationships with customers. Firms those are most successful at delivering
what customers want are the more likely to be leaders of the future.

Benefits of CRM

According to Chen and Popovich (2003), CRM applications have the ability to deliver
repositories of customer data at a much smaller cost than old network technologies.
Throughout an organization, CRM systems can accumulate, store, maintain, and
distribute customer knowledge. Peppard (2000) noted that effective management of
information has a very important role to play in CRM because it can be used to for
product tailoring, service innovation; consolidate views of customers, and for
calculating customer lifetime value.

CRM systems assists companies evaluate customer loyalty and profitability based on
repeat purchases, the amount spent, and longevity. Bull (2003) added CRM makes it
practicable for companies to find unprofitable customers that other companies have
abandoned. This position is supported by Galbreth and Rogers (1999) that CRM helps
a business organization to fully understand which customers are worthwhile to
acquire , which to keep, which have untapped potential, which are strategic, which are
important , profitable and which should be abandoned.

Greenberg emphasized that CRM can increase the true economic worth of business by
improving the total lifetime value of the customer , adding that successful CRM
strategies encourage customers to buy more products, stay loyal for longer periods
and communicate effectively with a company. CRM can also ensure customer
satisfaction through allocation, scheduling and dispatching the right people, with the
right parts, at the right time (Chou et al., 2002).

According to Swift (2001), companies can gain many benefits from CRM
implementation. He states that the benefits are commonly found in one of these areas:

i) Lower cost of recruiting Customers

ii) No need to acquire so many customers to preserve a steady volume of

business iii) Reduced cost of sales

iv) Higher Customer Profitability

v) Increased Customer retention & Loyalty vi) Evaluation of customers

Profitability

Curry and Kkolou (2004) refer to the major benefits and reasons for adoption of CRM
which include: customers from the competition will come prefer the organization; a
simplified, customer focused internal organization will simplify the infrastructure,
shrinking the work flow and eliminating non-productive information flow; and profits
will increase from satisfied customers which will lead to more compact & focused
company.

There are some companies that adopt CRM systems just because it is the most
advanced technology and they think they should have it since their competitors have it
(Chou et al, 2002), Some statistics that motivate this behavior are resumed as follows:

a) By Paretos principle, it is assumed that 20% of a companys customers

generate 80% of its profits.
b) In industrial sales , it takes an average of 8 to 10 physical calls in person to sell
to a new customer , 2 to 3 calls to an existing customer.

c) It is 5 to 10 times more expensive to acquire a new customer than obtain

repeat business from existing customer.

d) A typical dissatisfied customer tells 8 to 10 people about his or her experience

source. Getting to know each customer through data mining techniques and
a customer-centric business strategy helps the organization to proactively and
consistently offer and sell more products and services for improved customer
retention and loyalty over long periods of time. Peppers and Rogers (1999)
refer to this as maximizing lifetime customer share, resulting in customer
retention and customer Profitability.

Like any other new function, CRM too has its own drawbacks and challenges. Any
organization that seeks to implement CRM may focus on value creation and on a
continuous stream of profits. They will give up their myopic fix that CRM is the fixed
responsibility of marketing or IT department. The firms will realize that in order for
CRM to contribute to corporate renaissance, the CRM responsibility must rise to the
level of CEO. CRM will be more strategy driven, and thus be able to concentrate on
what customer expects from relationships. The final take for the CEOs will be that
CRM is and can be a vehicle for cultural integration in the organization. In short, a
true CRM encourages a relationship view of the world that goes beyond the
customers, includes multi members and facilitates corporate renaissance.

Two trends have brought CRM to the forefront, explains Boston University professor
Tom Davenport, who directs Andersen consultings Institute for Strategic Change.
First, as global competition has increased and products have become harder to
differentiate, companies have begun moving from a product-centric view of the
world to a customer-centric one, says Davenport. Second, technology has ripened to
the point where it is possible to put customer ability to manage the complex
information about customers, because information was stored in 20 different
systems, says Davenport. But as network and Internet technology has matured, CRM
software has found its place in the world. Many companies are turning to customer-
relationship management systems to better understand customer wants and needs.
CRM applications, often used in combination with data warehousing, E-commerce
applications, and call centers, allow companies to gather and access information about
customers buying histories, preferences, complaints, and other data so they can better
anticipate what customers will want. The goal is to instill greater customer loyalty.

