Identification of Parameters for Customer Satisfaction

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Identification of Parameters for Customer Satisfaction

  1. 1. SUMMER INTERNSHIP PROJECT REPORT ON “Identification of Parameters for Customer Satisfaction” UNDERTAKEN AT: SUBMITTED BY: Riya Adhikari, PGPM, 1st year, Globsyn Business School. Company Guide: Mr Anirban Banerjee Academic Mentor: Prof Susmita Chatterjee
  2. 2. 2 | P a g e Acknowledgement It gives me immense pleasure in presenting my Summer Internship Project report on “Identification of Parameters for Customer Satisfaction” which I undertook while undergoing my summer training at TNS. I would like to take this opportunity to express my sincere gratitude towards all those who have shared their expertise and knowledge with me during my summer internship program and helped me complete this project. First and foremost, I would like to thank Mr Avijit Dasgupta, Regional Manager of TNS India and Mr Tamal Mukherjee, Kolkata Branch Head of TNS India, for giving me the opportunity of doing my internship from TNS. I would like to express my deepest thanks to Mr Anirban Banerjee and Ms Rebecca Chowdhury, my company guides, for their constant aid and support throughout the span of my internship. I would also like to thank the entire staff of TNS India, Kolkata Branch, for their valuable support and co-operation. I thank Prof Susmita Chatterjee, faculty member at Globsyn Business School and my academic mentor, for guiding me towards the completion of this project. Last but not the lease, I would like to thank all the respondents who gave me their valuable time and allowed me to collect the required information from them. Dated: 12-07-2013 RIYA ADHIKARI
  3. 3. 3 | P a g e Approval of Industry Guide This is to certify that Miss RIYA ADHIKARI, a student of GLOBSYN BUSINESS SCHOOL, Kolkata, bearing Enrolment No. 010111012, was a summer intern at TNS India Pvt Ltd. for a period of eight weeks. Her project entitled “Identification of Parameters for Customer Satisfaction” was done under my guidance. It was submitted in partial fulfilment of the requirements for the award of the degree of POST GRADUATE PROGRAM IN MANAGEMENT to GLOBSYN BUSINESS SCHOOL, Kolkata in record of bona-fide training carried out by her. ANIRBAN BANERJEE Operations Manager TNS India Pvt Ltd.
  4. 4. 4 | P a g e Approval of Academic Mentor This is to certify that Miss RIYA ADHIKARI, bearing Enrolment No. 010111012, has carried out the project report entitled “Identification of Parameters for Customer Satisfaction” for the award of Post Graduate Program in Management from GLOBSYN BUSINESS SCHOOL, Kolkata under my supervision. The project report embodies results of original work and studies carried out by the student herself and the contents of the project report do not form the basis for the award of any other degree to the candidate or to anyone else. SUSMITA CHATTERJEE Assistant Professor Globsyn Business School, Kolkata
  5. 5. 5 | P a g e Declaration I do hereby declare that this project entitled “Identification of Parameters for Customer Satisfaction” is my own and original work. In keeping with the norms and guidelines of TNS, clients name has not been mentioned anywhere in this project report. The project has been done for fulfilling the requirements of Post Graduate Program of Management as a Summer Internship Project. It has been submitted only to TNS India and Globsyn Business School. RIYA ADHIKARI Enrolment No. 010111012 Globsyn Business School
  6. 6. 6 | P a g e Content Table INTRODUCTION....................................................................................................................8 EXECUTIVE SUMMARY…………………………...……………………………….8 INTRODUCTION TO CUSTOMER SATISFACTION…………………..….………9 COMPANY PROFILE…………………………………………….…………..….….…10-12 OBJECTIVE OF THE PROJECT...…………………………..……………..………....…13 CUSTOMER SATISFACTION OF A LEADING CAR MANUFACTURER……....…14 RESEARCH DESIGN…………………………………………………………...…..14 QUESTIONNAIRE………………………………………………………..……..15-21 PRESENTATION AND ANALYSIS OF DATA……………………….………22-30 FINDINGS……………………………….……………………………….………31-32 SUMMARY AND CONCLUSION…………………………………………………33 CUMTOMER SATISFACTION OF A MULTINATIONAL FOOD PRODUCT MANUFACTURER…………………………………………………………….……....…..34 RESEARCH DESIGN…………………………………………………….…..…..…34 QUESTIONNAIRE………………………………………………………..…......35-39 PRESENTATION AND ANALYSIS OF DATA………………………………..40-46 FINDINGS………………………………………………………………….…….47-48 SUMMARY AND CONCLUSION…………...…………………………………49-50 BIBLIOGRAPHY…………………………………………………………………..…........51
  7. 7. 7 | P a g e Table of Figure and Graphs TABLES…………………………………………………………….….22-49 1……………………………………………………………………………..22 2………………………………….………………………………………….23 3……………………………………………………………………………..24 4…………………………………………………………………….……….25 5……………………………………………………………………………..26 6……………………………………………………………………………..27 7………………………………………………………………………….….28 8……………………………………………………………………………..29 9……………………………………………………………………………..30 10……………………………………………………………………………40 11……………………………………………………………………………41 12……………………………………………………………………………42 13……………………………………………………………………………43 14……………………………………………………………………………44 15……………………………………………………………………………45 16……………………………………………………………………………46 17……………………………………………………………………………49 GRAPHS………………………………………………………………..22-49 1…………………….……………………………………………………….22 2……………………………………………………………………………..23 3……………………………………………………………………………..24 4……………………………………………………………………………..40 5……………………………………………………………………………..41 6……………………………………………………………………………..42 7……………………………………………………………………………..43 8……………………………………………………………………………..44 9……………………………………………………………………………..45 10……………………………………………………………………………46 11……………………………………………………………………………49
