A STUDY ON CUSTOMER RELATIONSHIP MANAGEMENT AT

SUSHANTH HOISTING SYSTEMS PVT.LTD

SUBMITTED BY

ABHISHEK.S.A

17XQCMD004

UNDER THE GUIDANCE OF

PROF.SUMITHRA.SREENATH
 DECLARATION BY THE STUDENT

I hereby declare that “A STUDY ON CUSTOMER RELATIONSHIP MANAGEMENT

AT SUSHANTH HOISTING SYSTEMS PVT.LTD” is the result of the project work
carried out by me under the guidance of Prof. SUMITHRA.SREENATH in partial
fulfillment for the award of Master’s Degree in Business Administration by Bangalore
University.

I also declare that this project is the outcome of my own efforts and that it has not been
submitted to any other university or Institute for the award of any other degree or Diploma or
Certificate.

Place: BANGALORE Name: ABHISHEK.S.A

Date: Register Number: 17XQCMD004
 ACKNOWLEDGEMENT

The triple-crown outcome of this project involves lots of help and steerage from quite
an few individuals and that i am remarkably lucky to own got this support right along the
finishing purpose of my project. each a part of work that I actually have completed is
barely thanks to such superintendence and help and that i wouldn't overlook
to impart them.

I impart our Principal, Dr. S. Sathyanarayana and every faculty member of our
establishment for initiating the project work and lengthening facilitate to me.

I stretch out my earnest appreciation to my internal guide academician. Prof. Sumithra.

Sreenath for guiding me to with efficiency complete the project.
TABLE OF CONTENTS

SL. No. Description Page No.

1. Introduction
2. Background And Objectives
3. Training Methods
4. Learning Outcomes
5. Data Analysis
6. Key Findings and Conclusion
7. Recommendations
8. Support Documents
9. References
 1. INTRODUCTION

1.1 Introduction:

CRM or client Relationship Management could be a strategy for managing associate

degree organisation's relationships and interactions with customers and potential customers.
A CRM system helps corporations keep connected customers, contour processes, and
improve gain.

CRM helps users specialize in their organization’s relationships with individual individuals
as well as customers, service users, colleagues, or suppliers.

CRM as Technology: this is often a technology product, typically within the cloud, that
groups use to record, report and analyze interactions between the corporate and users. this is
often additionally referred to as a CRM system or resolution.

CRM as a Strategy: this is often a business’ philosophy concerning however relationships

with customers and potential customers ought to be managed

CRM as a Process: consider this as a system a business adopts to nurture and manage those
relationships.

CRM allows a business to deepen its relationships with customers, service users, colleagues,
partners, and suppliers.

Forging sensible relationships and keeping track of prospects and clients is crucial for
customer acquisition and retention, that is at the guts of a CRM’s operate. you'll be able to
see everything in one place — an easy, customizable dashboard that may tell you a
customer’s previous history with you, the standing of their orders, any outstanding client
service problems, and more.

Gartner predicts that by 2021, CRM technology is the one largest revenue space of paying an
enterprise package. If your business goes to last, you recognize that you just want a technique
for the longer term. For forward-thinking businesses, CRM is that the framework for that
strategy.

Customer relationship management (CRM) is not any longer one thing that only leading-edge
enterprises use to achieve competitive advantage. It is now a necessity for survival.
Customer relationship management may be an advanced and troublesome approach of doing
business. very much like some would really like North American count ry to believe, CRM
isn't simply about putting in computer code or automating client touch points. it's regarding
the reinvention of our enterprises around the client. it's regarding becoming and remaining
customer-centric.

As such, it will be fraught with perils. thus what's AN enterprise to do?

