LIST OF TABLES

S. No Table Number Table Name Page Number

1 Table-1 Gender
2 Table-2 Age
3 Table-3 Occupation
4 Table-4 Factors attracting respondents
5 Table-5 Availing Big Bazaar services
6 Table-6 Monthly Expenditure
7 Table-7 Awareness on Big Bazaar
8 Table-8 Rating on store Assistants
9 Table-9 Receiving messages for offers
10 Table-10 Aware of Customer seva desk
11 Table-11 Rating on Customer seva desk
12 Table-12 Complaints frequently faced by respondents
13 Table-13 Response on complaints
14 Table-14 Aware of Pay back card
15 Table-15 Rating on Pay back card
16 Table-16 Aware of T24 SIM card
17 Table-17 Rating on T24 SIM card
18 Table-18 Aware of Profit club card
19 Table-19 Rating on Profit club card
20 Table-20 Recommended to others
21 Table-21 Level of satisfaction
S.No Figure Figure Name Page Number
Number

1 Figure-1 Gender
2 Figure-2 Age
3 Figure-3 Occupation
4 Figure-4 Factors attracting respondents
5 Figure-5 Availing Big Bazaar services
6 Figure-6 Monthly Expenditure
7 Figure-7 Awareness on Big Bazaar
8 Figure-8 Rating on store Assistants
9 Figure-9 Receiving messages for offers
10 Figure-10 Aware of Customer seva desk
11 Figure-11 Rating on Customer seva desk
12 Figure-12 Complaints frequently faced by respondents
13 Figure-13 Response on complaints
14 Figure-14 Aware of Pay back card
15 Figure-15 Rating on Pay back card
16 Figure-16 Aware of T24 SIM card
17 Figure-17 Rating on T24 SIM card
18 Figure-18 Aware of Profit club card
19 Figure-19 Rating on Profit club card
20 Figure-20 Recommended to others
21 Figure-21 Level of satisfaction
 Chapter - I

INTRODUCTION
Customer relationship management – Definition:

Customer Relationship Management (CRM) is an approach to manage a

company's interaction with current and potential customers and it deals with acquiring
customers, selling the product to the customers, and maintaining a long term relationship with
a customer. Customer Relationship Management (CRM) is actually a tremendous step
forward in creating a system that can provide a means for retaining individual loyalty in a
world of nearly seven billion souls. CRM helps in order to understand changing nature of the
customer because customer is not what they used to be.
Customer relationship management (CRM) is a combination of people,
processes, and technology that seeks to provide understanding of customer needs, to support
a business strategy, and to build long-term relationships with customers. Successful
utilization of the integrated technology requires appropriate business processes and
organizational culture to adequately address human behavioural elements. Because it is not
simply a technology solution, success in CRM business revolves largely around people. In
order to build a clearer understanding of the content and role of the people-driven processes
of CRM, this study analyses the literature on CRM processes and people dependencies and
forms propositions about the need for people-driven processes in CRM. It emphasizes the
responsibility of executives and operational staff in making critical decisions and using
intimate communications to conduct relationship management with their customers.
Successful CUSTOMER RELATIONSHIP MANAGEMENT requires
marketing, sales and service agility of a star company to enable today’s business to outpace
their competitors in the race for customers. Managing the customer experience, maintaining a
more reliable data base, improving service operations. Fostering customer loyalty, embracing
the characteristics of high performance marketing and other related subjects. Making such a
pivot in CRM to create customer interactions that produce optimal experiences and LONG
TERM relationships must be the top mission. Above all, those experiences must be consistent
with a company’s brand promise.
The concept of customer relationship management started in the early 1970s,
when customer satisfaction was evaluated using annual surveys at that time. The trend was
followed by numerous companies and independent developers trying to maximize leads'
potential, including Tom Siebel, who designed the first CRM product Siebel Systems in
1993.Customer relationship management was popularized in 1997, due to the work of Siebel
and IBM between 1997 and 2000, leading CRM products were enriched with shipping and
marketing capabilities.
The first open-source CRM system was developed by SugarCRM in 2004.
During this period, CRM was rapidly migrating to cloud, as a result of which it became
accessible to sole entrepreneurs and small teams
Factors that affect the dependency of people-driven processes in CRM are
related to customer characteristics, the content of information, employee capabilities, and the
organizational environment. Propositions formed in this study are that the dependency on
people-driven processes in CRM is affected by
(1) Customer emotional needs, customer involvement in transaction processing, and the
dynamics of the customer needs.
(2) The need for tacit customer information.
(3) Employee experience and knowledge.
(4) The organizational culture. To build a clear understanding of the people-driven processes
of customer relationship management.
This research constructed propositions based on literature findings and
verified them through an in-depth case study. The objective is to explain the effects of
customer characteristics, the content of information, employee capabilities, and the
organizational environment on the dependence of people-driven processes in CRM.

Objectives of Customer Relationship Management:

The objective of a CRM strategy most considers a company’s specific
situation and its customers’ needs and expectations. Information gained through CRM
initiatives can support the development of marketing strategy by developing the
organization’s knowledge in areas such as identifying customer segments, improving
customer retention, improving product offerings(by better understanding customer needs),and
by identifying the organization’s most profitable customers. This research constructed
propositions based on literature findings and verified them through an in-depth case study.
The main components of CRM are building and managing customer
relationships through marketing, observing relationships as they mature through distinct
phases, managing these relationships at each stage and recognizing that the distribution of
value of a relationship to the firm.
1. To study about the services provided by the big bazaar.

2. To identify the loyalty programs implemented by Big Bazaar.

3. To know about the customer service desk (CSD) services provided by the Big
Bazaar to maintain CRM.

4. To know, what methods Big Bazaar using to maintain CRM.

5. To quickly identify, contact, attract and acquire new customers.

6. To obtain a better understanding of the customers, and their wants and needs.

7. To identify cross selling and up-selling opportunities.

8. To increase retention of existing customers through improved after sales,

service and support
9. To build a clear understanding of the people-driven processes of CRM.

10. The main objective is to explain the effects of customer characteristics, the
content of information, employee capabilities, and the organizational
environment on the dependence of people-driven processes in CRM .

Scope of the study:

The scope of the project is wide and the study is confined to the welfare
schemes in Big Bazaar. It also included the marketing and promotional aspects, the marketing
& promotional activities have been carried out at the Ameerpet branch, Hyderabad. They
have provided an opportunity to apply the financial planning process in practice &
recommending financial strategies to investor’s. It enabled to create awareness among the
investors about the right investment products, helping investors understand the risk & return
in the fund investing recommending model portfolios and selecting the right fund.

It has helped to put the learning into practice and to get a feel of the market by
interacting with the prospective investors.

Need of Customer Relationship Management :

CRM strategies can vary in size, complexity and scope. Some companies
consider a CRM strategy to only focus on the management of a team of sales people.
However, other CRM strategy can cover customer interaction across the entire
organization .many commercial CRM BIG BAZAAR product packages that are available
provide features that serve sales, marketing event management, and project management and
finance.
1. The current study intends to know the customers relationship management of Big

Bazaar.

2. To know, what methods Big Bazaar using to increase the sales .

3. To study how the customers using the loyalty programs which are provided by the

Big Bazaar.

4. To know, what made the customer to visit the mall again .

5. Companies have to increasingly pursue a customer centric competitive strategy

rather than a product centric one.

6. Customers demand constant access, immediate response & a personalized touch.

7. Focus is shifting from supply chain to demand chain effectiveness.

8. Better understanding & intelligent management of customer relationship is

essential for survival.

LIMITATIONS OF STUDY:
 1. The information collected and opinions are of customers as to what they feel. Thus the
accuracy and information collected depends upon the perception of each respondent
and circumstances involved.
2. The study has been conducted by including 50 customers. Though the sample is
highly representative of the population, it does not cover the entire market of
customers having BIG BAZAAR product policies.
3. Analysis could not draw for the entire questionnaire; only specific questions have
been analysed and interpreted.
4. Due to time constraint more information cannot be collected.