  8. 8. 8 | P a g e Executive Summary Project Title: “Identification of Parameters for Customer Satisfaction” Area of work: Kolkata Name of the organisation: TNS India. Duration: 2 months Project done by: Riya Adhikari
  9. 9. 9 | P a g e Introduction to Customer Satisfaction Measurement What is satisfaction? Simply stated, satisfaction is a feeling. It is the customer’s response to the fulfilment of their wishes, expectations and needs. It is a short term attitude that can change overtime with changing circumstance. Satisfaction normally has thresholds at both lower and upper level. When customer’s needs are not fulfilled, it can result in dissatisfaction. Similarly, over fulfilment may also lead to customer dissatisfaction. A Basic Satisfaction Model: Performance: How well the product/service whose satisfaction is being measured actually performs or is perceived to perform. Comparison Standard: How well competition of that product/service performs. Disconfirmation of Standard: Evaluation of the “performance” based on the “Comparison Standards” Satisfaction: Based on the able evaluation, the feeling of satisfaction/dissatisfaction is reached. Outcome: May involve repurchase of the said product, word-of-mouth, complaint etc. Performance Comparison Standard Disconfirmation of Standard Satisfaction Outcomes
  10. 10. 10 | P a g e Customer Satisfaction Measurement System: Customer Satisfaction can be measured through the following measurement systems.  Quantitative Measurement System  Periodic Surveys  Qualitative Measurement System  Customer Comments  Inspection System  Inspection  Mystery Shoppers Customer Satisfaction Measurement Process: i. Identify Customer Segments ii. Identify Attributes and Dimensions iii. Measure Current Perceptions iv. Analyse and Present the Results v. Determine Strategically Important Dimensions and Determine Priorities Satisfaction Measures:  Direct Measures  comment cards  complaints  surveys of customers  Indirect Measures  number of repeat customers  mystery shoppers  sales trends
  11. 11. 11 | P a g e Company Profile Taylor Nelson Sofres (TNS) is a leading Market Research firm with its headquarters in London, UK. TNS was acquired by WPP Group, the world’s largest advertising company by revenue, in 2008 and brought under the portfolio of the Kantar Group. Kantar Group is the Market Research wing of WPP plc and it is the world’s largest insight, information and consultancy network. Along with TNS, other leading Market Research firms, such as Millward Brown, IMRB International also form a part of the Kantar Group. History of TNS The functioning of TNS as a market research firm began in 1946 with the establishment of National Family Opinion (NFO) in USA. Since then several major mergers and acquisitions involving companies such as Intersearch (USA), AGB (UK), Sofres (France), FSA (Australia) and Taylor Nelson (UK) lead to the formation of the Taylor Nelson Sofres Group. TNS Group continued to grow through the 80s and 90s, mainly by acquiring small research companies. In 2008 TNS was in talks to acquire German market research firm GfK. But the merger was unsuccessful and ultimately in 2008, TNS was acquired by the WPP Group for $1.93bn.
  12. 12. 12 | P a g e Main operation of TNS TNS specialises in market research of the following sectors mainly:  Automotive  Customer Durables  Finance  Healthcare  Media  Technology Some of the major clients: Financial performance Before TNS was bought by WPP and merged into the Kantar group, it was the 3 largest market research firm with sales amounting to USD 1,850 million as of 2007. The Operating income and Profit in the same year was £ 102.7 million and £ 58.5 million respectively. After the merger, Kantar Group became the second largest market research firm in the world with sales of USD 2,000 million. Current operations TNS is currently headed by Eric Salama, CEO of both TNS and Kantar Group. Mike Gettle is the CFO and COO of TNS. It now has operations in over eighty countries of the world, divided into four major division of North America, Europe, Asia Pacific and emerging economies.
  13. 13. 13 | P a g e Objective of the project The objective of the project is to understand the parameters that lead to customer satisfaction. The project is divided into two sections: 1) CUSTOMER SATISFACTION OF A LEADING CAR MANUFACTURER: This is the first section in which we try to understand the parameters leading to customer satisfaction among hatchback car owners. The cars considered in this study were Honda Brio, Toyota Etios Liva, Volkswagen Polo, Chevrolet’s Sail-UVA, Hyundai i20, Nissan Micra and Maruti Swift. Since it is against TNS’ policies to disclose the client’s name, so the leading car manufacturer’s name will not be mentioned. Instead we will consider it to be “Client Brand”. We will study how well this Client Brand’s recently launched hatchback car, fairs when compared to its competitors in terms of Customer Satisfaction. For this project primary data was collected through one-on-one interview of the above mentioned car owners using a structured questionnaire. 2) CUSTOMER SATISFACTION OF A MULTINATIONAL FOOD PRODUCT MANUFACTURER: In the second section we study the customer satisfaction of a multinational food product corporation. Here too, since the clients name cannot be disclosed be will take it as Client Company. In this project we focus on the customer satisfaction rating of client company’s “icing and topping” products. For this we interviewed chefs/purchase managers/owners of client company’s product users ranging from local pastry shops like Bake Club and Cakes to 5 star hotels in Kolkata such as Oberoi Grand and Hyatt. For this project too primary data was collected using a structured questionnaire.