Should we be saying that CRM is just too troublesome and switch back to our previous,
product-centric means of doing things? the fact is that we tend to cannot. Customer
relationship management is here to remain as a result of customers, both consumers and
business entities, currently expect suppliers to be customer-centric. Customers expect to be
ready to subsume enterprises after they want, wherever they need and the way they need.
Enterprises area unit expected to remember past interactions and to make on those
interactions within the future

Customers grasp that they hold the last word playing card, their loyalty.Enterprises that don't
re-engineer their business processes to becomemore customer-centric risk the mass defection
of their customers and,with them, their associated revenues. Therefore, CRM is not any
longer acompetitive differentiator; rather, it's a business necessity of the twenty-first
century.Customer relationship management has had some unhealthy substance recently.High
levels of CRM failure are according. will this mean that CRM is a business necessity with a
high risk of failure? that will be an alarming combination. Today, we have a tendency to
square measure finding that firms square measure increasingly asking robust, however
correct, queries and looking out for the associated answers before they start CRM. Gartner’s
shoppers work on problems like business justification, client acceptance, process redesign,
and coaching and compensation problems. All mirror a larger maturity regarding CRM as
enterprises try and avoid the mistakes of their predecessors

Gartner predicts that within the next few years, enterprises can think about CRM essential to
company strategy, however, is going to be significantly a lot of pragmatic. the times once
CRM fever began to escape in boardrooms across the globe appear a ‘technology lifetime’a
gone.

The new economy may be a ton just like the previous economy before the previous new
economy distorted all of the expectations. the nice news a few slower economy is that we've
got the way to soak up the technologies and applications that have poured out of high-
technology enterprises throughout the past many years. we tend to even have a mandate to try
to a lot of with less, which has introduced a healthy pragmatism.

Regardless of the World Health Organization, you call for management rega rding the role of
knowledge for marketing, sales, and repair, there's an accord that knowledge area unit
extremely valued. However, distinguishing, extracting and reworking knowledge into
actionable info is AN in progress challenge. Enterprises have to be compelled to go beyond
basic mensuration and coverage to reinforce their ability to leverage additional valuable
insights. Analytical CRM is AN enabler of such customer insight.

Companies square measure exacting a lot to come back from their investments in operational
CRM applications like sales-force automation, marketing automation, and repair automation.
Enterprises ought to watch out concerning their alternative of software package vendors.
several firms have bought over specified CRM suites, instead of the applications that square
measure best suited to their explicit desires. this can be dynamical. Enterprises square
measure setting out to ask for support for specific functions like incentive compensation,
partner relationship management, and e-commerce-related applications. client relationship
management software package vendors square measure responding by unbundling total
answer packages to realize entry to new accounts.

1.2 History of CRM

In the starting

The Ledger

The humble paper pad and pen (well, quill reckoning on the however way back you go), that
allowed businesses to trace basic sales and client info.

The 1950s

The Rolodex

The spangled table accent of 1,000,000 execs, the Rolodex offered corporations the power to
spin through paper records, adding clients whereas change existing customer data, details and
a lot of. helpful for a little business, however, once you start scaling up.
The early 1980s

Database promoting

This new method allowed corporations to amass and analyze client info, facultative
businesses to make tailor-made communications to draw in prospects.

The late 1980s

Contact Management computer code

The arrival and mass rollout of PCs and server/client design saw businesses collection and
organizing client knowledge into what were effectively digital Rolodexes. cyber web result
that was unwieldy, restricted insights into customers and company interactions with them .

1.3 Role of CRM

Risk

Consultants will assist you to cut back the chance in implementing CRM by characteristic
success factors and specializing in any problems that may place a project in danger. Their
expertise in deploying CRM solutions in alternative organizations allows them to advise on
best apply and develop recommendations that create the simplest use of your individuals and
your resources.

Analyze

A CRM adviser analyzes each facet of your client relations. Consultants use analytic tools
and processes to spot the interactions, channels and other people UN agency have the best
impact on the standard of your client relationships. The aim is to assist you to rework each
facet of client expertise and enhance client satisfaction.

Opportunities

With CRM technology, consultants will assist you to establish opportunities to boost specific
aspects of client service. They establish metrics for vital client service activities and set
targets for improvement. measure performance before and when the CRM implementation
helps you to calculate come on investment on the project.
Solution

Consultants assist you to choose CRM software package packages that modify aspects of
client service and facilitate your team to boost performance. Consultants choose the pa ckage
on the idea of the best match together with your business objectives and your budget. They
work info systems team to put in the software package and integrate it with your existing info
systems.

