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CIM assignment - Customer Experience on Keells Super (38456903)


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This report is prepared in order to assess a customer journey map is merely an illustration of all the touch-points when customers come into contact with Keells Super online or offline platforms. And using the surveys to gather voice of customer insights about the Keells Super experience is a great way to understand how our customers and the company are performing in the eyes of consumers.

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CIM assignment - Customer Experience on Keells Super (38456903)

  1. 1. [CIM-CE-DEC15-38456903] 1 Table of Contents 1.0 Introduction...........................................................................................................................................2 2.1 Role of Marketing for understanding Customer Expectation........................................................3 2.2 Importance of fulfilling customer expectation..................................................................................3 2.3 Interaction between quality and customer satisfaction..................................................................4 3.0 Tangible and intangible aspects of Keells Super............................................................................5 3.1 People and process elements of the Extended Marketing Mix ....................................................6 3.2 Recommendations for a Promotional Mix at Keells Super............................................................8 4.0 Customer experience measures used by Keells Super...............................................................10 4.1 Market research methods to measure the effectiveness of customer experience..................11 4.2 Key performance indicator for customer service and customer satisfaction............................12 4.3 Improvements to the customer experience at Keells Super. ......................................................13 2.0 Organization Summary.....................................................................................................................14 References................................................................................................................................................15 Appendix 01 ..............................................................................................................................................16 Appendix 02 ..............................................................................................................................................18 Appendix 03 ..............................................................................................................................................19 Appendix 04 ..............................................................................................................................................21
  2. 2. To - Senior Management From - Marketing Executive Subject – Understand and enhance the Customer Satisfaction & Customer Experience through the Customer-Journey Map for Keells Super. Date - 22.11.2015 1.0 Introduction This report is prepared in order to assess a customer journey map is merely an illustration of all the touch-points when customers come into contact with Keells Super online or offline platforms. And using the surveys to gather voice of customer insights about the Keells Super experience is a great way to understand how our customers and the company are performing in the eyes of consumers.
  3. 3. [CIM-CE-DEC15-38456903] 3 2.1 Role of Marketing for understanding Customer Expectation. In today‘s competitive retail business Keells Super has try to use customer experience as a competitive edge over their competitors. In this context marketers play an important role to understand the customer expectations. They concern on the customer insights which interpret the past performance and endeavors activities. They would require the accurate actionable information on consumer behaviors to engage with the customers. Below are some approaches used by the Keells Super to indentify the customer expectation in the context of retail. The customer-journey mapping A customer journey map is merely an illustration or diagram of all the touch-points when customers come into contact with Keells Super online or offline platforms. Customer experience of Keells Super is an abstract concept. Measuring it requires breaking it down into concrete, tangible elements. One such element is the moment of truth (MOT) 2.2 Importance of fulfilling customer expectation As a first step, Keells Super has understood customer needs and wants and the marketplace in which they operate. Consumers usually face a broad array of products and services that might satisfy a given need. How do they choose among these many market offerings? Customers form expectations about the value and satisfaction that various market offerings will deliver and buy accordingly. Satisfied customers buy again and tell others about their good experiences. Dissatisfied customers often switch to competitors and disparage the product to others. Marketers must be careful to set the right level of expectations. If they set expectations too low, they may satisfy those who buy but fail to attract enough buyers. If they set expectations too high, buyers will be disappointed. Customer value and customer satisfaction are key building blocks for developing and managing customer relationships. We will revisit these core concepts later in the chapter They believe customers are the key to success in today‘s complex consumers battle ground in order to provide good customer experience organization must have a very good understanding if their customer. In this context marketers play an important role in understanding customer expectations. To have accurate and actionable information about the consumers Keells Super have focused on following approaches to under the customers better; collect and analyses data, customer feedback systems, studying past customer complaints and engage in consumer research. Primarily, Keells Super concerns on the approach of consumer research as a Customer Relationship Management unit to understand & enhance the customer expectation. Common Expectations to Consider Some of the most common and basic expectations customers have for Keells Super included: • Fast, efficient and accurate service • High quality products at a competitive price • Friendly, helpful service staff to provide information and answer questions • Prompt responses to their inquiries, whether online, by phone or in person • Sufficient stock to meet their needs without long waits • A trained staff that can handle their questions without referring them on • A clean facility or easy to navigate website