  14. 14. 14 | P a g e Customer Satisfaction of a Leading Car Manufacturer Research Design Research Objective: The objective of the project is to understand the parameters that lead to customer satisfaction among hatchback car owners and also to study how well Client Brand’s recently launched hatchback car fairs when compared to its competitors in terms of customer satisfaction. Research Methodology: Descriptive Research Methodology was used in this project. For this a well-structured questionnaire was used. The questionnaire was divided into two parts: (i) Screener Section and (ii) Main Section. Only those who passed the Screener section could be asked questions present in the main questionnaire. Data Collective Method: Primary data was collected through one-on-one interview with owners of the above mentioned cars. Database for the same was provided by TNS. Sample Design: There were several criteria that needed to be fulfilled by the interviewee before they could be asked questions provided in the main questionnaire. The Screener was used to sort the qualifiers from the non-qualifiers. To qualify for the interview of the main section of the questionnaire the respondent needed to be: 1) Should have bought Client Brand’s car or competitors cars on or after October 2012. 2) Below the age of 60. Above the age of 20. 3) Should be the main user of the car. 4) Should not have had participated in any automotive research in the past 6 months. 5) Should have been the main or at least the joint purchase decision maker for the vehicle. Sample Size: The sample size as suggested by the industry guide was 40.
  15. 15. 15 | P a g e Questionnaire (Screener section) Q1. Do you or any of your relatives work/have worked in any of these occupations? Advertising Agency 1 TERMINATE Market research Agency 2 Company manufacturing cars 3 Car dealer/car service station 4 Car rental agency 5 Auto financial company 6 Car rental agency/taxi hire business/car leasing company 7 Newspapers/TV Channels/magazines & other media 8 Automotive bloggers(write on automotive subjects/topics related to automotive) 9 None of these 10 CONTINUE Q2 Have you participated in any automotive research in past 6 months? Yes Terminate No Continue Q3 Could you please tell me your age in completed years? Age group CODE Below 20 yrs 1 TERMINATE 20-25 Yrs 2 26-30 Yrs 3 31-35 Yrs 4
  16. 16. 16 | P a g e 36-40 Yrs 5 CONTINUE 41-45 Yrs 6 46-50 Yrs 7 51-60 Yrs 8 Above 60 Yrs 9 TERMINATE Q4 Have you bought any car in the past 8 months? Yes Continue No Terminate Q5 You said that you purchased a car during past 8 months, can you please tell me which month and year did you purchase the car? Year Month Code Premium Hatchback September 2012 or earlier 1 TERMINATE 2012 October 2 CONTINUE CONTINUE 2012 November 3 2012 December 4 2013 January 5 2013 February 6 2013 March 7 2013 April 8 2013 May 9 2013 June 10 TERMINATE
  17. 17. 17 | P a g e Q6 Please tell us the make and model of the car that you have purchased post October 2012? Make Model Toyota Etios Liva CONTINUE Volkswagen Polo Honda Brio Chevrolet Sail UVA Hyundai I20 Nissan Micra Maruti Swift Others TERMINATE Q7 Please tell me whether you were the main decision maker when the car was purchased? I am the sole purchase decision maker for this vehicle 1 CONTINUE I Made a sole purchase decision(with at least 50% influence/authority in the final decision) 2 I Made a sole purchase decision(with less than 50% influence/authority in the final decision) 3 TERMINATE I was not involved in making the purchase decision for this vehicle. 4 Q8 Are you the main user of this car? Yes Continue No Terminate
  18. 18. 18 | P a g e Questionnaire (Main section) Q1: Please list out top 3 important factors out of the factors that you considered while selecting the car purchased. Reasons Rank top 3 Exterior style / design Interior style / design Quality of workmanship and finish Exterior size Interior roominess Safety(ABS, Airbag, protection from crash, braking etc) Engine performance(overtaking capability, BHP, accelaration etc) Engine type (Petrol, Diesel etc) Air-conditioning performance Fuel economy/efficiency Ride quality (quietness. Vibration, harshness, suspension etc) Driving convenience(parking convenience, maneuverability, visibility) Trunk/baggage capacity Durability (few minor troubles) Maintenance cost(repair / service cost) Standard feature(AC, power steering) New high tech features(rear parking camera, navigation etc) Purchase price Resale value/ trading price Value for money After sales service(service quality, on road assistance) Warranty coverage Good Reputation of maker Good Reputation of model Country of origin Engine size Positive word of mouth Ground clearance Past Experience with the company This car is seen a lot on roads
  19. 19. 19 | P a g e Q2. How would you rate the overall performance of your car, based on your overall experience, with buying and using it? Excellent ..............................................5 Fair .................................................2 Very Good ...........................................4 Poor ................................................1 Good ....................................................3 Q3. Based on your overall experience, how likely are you to recommend the car to your friends and associates who may be planning to buy a car? Definitely recommend .........................5 Not likely to recommend................2 Very likely to recommend...................4 Definitely will not recommend.......1 Likely to recommend...........................3 Q4. How likely are you to buy the car purchased, assuming you are buying a car today? Definitely will buy...............................5 Probably will not buy .....................2 Most probably will buy........................4 Definitely will not buy ...................1 Probably will buy.................................3 Q5. To what extent do you see personal advantages or benefits to you in buying the car, rather than any other brand? A lot of advantage................................5 Not much advantage.......................2 Some advantage...................................4 No advantage at all .........................1 A little advantage.................................3 Q6. Based on your overall experience, please tell me how you would rate your car on trouble free running and operation? Excellent ..............................................5 Fair .................................................2 Very Good ...........................................4 Poor ................................................1 Good ....................................................3 Q7. Based on the problems that you have experienced, to what extent do you see personal disadvantages in having bought the car rather than any other car? No disadvantage at all..........................5 Some disadvantage .........................2 Very little disadvantage.......................4 Quite a lot of disadvantage .............1 A little disadvantage............................3