1.4 Advantages of CRM

Enhances higher client Service

CRM systems offer businesses with varied strategic blessings. one in every of such is that the
capability to feature a private bit to existing relationships between the business and therefore
the customers. it's attainable to treat every shopper on an individual basis instead of as a
gaggle, by maintaining a repository on every customer’s profiles. this method permits every
worker to grasp the particular wants of their customers likewise as their computer file .

Facilitates discovery of latest customers

CRM systems area unit helpful in distinctive potential customers. They keep track of the
profiles of the present people and might use them to see the folks focus on for max business
relation returns.

Improved client relations

One of the prime edges of exploitation CRM is getting higher client satisfaction. By
exploitation, this strategy, all dealings involving sexual union, marketing, associate degreed
commercialism your merchandise to your customers may be administered in an organized and
systematic approach.

Increase client revenues

By employing a CRM strategy for your business, you'll be ready to increase the revenue of
your company to an excellent extent. As so much as CRM edges go, that’s a golden one. By
victimization the info collected, you'll be ready to popularize promoting campaigns in an
exceedingly simpler method
1.5 Limitations of CRM

Automation

The transition from manual to automatic processes is usually one in each of the foremost
obstacles that you may face whereas implementing CRM.

Psychology

The science of being tracked; with the implementation of CRM code even the team can have
considerations concerning the likelihood of being hacked. However, with the correct
coaching and steerage, it will be corrected.

Short and Long term Benefits

A lag in processes. Yes, once you herald a tool it's reaching to curtail your processes a bit.
consider it, you currently ought to record all the discussion you had with a shopper on phone
otherwise you ought to take notes on the shopper. Of course, it's reaching to slow you down
in short however the long edges crush the disadvantage.

1.6 Facts About CRM

 CRM Systems assist you to realize a whole Understanding of Your client.

 CRM offers a 360 Degree read Of Your client. ...
 CRM will facilitate to spot Potential Leads
 CRM permits You to trace the total client Life-cycle
 CRM is Customizable To Your Business
 Improves Sales foretelling and chance Management.
 2. Scope AND OBJECTIVES

2.1 Scope and objectives

 To examine the customer relationship practices of “SHUSHANT HOISTING

SYSTEMS PRIVATE LIMITED”.
 To establish the connection with customers in a better way.
 To analyze the satisfaction of customers out of “SHUSHANT HOISTING SYSTEMS
PRIVATE LIMITED”.

2.2 Industry Profile

The use of serious instrumentality features a long history; the traditional Roman engineer
Vitruvius (1st century BCE) gave descriptions of serious instrumentality and cranes in
ancient Rome in his writing First State architecture. The machine was fabricat ed around
1500. the primary tunnelling defend was proprietary by brandy Isambard Brunel in 1818 .
Until the nineteenth century and into the first twentieth century significant machines were
drawn below human or animal power. With the arrival of transportable powered engines, the
drawn machine precursors were reconfigured with the new engines, like the mix harvester.
the look of a core tractor evolved around the new steam power supply into a replacement
machine core railway locomotive, that may be designed because the steam tractor and also
the steamroller. throughout the twentieth century, internal-combustion engines became the
foremost power supply of significant instrumentality. coal oil and grain alcohol engines were
used, however, nowadays diesel engines are dominant. The mechanical transmission was in
several cases replaced by hydraulic machinery. the first twentieth-century conjointly saw new
electric-powered machines like the self-propelled vehicle. Caterpillar INC. could be a
contemporary whole from lately, beginning out because of the Holt producing Company. the
primary factory-made significant machine was the Fordson tractor in 1917.

1950s Construction Equipment History

The Sixties were a boom time for the serious construction market. Work on building the
interstate transit was full swing. it absolutely was approved by the Federal -Aid main road Act
of 1956, popularly called the National Interstate and Defense Highways Act of 1956. It took
thirty-five years to complete.

This work compact the kind and size of apparatus obtainable. throughout now amount,
several high-horsepower motor-wheel scrapers were introduced to aide with the huge
amounts of materials that required to be affected. “The preferred manner of moving dirt, as
against a rock, was scrapers,” says Haddock. “There were virtually many s crapers acting on
these comes.”