Types/Variations of CRM:

Types of CRM can be broadly understood by looking at the two different ways of
categorization. These two types of categorization are as follows:

1. Proactive versus Reactive CRM

2. Operational, Collaborative and Analytical CRM

Proactive versus Reactive CRM:

When company responds to the recommendations/suggestions/complaints/requests of

the customers, it is called reactive CRM. Contrary to this, it is called Proactive CRM
when a company anticipates and responds to customers need of itself. In constant
changing market situations, proactive companies take stock of their customers future
needs and provide value to customers through their offerings.

Such Proactive CRM practicing companies are generally those which increase the
level of personalization and practice one to one marketing as shown below:

Operational, Collaborative and Analytical CRM: Operational CRM:

There are various ways through which a customer can approach the business. This
interaction is direct with company and its employees. The junction where this
interaction happens is called touch point. Usually transactions like sale, payment,
information seeking, queries, suggestions, and complaints happen at these operational
touch points. That is why it is also called front office CRM.

The customer can approach / be approached through the following ways:

Face to face: Interacting while selling, serving customers by way of organizing

events, promotions etc. Telephone/ Email/ Mail/ Fax/ Loyalty programs/
Cards/ ATMs/ SMS.
 Mass Media: when the contact is through public broadcasting. The contact is
public in nature and people at large are contacted. For example public
advertising and public relations campaigns.

Collaborative CRM:

Jill Dyche defines Collaborative CRM as a specific functionality that enables a two
way communication between a company and its customers through a variety of
channels to facilitate and improve the quality of customer interaction.( Dyche 2002)

The essence of collaborative CRM is to manage partners of the firm. These could be
channels, agents and other business stakeholders but not direct customers. The focus
is on maintaining relations with partners to facilitate coordination in business.

Analytical CRM:

Also known as back office or strategic CRM. This type of CRM is characterized by
presence of designations like business analysts. The objective of analytical CRM is to
find out various taste, preferences, and activities of the customers so as to customize
solutions for them. The basis of this data is captured customer interactions at various
touch points. Extensive use of MIS and technology is done in Analytical CRM.

The relationship between three is shown in figure below:

CRM & eCRM:

The ability of the customers to take care of themselves through online or the firms
being able to take care of its customers through internet outlines the basic difference
between CRM & e CRM. As far as concept, methodology and process are concerned
there is hardly any difference between CRM & e CRM. But there is lot of difference
when it comes to execution as the communication media is different.

eCRM is the customer facing internet portion of the CRM. It contains capabilities like
self service knowledge bases, automated email response system, personalization of
web contents and online pricing. Though eCRM increases efficiency by way of
reducing cost, an increased dependence only one CRM can backfire.A dissatisfied
customer wanting to meet an employee of the company, might get frustrated in an e
CRM setup. Therefore, it is prudent to have a mix of web and traditional channels in
CRM.

Ever changing customer interaction channel that constantly keep companies on its
toes. Various web applications have to keep itself abreast with the changing needs of
the customers. This drives eCRM .

The declining cost of internet has increased affordability and accessibility. The speed
and convenience of internet has further added to growth of eCRM .

The companies have realized that there is need to customize. The customers are not
interested in mass mails.

The realization among companies that retention is more economical & feasible than
new customer acquistion.

Past Survey-Facts

Growth Strategies International (GSI) performed a statistical analysis of Customer

satisfaction data encompassing the findings of over 20,000 customer surveys
conducted in 40 countries by Infoquest.

The conclusions of the study were:

b) A Totally Satisfied Customer contributes 2.6 times as much revenue to a

company as a Somewhat Satisfied Customer.

c) A Totally Satisfied Customer contributes 17 times as much revenue as a

Somewhat Dissatisfied Customer.

d) A Totally Dissatisfied customer decreases revenue at a rate equal to 1.8 times

what a Totally Satisfied Customer contributes to a business.

e) By reducing customer defection (by as little as 5%) will result in increase in

profits by 25% to 85% depending from industry to industry.

An important facet of CRM is customer selectivity. As several research studies have

shown not all customers are equally profitable (In fact in some cases 80% of the sales
come through 20% of the customers). The company must therefore be selective and
tailor its program and marketing efforts by segmenting and selecting appropriate
customers for individual marketing programs.