  4. 4. All of these expectations comprise the minimum of what top-notch service should look like. Additional expectations may arise from the customer research, which may address on an individual basis. Benefits of Meeting Expectations Accurately identify and adequately meet the customers' expectations, customer service. Some of the benefits of meeting your customers' expectations include: • Customers that transform from first-time visitors to loyal clients • Increased sales as customers feel more comfortable doing business with • More referrals from satisfied customers who bring in additional business by word of mouth 2.3 Interaction between quality and customer satisfaction The interaction between quality and customer satisfaction is on the retail service quality dimension and the product quality dimension on customer loyalty. It focuses on the store and staff levels of retail relationships, in particular. The model proposed in the report consists of four major constructs: Customer service, service quality, customer satisfaction and retention and loyalty. Customer service Handle customer service queries, attempting at first to handle them through e-mail instead of offering dedicated customer- service support. By using CRM to understand customers better, Keells Super can provide higher levels of customer service and develop deeper customer relationships Service quality Focused drive to enhance quality and service consistency by addressing the challenges of high turnover in the youthful cadre base is also yielding results. Internal service quality: superior employee selection and training, a quality work environment, and strong support for those dealing with customers, which results in. Service quality of Keells Super can differentiate itself by delivering consistently higher quality than its competitors provide. Customer satisfaction Our performance in terms of customer and experience are benchmarked and satisfaction, perception measured against key competitors. Customer satisfaction leads to greater customer loyalty, which in turn results in better company performance. Retention and loyalty Good customer relationship management creates customer delight is the slogan of Keells Super.
  5. 5. [CIM-CE-DEC15-38456903] 5 3.0 Tangible and intangible aspects of Keells Super Retail marketing is driven by service levels to its customers and as such it is imperative that KS understand what exactly its customer needs are and how better it can service the key customer segments identified. Service, in a marketing context, is regarded principally in two ways. The term is first used to describe those businesses where the greater part of the company‘s central offering is intangible. These ―service industries‖ are generally seen to have a number of characteristics that appear to differentiate them from physical goods industries. In addition to intangibility, these are inseparability, variability, perishability (Source: adapted from Palmer, 1998, p.11) Characteristics of Service Marketing  Intangibility Services are activities performed by the provider; hence the service cannot be assessed in the physical sense. However the customer can make some assessment based on past experience, word of mouth, reliability, personal care, attentiveness, or even the location and décor. KS is currently making maximum effort to enhance the customer experience; customer notices have increased which enable the customer to know what is happening and not get them inconvenienced in any way. Discount vouchers are also given by the managers of the outlets to any inconvenienced customers. The management of KS have also tried to make the customer experience at the outlet as comfortable and pleasing as possible by changing the overall layout of the outlets; some of the layout changes that have taken place are the introduction of shorter shelves for the customer to get a better view of the entire outlet and also wide open spaces and wider aisles. These can only be verified once a service has been purchased and ‗consumed‘. The tangibility is low at KS as the service is combined with the products (tangible objective).  Inseparability Services are typically produced and consumed simultaneously; the service provider and service consumer cannot be separated. At KS, the cashiers, supervisors and the outlet managers provide customer service attending to the needs and also solving queries, complaints hence the service they provide cannot be separated from the person offering the service. Inseparability of production and consumption increases the importance of the quality in services. Therefore, it‘s important for KS not only to develop task-related, technical competence of service staff, but also, require a great input of skilled staff to improve their marketing and inter personal skills.  Perishability Services are deeds, performance or act whose consumption take place simultaneously; hence, services cannot be stored. The services go to waste if they are not consumed simultaneously i.e. value of service exists at the point when it is required. Stock availability at KS plays a very important role as the customers are expecting to get their full shopping list when they visit the outlets. If the customer doesn‘t get the full list they will require switching to competitor. The inability of KS to regulate supplies with the changes in demand; poses many quality management problems. Hence, service quality level deteriorates during peak hours at the supermarket. This is a challenge. Therefore, KS should effectively utilize the capacity without deteriorating the quality to meet the demand.