Benefits of Customer Relationship Management:

A Customer Relationship Management system may be chosen because it is

thought to provide the following advantages:

 Quality and efficiency

 Decrease in overall costs

Challenges in Customer Relationship Management:

Successful development, implementation, use and support of customer
relationship management systems can provide a significant advantage to the user, but often
there are obstacles that obstruct the user from using the system to its full potential. Instances
of a CRM attempting to contain a large, complex group of data can become cumbersome and
difficult to understand for ill-trained users. The lack of senior management sponsorship can
also hinder the success of a new CRM system. Stakeholders must be identified early in the
process and a full commitment is needed from all executives before beginning the
conversion. But the challenges faced by the company will last longer for the convenience of
their customers.

Additionally, an interface that is difficult to navigate or understand can

hinder the CRM’s effectiveness, causing users to pick and choose which areas of the system
to be used, while others may be pushed aside. This fragmented implementation can cause
inherent challenges, as only certain parts are used and the system is not fully functional. The
increased use of customer relationship management software has also led to an industry-wide
shift in evaluating the role of the developer in designing and maintaining its software.
Companies are urged to consider the overall impact of a viable CRM software suite and the
potential for good or bad in its use.
Complexity:
Tools and workflows can be complex, especially for large businesses.
Previously these tools were generally limited to simple CRM solutions which focused on
monitoring and recording interactions and communications. Software solutions then
expanded to embrace deal tracking, territories, opportunities, and the sales pipeline itself.
Next came the advent of tools for other client-interface business functions, as described
below. These tools have been, and still are, offered as on-premises software that companies
purchase and run on their own IT infrastructure.

Poor usability:
One of the largest challenges that customer relationship management
systems face is poor usability. With a difficult interface for a user to navigate, implementation
can be fragmented or not entirely complete.

The importance of usability in a system has developed over time. Customers

are likely not as patient to work through malfunctions or gaps in user safety, and there is an
expectation that the usability of systems should be somewhat intuitive: “it helps make the
machine an extension of the way I think — not how it wants me to think.”

An intuitive design can prove most effective in developing the content and
layout of a customer relationship management system. Two 2008 case studies show that the
layout of a system provides a strong correlation to the ease of use for a system and that it
proved more beneficial for the design to focus on presenting information in a way that
reflected the most important goals and tasks of the user, rather than the structure of the
organization. This “ease of service” is paramount for developing a system that is usable.

In many cases, the growth of capabilities and complexities of systems has

hampered the usability of a customer relationship management system. An overly complex
computer system can result in an equally complex and non-friendly user interface, thus not
allowing the system to work as fully intended. This bloated software can appear sluggish
and/or overwhelming to the user, keeping the system from full use and potential. A series of
1998 research indicates that each item added to an information display can significantly affect
the overall experience of the user.

Fragmentation:

Often, poor usability can lead to implementations that are fragmented —

isolated initiatives by individual departments to address their own needs. Systems that start
disunited usually stay that way: [soloed thinking] and decision processes frequently lead to
separate and incompatible systems, and dysfunctional processes.

A fragmented implementation can negate any financial benefit associated

with a customer relationship management system, as companies choose not to use all the
associated features factored when justifying the investment. Instead, it is important that
support for the CRM system is companywide. The challenge of fragmented implementations
may be mitigated with improvements in late-generation CRM systems.

Business Reputation

Building and maintaining a strong business reputation has become

increasingly challenging. The outcome of internal fragmentation that is observed and
commented upon by customers is now visible to the rest of the world in the era of the social
customer; in the past, only employees or partners were aware of it. Addressing the
fragmentation requires a shift in philosophy and mind-set in an organization so that everyone
considers the impact to the customer of policy, decisions and actions. Human response at all
levels of the organization can affect the customer experience for good or ill. Even one
unhappy customer can deliver a body blow to a business.

Some developments and shifts have made companies more conscious of the
life-cycle of a customer relationship management system. Companies now consider the
possibility of brand loyalty and persistence of its users to purchase updates, upgrades and
future editions of software.

Additionally, CRM systems face the challenge of producing viable financial

profits, with a 2002 study suggesting that less than half of CRM projects are expected to
provide a significant return on investment. Poor usability and low usage rates lead many
companies to indicate that it was difficult to justify investment in the software without the
potential for more tangible gains.

Security, privacy and data security concerns

One function of CRM is to collect information about clients. It is important

to consider the customers' need for privacy and data security. Close attention should be paid
to relevant laws and regulations. Vendors may need to reassure clients that their data not be
shared with third parties without prior consent, and that illegal access can be prevented.

A large challenge faced by developers and users is found in striking a

balance between ease of use in the CRM interface and suitable and acceptable security
measures and features. Corporations investing in CRM software do so expecting a relative
ease of use while also requiring that customer and other sensitive data remain secure. This
balance can be difficult, as many believe that improvements in security come at the expense
of system usability.

Research and study show the importance of designing and developing

technology that balances a positive user interface with security features that meet industry
and corporate standards. A 2002 study shows, however, that security and usability can coexist
harmoniously. In many ways, a secure CRM system can become more usable.

Researchers have argued that, in most cases, security breaches are the
result of user-error (such as unintentionally downloading and executing a computer virus). In
these events, the computer system acted as it should in identifying a file and then, following
the user’s orders to execute the file, exposed the computer and network to a harmful virus.
Researchers argue that a more usable system creates less confusion and lessens the amount of
potentially harmful errors, in turn creating a more secure and stable CRM system.

Technical writers can play a large role in developing content management

systems that are secure and easy to use. A series of 2008 research shows that CRM systems,
among others, need to be more open to flexibility of technical writers, allowing these
professionals to become content builders. These professionals can then gather information
and use it at their preference, developing a system that allows users to easily access desired
information and is secure and trusted by its users.

Types/variations:
Sales force automation

Sales force automation (SFA) involves using software to streamline all

phases of the sales process, minimizing the time that sales representatives need to spend on
each phase. This allows a business to use fewer sales representatives to manage their clients.
At the core of SFA is a contact management system for tracking and recording every stage in
the sales process for each prospective client, from initial contact to final disposition. Many
SFA applications also include insights into opportunities, territories, sales forecasts and
workflow automation.

Marketing

CRM systems for marketing help the enterprise identify and target potential
clients and generate leads for the sales team. A key marketing capability is tracking and
measuring multichannel campaigns, including email, search, social media, telephone and
direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue.
Alternatively, Prospect Relationship Management (PRM) solutions offer to track customer
behaviour and nurture them from first contact to sale, often cutting out the active sales
process altogether.

In a web-focused marketing CRM solution, organizations create and track

specific web activities that help develop the client relationship. These activities may include
such activities as free downloads, online video content, and online web presentations.

Customer service and support

CRM software provides a business with the ability to create, assign and
manage requests made by customers. An example would be Call centre software which helps
to direct a customer to the agent who can best help them with their current problem.
Recognizing that this type of service is an important factor in attracting and retaining
customers, organizations are increasingly turning to technology to help them improve their
clients’ experience while aiming to increase efficiency and minimize costs. CRM software
can also be used to identify and reward loyal customers which in turn will help customer
retention. Even so, a 2009 study revealed that only 39% of corporate executives believe their
employees have the right tools and authority to solve client problems.
Appointment

Creating and scheduling appointments with customers is a central activity

of most customer oriented businesses. Sales, customer support, and service personnel
regularly spend a portion of their time getting in touch with customers and prospects through
a variety of means to agree on a time and place for meeting for a sales conversation or to
deliver customer service. Appointment CRM is a relatively new CRM platform category in
which an automated system is used to offer a suite of suitable appointment times to a
customer via e-mail or through a web site. An automated process is used to schedule and
confirm the appointment, and place it on the appropriate person's calendar. Appointment
CRM systems can be an origination point for a sales lead and are generally integrated with
sales and marketing CRM systems to capture and store the interaction.