Machine size additionally grew. “The ’60s was the last decade of the monster machines,”
says Haddock. throughout now, instrumentality employed in surface mining grew, with the
world’s largest dragline, the world’s biggest shovel, and a 360-ton haul truck. With the
exception of haul trucks, that have slowly mature to four hundred tons, the scale of those
machines has not been exceeded since. “Since then, the machines became a lot of economical
and a lot of productive, however not larger.”

In 1973, the country was tormented by the Arab oil embargo. This resulted in an
instantaneous demand for coal. “The oil corporations began to shop for assets in coal,”
recollects Haddock. “The result was that makers of huge earthmoving instrumentality became
inundated with orders. If you needed to order an outsized machine within the Seventies, the
roll was 3 to four years.

Industry Sees Dramatic Shift

The ’80s ushered in an exceeding recession that remodeled the business. “Over a number of
years, a vast modification materialized. loads of corporations unsuccessful” remembers
Haddock. “There was loads of consolidation. If you consider the list of makers in 1980, you
may realize within the ’90s most of them had new homeowners or were gone altogether.

“In the ’60s and ’70s, there have been four major corporations provision earthmoving
instrumentality with an equal share,” he continues. These enclosed International Harvester,
Euclid, Caterpillar and Alosa alosa Chalmers. “Of those four, solely Caterpillar is around in
this name. The heritage of these corporations area unit still around, however, the businesses
themselves all modified within the ’80s.”

The ’90s ushered in an exceedingly wave of environmental laws that continues to the current
day. the foremost notable is that the internal-combustion engine emissions standards that
embarked on with Tier one in 1996. “They forced the makers to create a cleaner and a lot of
economical diesel engines,” says Haddock.

Second Industrial Resolution

The Second amount age was a period of speedy industrial development, primarily in Britain,
FRG and also u. s., however conjointly in France, the Low Countries, European country and
Japan. It followed on from the primary technological revolution that began in Britain within
the late eighteenth century that then unfold throughout Western Europe and later North
America. it had been characterized by the build-out of railroads, large-scale iron and
production, widespread use of machinery in producing, greatly hyperbolic use of steam
power, widespread use of the telegraph, use of oil and also the starting of electrification. It
conjointly was the amount throughout that trendy structure ways for operative giant scale
businesses over immense areas came into use.
The manufacturing industry is leading the IoT revolution, and the reasons are plenty, starting
from efficiency, automation, customer-centricity, competitive benefits and the advantages
which are offered by using data across the manufacturing value chain and to tap into new
revenue sources, a key aspect of digital transformation in manufacturing

2.3 Company Profile

Name of the Organization : SUSHANTH HOISTING SYSTEMS PVT. LTD

Location : KIADB INDUSTRIAL AREA, HIRENANDURU

GULBARGA-585228, BEHIND PARLE FACTORY.

Registered Office : 3RD floor No.2 (OLD NO.125) Fifth Main, , CHBCS first

LAYOUT, VIJAYANAGAR.

Managing Director : Chidanand Hiremath, Ganga Malgan Chandrashekhar.

Status : Active-Registered at Registrar of companies Bangalore.

Type of Organization : Manufacturing Industry.

PRODUCTS

 MONO RAIL SYSTEM.

 H.O.T. CRANES.
 GANTRY CRANES.
 GOODS LIFTS.
 MINI CRANES.
.
Sushanth Hoisting Systems personal restricted could be a personal incorporated on twenty-
six Sept 2016. it's classified as Non-govt company and is registered at Registrar of
corporations, Bangalore. Its licensed share capital is Rs. 1,000,000 and its paid-up capital is
Rs. 102,100. it's involved in Manufacture of domestic appliances, n.e.c.
Sushanth Hoisting Systems personal Limited's Annual General Meeting (AGM) was last hung
on twenty-nine December 2017 and as per records from Ministry of Company Affairs
(MCA), its record was last filed on thirty-one March 2017.

Directors of Sushanth Hoisting Systems personal restricted are Ganga Malgan

Chandrashekhar and Chidanand Hiremath.

Sushanth Hoisting Systems personal Limited's company positive identification is (CIN)

U29306KA2016PTC096723 and its license number is 96723. Its Email address is
maharshi.mh@gmail.com.