Customer Relationship Management in Higher Education

Past research has shown that consumers were reluctant to complain about poor
professional service, such as education, but the same consumers are becoming
increasingly more value conscious. There is mounting pressure from the customers of
higher education, i.e.; students, parents, alumni and employers, to close the widening
gap between their expectations of institutional performance and the actual
performance (Brigham, 1994; Gronhaug and Arndt, 1980; Quelch and Ash, 1981).
This indicates how important it is for institutions of higher learning to actively
monitor the quality of their services and commit to continuous improvements in an
effort to respond to the needs of the institutional constituencies.

As Darlaston-Jones et al. (2003) explained students are becoming more conscious of

their customer rights and of gaps between their expectations of service delivery and
the reality of that service. For example, in 2003, Darlaston-Jones et al. noted that the
Australian universities have undergone a major transition in the past decade as they
have moved from public to a greater emphasis on private funding, and re-invested
themselves as business enterprises. Furthermore, students are viewing themselves as
consumers and are demanding value for money in their education.

Service is an intangible activity that is the main objective of transaction that serve to
meet the needs of customers. Service quality is an ability of an organization to meet or
exceed customer expectations. Since education service has very particularly
characteristics, the 'SERVQUAL' model can be adapted according to the most
important determining factors: Reliability, Tangibility, Responsiveness, Assurance and
Empathy as proposed by 'Parasuraman', Zeithmal and Berry (1985).In this
competitive market, satisfaction with services may make the difference (Parasuraman,
Zeithmal and Berry 1996).

Higher education in India has a serious quality problem. In current competitive

academic environment students have many options available to them. Therefore it is
important to study factors that enable education institutions to attract and retain
students. Higher education institutions which want to gain competitive edge in future
may need to begin searching for effective and creative ways to attract, retain and
foster stronger relationship with students. Therefore, it is necessary to invest in CRM
for improvement.

Relationship Marketing in Management Education:

The FAU's College of Business is a leading regional business school, offering a

diverse set of management education programs, including a Virtual MBA and a Ph.D.
in business administration. It offers bachelors, masters and doctoral degrees and other
executive education opportunities. The school needed to create a consolidated view of
its students to employ more effective marketing and recruitment efforts, as well as to
increase visibility into the recruitment and admissions efforts. After teaming up with
Intelliworks and its CRM software, the admissions and recruitment process worked as
a whole instead of fragmented operating silos, and it saw a 30 percent rise in graduate
business college admissions. "With the increasing number of universities initiating
executive education programs, FAU needed to stay competitive," said Vegar Wiik,
program director at FAU.

Higher-education institutions need to successfully recruit, retain, inform and service

students and alumni to be competitive in a market where the competition from other
institutions is intense. They have even coined their own term - "student lifecycle
management" - to refer to the process of following students from prospect to alumni
and supporting them all the way.

Thulasi Kumar, director of information management and analysis at the University of

Northern Iowa, says his administration relies on the power of predictive analytics to
more accurately determine enrollment figures for the coming semester and school
year."By more accurately predicting return enrollment of students, we have better
control on budgets and expenses," Mr. Kumar said. "Just as important, we use the
predictive technology of SPSS to take proactive measures to ensure the majority of
our students return to campus in the fall. That's what's important to the university and
at the top of the list for parents and students as well."Mr. Kumar said there are two
major obstacles to the implementation of CRM in higher education.

If we discuss about Pune city, the following points are highlighted, which require
management colleges to focus on CRM.
 More number of institutes vying for less number of students

Institutions need to establish itself as a Brand to attract more number of

students

Not only profitability but service is the goal of education

Students life cycle management is the buzzword

Predictive technology helps in better control & budgeting.

Creating a long term relationship with students is a win - win for both

There is a need to understand the behavior of the students.

 CHAPTER 3

RESEARCH METHODOLOGY

RESEARCH DESIGN

Research is the process of gathering data or information to solve a particular or

specific problem in a scientific manner.

Research methodology means the method carried out to study the problem. It shows
the type of the sample design used, its size and the procedure used to dew sample. The
extent of precision achieved and the method used for handling any special problem
during the course of the study.

Exploratory research provides insights into and comprehension of an issue or

situation. It draws definite conclusions only with extreme caution. Exploratory
research is a type of research conducted because a problem has not been clearly
defined. It helps to determine the best research design, data collection method and
selection of subjects. Exploratory research often concludes that a perceived problem
does not actually exist.