  20. 20. 20 | P a g e Q8. How would you rate your car on the price you paid for it and, if you can, its resale value (depreciation)? Excellent..............................................5 Fair .................................................2 Very Good ...........................................4 Poor ................................................1 Good ....................................................3 Q9. How would you your car on running costs such as fuel consumption and maintenance? Excellent ..............................................5 Fair .................................................2 Very Good ...........................................4 Poor ................................................1 Good ....................................................3 Q10. Based on these ownership costs, how much distinct advantage do you feel you got from having purchased your car rather than some other similar car? A lot of advantage................................5 Not much advantage.......................2 Some advantage...................................4 No advantage at all .........................1 A little advantage.................................3 Q11. Based on your overall experience please tell me how you would rate your car on its performance and design? Excellent ..............................................5 Fair .................................................2 Very Good ...........................................4 Poor ................................................1 Good ....................................................3 Q12. Compared to similar cars in the market, to what extent do you see distinct advantages in the performance and design of you purchased? A lot of advantage................................5 Not much advantage.......................2 Some advantage...................................4 No advantage at all .........................1 A little advantage.................................3
  21. 21. 21 | P a g e Q13. Please tell me to which of the following brands of 4-wheelers the statement applies to. You can select one or more than one brand. Brand Name Volksw agen Polo Toyota Etios Liva Honda Brio Chevrolet Sail-UVA Hyund ai i20 Nissan Micra Maruti Swift 01 Designed with most advanced technology 02 Beautiful Exterior Styling 03 Is distinctive and unique vehicle 04 Outstanding reliability and dependability over a long period of time 05 Is a great value for its price 06 Has a high resale value 07 Has good fuel efficiency 08 Has best passenger safety in its class 09 Luxurious interior 10 Has a spacious interior 11 Is a Popular Brand 12 Trusted Brand 13 Is a superior quality car 14 Is a status symbol 15 Excellent Driving Performance 16 Fun to drive 17 Safe 18 Environmentally friendly 19 Excellent dealership experience 20 Comfortable interiors 21 Contemporary vehicles 22 Socially responsible company 23 Fits my lifestyle 24 Proud to own 25 A brand for me
  22. 22. 22 | P a g e Presentation and Analysis of Data Table 1: Of all the factors that the respondents had considered while purchasing Client Brand, the most common factor among respondents was “Interior roominess” of the car. Factors Percentage of respondents Interior roominess 18% Ride quality 15% Good Reputation of maker 13.33% Quality of workmanship 10% Value for money 8.33% Exterior design 6.67% Fuel economy/efficiency 5% Driving convenience 5% Trunk/baggage capacity 5% Interior design 3.33% Engine performance 3.33% Purchase price 3.33% Exterior size 1.70% Country of origin 1.67% Top 3 factors considered while selecting Client Brand Graph 1:
  23. 23. 23 | P a g e Table 2: Out of all the factors what respondents (owners of Competitor Brands) had considered while selecting their respective cars, “Fuel economy” turned out to be the most common factor. Factors Percentage of respondents Fuel economy 11.67% Engine performance 10% Ride quality 10% Value for money 8.33% Good Reputation of maker 8.33% Exterior style 6.67% Quality of workmanship 6.67% Purchase price 6.67% Maintenance cost 5% After sales service 5% Interior style 3.33% Interior roominess 3.33% Durability 3.33% Good Reputation of model 3.33% Safety 1.67% New high tech features 1.67% Resale value/ trading price 1.67% Positive word of mouth 1.67% This car is seen a lot on roads 1.67% Top 3 factors considered while selecting Competitor Brands Graph 2:
  24. 24. 24 | P a g e Table 3: Correlation between Attribute “Overall Performance” with the other Attributes (1- 10) are calculated. The purpose is to identify the hierarchy of these attributes in influencing the overall performance rating. Parameters Correlation Ratetheoverall performancebasedonyouroverall experiencewithbuyingandusingthecar 1)Basedonyouroverall experience,tell me howyouwouldrateontroublefreerunningand operations 0.76 2)Howwouldyourateyourcaronrunningcostsuchasfuel consumptionandmaintenance 0.65 3)Basedonyouoverall experience,howlikelyareyoutorecommendyourcartoafriendor associate 0.54 4)Basedontheseownershipcosts,howmuchdisadvantagedoyoufeel yougotfromhaving purchasedyourcarratherthansome othercar 0.51 5)Howlikelyareyoutobuyyourcar,assumingyouarebuyingacartoday 0.49 6)Basedontheproblemsthatyouhaveexperienced,towhatextentdoyouseepersoanl disadvantageinhavingbroughtyourcarratherthananyothercar 0.45 7)Howwouldyourateyourcaronthepricepaidanditsresalevalue 0.40 8)Basedonoverall experiencehowwouldyourateyourcaronitsperformanceanddesign 0.31 9)Comparedtosimilarcarsinthemarket,towhatextentdoyouseedistinctadvantageinthe performanceanddesignonyourcar 0.24 10)Towhatextentdoyouseepersonal advantageorbenefitstoyouinbuyingthecar,ratherthan anyothercar 0.23 Identifyingthehierarchyofimportanceoftheparametersininfluencingoverallperofrmance
  25. 25. 25 | P a g e Table 4: Overall performance rating of the respondent’s car shown as a percentage. Parameter Brand Mean Excellentand VeryGood Good FairandPoor Client 80% 20% 0% 4.1 Competitor 95% 5% 0% 4.6 Rating Ratetheoverallperformancebasedonyouroverall experiencewithbuyingandusingthecar Graph 3: Overall performance rating of client’s brand and competitor brands shown side by side in a column chart.