Current standing of Sushanth Hoisting Systems personal restricted is - Active.

3. TRAINING METHODS AND ACTIVITIES

Accounts Department:

Sushants Hoistings Account Department Consists of 4 employees which is further divided

into Data Entry, Cashier, Auditor. This department allocates money for other departments.

Human Resource Department:

The HR Department is responsible for Selection and Recruiting for all the stages of the
organization and mainly maintain the different administration works.

Technical Department:

The technical department consists of 8 Employees who are responsible for system
maintenance and reducing the errors.

Marketing Department:

Marketing department Consists of 5 Employees includes a Brobdingnagian responsibility of

creating a business viable and profitable. By making awareness, partaking customers,
researching competitors and their product, making ready promotional activities and materials
and a full host of different responsibilities

Training provided through ancient further as a recently developed technique through:

 Lectures
 Seminars
  Conferences
 Field Training etc.

.
4.LEARNING OUTCOMES

The following are the outcomes on Customer Relationship Management.

 concept giving organizations to set up, style and management strategy to maintain
client relationship expeditiously.
 Select and Manage customers to optimize long term value.
 Helps in delivering the needs at the right time.
 Helps in managing relationship in a organized way.
 Helps in retaining the customers and generate revenue.
 To have a competitive advantage over competitors.
 5. DATA ANALYSIS

5.1 Frequency Table

5.1.1 Gender of Respondents

Gender

Particulars Frequency Percentage

Male 48 89
Female 06 11
Total 54 100

Gender

11%

Male
Female

89%

Interpretation

The above Graph Represents the total number of respondents majority of them are

Male-89% and Female-11%.

5.2.2 Type of the Business

Particular Frequency Percentage

Service Oriented 16 30
Manufacturing 10 19
Distributor 17 31
Construction 11 20
Total 54 100

Type of Business

20%
30%
Service Oriented
Manufacturing
Distributor
Construction
31%
19%

Interpretation

The above graph represents that 31% belongs to distributor category, 30% belongs to

Service Oriented, 20% belong to Construction and the least 19% belongs to Manufacturing
category.
5.3.3 Type of Purchase

Particular Frequency Percentage

Raw Materials 16 30
Finished Products 15 28
Semi finished 13 24
Third Party Purchase 10 18
Total 54 100

Type of Purchase

18%
30%
Raw Materials
Finished Goods
Semi Finished
24% Third Party Purchase

28%

Interpretation

The above Graph shows the higher number category belongs to Raw Materials 30%,

Finished Products Lies at Second Category 28%, Semi Finished which is third Category

24% and the final Third Party Purchase Lies at fourth Category 18%.
5.4.4 Customer Priority

Particular Frequency Percentage

High 16 30
Medium 28 52
Low 10 18
Total 54 100

Customer Priority

18%
30%
High
Medium
Low

52%

Interpretation

The above graph represents that the first priority for customer stands Medium that is 52%,
Where as the High category stood at second place 30%, and very few lies in Low
Customer Category that is 18%.
5.5.5 Location of the Plant

Particulars Frequency Percentage

Karnataka 41 76
Non-Karnataka 13 24
Total 54 100

Location of the Plant

24%

Karnataka
non-Karnataka

76%

Interpretation

As represented by above graph the total number of customers belongs to Karnataka region
that is 76%, and another 24% belongs to Non-Karnataka region.
5.5.6 Relationship with Clients

Particulars Frequency Percentage

Excellent 11 21

Very Good 05 9

Good 38 70

Total 54 100

Relationship with Clients

21%

Excellent
9% Very Good
Good

70%

Interpretation

The above chart gives clear figures about the Relationship that is being maintained which
stand 70% at good which is positive mark for business and the rest Very Good and
Excellent stand at 9% and 21% respectively.
5.5.7 Product Purchased

Particular Frequency Percentage

Gantry cranes 07 13
H.O.T cranes 06 11
Mono Rail System 15 28
Goods Lifts 16 30
Mini Cranes 10 18
Total 54 100