The technique used in this method is exploratory research design.

DATA SOURCES

This project consists of two parts:-

Secondary Data

The first part is a study of adventure company, The Max Pacific Corporation Limited
using secondary data sources.

This secondary information has been sourced from the internet and from business
related magazines and newspapers. This refers to information that has been collected
earlier by someone else . often this include printed or published reports, new items
and industry or trade statistics ,etc.

This also includes internal documents like invoices, sales reports, payment history of
customers and dispatch records.
The secondary information has been collected from the past record books of the
organization and also from Internet Websites.

Primary Data

The second part of the study has been done using an exploratory research process and
a structured questionnaire was developed for this purpose. For the collection of
primary data this was the only method used. The reason I used this method is
because a need was felt for the free influx of information about the products. Also this
method allowed the use of skills gained in class. Primary Data is the collected directly
from the market place i.e customers , traders , suppliers are often the major sources .
These are often reliable data sources and help in overcoming the limitations of
secondary data , this data is collected afresh and or the first time and thus happens to
be original in character.

QUESTIONNAIRE DESIGN / FORMULATION

Questionnaires: - A questionnaire is a research instrument consisting of a series

of questions and other prompts for the purpose of gathering information from
respondents. It is of two types Open Ended and Closed Ended.

Open Ended: - Allows respondents to answer in their own words & are difficult to
Interpret and Tabulate.

Close Ended: - A closed-ended question has the respondent pick an answer from a
given number of options.

TYPES OF QUESTIONS USED IN THIS PROJECT

Close ended Questions

To know the choice of the people regarding various matters.

Dichotomous Questions

Which has only two answers Yes or No?

Multiple Choice Questions Where respondent is offered more than two choices. This
is done to know the choice of the customers regarding different matters.
SAMPLE DESIGN

The population considered for the purpose of the survey was people residing in Delhi
and the National Capital Region (NCR).

Sample Extent

North Delhi

Time Frame

8 weeks

Sampling Technique Used

Since the information required was not of a very technical nature and also looking at
the scope of the project and the extent of the target segment, the sampling technique
employed was Convenience Sampling. I administered the questionnaires.

Sample Size

Sample size has been restricted to 100 respondents. This was done keeping in mind
the time constraints and the fact that I felt that this number would be enough to serve
the information needs required to show the trends.
 CHAPTER 4

DATA REDUCTION, PRESENTATION AND ANALYSIS

Q1. Do you know about the MAX PACIFIC CORPORATION LIMITED ?

YES 68
NO 32

no

yes

0 10 20 30 40 50 60 70 80

INTERPRETATION
From the above table it is clear that about 68% people know about the services of
Max Pacific Corporation Limited and 32% dont know about it.
Q2. Have you ever utilize the services of Max Pacific Corporation Limited?
YES 60 NO 40

70

60

50

40

30

20

10

yes no

INTERPRETATION
From the above table 60% people have utilise the services and 40% didnt services
even after knowing about the functioning of Max Pacific Corporation Limited.
Q3. How often do MAX PACIFIC CORPORATION LIMITED services exceed
your expectations?

ALWAYS 66
SOMETIMES 30
NEVER 4

70

60

50

ALWAYS SOMETIME
40
NEVER

30

20

10

INTERPRETATION
From the above table it is clear that services of Max Pacific Corporation Limited
exceeds always 66% customers expectation, 30% believes it sometimes exceed, 4%
believes never.
Q4. How would you rate the Office Assistants behavior on the scale of five?

5 4 3 2 1
10 60 10 10 10

5 4

3 2

INTERPRETATION
Out of 100 customer, 10customer have given the 5 marks to Office Assistant behavior
while 60 has given 4 marks,10 has given 3 marks,10 has given 2 & 10 has given 1.
Q5. Do you find the Layout of MAX PACIFIC CORPORATION LIMITED
helpful in Service Experience?
YES 80
NO 12
CANT SAY 8

80

70

60

50

40

30

CAN'T SAY
20

YES NO
10
NO
YES

CAN'T SAY
0

INTERPRETATION
Out of 100 customers ,80% have told that they like the layout of The Max Pacific
Corporation Limited while 12% told that they do not like very much and 8% cant
say.
Q6. What do you like most about MAX PACIFIC CORPORATION
LIMITED?