  26. 26. 26 | P a g e Table 5: Mean of all “Client Brand” car owners rating on a 5 point scale. Parameters arranged in descending order of their importance in influencing the overall performance rating of the “Client Brand”. Parameter Mean Based on youroverall experience, tell me how you would rate on trouble free runningand operations 4.15 How would you rate yourcaron runningcostsuch as fuel consumption and maintenance 4.3 Based on you overall experience, how likely are you to recommend yourcarto a friend orassociate 4.35 Based on these ownership costs, how much disadvantage do you feel you gotfrom havingpurchased yourcarratherthan some othercar 4.75 How likely are you to buy yourcar, assumingyou are buyingacartoday 3.9 Based on the problems thatyou have experienced, to whatextentdo you see persoanl disadvantage in havingbroughtyourcarratherthan any othercar 4.15 How would you rate yourcaron the price paid and its resale value 4.4 Based on overall experience how would you rate yourcaron its performance and design 3.7 Compared to similarcars in the market, to whatextentdo you see distinctadvantage in the performance and design on yourcar 4.25 To whatextentdo you see personal advantage orbenefits to you in buyingthe car, ratherthan any othercar 4.65 Rating:Excellent=5, Verygood=4,Good=3, Fair=2, Poor=1
  27. 27. 27 | P a g e Table 6: Mean of all “competitor brands” car owners rating on a 5 point scale. Parameters arranged in descending order of their importance in influencing the overall performance rating of “competitor brand”. Parameters Mean Based on your overall experience, tell me how you would rate on trouble free running and operations 4.75 How would you rate your car on running cost such as fuel consumption and maintenance 4.65 Based on you overall experience, how likely are you to recommend your car to a friend or associate 4.6 ased on these ownership costs, how much disadvantage do you feel you got from having purchased your car rather than some other car 4.5 How likely are you to buy your car, assuming you are buying a car today 4.75 Based on the problems that you have experienced, to what extent do you see persoanl disadvantage in having brought your car rather than any other car 4.8 How would you rate your car on the price paid and its resale value 4.6 Based on overall experience how would you rate your car on its performance and design 4.75 Compared to similar cars in the market, to what extent do you see distinct advantage in the performance and design on your car 4.65 To what extent do you see personal advantage or benefits to you in buying the car, rather than any other car 4.6 Rating: Excellent=5, Very good=4, Good=3, Fair=2, Poor=1
  28. 28. 28 | P a g e Table 7: Comparing the mean of Client Brand’s ratings with those of its competitors to find out Client Brand’s competitive standing. Parameters arranged in the descending order of their importance in influencing overall performance rating. Parameters Client Brand's Mean Competitor s Mean Difference Client Brand's competitive standing Based on your overall experience, tell me how you would rate on trouble free running and operations 4.15 4.75 -0.6 Disadvantage How would you rate your car on running cost such as fuel consumption and maintenance 4.3 4.65 -0.35 Parity Based on you overall experience, how likely are you to recommend your car to a friend or associate 4.35 4.6 -0.25 Parity Based on these ownership costs, how much disadvantage do you feel you got from having purchased your car rather than some other car 4.75 4.5 0.25 Parity How likely are you to buy your car, assuming you are buying a car today 3.9 4.75 -0.85 Disadvantage Based on the problems that you have experienced, to what extent do you see persoanl disadvantage in having brought your car rather than any other car 4.15 4.8 -0.65 Disadvantage How would you rate your car on the price paid and its resale value 4.4 4.6 -0.2 Parity Based on overall experience how would you rate your car on its performance and design 3.7 4.75 -1.05 Disadvantage Compared to similar cars in the market, to what extent do you see distinct advantage in the performance and design on your car 4.25 4.65 -0.4 Parity To what extent do you see personal advantage or benefits to you in buying the car, rather than any other car 4.65 4.6 0.05 Parity
  29. 29. 29 | P a g e Table 8: The following statements were read out to the respondents and the brand to which they associated the statement is recorded. The percentage associations are recorded below. Respondents were allowed to choose multiple brands for each attribute. Brand A Brand B Brand C Brand D Brand E Brand F Designed with most advanced technology 72.50% 10% 42.50% 67.50% 50% 27.50% 77.50% Beautiful Exterior Styling 67.50% 5% 32.50% 77.50% 65% 52.50% 67.50% Is a distinctive looking vehicle 37.50% 40% 47.50% 45% 32.50% 22.50% 25% Is great value for price 47.50% 60% 47.50% 52.50% 37.50% 45% 60% Has a high resale value 60% 7.50% 25% 57.50% 32.50% 25% 62.50% Has good fuel efficiency 45% 47.50% 52.50% 52.50% 30% 42.50% 65% Has best passenger safety 62.50% 30% 45% 57.50% 47.50% 37.50% 55% Luxurious interior 67.50% 35% 42.50% 72.50% 52.50% 47.50% 70% Has a spacious interior 82.50% 27.50% 30% 70% 30% 42.50% 72.50% Is a popular brand 82.50% 80% 75% 65% 55% 17.50% 90% Trusted Brand 87.50% 87.50% 90% 77.50% 42.50% 22.50% 87.50% Is a superior quality car 72.50% 30% 37.50% 75% 40% 32.50% 82.50% Is a status symbol 67.50% 20% 52.50% 72.50% 45% 20% 62.50% Excellent Driving Performance 55% 40% 45% 67.50% 30% 25% 52.50% Fun to drive 40% 32.50% 15% 52.50% 22.50% 20% 57.50% Environmentally friendly 57.50% 32.50% 32.50% 72.50% 27.50% 12.50% 72.50% Excellent dealership experience 57.50% 40% 37.50% 45% 37.50% 30% 50% Socially responsible company 62.50% 70% 42.50% 62.50% 35% 15% 70% Fits my lifestyle 52.50% 17.50% 37.50% 57.50% 30% 25% 47.50% Proud to own 52.50% 22.50% 32.50% 60% 20% 27.50% 60.00% A brand for me 62.50% 22.50% 35% 55% 32.50% 22.50% 60% BRANDIMAGE Competitors Client's Brand Attributes