Products Purchased

13%
18%

Gantry Cranes
11%
H.O.T Cranes
Mono Rail System
Goods Lifts
30% Mini Cranes
28%

Interpretation

The Data Table Referred above shows greater number of the respondents purchased Good
lifts 30%, Mono Rail System 28%, Mini Cranes 18%, Gantry cranes 13% and eventually
H.O.T Cranes 11%.
5.5.8 Product Satisfaction

Particular

Accessibility

Personalized

Convenience

Deliverability

Reliability

Product Satisfaction
particulars Percentage
Strongly agree 23.33
agree 45.18
Neutral 25.18
Disagree 5.55
strongly disagree 0.74

Product Satisfaction
50 45.18
45
40
35
30 25.18
23.33
25
Product Satisfaction
20
Percentage
15
10 5.55
5 0.74
0
Strongly agree Neutral Disagree strongly
agree disagree

Interpretation: The above chart shows 23.33% Strongly agree, 45.18% agree, 25.18 are
neutral, 5.55% disagree, and 0.74% Strongly agree for Product Satisfaction.
5.5.9 Service Support

Particular

Maintenance

Materials Availability

Reliability

Responsiveness

Quick Repair

Service Support
Particulars Percentages
Strongly Agree 22.96
Agree 50
Neutral 22.59
Disagree 3.7
Strongly
Disagree 0.74

Service Support
60
50
50

40

30
22.96 22.59 Service Support
20 Percentages

10 3.7
0.74
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation : The above chart shows that 22.96% strongly agree, 50% Agree, 22.59%
neutral, 3.7% disagree and 0.74% strongly agree for Service Support.
5.5.10 Technical Support

Particular

Project Monitoring

Management Support

Installation

Trouble Shooting

Variation

Particulars Percentages
Strongly Agree 25.55
Agree 42.96
Neutral 25.18
Disagree 5.55
Strongly
Disagree 0.74

Technical Support
50
45 42.96
40
35
30 25.55 25.18
25
20 Percentages
15
10 5.55
5 0.74
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation

As shown in the above chart 25.55% Strongly Agree, 42.96% Agree, 25.18% Neutral,
5.55% Disagree, and 0.74% Strongly Disagree.
5.5.11 Sale Support

Particular
Pricing

Integration with Suppliers

Brand Positioning

Competitors

Trend

Particulars Percentages
Strongly Agree 24.07
Agree 44.44
Neutral 27.77
Disagree 3.33
Strongly
Disagree 0.37

Sales Support
50
44.44
45
40
35
30 27.77
24.07
25
20 Percentages
15
10
3.33
5 0.37
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation : The above Chart Represents 24.07% Strongly Agree, 44.44% Agree,
27.77% Neutral, 3.33% Disagree, 0.37% Strongly Disagree.
5.5.12 Invoicing Support

Particular

Credit facility

Cashless Transaction

Discounts

Faster Billings

On-Line

particulars Percentages
Strongly Agree 21.85
Agree 38.14
Neutral 33.33
Disagree 5.92
Strongly
Disagree 0.74

Invoicing Support
45
40 38.14
33.33
35
30
25 21.85
20
Percentages
15
10 5.92
5 0.74
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation

As shown in the above chart 21.85% Strongly Agree, 38.14% Agree, 33.33% Neutral,
5.92% Disagree, 0.74% Strongly disagree.
5.5.13 Operation Support

Particular

Monitoring

Controlling

Analyzing

Managing

Directing

Particular Percentages
Strongly Agree 24.07
Agree 49.62
Neutral 20.74
Disagree 3.70
Strongly Disagree 1.85

Operating Support
60
49.62
50

40

30 24.07
20.74 Percentages
20

10 3.7 1.85
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation: The above chart shows 24.07% Strongly Agree, 49.62% Agree, 20.74
Neutral, 3.7% Disagree, 1.85% Strongly Disagree for Operating Support.
5.5.15 Product Customization

Particulars

Features

Performance

Installation

Reparability

Process

Particular Percentages
Strongly Agree 23.33
Agree 49.25
Neutral 20.74
Disagree 5.18
Strongly Disagree 1.48