Analytics

Relevant analytics capabilities are often interwoven into applications for

sales, marketing, and service. These features can be complemented and augmented with links
to separate, purpose-built applications for analytics and business intelligence. Sales analytics
let companies monitor and understand client actions and preferences, through sales
forecasting and data quality.
 Marketing applications generally come with predictive analytics to
improve segmentation and targeting, and features for measuring the effectiveness of online,
offline, and search marketing campaigns. Web analytics have evolved significantly from their
starting point of merely tracking mouse clicks on Web sites. By evaluating “buy signals,”
marketers can see which prospects are most likely to transact and also identify those who are
bogged down in a sales process and need assistance. Marketing and finance personnel also
use analytics to assess the value of multi-faceted programs as a whole.

These types of analytics are increasing in popularity as companies

demand greater visibility into the performance of call centres and other service and support
channels, in order to correct problems before they affect satisfaction levels. Support-focused
applications typically include dashboards similar to those for sales, plus capabilities to
measure and analyse response times, service quality, agent performance, and the frequency of
various issues.

Integrated/collaborative

Departments within enterprises — especially large enterprises — tend to

function with little collaboration. More recently, the development and adoption of these tools
and services have fostered greater fluidity and cooperation among sales, service, and
marketing. This finds expression in the concept of collaborative systems that use technology
to build bridges between departments. For example, feedback from a technical support centre
can enlighten marketers about specific services and product features clients are asking for.
Reps, in their turn, want to be able to pursue these opportunities without the burden of re-
entering records and contact data into a separate SFA system.

Small business

For small basic client service can be accomplished by a contact manager

system: an integrated solution that lets organizations and individuals efficiently track and
record interactions, including emails, documents, jobs, faxes, scheduling, and more. These
tools usually focus on accounts rather than on individual contacts. They also generally
include opportunity insight for tracking sales pipelines plus added functionality for marketing
and service. As with larger enterprises, small businesses may find value in online solutions,
especially for mobile and telecommuting workers.
Social media

Social media sites like Twitter, LinkedIn, Facebook and Google Plus are
amplifying the voice of people in the marketplace and are having profound and far-reaching
effects on the ways in which people buy. Customers can now research companies online and
then ask for recommendations through social media channels, as well as share opinions and
experiences on companies, products and services. As social media is not as widely moderated
or censored as mainstream media, individuals can say anything they want about a company or
brand, positive or negative.

Increasingly, companies are looking to gain access to these conversations

and take part in the dialogue. More than a few systems are now integrating to social
networking sites. Social media promoters cite a number of business advantages, such as using
online communities as a source of high-quality leads and a vehicle for crowd
sourcing solutions to client-support problems. Companies can also leverage client stated
habits and preferences to "Hyper targeting" their sales and marketing communications.

Some analysts take the view that business-to-business marketers should

proceed cautiously when weaving social media into their business processes. These observers
recommend careful market research to determine if and where the phenomenon can provide
measurable benefits for client interactions, sales and support. It is stated that people feel their
interactions are peer-to-peer between them and their contacts, and resent company
involvement, sometimes responding with negatives about that company.

Non-profit and membership-based

Systems for non-profit and membership-based organizations help track

constituents and their involvement in the organization. Capabilities typically include tracking
the following: fund-raising, demographics, membership levels, membership directories,
volunteering and communications with individuals. Some analysts take the view that
business-to-business marketers should proceed cautiously when weaving social media into
their business processes. These observers recommend for the careful market research.

Strategy

For larger-scale enterprises, a complete and detailed plan is required to

obtain the funding, resources, and company-wide support that can make the initiative of
choosing and implementing a system successfully. Benefits must be defined, risks assessed,
and cost quantified in three general areas:

 Processes: Though these systems have many technological components, business

processes lie at its core. It can be seen as a more client-centric way of doing business,
enabled by technology that consolidates and intelligently distributes pertinent information
about clients, sales, marketing effectiveness, responsiveness, and market trends.
Therefore, a company must analyse its business workflows and processes before
 choosing a technology platform; some will likely need re-engineering to better serve the
overall goal of winning and satisfying clients. Moreover, planners need to determine the
types of client information that are most relevant, and how best to employ them.

 People: For an initiative to be effective, an organization must convince its staff that
the new technology and workflows will benefit employees as well as clients. Senior
executives need to be strong and visible advocates who can clearly state and support the
case for change. Collaboration, teamwork, and two-way communication should be
encouraged across hierarchical boundaries, especially with respect to process
improvement.

 Technology: In evaluating technology, key factors include alignment with the

company’s business process strategy and goals, including the ability to deliver the right
data to the right employees and sufficient ease of adoption and use. Platform selection is
best undertaken by a carefully chosen group of executives who understand the business
processes to be automated as well as the software issues. Depending upon the size of the
company and the breadth of data, choosing an application can take anywhere from a few
weeks to a year or more.

Implementation:
Implementation issues

Increases in revenue, higher rates of client satisfaction, and significant

savings in operating costs are some of the benefits to an enterprise. Proponents emphasize
that technology should be implemented only in the context of careful strategic and
operational planning. Implementations almost invariably fall short when one or more facets
of this prescription are ignored:

1. Poor planning: Initiatives can easily fail when efforts are limited to choosing and
deploying software, without an accompanying rationale, context, and support for the
workforce. In other instances, enterprises simply automate flawed client-facing
processes rather than redesign them according to best practices.
2. Poor integration: For many companies, integrations are piecemeal initiatives that
address a glaring need: improving a particular client-facing process or two or
automating a favoured sales or client support channel. Such “point solutions” offer
little or no integration or alignment with a company’s overall strategy. They offer a
less than complete client view and often lead to unsatisfactory user experiences.
 3. Toward a solution: overcoming siloed thinking. Experts advise organizations to
recognize the immense value of integrating their client-facing operations. In this view,
internally focused, department-centric views should be discarded in favour of
reorienting processes toward information-sharing across marketing, sales, and service.
For example, sales representatives need to know about current issues and relevant
marketing promotions before attempting to cross-sell to a specific client. Marketing
staff should be able to leverage client information from sales and service to better
target campaigns and offers. And support agents require quick and complete access to
a client’s sales and service history.

Adoption issues

Historically, the landscape is littered with instances of low adoption rates.

Many of the challenges listed above offer a glimpse into some of the obstacles that
corporations implementing a CRM suite face; in many cases time, resources and staffing do
not allow for the troubleshooting necessary to tackle an issue and the system is shelved or
sidestepped instead. Why is it so difficult sometimes to get employees up to date on rapidly
developing new technology? Essentially, your employees need to understand how the system
works, as well as understand the clients and their needs. No doubt this process is time
consuming, but it is well worth the time and effort, as you will be better able to understand
and meet the needs of your clients. CRM training needs to cover two types of information:
relational knowledge and technological knowledge.

Statistics

In 2003, a Gartner report estimated that more than $1 billion had been spent on
software that was not being used. More recent research indicates that the problem, while
perhaps less severe, is a long way from being solved. According to CSO Insights, less than
40% of 1,275 participating companies had end-user adoption rates above 90 %. Additionally,
many corporations only use CRM systems on a partial or fragmented basis, thus missing
opportunities for effective marketing and efficiency.

In a 2007 survey from the UK, four-fifths of senior executives reported that
their biggest challenge is getting their staff to use the systems they had installed. Further,
43% of respondents said they use less than half the functionality of their existing system;
72% indicated they would trade functionality for ease of use; 51% cited data synchronization
as a major issue; and 67% said that finding time to evaluate systems was a major
problem. With expenditures expected to exceed $11 billion in 2010, enterprises need to
address and overcome persistent adoption challenges.
 The amount of time needed for the development and implementation of a
customer relationship management system can prove costly to the implementation as well.
Research indicates that implementation timelines that are greater than 90 days in length run
an increased risk in the CRM system failing to yield successful results.

Increasing usage and adoption rates

Specialists offer these recommendations for boosting adoptions rates and
coaxing users to blend these tools into their daily workflow. Additionally, researchers found
the following themes were common in systems that users evaluated favourably. These
positive evaluations led to the increased use and more thorough implementation of the CRM
system. Further recommendations include

1. Breadcrumb Trail: This offers the user a path, usually at the top of a web or CRM
page, to return to the starting point of navigation. This can prove useful for users who
might find themselves lost or unsure how they got to the current screen in the CRM.
2. Readily available search engine boxes: Research shows that users are quick to seek
immediate results through the use of a search engine box. A CRM that uses a search
box will keep assistance and immediate results quickly within the reach of a user.
3. Help Option Menu: An outlet for quick assistance or frequently asked questions can
provide users with a lifeline that makes the customer relationship management
software easier to use. Researchers suggest making this resource a large component of
the CRM during the development stage.