  6. 6.  Variability Services are highly variable, as they depend on the service provider, and where and when they are provided. KS customers are aware of this variability. KS is known for its high quality service which is a step above its other competitors in the market. Hence, it‘s important to make an effort to deliver high and consistent, standardized quality in the service across all KS outlets; and this is attained by selecting and training good and qualified personnel for rendering the service. 3.1 People and process elements of the Extended Marketing Mix Marketing Mix is the set of controllable, tactical marketing tools that the firm blends to produce the response it wants in the target market. The marketing mix consists of everything the firm can do to influence the demand for its product. (Philip Kotler – 12th edition) Extended Marketing Mix used to meet the needs of each of these customer groups. Extended Mix Deal Seekers High Rollers Corporate Product Stock availability on items on discounts and promotions Product range of high end brands Overall quality of items/product range High quality on freshness for vegetables, fruits, meats and seafood Place 45 outlets & expanding Convenience of parking Efficiency of delivery of vouchers/ Hampers to office premisesOnline purchasing with door step delivery Price Lowest price in comparison to competitors on certain produce range Willing to pay for quality, choice and exclusivity Require value for money. Price is not the key focus Price skimming method is used Promotion Advertising- Television, Radio & Hoarding Print Media- Weekend newspapers both in Sinhala & English medium, Magazines Discounts on the minimum of LKR500,000/- worth vouchers purchased Sales promotions- Discounts & rewards such as Super Saver, Best Deals, Nexus-discounts on essential items etc. Sales promotions- Card for birthday along with a fruit basket Special discount for Nexus Loyalty & corporate cards A2 boards/leaflets displaying the relevant offers/Point of sale material/Tabloid Points and benefits for Nexus Loyalty card People Cashier incentive programs to keep the staff motivated at the counters making less errors Attracting, developing, motivating and retaining well trained Supervisors to handle this customer segment Training outlet Managers to understand the importance of building relationships with this segment of customers and constantly visiting and keeping informed of any special discounts Well trained Cashiers Paying reasonable wage, and roster adequate days off without taxing staff with over time Process Focus on the mechanism by which the service is delivered including business policies for service provision Standardization Key-account-management Systems to be updated on the relevant discount percentages Complaint monitoring system First-time-right service Customization Corporate customer surveys. Physical Evidence KS logo is a unique to identify the Super market Cleanliness of KS Vouchers with clear expiry date and conditions Uniforms of the KS staff (Vegetables, Fish & Meat counters display) Gondola displaying all items on discount Web site for online shopping and delivery
  7. 7. [CIM-CE-DEC15-38456903] 7 How KS uses the extended Marketing mix to meet the needs of these three customer groups Customer groups People Process High Rollers Currently KS has a retail academy constantly training staff especially manager and supervisors on interpersonal skills, aptitude and service knowledge to provide the service that this segment is paying for Currently KS has made a significant investment in taking control of stock management process to ensure there is minimal stock-out as the High rollers would come to KS with their full list and wouldn‘t tolerate disappointment. Deal Seekers To service this segment of customers KS uses young and efficient customer focused employees. The ease with which special promotional offers are updated and current on the billing/discount system and staff awareness levels play a major role. Corporate Key account management is important in managing this segment. Currently the outlet managers are the account managers servicing this group of customer with weekly visits to their officers. Having an ‗on-time, in-full‘ delivery & hassle-free credit mechanism is important Evaluation of the current Marketing Mix in meeting the needs of each of the three customer groups Customer groups People Process High Rollers This segment makes judgments and delivers perceptions of the service based on the employees they interact with. Staff should have the appropriate interpersonal skills, aptitude, and service knowledge to provide the service that consumers are paying for. As John Eagan states it has been increasingly acknowledged that in order to sustain a competitive position in the market place organizations must develop and maintain a customer service culture that both allows and encourages employees to give good service. The ease within which High Rollers could enter and exit a KS outlet having a satisfying shopping experience. Also the stock management process to ensure there are minimal stock-outs would have a significant influence on this segment. Deal Seekers Key account management is important in managing this segment. Currently the outlet managers are the account managers servicing this group of customer with weekly visits to their officers. The processes at KS would have a significant impact on the Deal Seekers‘ shopping experience. The ease with which special promotional offers are updated and current on the billing system and staff awareness levels play a major role. Corporate Key account management is important in managing this segment. Currently the outlet managers are the account managers servicing this group of customer with weekly visits to their officers. Having the product in stock and delivered on time is key for this segment. Maintenance of a credible accounting system (as most of these customers would purchase on credit) is also important.