  30. 30. 30 | P a g e Table 9: Using Normalization technique to see how well each brand associates itself with each attribute. BrandA BrandB BrandC BrandD BrandE BrandF Designedwithmostadvancedtechnology 9 -28 -2 3 10 -4 11 Beautiful ExteriorStyling 1 -36 -15 10 22 19 -1 Isdistinctive andunique vehicle -12 16 17 -6 7 5 -27 Isgreatvalue forprice -16 22 3 -12 -3 14 -6 Hasahighresale value 8 -19 -9 4 4 5 8 Hasgoodfuel efficiency -17 11 10 -10 -8 13 1 Hasbestpassengersafety 1 -6 2 -5 10 8 -9 Luxuriousinterior -2 -9 -8 2 7 11 -2 Hasaspaciousinterior 18 -12 -16 4 -11 10 5 Isapopularbrand 2 25 14 -16 -2 -30 7 TrustedBrand 3 28 24 -8 -18 -30 0 Isasuperiorqualitycar 6 -11 -10 7 -3 -2 13 Isastatussymbol 5 -17 9 9 6 -10 -2 ExcellentDrivingPerformance -4 7 5 8 -5 -1 -9 Funtodrive -8 10 -14 3 -2 4 7 Environmentallyfriendly 0 0 -6 14 -7 -13 12 Excellentdealershipexperience 1 9 0 -12 5 6 -9 Sociallyresponsible company -2 31 -4 -3 -6 -18 3 Fitsmylifestyle 0 -9 4 4 2 5 -7 Proudtoown -1 -5 -2 6 -9 7 4 A brandforme 7 -7 -1 -1 1 0 2 Attributes Client's Brand Competitors Green=Strength, Red=Weakness
  31. 31. 31 | P a g e Findings of the research Table 1 and Graph 1: Top three factors considered by respondents while purchasing “client brand” are interior roominess (18%), ride quality (15%) and good reputation of the maker (13%). Most respondents felt that the client brand's interior roominess was best in the class and could even be compared to the interior roominess of some sedans as well. To quote some respondents, "I had been using Maruti Swift Dezire for almost 3 years before purchasing 'client brand' and I have to say the interior roominess of 'client brand' is as good as the Swift Dezire", "When you are sitting inside the car, you feel like you are sitting inside a sedan" Table 2 and Graph 2: Top three factors considered by respondents while purchasing “competitor brands” are fuel economy (11.67%), engine performance (10%) and ride quality (10%). It was also found out that the reason these respondents had rejected “client brand” and purchased “competitor brands” was because of the low fuel economy and poor engine performance of the “client brand”. The fuel economy of the “client brand” is much less that what the company had mentioned. Also the pick-up of the “client brand” is poor, especially while the AC is on. Table 3: The overall performance of the car and the parameters that influence the overall performance rating are studied. It was found out that trouble free running, fuel consumption, maintenance/ownership cost, are the factors that most determine the overall performance rating. On the other hand, design of the car, resale value and personal benefit of having bought the car rather than any other car, are the factors that least determine the overall performance rating. Table 4 and Graph 4: It was found out that percentage of respondents who had rated the client brand’s overall performance as excellent & very good was a tag less than that of the competitor brands. Also the mean of the overall performance ratings of all the respondents who had purchased client brand was less than the competitors. Thus competitor brands can be said to have outperformed the client brand in the overall performance rating. Table 5, 6, and 7: From these tables the rating of the parameters of the client brand and the competitor brands are shown. It was found out that for most parameters the client brand’s competitive standing was at parity with the competitor brands. However for the parameters such as “how likely are you to buy the car, assuming you are buying a car today”, “based on the problems faced, do you see a personal disadvantage in having bought the car, rather than any other car” and “overall rating based on performance and design”, the client brand seems to have underperformed when compared to its competitor brands.
  32. 32. 32 | P a g e Table 8: The Brand Image of the respondents was shown. In this the statements were read out to the respondents and the brand to which the respondent most associated the statement with was recorded. The percentage association with each brand and each attribute was calculated. Table 9: Normalization technique was used to remove the bias that a brand’s size and/or an attribute’s appeal might have had on the endorsement. To elaborate, Etios Liva, Polo and Sail UVA are big brands and just by virtue of its size, it is "expected" to garner higher endorsements across attributes compared to smaller brand such as Micra and Brio (suppose). By normalizing, we remove the effect of brand size and evaluate it with respect to its expected share of endorsements. That is why, some brands even with similar absolute endorsements will have different normalized scores indicating that relative to their size and competitive standing, they have fared differently (some green and some yellow/ red). Thus, normalization reduces all brands to similar sizes and then evaluates their standing on a particular attribute, thereby portraying a more unbiased and pure picture of a brand.
  33. 33. 33 | P a g e Summery and Conclusion From this study we find the reasons for selecting client’s brand were very different from that of competitors’ brands. Whereas client’s brand was selected for Interior roominess, Ride quality and Reputation of the maker; competitors’ brands were selected for Fuel economy, Engine performance, and Ride quality. This indicates to a gap between the client’s offering and the competitors’ offerings. In order to move to a position of competitive advantage, the client’s brand needs to close these gaps. Trouble-free running and Running cost (primarily fuel cost) are the top two drivers of customer’s’ overall perceptions towards a car. The client’s brand is at a position of competitive disadvantage on both these parameters. Hence the brand needs to revisit its product strategy to address these issues. Certain engineering improvements to provide a smooth and trouble-free running experience and enhanced fuel efficiency would do the product a lot of good. This was further reflected in the brand image profile of the client’s brand, which had the highest negative score (-17) on the “Fuel Efficiency” parameter. It is critical that the client brand addresses this issue in order to succeed in the Indian market. Once addressed, the client’s brand can talk about this in its advertising campaign. Given that the car has some distinct competitive advantages such as “Spacious interior” and “Is a brand for me”, addressing the fuel efficiency issue and then communicating it to potential buyers would put the client’s brand in a winning position in the Indian market.