A larger theme is found in that the responsiveness, intuitive design and overall usability of a
system can influence the users’ opinions and preferences of systems.

Researchers noted a strong correlation between the design and layout of a user interface and
the perceived level of trust from the user. The researchers found that users felt more
comfortable on a system evaluated as usable and applied that comfort and trust into increased
use and adoption.

Help menus

One of the largest issues surrounding the implementation and adoption of a CRM comes in
the perceived lack of technical and user support in using the system. Individual users — and
large corporations — find themselves equally stymied by a system that is not easily
understood. Technical support in the form of a qualified and comprehensive help menu can
provide significant improvement in implementation when providing focused, context-specific
information.
Data show that CRM users are often unwilling to consult a help menu if it is not easily
accessible and immediate in providing assistance. A 1998 case study found that users would
consult the help menu for an average of two or three screens, abandoning the assistance if
desired results weren’t found by that time.

Researchers believe that help menus can provide assistance to users through introducing
additional screen shots and other visual and interactive aids. A 2004 case study concluded
that the proper use of screen shots can significantly support a user’s “developing a mental
model of the program” and help in “identifying and locating window elements and
objects.” This research concluded that screen shots allowed users to “learn more, make fewer
mistakes, and learn in a shorter time frame,” which can certainly assist in increasing the time
frame for full implementation of a CRM system with limited technical or human support.

Experts have identified five characteristics to make a help menu effective:

 Context-specific — the help menu contains only the information relevant to the topic
that is being discussed or sought
 useful — in conjunction with being context-specific, the help menu must be
comprehensive in including all of the information that the user seeks
 obvious to invoke — the user must have no trouble in locating the help menu or how
to gain access to its contents
 non-intrusive — the help menu must not interfere with the user’s primary path of
work and must maintain a distance that allows for its use only when requested
 easily available — the information of the help menu must be accessible with little or
few steps required
 Chapter -II

RESEARCH DESIGN
(a) General Methodology:

The methodology adopted for this project was completely base on

primary information. The first stage included gathering information about the general cement

market of the two cities. That was, to find out which are major players, what is general

distribution pattern, what type of incentive schemes the different brands are using.

The second stage comprised determining the objective of the study and

drafting the questionnaire. The questionnaire was designed keeping in mind the objective of

the study. It was designed with due guidance of the company guide. It was assured that the

questionnaire didn’t exceed more than 10 questions. Keeping in mind the education level of

the respondents who were mainly dealers/retailers, the questionnaire was kept simple and

precise.

Research:

Investigation and analysis focused on a better or fuller understanding of a

subject, phenomenon or a basis law of nature instead of on a specific practical application of
the results.
Collection of data:

Generating or bringing information that has been systematically observed,

recorded, organized, categorized or defined, in such a way that logical processing and
inferences may occur.

Sampling Technique:

Sampling Technique is Random Sampling.

Sample Size:

Sample size is 50 respondents.

Methods of collecting data: The requisite data been gathered through two important sources

1. Primary Data
2. Secondary Data

1. Primary Data:

The primary data are those, which are collected afresh and for the first time,
and thus happen to be original in character. It is not recorded data. It is collected personally
interviewing the respondents through experience, observation and survey methods. It is
collected specially for a particular purpose with certain objectives in mind.

There are several methods of collecting primary data, particularly in surveys

and descriptive researches. Those are:

(i) Observation method

(ii) Interview method
(iii) Through Questionnaires
(iv) Through Schedules

The primary data collected in this survey is through questionnaires.

2. Secondary Data :
 The secondary data, on the other hand, are those which have already been
collected by someone else and which have already been passed through the statistical process.
It is already collected and recorded data by some other person for some purpose and is
available for present study.

Usually secondary data available in various publications of the central, state

are local governments, technical and trade journals, reports and historical documents and
other sources of published information.

Example: internet, textbooks, organizations annual report etc.

Research Instrument:
a) Questionnaire: For the purpose of this project, a questionnaire was designed to
collect data that consisted of close ended questions & open ended questions. A survey
technique is being used to collect the data.

Sampling Plan:

 Sampling Unit: The study was restricted to Hyderabad and Secunderabad

only. Keeping in mind the objective of the study we sampled dealers and retailers

of each and every brand. We try to explore out as many shops as could be

possible.

 Sample Size: The sample size taken for the purpose of study was around 150

respondents from Hyderabad and Secunderabad. All the respondents were chosen

randomly.

 Sampling Procedure: We try to find out almost all of the Peripherals dealers

and retailers in the market.

Analytical tools:
 The data, which was collected, was summarized and tabulated on MS-excel for

further analysis. The analysis performed was mainly comparative analysis using statistical

analytical tools. The tools that have been used are as follows:

Bar Chart

Pie Chart

Line Graph

CHAPTER-III
INDUSTRY PROFILE
Profile of Future Group:
As India’s leading multi-format retailer Future Group inspires trust
through innovative offerings, quality products and affordable prices that help customers
achieve a better quality of life every day.

Future Group comprises operating businesses in three sectors: Retail,

Allied Services and Finance. Leveraging a strong understanding and knowledge of Indian
consumer preferences, habits and aspirations, we have built some of the most respected retail
brands in the country. Our retail business across the value and lifestyle segments focuses on 4
key consumption verticals: food, fashion, general merchandise and home.

RETAIL
FINANCE

SERVICE

Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one
of India’s leading business houses with multiple businesses spanning across the consumption
space. While retail forms the core business activity of Future Group, group subsidiaries are
present in consumer finance, capital, insurance, leisure and entertainment, brand
development, retail real estate development, retail media and logistics.
Future Value Retail Limited is a wholly owned subsidiary of Pantaloon
Retail (India) Limited. This entity has been created keeping in mind the growth and the
current size of the company’s value retail business, led by its format divisions, Big
Bazaar and Food Bazaar.

The company operates 120 Big Bazaar stores, 170 Food Bazaar stores,
among other formats, in over 70 cities across the country, covering an operational retail
space of over 6 million square feet. As a focussed entity driving the growth of the group's
value retail business, Future Value Retail Limited will continue to deliver more value to
its customers, supply partners, stakeholders and communities across the country and
shape the growth of modern retail in India.

A subsidiary company, Home Solutions Retail (India) Limited, operates

Home Town, a large-format home solutions store, Collection i, selling home furniture
products and EZone focussed on catering to the consumer electronics segment.

Pantaloon Retail is the flagship company of Future Group, a business group

catering to the entire Indian consumption space. Pantaloon Retail (India) Limited, is
 India’s leading retailer that operates multiple retail formats in both the value and lifestyle
segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the
company operates over 16 million square feet of retail space, has over 1000 stores across
73 cities in India and employs over 30,000 people.

The group’s speciality retail formats include supermarket chain - Food

Bazaar, sportswear retailer - Planet Sports, electronics retailer - eZone, home
improvement chain -Home Town and rural retail chain - Aadhaar, among others. It also
operates popular shopping portal - www.futurebazaar.com.

Future Group believes in developing strong insights on Indian consumers

and building businesses based on Indian ideas, as espoused in the group’s core value of
‘Indianans.’ The group’s corporate credo is, ‘Rewrite rules, Retain values.’

FUTURE GROUP MANIFESTO

"Future" - the word which signifies optimism, growth, achievement, strength,
beauty, rewards and perfection. Future encourages us to explore areas yet unexplored, write
rules yet unwritten; create new opportunities and new successes. To strive for a glorious
future brings to us our strength, our ability to learn, unlearn and re- learn, our ability to
evolve.

We, in Future Group, will not wait for the Future to unfold itself but create
future scenarios in the consumer space and facilitate consumption because consumption is
development. Thereby, we will effect socio-economic development for our customers,
employees, shareholders, associates and partners.