  8. 8. How the Extended Marketing Mix could be used to improve the current relationship with one of the customer groups 3.2 Recommendations for a Promotional Mix at Keells Super A company‘s total Promotion mix—also called its Marketing communications mix— consists of the specific blend of advertising, public relations, personal selling, sales promotion, and direct-marketing tools that the company uses to persuasively communicate customer value and build customer relationships. Keells super is expecting to see an increase in inquiries, leads, customer engagement through telephone, email and social media, number of lately acquired and reactive customers, increased sales volumes for low performing customers. In order to achieve the above objectives while enhancing the corporate reputation Keells Super has identified a few communication tools. Social Media is one of the major important tools that will be used to achieve the above objectives and increase the brand reputation as it‘s one of the imminent tools as well as it will bring high ROI to the company. Keells Super enables two-way conversation on social media and its customers which helps to build customer satisfaction, brand trust, perceived reliability of Keells Super, loyalty of the customers as well as helping to increase brand conviction and conversion. Advertising - Keells advertising in the past has been arbitrary. However KS still employs this method. The reason this method is being used is because in the past, Keells Super has not really had a plan about its future marketing campaigns. These campaigns have always been ad hoc based on what other promotions its competitors use. The effectiveness is measured in two ways, by measuring the difference of sales when compared to the previous month‘s promotion, or by measuring the sales versus the previous years. KS is now trying to come out of this method of work since ad hoc promotions just portray a weak company that can only copy its competitors and not come up with anything original. More planning is currently taking place for 6 – 12 months in advance so that mistakes of previous campaigns can be studied along with the mistakes of its competitors and develop a more streamlined and effective campaign. In the case of Keells Super, industry magazine advertising, business directory advertising, online PPC advertising, hoardings, street sign advertising, digital display advertising, POS, and newspaper advertising can be identifies as feasible. Customer groups People Process High Rollers Good food- good ingredients similarly the future of the company depends on recruiting good staff hence it should be a win-win situation both for the employer and the staff. It is important to educate the staff on importance of the customer. Retention is critical and equal opportunity for both males and females. High Rollers are interested on the ―food miles‖ and how it is produced. Employees will grow confidence in the organization once ethical practices are conducted. KS has a recycling project they carry out as CSR. Paperless office, multiple bin and e-marketing has been looked at options. Another key factor to this segment of customer is the Nexus Loyalty card.
  9. 9. [CIM-CE-DEC15-38456903] 9 PR is an important part of the marketing mix for consumer brands as it serves to educate the customers on new products and new services as well as establishing a level if trust in a brand.PR strategies used by Keells Super is Newsletter publication, online blog publications, exhibition, special events and sponsorships. Direct marketing is yet another tool which can be used in the forms of email marketing, direct mailing, SMS marketing, corporate website and landing pages, etc. By using a marketing automation solution either separate or integrated within the CRM is important in order to ensure the audience received the one message throughout all the communication channels which in return adds value to the Keells Super brand and its corporate reputation  Promotional Strategies (3Ps) Push strategy - The main aim of the Push strategy is to get the product into the hands of buyers with little advertising. This strategy involves personal selling to acquire a customer. Useful for manufacturers seeking distributor for product promotion. Creates product exposure in potentially large retail environments. Push strategy is not suitable for an insurance company. Pull strategy - With Pull strategies, marketing efforts are ultimately directed at the consumer or end user and are loaded with a lot of promotional offers to support the campaign. If companies add on advertising into this strategy then the cost of marketing associated with this approach can usually be quite high. Profile strategy - In profile strategy, it is important that the awareness, perception and attitudes held by stakeholders towards the organization need to be understood, shaped and acted upon. This can be accomplished through continual dialogue, which will lead to the development of trust, commitment and a strong relationship. This is necessary in order that stakeholders act favorably towards the organization and enable strategies to flourish and achieve the business objectives.