CREDIT FACILITY 60
TRANSPORTATION FACILITY 40

CREDIT FACILITY

TRANSPORTATION FACILITY

INTERPRETATION
Out of 100 Customer, 60 customers like the credit facility & 40 customers like
transportation facilities.
Q7. Do you think that MAX PACIFIC CORPORATION LIMITED follow the
ethical Mktg. Practices like right pricing and right quality?

YES 60
NO 30
CANT SAY 10

can't say

no

yes

0 10 20 30 40 50 60

INTERPRETATION
Out of 100 customer, 60 customers have told that Max Pacific Corporation Limited
following the ethical marketing practices,30 say no and 10 say cant say
 Q8. How would you rate themesetting display of Max Pacific Corporation
Limited in comparison to other?
Excellent 15
Good 55
So-so 20
Bad 5
Worst 5

60

50

40

30

20

10

NT
LLE O D
CE GO -S
O
EX SO
D
BA ST
OR
W

INTERPRETATION
Out of 100 customers, 15% customers said that MAX PACIFIC CORPORATION
LIMITED theme is excellent while 55% customers said that it is good,20% customers
said that it is so-so,5% said it is bad & 5% said it is bad.
Q9. Which medium of communication created more customer awareness?
Newspaper 40
Radio Jingle 10
Advertising 25
Banner 25

Advertising

Banner

Radio jingle

Newspaper

0 5 10 15 20 25 30 35 40

INTERPRETATION
Out of 100 retailer,40% has told that they use Newspaper as their main tool for
promotional, 10 % said radio jingle, 25% said it was banners & 25% said advertising.
Q10. Which is best method of analyzing customer satisfaction?

Feedback 45
No. of Repeat Purchase 30
Interaction of Manager With The 25
Customer

FEEDBACK

NO. OF REPEAT
PURCHASE

INTERACTION OF
MANAGER WITH
THE CUSTOMER

0 5 10 15 20 25 30 35 40 45
INTERPRETATION
Out of 100 respondents, 45% have told that analyzing the customer satisfaction
through the feedback of customer, 30% said that no. of repeat purchase, 15% said
interaction of manager, 10% said it is with customer.
Q11. Compared to other companies would you say that services provided by
Max Pacific Corporation Limited is?

Much Better 10
Somewhat Better 4
About The Same 3
Somewhat Worse 3
Much Worse 0

50

45

40

35
MUCH BETTER
30 SOMEWHAT BETTER

25 ABOUT THE SAME

SOMEWHAT WORSE
20
MUCH WORSE
15

10

INTERPRETATION
Out of 100 respondents, 35% said services of MAX PACIFIC CORPORATION
LIMITED are much better than others,45% said somewhat better,10% said about the
same,8% said samewhat worse,25 said much worse.
Q12. Which area does The Max Pacific Corporation Limited need to improve
its services?
THEME SETTING 60
TRANSPORTATION 40

fields

theme setting
transportation
facility

INTERPRETATION
From the above graph we can see that 60% people think that The MAX PACIFIC
CORPORATION LIMITED should improve its theme setting and 40% feels
transportation facility
 CHAPTER 5

DATA INTERPRETATION

From the above table it is clear that about 68% people know about the services
of Max Pacific Corporation Limited and 32% dont know about it.

From the above table 60% people have utilise the services and 40% didnt
services even after knowing about the functioning of Max Pacific Corporation
Limited.

From the above table it is clear that services of Max Pacific Corporation
Limited exceeds always 66% customers expectation, 30% believes it
sometimes exceed, 4% believes never.

Out of 100 customer, 10customer have given the 5 marks to Office Assistant
behavior while 60 has given 4 marks,10 has given 3 marks,10 has given 2 &
10 has given 1.

Out of 100 customers ,80% have told that they like the layout of The Max
Pacific Corporation Limited while 12% told that they do not like very much
and 8% cant say.

Out of 100 Customer, 60 customers like the credit facility & 40 customers like
transportation facilities.

Out of 100 customer, 60 customers have told that Max Pacific Corporation
Limited following the ethical marketing practices,30 say no and 10 say cant
say

Out of 100 customers, 15% customers said that Max Pacific Corporation
Limited theme is excellent while 55% customers said that it is good,20%
customers said that it is so-so,5% said it is bad & 5% said it is bad.