Our customers will not just get what they need, but also get them where,
how and when they need. We will not just post satisfactory results, we will write success
stories. We will not just operate efficiently in the Indian economy, we will evolve it. We
will not just spot trends; we will set trends by marrying our understanding of the Indian
consumer to their needs of tomorrow. It is this understanding that has helped us succeed.
And it is this that will help us succeed in the Future. We shall keep relearning. And in this
process, do just one thing.

FUTURE GROUP VISION

 Future Group shall deliver Everything, Everywhere, Every time for Every
Indian Consumer in the most profitable manner.

FUTURE GROUP MISSION

We share the vision and belief that our customers and stakeholders shall be
served only by creating and executing future scenarios in the consumption space leading to
economic development. We will be the trendsetters in evolving delivery formats, creating
retail realty, making consumption affordable for all customer segments - for classes and for
masses. We shall infuse Indian brands with confidence and renewed ambition. We shall be
efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that
our positive attitude, sincerity, humility and united determination shall be the driving force to
make us successful.

CORE VALUES
 Indian ness: Confidence in ourselves.

 Leadership: To be a leader, both in thought and business.

 Respect and Humility: To respect every individual and be humble in our

conduct.

 Introspection: Leading to purposeful thinking.

 Openness: To be open and receptive to new ideas, knowledge and information.

 Valuing and Nurturing Relationships: To build long term relationships.

 Simplicity and Positivity: Simplicity and positivity in our thought, business and
action.

 Adaptability: To be flexible and adaptable, to meet challenges.

 Flow: To respect and understand the universal laws of nature.

FUTURE GROUP PRODUCTS AND SERVICES :

Retail

Pantaloons - Fresh fashion store BiG Bazaar - Hypermarket chain

Food Bazaar - Supermarket chain eZone - Electronics superstore

Central - Seamless department store Aadhar - Rural retail chain

Planet Sports - Sportswear retailer

Home Solutions Retail (India)Limited

Home Solutions Retail (India) Limited (HSRIL) offers complete retailing

solutions for all products and services related to home building and home improvement. The
key product categories are Consumer Durable & Electronics (CDE), Furniture, Home
furnishing & decor, Home improvement and Home services. HSRIL operates retail format
Collection-i, Furniture Bazaar, Electronics Bazaar, Home Town and e-zone.
Future Brands Limited
Future Brands Limited (FBL) has been incorporated on November, 2006
and is involved in the business of creating, developing, managing, acquiring and dealing in
consumer-related brands and IPRs (Intellectual Property Rights).
Future Media (India) Limited
Future Media (India) Limited (FMIL) was incorporated as the Group’s
media venture aimed at creation of media properties in the ambience of consumption and
thus offers active engagement to brands and consumers. FMIL offers relevant engagement
through its media properties like Visual Spaces, Print, Radio, Television and Activation.

Future Supply Chains Solutions Limited

Future Supply Chains Solutions Limited (FSCSL) has been incorporated as a
separate entity and is involved in the business of providing logistics, transportation and
warehousing services for all group companies and third-parties.

Future Axiom Telecom Limited

Future Axiom Telecom Limited is a Joint Venture with Axiom Telecom
LLC, UAE. The Company has a 50% stake in Future Axiom Telecom Limited (FATL)
which is a joint venture Company with Axiom Telecom LLC, UAE. The Company would
be engaged in sourcing and wholesale distribution of mobile handsets, accessories and in
setting up service centres for mobile handsets in India.

Pantaloon Food Product (India) Limited

Pantaloon Food Product (India) Limited ( PFPIL) was incorporated with the
object of sourcing and backward integration of food business of the Company. PFPIL has
sourcing and distribution bases at all key cities across the country.

Future Knowledge Services Limited

Future Knowledge Services Limited (FKSL) was incorporated on January,

2007 and is engaged in the business of business process outsourcing and knowledge process
outsourcing.

Future Capital Holdings Limited

Future Capital Holdings Limited (FCH) was formed to manage the

financial services business of Pantaloon Retail (India) Limited and other group entities.
FCH is one of the fastest growing financial services company in India, with presence in
Asset Advisory, Retail Financial Services and Proprietary Research. The company
operates a consumer finance retail format, Future Money and manages assets worth over
US$ 1 Billion through Indivision, Kshitij, Horizon and Future Hospitality Funds. FCH
subsidiary companies include Kshitij Investment Advisory Company Ltd., Ambit
Investment Advisory Company Ltd., and Indivision Investment Advisors Ltd.

Future General India Life Insurance Company Limited

Future General India Life Insurance Company Limited (FGILICL) was
incorporated on October 30, 2006 to establish and conduct the business of life insurance
in India, which comprises of whole life insurance, endowment insurance, double benefit
and multiple benefits insurance etc. The approval for carrying on Life Insurance
Business has been received from the IRDA in September, 2007.

FuturebazaarIndiaLimited
Future Bazaar India Limited (FBIL) is set up as the e-Retailing arm of
the Future Group for providing on-line shopping experience. Futurebazaar.com was
launched on January 2, 2007, and has emerged as one of the most popular online
shopping portals in India. It was awarded with the “Best Indian Website” award, in the
shopping category, by the PC World Indian Website Awards.

Staples Future Office Products Private Limited

Staples Future Office Products Private Limited ( SFOPPL) was

incorporated on January, 2007 and is involved in the business of dealing in all kinds of
office supplies, office equipments and products. SFOPPL is a joint venture between the
Company and Staples Asia Investment Limited (a subsidiary of Staples Inc USA). The
company’s first retail outlet opened in Bangalore in December, 2007.
 Chapter IV

COMPANY PROFILE

COMPANY PROFILE of BIG BAZAAR:

Big Bazaar

Type Public

Industry Retailing

Founded 2001

Headquarters Mumbai,Maharashtra,India

Products Department store

Revenue Rs 6000 crores (in 2011) (Big

Bazaar and Food Bazaar combined)

Employees ~ 36000 people[1]

Parent Future Group

Divisions ~ 100

Website Big Bazaar

 Big Bazaar is a chain of hypermarket in India. Currently there are 214 stores
across 90 cities and towns in India covering around 16 million sq.ft. of retail space. Big
Bazaar is designed as an agglomeration of bazaars or Indian markets with clusters offering a
wide range of merchandise including fashion and apparels, food products, general
merchandise, furniture, electronics, books, fast food and leisure and entertainment sections.

Big Bazaar is part of Future Group, which also owns the Central Hypermarket,
Brand Factory, Pantaloons, EZONE, Hometown, futurebazaar.com, KB's Fair Price to name a
few and is owned through a wholly owned subsidiary of Pantaloon Retail India Limited
(BSE:523574 523574), that is listed on Indian stock exchanges.

History:

Big Bazaar was launched in September, 2001 with the opening of its first four
stores in Calcutta,Indore,Bangalore and Hyderabad in 22 days. Within a span of ten years,
there are now 161 Big Bazaar stores in 90 cities and towns across India.

Big Bazaar was started by Kishore Biyani, the Group CEO and Managing
Director of Pantaloon Retail India. Though Big Bazaar was launched purely as a fashion
format including apparel, cosmetics, accessory and general merchandise, over the years Big
Bazaar has included a wide range of products and service offerings under their retail chain.
The current formats include Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture
Bazaar. The inspiration behind this entire retail format was from Saravana Stores, a local
store in T. Nagar, Chennai

The stores are customized to provide the feel of mandis and melas while offering
the modern retail features like Quality, Choice and Convenience. As the modern Indian
family's favourite retail store, Big Bazaar is popularly known as the "Indian Walmart".

On successful completion of ten years in Indian retail industry, in 2011, Big

Bazaar has come up a new logo with a new tag line: ‘Naye India Ka Bazaar’, replacing the
earlier one: 'Isse Sasta Aur Accha Kahin Nahin.

A PICTURE OF BIG BAZAAR

 Big Bazaar at Ameerpet, Hyderabad.
Most Big Bazaar stores are multi-level and are located in stand-alone
buildings in city centres as well as within shopping malls. These stores offer over 200,000
SKUs in a wide range of categories led primarily by fashion and food products.