  10. 10. 4.0 Customer experience measures used by Keells Super Customer experience metrics used to benchmark and improve the experience of Keells Super customers. And channel customer experience strategy and create more contented, more than the customer loyalty. The three customer experience metrics used by Keells Super to help the benchmark and improve customer experience as below;  Response Time Keells Super customers have difference expectations for each of our customers support channels.  Phone – (Refer Appendix 01)  Email – response the customer within one business day  Website / Chat / social media - response the customer within one business day Using these metrics as a benchmark to work towards better response times which in return, improve the customer experience of Keells Super customers.  Measure customer satisfaction after interaction Customer Expectations + Service Performance = Customer Satisfaction The quality of our Customer service is almost wholly determined by our ability to meet our Customer expectations.  Measure overall customer satisfaction. Specialty Keells Super Benchmark to measure customer satisfaction. Keells Super research customer opinion about critical elements of the shopping experience, including; 1. Store layout & cleanliness 2. Checkout speed 3. Store locations & hours in operation 4. Sales & promotion frequency 5. Ability to provide brand name 6. Stock / merchandise availability 7. Website  Mapping all points of contacts Customer experience of Keells Super is an abstract concept. Measuring it requires breaking it down into concrete, tangible elements. One such element is the moment of truth (MOT) (Discussed in [2.1], refer Appendix 02)  Net Promoter Score (NPS) Keells Super‘s NPS acts as a leading indicator growth to measure the customer loyalty, it measures the likeliness differentiating from the competitors.
  11. 11. [CIM-CE-DEC15-38456903] 11 4.1 Market research methods to measure the effectiveness of customer experience. Primary research must also be evaluated for these features. Each primary data collection method - observational, survey, and experimental—has its own advantages and disadvantages. Similarly, each of the various research contact methods—mail, telephone, personal interview, and online - also has its own advantages and drawbacks. (Refer Appendix 04)  Observation  Monitoring traffic flow  Studying a retail outlet (display methods, prices, customer flows)  Viewing competitor‘s products at an exhibition  Viewing product usage of a particular target audience  Surveys We try our very best, with our limited resources, to offer a truly superior Customer Service experience to all and wish to raise the bar in our effort to establish ourselves as the benchmark for Retail function for diversified conglomerates. We are very conscious that we do fall short in certain aspects in our aspiration to ―Delight Customers" and we are constantly striving to enhance the overall quality and excellence of our services to you, our valued customers on continual basis. With this in mind, we have been focusing on a group-wide initiative in enriching and making your shopping experience, with a "WOW!" factor. We would like to solicit your candid and constructive feedback as to how we have done and how best we could improve our services and experience.  Interviews Keells Super carry out such interviews which involve interaction between one moderator and one respondent and several types of modes and methods used to conduct then.  Mystery Customer Survey Keells Super obtains important feedback on various aspects of their service and product offerings through customer surveys on a regular basis as well as by ―mystery‖ customer surveys. It is heartening to note that in most of the customer related KPI‘s we have seen consistent improvement and in many areas Keells Super was rated above our competition. This is to identify problems or opportunities that might encounter. And also to identify their strengths and weaknesses, and certain trends that are forming in their market.  Focus Group Discussions A focus group is a form of qualitative research in which a group of people are asked about their perceptions, opinions, beliefs, and attitudes towards a product, service, concept, advertisement, idea, or packaging.  Product Surveys The purpose of this survey is to find out if Customers there are two different markets that exist for both disinfectants and table top cleaners or whether they use it for the same purpose in their households.  Support Function Survey The objective of this confidential survey was to evaluate the success and effectiveness of Keells Super support functions provided to the outlets.