Out of 100 retailer,40% has told that they use Newspaper as their main tool
for promotional, 10 % said radio jingle, 25% said it was banners & 25% said
advertising.
 Out of 100 respondents, 45% have told that analyzing the customer
satisfaction through the feedback of customer, 30% said that no. of repeat
purchase, 15% said interaction of manager, 10% said it is with customer.

Out of 100 respondents, 35% said services of MAX PACIFIC

CORPORATION LIMITED are much better than others,45% said somewhat
better,10% said about the same,8% said same what worse,25 said much worse.

From the above graph we can see that 60% people think that The Max Pacific
Corporation Limited should improve its theme setting and 40% feels
transportation facility
 CHAPTER 6

SUMMARY AND CONCLUSION

6.1 Results and Discussions

6.2 Suggestions

1) Convert your customers into publicity agents. Develop an incentive for them
to tell associates and friends about the value of your quality and services. An
endorsement from them is more effective than any amount of advertising - and
it is much cheaper.

2) Surprise your customers with unexpected value. If you sell services, get into
the habit of doing something extra for every customer or client reasonable
charging for it.

3) Reward them each time they refer someone who becomes a customer. Your
reward can be as simple as a credit toward their next order from you.

4) The management of MAX PACIFIC CORPORATION LIMITED can improve

their understanding of the role and capabilities of advertising to improve
customer relation and enhance loyalty. This understanding should in turn
results in a more effective and more efficient advertising campaign.

5) Visual Merchandising: it is often seen that the people come to the office to
browse rather than buy.

6) Schemes: In office Promotions: The people visiting the office should be

encouraged to visit the office again and again. So it is necessary to delight
Max Pacific Corporation Limited with the experience.
 ANNEXURE

QUESTIONNAIRE

QUESTIONAIRE
NAME_____________________
ADDRESS___________________

Q1. Do you know about the MAX PACIFIC CORPORATION

LIMITED ?
YES NO

Q2. Have you ever utilize the services of MAX PACIFIC

CORPORATION LIMITED?
YES NO

Q3. How often do MAX PACIFIC CORPORATION LIMITED

services exceed your expectations?
ALWAYS SOMETIMES NEVER

Q 4. How Would You Like To Rate Office Assistant Behavior?

1 2 3 4 5

Q5. Do you find the Layout of MAX PACIFIC CORPORATION

LIMITED helpful in Service Experience?
YES NO CANT SAY

Q6. What do you like most about MAX PACIFIC CORPORATION

LIMITED?
CREDIT FACILITY TIMELY SERVICES
Q7. Do you think that MAX PACIFIC CORPORATION LIMITED
follow the ethical Mktg. Practices like right pricing and right
quality?
YES NO CANT SAY

Q8. How would you rate theme setting of MAX PACIFIC

CORPORATION LIMITED?
EXCELLENT GOOD AVERAGE BAD
WORST

Q9. With the help of which medium you were able to find MAX
PACIFIC CORPORATION LIMITED?
NEWSPAPER RADIO BROCHER
ADVERTISISNG

Q10. What is your method of analyzing customer satisfaction?

FEEDBACK NO. OF REPEAT PURCHASE

INTERACTION OF MANAGER WITH CUSTOMER

Q11. Compared to other companies would you say that services

provided by MAX PACIFIC CORPORATION LIMITED is?
MUCH BETTER SOMEWHAT BETTER
ABOUT THE SAME SOMEWHAT WORSE
MUCH WORSE

Q12. Which area does MAX PACIFIC CORPORATION LIMITED need

to improve its services?
THEME SETTING TRANSPORTATION
 BIBLIOGRAPHY

Book Reference:

Logistical Management Tata McGraw 2000 Edition. Written by Donald.

Bowersox, and David. Closs.

The Management of Business Logistics 7th Edition: Written by

Edward J. Bardi, C.John Langley, and John Joseph Coyle

Kothari C.R. Research Methodology New Age International Publishers

Kotter Philip Marketing Management Prentice Hall Of India Private Ltd

Websites:

i) www.Max Pacific Corporation Limited.co.in

ii) www.Max Pacific Corporation Limitedpackers.com

iii) http://www.indexuae.com/Top/Business_and_Economy/Services/Logistics

iv) http://www.lintasfreight.com/

v) www.yahooanswers.com