Food Bazaar, a supermarket format was incorporated within Big Bazaar in

2002 and is now present within every Big Bazaar as well as in independent locations. A
typical Big Bazaar is spread across around 50,000 square feet (4,600 m 2) of retail space.
While the larger metropolises have Big Bazaar Family centres measuring between 75,000
square feet (7,000 m2) and 160,000 square feet (15,000 m2), Big Bazaar Express stores in
smaller towns measure around 30,000 square feet (2,800 m2).

Big Bazaar has the facility to purchase products online through its official
web page, and offers free shipping on some of their products.

Innovations:

Wednesday Bazaar

Big Bazaar introduced the Wednesday Bazaar concept and promoted it as

“Hafte Ka Sabse Sasta Din”. It was mainly to draw customers to the stores on Wednesdays,
when least number of customers are observed. According to the chain, the aim of the concept
is "to give homemakers the power to save the most and even the stores in the city don a fresh
look to make customers feel that it is their day".

Sabse Sasta Din

With a desire to achieve sales of Rs 26 Crore in a one single day, Big

Bazaar introduced the concept of "Sabse Sasta Din". The idea was to simply create a day in a
year that truly belonged to Big Bazaar. This was launched on January 26, 2006 and the result
was exceptional that police had to come in to control the mammoth crowd. The concept was
such a huge hit that the offer was increased from one day to three days in 2009 (24 to 26 Jan)
and to five days in 2011 (22-26 Jan).

Maha Bachat

Maha Bachat was started off in 2006 as a single day campaign with
attractive promotional offers across all Big Bazaar stores. Over the years it has grown into a 6
days biannual campaign. It has attractive offers in all its value formats such as Big Bazaar,
Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering to the entire needs of a
consumer.

The Great Exchange Offer

On February 12, 2009 Big Bazaar launched "The Great Exchange Offer",
through with the customers can exchange their old goods in for Big Bazaar coupons. Later,
consumers can redeem these coupons for brand new goods across the nation.

Timeline:

2001

 Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad

2002

 Big Bazaar - ICICI Bank Card is launched.

 Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai
at High Street Phoenix

2003

 Big Bazaar enters Tier II cities with the launch of the store in Nagpur
 Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2004

 Big Bazaar wins its first award and national recognition. Big Bazaar and Food
Bazaar awarded the country’s most admired retailer award in value retailing and food
retailing segment at the India Retail Forum
 A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10
million turn over on a single day.

2005

 Initiates the implementation of SAP and pilots a RFID project at its central
warehouse in Tarapur
  Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting
customers to exchange household junk at Big Bazaar
 Electronic Bazaar and Furniture Bazaar are launched
 Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card
program to reward its loyal customers.

2006

 Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367
shopping bill. The Sangli farmer becomes Big Bazaar’s largest ever customer.
 Big Bazaar launches Shakti, India’s first credit card program tailored for housewives
 Navaras – the jewellery store launched within Big Bazaar stores

2007

 The 50th Big Bazaar store is launched in Kanpur

 Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping
portal
 Big Bazaar initiates the "Power of One" campaign to help raise funds for the Save
The Children India Fund
 Pantaloon Retail wins the International Retailer of the Year at US-based National
Retail Federation convention in New York and Emerging Retailer of the Year award at the
World Retail Congress held in Barcelona.

2008

 Big Bazaar becomes the fastest growing hypermarket format in the world with the
launch of its 101st store within 7 years of launch
 Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar

2009
 Big Bazaar joins the league of India’s Business Super brands. It is voted among the
top ten service brands in the country in the latest Pitch-IMRB international survey
 Big Bazaar initiated the Mega Saving "Monthly Bachat Bazaar" campaign, to
provide exceptional deals on groceries and food items during the first week of every
month.
2010

 Big Bazaar opens its second store in Assam at Tinsukia

 Big Bazaar initiates Maha Annasantarpane program at its stores in South India – a
unique initiative to offer meals to visitors and support local social organizations

2011
 Big Bazaar captures almost one-third share in food and grocery products sold
through modern retail in India
 Mahendra Singh Dhoni and Asin, youth icons of India, were chosen as the brand
ambassadors of Big Bazaar

2012
 Big Bazaar announced the launch of 'The Great Exchange Offer'
 Formed a joint venture with Hidesign to launch Holii, a new brand of handbags,
laptop bags and other accessories.

2013

 Future Value Retail Limited is formed as a specialized subsidiary to spearhead the

group’s value retail business through Big Bazaar, Food Bazaar and other formats.
 Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year.
Adjudged the Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi
Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop

2014
 Big Bazaar connects over 30,000 small and medium Indian manufacturers and
entrepreneurs with around 200 million customers visiting its stores
 Big Bazaar opens its third store in Kanpur atZ Square Mall

2015

 Big Bazaar opens its fourth store in Kanpur at Jajmau which is the largest leather
tannery garrison of Asia
 Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge
exercise
  Ranked 6 among the Top 50 Service Brands in India.

2016

 Big Bazaar forays into the rural wholesale and distribution business through
‘Aadhaar Wholesale’ store at Kalol,Gujarat.
 Big Bazaar has come up a new logo with a new tag line: ‘Naye India Ka Bazaar’.
 200th store opened in India

2017
 Future Group has launched its latest venture, Food hall – a premium food destination
across 10 metros in India.
 For the convenience of the online customers, Big Bazaar has started free shipping on
all orders above Rs.1000
 Entered into an agreement with Hindustan Unilever to co-develop and co-brand
bakery products, which would be sold exclusively at Big Bazaar stores.

2018

 Big Bazaar entered into a five year multi-million dollar deal with Cognizant
Technology Solutions for IT infrastructure services that support Future Group's network
of stores, warehouses, offices, and data centres.
 Partnered with Disney to launch "Kids Cookies", exclusively for kids across India.
 Big Bazaar is planning to add further value to its retail services by offering Value
added services like grinding, de-seeding, vegetables cutting at free of cost.
 CHAPTER- V
Review of Literature

Review of Literature on CRM:

Customer relationship management has been defined as a business
approach that integrates people, processes, and technology to maximise relationships
with customers. Moreover, it has been stated that customer relationship
management characterises a management philosophy that is a complete orientation
of the company toward existing and potential customer relationships.
Mueller (2010) characterises customer relationship management aspect of the
business as a highly dynamic, and convincingly argues that businesses have to adopt
a proactive approach in devising relevant programs and initiatives in order to remain
competitive in their industries.

Sinkovics and Ghauri (2009) relate the necessity for engaging in

customer relationship management to high cost of direct sales, highly intensifying
level of competition in the global level, and need for information about various
aspects of the business in general, and consumer behaviour in particular, that can be
used to increase the levels of sales.

Peppers and Rogers (2011), there is global tendency in customer

relationship management that relates to the shift from transactional model towards
the relationship model. In other words, Peppers and Rogers (2011) argue that
satisfying customer needs as a result of on-time transaction is not sufficient today in
order to ensure the long-term growth of the businesses.

A global approach towards the issues of customer relationship

management is adopted by Raab et al (2008) in “Customer relationship
management: a global perspective”. The value of this specific work to the proposed
research can be explained in a way that it will allow the comparison of customer
relationship management principles to the similar principles exercised by other
multinational retailers in a global marketplace.
 Bhatia’s (2008) work, “Retail Management” is also going to be used
in the proposed study due to the significance of the contribution of the work to the
research area. Bhatia (2008) offers in-depth discussions related to the use of loyalty
cards by retailers, and this represents a comprehensive analysis of the issue in the
secondary data.