  12. 12. 4.2 Key performance indicator for customer service and customer satisfaction. The retail metrics and KPI examples sharpen the Keells Super‘s competitive edge with the right data. (Refer Appendix 04) Performance Indicators (KPIs) to Measure Customer Service & Customer Satisfaction. Overall Satisfaction By performing regular customer satisfaction surveys, can gauge how many of our customers would rate the level of satisfaction as very or extremely satisfied. The more customers who rate their experiences highly, the better our customer service. Satisfaction Improvement One way to measure customer service is to track changes in customer satisfaction over time. If, for example, satisfaction has gone down over the last couple of years, then we know a change is likely in order. But if it‘s improving, or if KS already achieved high levels of customer satisfaction and they‘re staying constant, then to know we on the right track. Customer Retention Customers who are happy with the service which KS provides are likely to stick around and do more business with us. So if we're bringing back a fair amount of customers regularly, that‘s a pretty good indication that we are providing good customer service. Net Promoter Score And customers who are very happy with our customer service are likely to even go a step further and recommend our company to others. So our company‘s Net Promoter Score, or rate of people who would recommend our business to others, can be a good indication of where our customer service stands and another way to measure customer service. Conversion Rate After someone from our customer service team interacts with a customer, how likely are they to make a purchase or take some other kind of action? If our customer service is good, this number should be fairly high. Compared to Competitors Even customers who like our brand might not choose us over our competitors for every single interaction or purchase. So while general satisfaction and customer retention are good metrics to measure service, it‘s still important to see how our company stacks up against competitors. Average Resolution Time Part of providing great customer service is resolving issues in a timely manner. If we can respond to customers and get them answers quickly, they‘re more likely to be pleased with the experience. So, if we‘re able to keep that resolution time relatively low, that could be an indication of good customer service and yet another way to measure customer service. Active Issues If we are able to resolve most issues fairly quickly, then KS shouldn‘t have too many issues to deal with at any one time. And if we do, then it could indicate that our customers have a higher-- than-usual volume of complaints. Resolved Issues Keells Super can also look at all of the issues that our customer service team has resolved to get an idea of our customer service. No matter how great our company, there are bound to be issues and complaints. But if we‘re able to solve them quickly and in a way that makes our customers happy, that‘s an indication of good service. Employee Productivity Different types of businesses use different methods to measure employee productivity. But it‘s an important factor when it comes to customer service. If we want customer issues to be resolved in a timely manner, employees need to do their jobs effectively. Employee Retention/ Employee Turnover When our employees are happy, they tend to stick around. And when KS's are able to keep employees around for long periods of time, they‘re more likely to feel comfortable and empowered in their jobs. This means they‘re also likely to provide service that lives up to the Keells Super standards. Brand Attributes How do customers view our company overall? What words would they use to describe our brand? And how do their opinions line up with your expectations? By obtaining this sort of feedback from customers, We can measure customer service and get a pretty good indication of where we stand in our customers‘ eyes. And we‘ll know what qualities we might need to work on to get customers to see our brand in that particular light. Complaint Escalation Rate No matter how great our service is, we‘re going to get complaints at some point. But if we reach a point where we‘re receiving an unusually large number of complaints, or our complaints have been steadily increasing without overall customer growth, there could be a problem. Keep an eye on how those numbers change over time. This could also tie in to the number of resolved issues, if you‘re tracking that, as well. Cash Flow Cash flow can be a great performance indicator for many different business factors. Customer service is such an important factor that it can have a really big impact on our bottom line. If our service is bad, it could drive customers away, decrease referrals and cause potential customers not to complete purchases. But if it‘s good, customers are likely to come back, tell their friends and have a big impact on our company‘s overall profits.