  34. 34. 34 | P a g e Customer Satisfaction of a Multinational Food Product Manufacturer Research Design Research Objective: The objective of the project is to study the customer satisfaction of the client’s icing and topping products based on several parameters. Research Methodology: Descriptive Research Methodology was used in this project. For this a well-structured questionnaire was used. Data Collective Method: Primary data was collected through one-on-one interview with food service providers who use the Client Company’s icing and topping products. Interviews of chefs/purchase managers/owners of these food services were taken. Database for the same was provided by TNS. Sample Design: The respondent should have worked in the food service industry for at least a year to qualify for this interview. Should have used the client’s products in the past 6 months. Sample Size: The sample size as suggested by the company guide was 20.
  35. 35. 35 | P a g e Questionnaire Q1. In your opinion, how important is it for a supplier to demonstrate each of the following concerning the overall “Business Relationship”? And how would you assess the performance of MNO on each of these aspects? Importance in General PARAMETERS Performance of RICH’S Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Understands your business environment 1 2 3 4 5 Collaborates with different functional areas within your business Does the right things right Is a trusted business partner Is able to help you to grow he sales and profits Shows interest in a long-term relationship Cares about you and your business Is able to leverage international resources to provide optimal solutions Q2. Regarding “product and packaging” how important are the following? How would you rate MNO under these parameters? Importance in General PARAMETERS Performance of RICH’S
  36. 36. 36 | P a g e Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Consistently high quality 1 2 3 4 5 Products are easy to use New/innovative products Comes from an international company A broad product line that addresses your business needs Convenient packaging Clear labelling and instructions on the packaging Products come in appropriate sizes Packaging maintains product integrity Offers environmentally sustainable products/packaging Q3. Concerning a supplier’s “Sales service” staff members, how important are the following? How would you rate MNO’s? Importance in General PARAMETERS Performance of RICH’S Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Visit on a regular basis 1 2 3 4 5 Are available and responsive Are knowledgeable about their and competitors’ products
  37. 37. 37 | P a g e Proactively works with you to identify new business opportunities Are able to resolve product/service problems quickly Are empowered to make decisions Q4. Concerning a supplier’s “Technical Support” staff members, how important are the following? How would you rate MNO’s performance? Importance in General PARAMETERS Performance of RICH’S Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Are knowledgeable about their and competitors’ products 1 2 3 4 5 Resolve problems quickly Possess good service attitudes Offer clear product training Provide innovative solutions and applications Customize new solutions/products training to meet your needs Provide implementable and practical technical solutions Can show you how to optimize your product mix and provide operational guidance
  38. 38. 38 | P a g e Q5. In your opinion, regarding “Value”, how important are the following? How would you rate MNO’s performance? Importance in General PARAMETERS Performance of RICH’S Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Pricing is fair and provides good value for the money 1 2 3 4 5 Offers new products to help grow your business Q6. Concerning a supplier’s “Ordering and Delivery”, how important are the following? How would you rate MNO? Importance in General PARAMETERS Performance of RICH’S Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Convenient and easy procedures 1 2 3 4 5 Allows you to order in quantities you need Regular, continuous supply of products Can process rush orders within the time you specify Orders arrive undamaged Delivers orders accurately and on time Good service attitude of delivery personnel
  39. 39. 39 | P a g e Q7. In your opinion regarding “Payment” how important are the following? How does MNO perform? Importance in General PARAMETERS Performance of RICH’S Extremely Important Very Important Important Fairly Important Not Important Poor Fair Good VeryGood GoodExcellent 5 4 3 2 1 Payments related documents are correct and delivered on time 1 2 3 4 5 Payment terms and methods are flexible
  40. 40. 40 | P a g e Presentation and Analysis of Data Table 10 & Graph 4: “Overall Business Relationship” Paramter Performance Importance A.Understands your business environment 3.55 4 B.Collaborates with different functional areas within your business 3.35 3.05 C.Does the right things right 3.65 3.75 D.Is a trusted business partner 3.7 4.35 E.Is able to help you to grow he sales and profits 3.5 4.3 F.Shows interest in a long-term relationship 3.9 4.15 G.Cares about you and your business 3.4 4.35 H.Is able to leverage international resources to provide optimal solutions 4 3.55 Average 3.63125 3.9375
  41. 41. 41 | P a g e Table 11 & Graph 5: “Product and Packaging” Parameter Performance Importance A.Consistently high quality 4.05 4.75 B.Products are easy to use 4.15 4.3 C.New/innovative products 3.6 3.65 D.Comes from an international company 3.55 3.4 E.A broad product line that addresses your business needs 4 4.25 F.Convenient packaging 3.95 4.1 G.Clear labelling and instructions on the packaging 3.6 3.9 H.Products come in appropriate sizes 3.5 4.2 I.Packaging maintains product integrity 3.95 4.4 J.Offers environmentally sustainable products/packaging 3.1 3.6 AVERAGE 3.745 4.055
  42. 42. 42 | P a g e Table 12 & Graph 6: “Sales Service” Parameter Performance Importance A.Visit on a regular basis 3.9 4.35 B.Are available and responsive 4.25 4.3 C.Are knowledgeable about their and competitors’ products 2.8 3.8 D.Proactively works with you to identify new business opportunities 2.6 3.85 F.Are able to resolve product/service problems quickly 3.45 4.15 G.Are empowered to make decisions 3.35 3.5 AVERAGE 3.391666667 3.991666667
  43. 43. 43 | P a g e Table 13 & Graph 7: “Technical Support” Parameter Performance Importance Are knowledgeable about their and competitors’ products 3.05 3.4 Resolve problems quickly 4.15 4.25 Possess good service attitudes 3.75 4.05 Offer clear product training 3.05 4.1 Provide innovative solutions and applications 3.45 4 Customize new solutions/products training to meet your needs 2.95 3.45 Provide implementable and practical technical solutions 3 3.25 Can show you how to optimize your product mix and provide operational guidance 2.8 3.75 AVERAGE 3.275 3.78125