Product customization
60
49.25
50

40

30
23.33
20.74 Percentages
20

10 5.18
1.48
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation : As shown in the above Graph 23.33% lies in strongly Agree category,
49.25% Agree, 20.74% Neutral, 5.18% Disagree, 1.48% Strongly Agree.
5.5.16 Customer Experience

Particular
Availability
Experience
Feedback
Customer Journey
Feeling

Particular Percentage
Strongly Agree 24.07
Agree 48.88
Neutral 21.11
Disagree 5.185
Strongly Disagree 0.74

Customer Experience
60
48.88
50

40

30 24.07
21.11 Percentage
20

10 5.185
0.74
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation: The above chart represents 24.07% Strongly Agree, 48.88% Agree, 21.11%
Neutral, 5.185% Disagree and 0.74% Strongly Disagree for Customer experience.
5.5.17 Supply Process

Particular

Market Sensitiveness

Response Time

Delivery Speed

Cost Reduction

Availability

Particular Percentage
Strongly Agree 22.22
Agree 50.74
Neutral 24.07
Disagree 2.96
Strongly Disagree 0

Supply Process
60
50.74
50

40

30 24.07
22.22
Percentage
20

10
2.96
0
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation : The above graph represents Supply Process as 22.22% Strongly Agree,
50.74% Agree, 24.07% Neutral, 2.96% Disagree and 0% Strongly Agree.
5.5.17 Customer Relationship Management

Particular
Conflict Handling
Customer loyalty
Relationship Building
Reliable Report
Gap Bridging

Particular Percentages
Strongly Agree 18.51
Agree 49.25
Neutral 24.07
Disagree 4.44
Strongly Disagree 3.7

Customer Relationship Management

60
49.25
50

40

30 24.07
18.51 Percentages
20

10 4.44 3.7
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation : The above chart represents 18.51% Strongly agree, 49.25% Agree, 24.07%
Neutral, 4.44% Disagree, and 3.7% falls under Strongly Disagree for Customer
Relationship Management.
5.2 CHI SQUARE TESTS

5.2.1 CRM and Product Satisfaction

Chi –Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 208.544a 144 .000

Likelihood Ratio 117.567 144 .948

Linear-by-Linear Association 12.442 1 .000

N of Valid Cases 53

Interpretation

H0: There is no significant Relationship between CRM and Product Satisfaction.

H1: There is a significant Relationship between CRM and Product Satisfaction.

Result:

H1 is accepted with P.value of 0.0000.

5.2.2 CRM and Service Support

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 234.438a 132 .000

Likelihood Ratio 121.450 132 .734

Linear-by-Linear
9.586 1 .002
Association

N of Valid Cases 53

Interpretation

H0: There is no significant Relationship between CRM and Service Support.

H1: There is a significant Relationship between CRM and Service support.

Result:

H1 is Accepted with P.value of 0.000.

5.2.3 CRM and Technical Support

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 234.438a 132 .000

Likelihood Ratio 121.450 132 .734

Linear-by-Linear Association 9.586 1 .002

N of Valid Cases 53

Interpretation

H0: There is no Significant Relationship between CRM and Technical Support.

H1: There is a Significant Relationship between CRM and Technical Support.

Results:

H0 is Accepted with P.value of 0.120.

5.2.4 CRM and Product Customization

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 149.733a 132 .139

Likelihood Ratio 105.511 132 .957

Linear-by-Linear
20.254 1 .000
Association

N of Valid Cases 53

Interpretation

H0: There is no Significant Relationship between CRM and Product Customization.

H1: There is a Significant Relationship between CRM and Product Customization.

Results:

H0 is Accepted with the P.value of 0.139.

5.3 CORRELATIONS

Pearson CRM Products Service Technical Product

Correlation satisfaction support support customization

Pearson
Correlation 1 .489** .429** 0.503 .624**
Sig. (2-
tailed) 0 0.001 0 0
CRM N 53 53 53 53 53

Pearson
Correlation .489** 1 .538** .668** 0.485
Sig. (2-
Products tailed) 0 0 0 0
satisfaction N 53 54 54 54 54

Pearson
Correlation .429** .538** 1 .547** .360**
Sig. (2-
tailed) 0.001 0 0 0.008
Service support N 53 54 54 54 54

Pearson
Correlation .503** .668** .547** 1** .575**
Sig. (2-
tailed) 0 0 0 0
Technical support N 53 54 54 54 54

Pearson
Correlation .624** .485** .360** .575** 1**
Sig. (2-
Product tailed) 0 0 0.008 0
customization N 53 54 54 54 54

**. Correlation is significant at the 0.01 level (2-tailed).

5.4 Regression

ANOVAa

Model Sum of Squares df Mean Square F Sig.