  13. 13. [CIM-CE-DEC15-38456903] 13 4.3 Improvements to the customer experience at Keells Super. Using the surveys to gather voice of customer insights about the Keells Super experience is a great way to understand how our customers and the company are performing in the eyes of consumers.  Measure impact of tactical behaviors To customer experience measurements measures satisfaction with individual elements of an in- store experience and then qualifies their impact on future customer behaviors,  Tie Customer Satisfaction to the bottom line Transaction Data Spending Cart value Those who are greeted Discount amount Those who are recommended related items Number of items in the cart Those who is a loyalty card Loyalty card used  Build Customer loyalty to increase customer satisfaction The improvements to the customer experience of Keells Super under the KPI of Customer Retention are perhaps the best measure of quality; a service firm‘s ability to hang onto its customers depends on how consistently it delivers value to them. The new system works with the customers‘ mobile number as the primary method of identification. However, a token card is also issued to members in case their preference is for such a mean of identification. Along with this change the entire network infrastructure was upgraded to ensure data security, speed of transactions and better communications for our loyalty program members.
  14. 14. 2.0 Organization Summary Jaykay Marketing Services (Pvt) Ltd (JMSL) is wholly owned subsidiary, under which the Keells Super (KS) supermarket chains in the country which has been in operation for the last 20 years and has focused on offering the best in range, quality products and services to their customers reaching out to a cross section of Sri Lankan consumers. KS supermarket chain is fully owned by the John Keells Holdings group, a highly diversified public quoted conglomerate with a rich history and heritage in Sri Lanka. KS‘s culture of the organization is build upon the organization norms, believes, the corporate vision & mission etc as below; The only Multi-Merchant loyalty Program in the country which focuses on key lifestyle of KS consumers touch points of the Sri Lankan customer is Nexus Networks. This acquired 100% ownership for a consideration of Rs.48 million The retail industry is combination of B2B and B2C behaviors. B2B comes in when the suppliers sells goods to the supermarkets. However, the primary nature of the business at the KS is selling and serving the end customers. This B2C is not only selling of products but components such as service, freshness, quality also a part of such customers. This market can be identified as direct selling or direct marketing, whereas the product is taken for final consumption by the customer. Currently the market share is dominated by Cargils due to the high number of outlets opened island wide. There is a close competition between Keells & Arpico. Arpicos‘s key focus is on developing a unique niche in hyper market, attracting the high basket value customers in the main cities of Sri Lanka. When comparing the prices of general FMCG‘s across it should be noted that prices are largely similar and the differentiation comes through the product-promotions and other special promotions run by each supermarket. As such, the convenience factor of Arpico offering a much wider range of goods under one roof and ample parking facility provides a distinct advantage from its competition.
  15. 15. [CIM-CE-DEC15-38456903] 15 References 1. Egan, J: Relationship marketing- third edition, exploring relational strategies in marketing (Chapter 2 – Relationships in marketing) 2. Egan, J: Marketing Communications 3. Colley, RH, (1961) Defining Advertising Goals. New York, Associate of National Advertisers 4. Kaplan AM., Heinlein M (2010) Users of the World, unite! The challenges and opportunities of social media. Business Horizons Vol53 (1), [online]; (Accessed on 19 November 2015) 5. Kotler, P and Armstrong, G (2011) Principles of Marketing. 13th edition. New Jearsey, Prentice Hall. Web Sites
  16. 16. Appendix 01
  17. 17. [CIM-CE-DEC15-38456903] 17  Standard actions when handling inbound calls Remarks Keells Super Suggestions Log into the system Compliments Log into the system Inquiry Explanation given accordingly, if further information is necessary , call back and give info Complaints regarding products / services Log into system, and follow up with the relevant department (follow up process to be decided) Inquiry regarding supplying goods Calls/ Emails will be forwarded to the relevant Category Manager Online Orders inquiry Explanation given accordingly, if further information is necessary , call back and give info Outlet number inquiry Explanation given accordingly, if further information is necessary , call back and give info Billing issues Verifying the invoice details through the system, log a complaint into the system and inform to outlet or