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.
ABSTRACT:
Large corporations invest huge amounts of money, time, and
resources in CRM solutions. CRM is a modern business and management concept
which focuses on customer. Customer is one of the important resources for the
development of enterprise. For the enterprises, efficient organization and planning of
their own resources can help them to achieve long-term development. Customer
relationship management (CRM) is a widely implemented strategy for managing a
company’s interactions with customers, clients and sales prospects. This paper is an
overview on success factors that could facilitate successful implementation of CRM.
The background of literature on managing customer relationships and creating value
showed that there is a link between customer relationships and critical success
factors (CSF).
Keywords: Customer relationship management (CRM), critical success factors (CSF)
INTRODUCTION:
In the fast changing world we are currently living in with new ways of
communication, the needs of the customers are changing as well. With the
acceleration of global economic integration process, the markets today have changed
from the production and sales oriented marketing to customer oriented marketing.
In this situation, the vital factor to enhance the corporation’s competitive powers is
customer relationship, like Peter Drucker said: The business of business is getting
and keeping customers. Till 1999, Gartner Group first put forward the “Customer
Relationship Management to a marketing concept, and then the CRM has become a
complete set of management theory system.
The reasons which cause the emergence of CRM can be analysed
from three factors below:
 Pull of Demand
 Push of Technology
 Update of Management Concept

Pull of Demand:
In recent years, many enterprises have paid more attention to the
informationization to achieve good economic benefits, but in the process of
implementation, most of the enterprises have to face a common problem. The
problem is the level of informationization in sales, marketing and service cannot
adapt to the requirements of business development. Therefore, more and more
enterprises start to realize the need to advance and enhance the automation and
scientification in normal business life.

Push of Technology:
With the high development of Computer Technology,
Telecommunication Technology and Network Applications, the process of CRM‟s
development has also accelerated. Because the development of Information
Technology makes the application of information become possible in the following:
 Customers can access the enterprise and do business by telephone, fax, network
and other technical ways.
 All the employees who deal with customers can fully know the customer
relationship, trade with the customers based on their demands, understand how to
do the vertical and horizontal marketing with customers and record the customers‟
information.

Update of Management Concept:

In this era of change and innovation, one step ahead the competitor
could mean success, and a new management concept could help the enterprise to
take the winning step. In the process of developing the management concept, with
the evolution of the marketing environment and thinking, the concept has gone
through five stages: product oriented period, sales oriented period, profit oriented
period, marketing oriented period and customer oriented period.

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.

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

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

1.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.

2.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.

 Database driven: In this interaction contacting customers is through

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. 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.

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.

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:

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

as a Somewhat Satisfied Customer.

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

Dissatisfied Customer

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. 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.

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.

If we discuss about Hyderabad 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 behaviour of the students

 Chapter VII
DATA ANALYSIS AND INTERPRETATION

1. Age group of respondents

Table-1: age

Age group No of respondents Percentage

17-25 36 18%
25-35 70 35%
35-45 56 28%
Above 45 38 19%
Total 200 100%

Figure-1: Age group

 67.50%

Male
Female

32.50%

Interpretation:

From the above analysis, 18% respondents are in 17-25 age group, 35%
respondents are in 25-35 age group, 28% respondents are in 35-45 age group and 19%
respondents are in above 45 age group.

1. Respondents Gender

Table-2: gender

Gender No of respondents Percentage

Male 65 32%

Female 135 68%

Total 200 100%

Figure-2: Gender
 10.50%

Student
55.50%
16.50% Business
Job Holders
House holders

17.50%

Interpretation:
From the above analysis, 32% are male and 68% are female.

2. Occupation of respondents

Table-3: Occupation

Occupation No of respondents Percentage

Student 35 17%

Business 33 16%

Job Holders 21 11%

Householders 111 56%

Total 200 100%

Figure-3: Occupation of Respondents

 15.50%

28.00%

Low price
Good Quality
17.00%
Service
Offers
Discounts

21.50%
18.00%

Interpretation:

From the above analysis, 17% respondents are students, 16% respondents are
Business People, 11% respondents are Job Holders and 56% respondents are
Households.

3. Factors attracting respondents to came to Big Bazaar

Table-5: Factors attracting Respondents

Factors No of respondents Percentage

Low price 36 18%

Good Quality 32 17%

Service 31 15%

Offers 56 28%

Discounts 43 22%

Total 200 100%

Figure-3: Factors attracting Respondents

 21.00%

28.00% Less than 1 year

1-2 years
2-3 years
Above 3 years
35.00%

16.00%

Interpretation:

From the above analysis, 18% respondents are attracted for low price,17%
respondents are attracted for good quality, 15% respondents are attracted for
service,28% respondents are attracted for offers and 22% respondents are attracted for
Discounts.

4. Respondents availing the Big Bazaar services

Table-5: Availing Big Bazaar Services

How Long No of respondents Percentage

Less than 1 year 32 16%

1-2 years 56 28%

2-3 years 42 21%

Above 3 years 70 35%

Total 200 100%

Figure-5: Availing Big Bazaar Services

 27.00%

less than 500

less than 1000
26.00% less than 2500
21.00%
less than 5000
above 5000

13.00% 13.00%

Interpretation:

From the above analysis, 16% respondents are availing the big bazar services less
than 1 year, 28% respondents are availing the big bazar services 1-2 years, 21%
respondents are availing the big bazar services 2-3 years, 35% respondents are
availing the big bazar services above 3 years.

5. Respondents monthly expenditure at Big Bazaar

Table-6: Monthly Expenditure

Expenditure No of respondents Percentage

Less than 500 26 13%

Less than 1000 42 21%

Less than 2500 54 27%

Less than 5000 52 26%

Above 5000 26 13%

Total 200 100%

Figure-6: Monthly Expenditure

 16.50%

5.50%
TV Advertisements
Hoardings
Newspapers
21.00%
Family/Friends
suggestions
41.50% Pamphlet
others
3.00%
12.50%

Interpretation:

From the above analysis, 13% respondents monthly expenditure is less than 500, 21%
respondents monthly expenditure is less than 1000, 27% respondents monthly
expenditure is less than 2500, 26% respondents monthly expenditure is less than
5000and 13% respondents monthly expenditure is above 5000.

6. Awareness source about Big Bazaar

Table-7: Awareness on Big Bazaar

Source No of respondents Percentage

TV advertisements 83 41%
Hoardings 11 5%
News Papers 33 17%
Family/Friends 42 21%
Suggestions
Pamphlet 25 13%
Others 6 3%
Total 200 100%

Figure-8: Awareness on Big Bazaar

 No of respondents

44.50%
Excellent
Good
Average
17.00% Satisfied
Unsatisfied

11.00%
18.50%
9.00%

Interpretation:

From the above analysis, 41% respondents are attracted by TV advertisements,

5% respondents are attracted by Hoardings, 17% respondents are attracted by
Newspapers, 21% respondents are attracted by family/Friends Suggestions, 13% are
attracted by pamphlets and 3% are attracted by others.

7. Rating of store assistant’s

Table-8: Rating

Rating of store assistant’s No of respondents Percentage

Excellent 37 18%
Good 34 17%
Average 89 45%
Satisfied 22 11%
Unsatisfied 18 9%
Total 200 100%

Figure-8: Rating on store Assistants

 No of respondents

44.50%
Excellent
Good
Average
17.00% Satisfied
Unsatisfied

11.00%
18.50%
9.00%

Interpretation:

From the above analysis, 18% respondents are excellent, 17% respondents are good,
45% respondents are average,11% respondents are satisfied and 9% respondents are
unsatisfied for the Store Assistant’s service.

8. Receiving messages for offers

Table-9: Receiving Messages

Receiving Messages No of respondents Percentage

Yes 112 56%
No 40 20%
Sometimes 48 24%
Total 200 100%

Figure-9: Receiving Messages

 20.00%

56.00% Yes
No
Sometimes

24.00%

Interpretation:
From the above analysis, 56% respondents are receiving message, 20%
respondents are not receiving messages and 245 respondents are receiving
messages sometimes.

9. Aware of Customer Seva Desk

Table-10: Awareness

Aware of CSD No of respondents Percentage

Yes 168 84%
No 32 16%
Total 200 100%

Figure-10: Awareness
 33.00%

Excellent
Good
Average
28.50% 17.00% Satisfied
Unsatisfied

14.00%
7.50%

Interpretation:

From the above analysis, 84% respondents are aware of Customer Seva Desk
and 16% are not aware of Customer Seva Desk.