  44. 44. 44 | P a g e Table 14 & Graph 8: “Value” Parameter Performance Importance Pricing is fair and provides good value for the money 3.35 4.15 Offers new products to help grow your business 3.05 4.25 AVERAGE 3.2 4.2
  45. 45. 45 | P a g e Table 15 & Graph 9: “Order and Delivery” Parameter Performance Importance Convenientandeasy procedures 3.3 4 Allowsyoutoorderinquantitiesyouneed 3.45 3.85 Regular, continuoussupply of products 3.7 4.2 Canprocessrushorderswithinthe time youspecify 3.4 4.3 Ordersarrive undamaged 3.5 4.6 Deliversordersaccurately andontime 3.9 4.25 Goodservice attitude of delivery personnel 3.75 3.3 AVERAGE 3.571428571 4.07142857
  46. 46. 46 | P a g e Table 16 & Graph 10: “Payment” Parameter Performance Importance Payments related documents are correct and delivered on time 3.6 4.4 Payment terms and methods are flexible 3.05 4.1 AVERAGE 3.325 4.25
  47. 47. 47 | P a g e Findings of the research Table 10 and Graph 4: In the parameters stated under "Overall Business Relationship", we find that the client's performance is reasonably good compared to the importance of those parameters. When the parameters are plotted in the Importance vs. Performance matrix, parameters "Is a trusted business partner" and "Shows interest in a long term relationship" fall in the upper right quadrant or the "High Importance-High Performance" area. All points plotted here indicate strength that the company should build/promote and leverage. Parameters "Is able to help you to grow the sales and profits" and "Cares about you and your business" fall in the "High Importance-Low Performance" quadrant. Points plotted here indicate potential improvement areas, as these are importance factors but the company is not performing well on these. Parameter "Collaborates with different functional areas within your business" falls in the "Low Importance-Low performance". Points plotted here indicate hygiene factors, i.e. these factors are not importance and that's why customers do not really care about them; they sort of take these factors for granted. However, a company should maintain its performance on these factors. And finally parameters “Does the right things right” and “Is able to leverage international resources to provide optimal solutions” fall in the "Low Importance-High Performance". Points plotted here can be ignored and the resources allocated here, should be reallocated elsewhere. Table 11 and Graph 5: In the "Product and Packaging" section we again see that the performance of the client company is quite upto the mark. There isn't a very broad gap between the performance of the company in those parameters and the importance of those parameters, except for one parameter which is "Products come in appropriate sizes" where falls in the "Improve" quadrant of the matrix. Hence the client company should work on this parameter. Table 12 and Graph 6: In the "Sales Service" section we see that there needs to be some improvement in two of the parameters, namely, "Are knowledgeable about the competitors' products" and "Proactively works with you to identify new business opportunities". These two parameters are very close to the "High Importance-Low Performance" quadrant and hence the company should actively try to improve upon these areas. Table 13 and Graph 7: The "Technical Support" provided by the client company seem to be quite good. We see that except for one parameter, "Offers clear product training" all others parameters have got good scores in the Performance vs. Importance matrix.
  48. 48. 48 | P a g e Table 14 and Graph 8: The "Value" section shows that the client company needs to work with its clients and offer new products according to the client's needs, thus helping them grow their business. This parameter, "Offers new products to help grow your business" falls in the "Improve" quadrant of the matrix and hence needs to be looked at. Table 15 and Graph 9: In the "Order and Delivery" section we see a mixed performance of the client company. The company should work on parameters such as "Orders arrive undamaged" and "Can process rush orders within the time you specify", thus improving its order and delivery service. Table 16 and Graph 10: In the "Payment" section we find that the client should improve its flexibility with regard to "Payment terms and methods". Many small bakery's also use the client's products and a more flexible payment terms would suit them.
  49. 49. 49 | P a g e Summary and Conclusion Table 17: “Overall Performance” Graph11:
  50. 50. 50 | P a g e The averages of all the parameters shown so far under various categories/sections have been shown in the Table 17 and Graph 11. In the "Overall Business Relationship" the performance of the client company is rated as 3.6 and the importance of this category is rated is 3.9. So we can say that the overall business relationship of the client company with its clients is good. The "Product and Packaging" category has a performance rating of 3.7 and importance rating of 4.1, indicating a sufficiently good performance by the client company. The "Sales Service" however needs some improvement, as in this category the performance rating of the client company is 3.4 and the importance rating is 4. "Value" and "Payment" categories also need improving as there is a considerable gap between the performance of the client and the importance. Other than these two factors, the client’s performance in its “icing and topping” products is more or less good.
  51. 51. 51 | P a g e Bibliography TNS Global http://www.tnsglobal.com/ WPP http://www.wpp.com/wpp/companies/kantar/ TNS Automotive http://www.tnsglobal.com/press-release/tns-automotive-car-manufacturers-pay-more-attention- suvmuv-customers TNS Survey http://www.slideshare.net/estoril2011/tns-survey-consumers-expectations Gfk Loyalty http://www.gfkamerica.com/practice_areas/loyalty/ King County http://www.kingcounty.gov/CustomerService.aspx Guidelines for Conducting Customer Satisfaction Surveys www.doleta.gov/performance/trainingtutorials/ppt/roadshow-surveys.ppt How to create devoted Customers http://www.slideshare.net/andyhanselman/how-to-create-devoted-customers Customer Satisfaction Survey Report www.nwsc.co.ug/files/surveyreports/Pilot%20Survey.pdf Customer Satisfaction Report by Nielsen Company (ppt) Customer Satisfaction Measurement http://www.symphonytech.com/articles/satisfaction.htm

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