Regression 223.910 4 55.978 10.011 .000b

1 Residual 268.392 48 5.591

Total 492.302 52

Inference: the P.value of ANOVA Table Shows 0.000. So we accept Hypothesis.

Model Summary

Model R R Square Adjusted R Std. Error of the Change Statistics

Square Estimate
R Square F Change df1
Change

1 .674a .455 .409 2.36463 .455 10.011 4

Inference:0.409 is the adjusted R square.

Model Summary

Model Change Statistics

df2 Sig. F Change

1 48a .000
 Co-efficient

Model Unstandardised Coefficients Standardized t Sig.

Coefficients

B Std. Error Beta

(Constant) .348 3.122 .111 .912

Products satisfaction .157 .164 .144 .956 .344

1 Service support .191 .169 .150 1.129 .265

Technical support .067 .197 .055 .339 .736

product customization .532 .150 .468 3.544 .001

6. KEY FINDINGS AND CONCLUSION

6.1 Key Findings

 CRM helps in Organize all the interactions your business with its Customers.
 Ability to Spot your least and most profitable Customer.
 Monitoring and Rising the potency of the efforts create towards client services.
 CRM having an positive impact providing the best level of ROI
 CRM build trust it can influence the growth of an organization.

6.2 CONCLUSION

The current study is based on level of the Relationship with customers at Sushanth
Hoisting Systems. Some of the dissatisfaction factors which were found are in maintaining
efficient services towards the purchase of machineries. However the efforts are going
towards minimizing such errors by organizing an Training and Development Activities on
CRM. Which is looking forward to maintain and bringing errors down and establish a
Cordial relation in addition which increase the Customer Relationship and also helps in
Revenue Generating factor for Sushanth Hoisting Systems.
7.0 SUGGESTIONS

 To include best sales team in the organization by investing time and resources in
recruiting suitable people for the job.
 To have clear communication with clients build patience so that to deliver right
information to clients.
 Regularly update the training method for employee’s an absolute training will not
fetch the clients for business.
 Motivation plays vital role so always Cherish the Employee, in return it helps in
Cherishing the business.
 Make the employees ready to face new challenges. So ,that they have edge over
their Competitors.
 Prepare the employee’s to adjust and become flexible for different situations.
 Customers are the revenue generators for the business so always keep the
employee’s ready when consumers need them.
 Customer won’t afford to waste their time so always deliver them a meaningful
take away from the organization.
 A happy customer always creates additional growth to the organization. So always
keep a track on customer.
 Feedback matters a lot from customer so always ask for genuine feedback so that
the organization can alter according to customer’s need.
8.0 Support Documents

DECLARATION : I am Abhishek.S.A (Reg No:17XQCMD004) pursuing MBA at MPBIM

Bangalore. The data collected from the questionnaire will be used to submit the project report
to Bangalore University. Collected data will not be used for commercial purpose.

PARTICULARS 5 4 3 2 1
Accessibility
Personalized
Convenience
Deliverability
Reliability
Maintenance
Materials availability
Reliability
Responsiveness
Quick Repairs
Project Monitoring
Management Support
Installation
Trouble shooting
Variation
Pricing
Integration with Suppliers
Brand Positioning
Competitors
Trend
Credit facility
Cashless Transaction
Discounts
Faster Billings
On-line
Monitoring
Controlling
Analyzing
Managing
Directing
Features
Performance
Installation
Reparability
Process
Availability
Experience
Feedback
Customer Journey
Feelings
Market sensitiveness
Response Time
Delivery Speed
Cost Reduction
Availability
Conflict Handling
Customer Loyalty
Relationship Building
Reliable Report
Gap Bridging