10. Rating of Customer Seva Desk

Table-11: Rating

Rating of store assistant’s No of respondents Percentage

Excellent 28 14%
Good 34 17%
Average 66 33%
Satisfied 57 28%
Unsatisfied 15 8%
Total 200 100%

Figure-11: Rating
 Interpretation:

From the above analysis, 14% respondents are excellent, 17% respondents are good,
33% respondents are average, 28% respondents are satisfied and 8% respondents are
unsatisfied for the Customer Seva Desk.

11. Complaints frequently faced by respondents

Table-12: Complaints
Complaints No of respondents Percentage
Mismatching of price 38 19%
Size problem of 84 42%
merchandise
Damage of Merchandise 35 17%
Others 43 22%
Total 200 100%

Figure-12: Complaints
 42.00%

17.50% Mismatching of price

Size problem of
merchandise
Damage of merchandise
Others

21.50%
19.00%

Interpretation:
From the above analysis, 19% respondents are complaint on mismatching of price,
42% are complaint on Size problem of the merchandise, 17% respondents are complaint on
damage of merchandise and 22% are complaint on others.

12. Response for Complaints

Table-13: Response about the complaints

Response on Complaints No of respondents Percentage

Excellent 21 10%
Good 27 14%
Average 70 35%
Satisfied 62 31%
Unsatisfied 20 10%
Total 200 100%

Figure-13: Response on Complaints

 77.50%

Yes
No

22.50%

Interpretation:

From the above analysis, 10% respondents are excellent, 14% respondents are good,
35% respondents are average, 31% respondents are satisfied and 10% respondents are
unsatisfied for the response on the complaints.

13. Respondents aware of Pay Back Card

Table-14: Aware of Pay Back card

Aware of Pay Back Card No of respondents Percentage

Yes 155 77%
No 45 23%
Total 200 100%

Figure-14: Aware of Pay Back Card

 46.45%

Excellent
Good
19.35% Average
Satisfied
Unsatisfied

16.13% 18.06%

Interpretation:

From the above analysis, 77% respondents are aware of Pay Back Card and 23%
respondents are not aware of Pay Back Card.

14. Respondents rating for Pay Back Card

Table-15: Rating for Pay Back card

Rating for Pay Back Card No of respondents Percentage

Excellent 28 18%
Good 72 47%
Average 30 19%
Satisfied 25 16%
Unsatisfied 0 0%
Total 155 100%

Figure-15: Rating for Pay Back card

 60.50%
Yes
No
39.50%

Interpretation:
From the above analysis, 18% respondents are excellent, 47% respondents are
good, 19% respondents are average, 16% respondents are satisfied and 0%
respondents are unsatisfied for the Pay Back Card.

15. Respondents aware of T24 SIM Card

Table-16: Aware of T24 SIM Card

Aware of T24 SIM Card No of respondents Percentage

Yes 121 60%
No 79 40%
Total 200 100%

Figure-16: Aware of T24 SIM Card

 32.23%
39.67% Excellent
Good
Average
Satisfied
Unsatisfied

1.65%
14.88%
11.57%

Interpretation:

From the above analysis, 60% respondents are aware of T24 SIM card and
40% respondents are not aware of T24 SIM card.

16. Respondents rating for T24 Services

Table-17: Rating for T24 Services

Rating for Pay Back Card No of respondents Percentage

Excellent 14 11%
Good 48 40%
Average 39 32%
Satisfied 18 15%
Unsatisfied 2 2%
Total 121 100%

Figure -17: Rating for T24 services

 56.00%
Yes
No
44.00%

Interpretation:
From the above analysis, 11% respondents are excellent, 40% respondents are
good, 32% respondents are average, 15% respondents are satisfied and 2%
respondents are unsatisfied for the T24 SIM Card service.

17. Respondents awareness about Profit Club Card

Table-18: Awareness on Profit Club card

Aware of Profit Club Card No of respondents Percentage

Yes 155 77%
No 45 23%
Total 200 100%

Figure-18: Awareness on Profit Club card

 25.00%

Excellent
Good
34.09%
Average
18.18% Satisfied
Unsatisfied

13.64%
9.09%

Interpretation:
From the above analysis, 44% respondents are aware of Profit Club Card and
56% are not aware of Profit Club card.

18. Respondents rating on Profit Club Card

Table-19: Rating on Profit Club Card

Rating for Profit Club Card No of respondents Percentage

Excellent 12 14%
Good 16 18%
Average 22 25%
Satisfied 30 34%
Unsatisfied 8 9%
Total 88 100%

Figure-19: Rating on Profit Club Card

 2.50%

55.00% Yes
No
42.50% Sometimes

Interpretation:
From the above analysis, 14% respondents are excellent, 18% respondents are good,
25% respondents are average, 34% respondents are satisfied and 9% respondents are
unsatisfied for the Profit Club Card service.

19. Respondents recommend to others

Table-20: Recommended to Others

Recommend No of Respondents Percentage

Yes 85 42%
No 5 3%
Sometimes 110 55%
Total 200 100%

Figure-20: Recommended to Others

 48.50%
Extemely satisfied
Satisfied
Dissatisfied
42.50% Extremely dissatisfied

9.00%

Interpretation:

From the above analysis, 42% respondents are recommended to others, 3%

respondents are not recommended to others and 55% respondents are recommending
to others for sometimes.

20. Respondents Level of Satisfaction on Big Bazaar

Table-21: Level of Satisfaction

Level of satisfaction No of respondents Percentage
Extremely satisfied 85 42%
Satisfied 97 49%
Dissatisfied 18 9%
Extremely Dissatisfied 0 0%
Total 200 100%

Figure-21: Level of Satisfaction

Interpretation:
From the above analysis, 42% respondents are extremely satisfied, 49% respondents
are satisfied, 9% respondents are dissatisfied, 0% respondents are extremely
dissatisfied and 9% respondents are unsatisfied for the overall satisfaction level of Big
Bazaar.
 FINDINGS
 65% of customers are satisfied with the
membership card.
 21% of customers are satisfied with T24sim
loyalty programme.
 55% of customers are satisfied with the
response towards complaints.
 72% 0f customers are satisfied with the helpline
facilities provided by CSD.
 60% 0f customers are satisfied with the
available products of Bigbazaar.
SUGGESTIONS
 Make the branded products available for the
customers.
 Providing the service in time and fullfil the
customers need.
 Providing more information about T24sim.
 Provide more staff to assist the customer.
 Questionnaire
Respected sir/madam,
Please spare some time to this survey The survey will
help us to gather more information to make our project
Name:……………. . Gender:………………
Age:……………. Occupation:……………..

1) What made you to be aware of Big Bazaar?

A)Print Media B)Electronic Media C)Friends D)Others

2) How would you rate the available products in Big Bazaar?

A)Excellent B)Good C)Average D)Poor

3) Why did you prefer the Big Bazaar?

A)Customer service B)price C)Available of products D)Quality

4) State the level of help line facilities provided by customer service desk in Big
Bazaar?
A)ExcellentB)GoodC)Average D)Poor

5) How is the response towards the complaints?

A)Excellent B)Good C)Average D)Poor

6) State the level of performance and experience of the service provided by Big
Bazaar?
A)ExcellentB)GoodC)Average D)Poor

7) What is your opinion about MENBERSHIP Card?

A)Excellent B)Good C)Average D)Poor

8). Do you have T24 SIM, is it useful to you?

A)Yes, it is beneficial B)Yes, it is not good C)NO

9).Are you satisfied with the following services provided by Big Bazaar?
Services YES NO
Baggage counter
Free gift counter
Parking area

10).What is your overall experience in Big Bazaar?

A)Highly satisfied B)Satisfied C)Dissatisfied
 C HAPTER 6

 QUESTIONNAIRE

BIBLIOGRAPHY

BIBILIOGRAPHY

BIBLIOGRAPHY
• Marketing Management
- Philip Kotlar
• Research Methodology
 - C. R. Kothari
• Retail Marketing
- J.A.Lamba
• Customer Relationship Management
- Jagdish and Seth

Websites:
• www.futuregroup.co.in
• www.google.com
• www.businessline.com
• WWW.FUTUREBYTES.COM
• WWW.PANTHALOONS.COM
• www.bigbazaar.com