if customer request assistance give the outlet numbers K-choice related issues Log into system, and follow up with the relevant department (follow up process to be decided) Left/ Missing Items Verifying the invoice details through the system, log a complaint into the system and inform to outlet or if customer request assistance give the outlet numbers Product availability inquiry Explanation given accordingly, if further information is necessary , call back and give info Utility Payments issues Verifying the invoice details through the system, log a complaint into the system and inform to outlet / Finance or if customer request assistance give the outlet numbers Service issues Logged into the system , If it needs urgent attention call Head of Operations Manager / Area Manager Spoilage / Expiry issues Logged into the system , If it needs urgent attention call Head of Operations Manager / Area Manager
  18. 18. Appendix 02 Customer-journey mapping stages Specifics Stage 1 : Define the behavioral stages Keells Super is looking through customer personas to built on the initial qualitative and quantitative research, to get a better idea the process customers go through from first landing to purchase and subsequent interactions Stage 2 : Align customer goals With the study of the behaviors of the customer's align the customer's goals relatively match with the customer needs and wants they expects from Keells Super. Stage 3 : Plot out the touch- points Common touch-point would be a product description page, pricing page to contact form of Keells Super Stage 4 : Determine whether the KS customers are achieving the goals This can be measured through the Google Analytics whether the customers have visited from landing page to purchasing unit (conversion) and also whether they have met at each touch points and during each phase Stage 5 : Recommendation for change Identifying whether the customers were able to come to checkout page without any problem, if so identify the analytics and twirling the copy on relevant page to improve their hesitation makes sense
  19. 19. [CIM-CE-DEC15-38456903] 19 Appendix 03
  20. 20. Nature of Activity: “Great Place to Work” (GPTW) Survey Date: 2015 Purpose: T o gauge employee attitudes regarding the CCS work Environment Scope of Activities: Questionnaires, Focus Group sessions Sample Size: Comprising of all Staff grades above the Executive level + Sales Representatives Response Rate: 81.2% (71.8% in 2010) Results: T rust Index 56.3 (56.4 in 2010) Strengths: P ride, Camaraderie Respect and Fairness Weaknesses: Credibility, lack of fun activities Proposed Changes: A detailed action plan was drafted based on the feedback was implemented.
  21. 21. [CIM-CE-DEC15-38456903] 21 Appendix 04 Customer Satisfaction Survey Template 1. Overall, how satisfied or dissatisfied are you with Keells Super? Very satisfied somewhat satisfied neither satisfied nor dissatisfied somewhat dissatisfied Very dissatisfied 2. Which of the following words would you use to describe our products? Select all that apply. Reliable High quality Useful Unique Good value for money Overpriced Impractical Ineffective Poor quality Unreliable 3. How well do our products meet your needs? Extremely well Very well somewhat well Not so well Not at all well 4. How would you rate the quality of the product? Very high quality High quality neither high nor low quality Low quality Very low quality 5. How would you rate the value for money of the product? Excellent Above average Average Below average Poor 6. How responsive have we been to your questions or concerns about our products? Extremely responsive Very responsive somewhat responsive Not so responsive Not at all responsive Not applicable 7. How long have you been a customer of our company? This is my first purchase Less than six months Six months to a year 1 - 2 years 3 or more years I haven't made a purchase yet 8. How likely are you to purchase any of our products again? Extremely likely Very likely somewhat likely Not so likely Not at all likely 9. How likely is it that you would recommend Keells Super to a friend or colleague? Not at all likely extremely likely Not at all likely - 0 1 2 3 4 5 6 7 8 9 Extremely likely - 10 10. Do you have any other comments / questions or concerns?
  22. 22. Research Objectives Type of Research Identify dissatisfies customers to attempt recovery; identify most common categories of service failure for remedial action Customer complain Solicitation Assess company‘s service performance compared to competitors identify service improvement priorities; track service improvement overtime Relationship Surveys Obtain customer feedback while service experience is still fresh; act on feedback quickly if negative patterns develop Post-Transaction Surveys Use as input for quantitative surveys; provide a forum for customers to suggest service-improvement ideas Customer Focus Group Measure individual employee service behaviour for use in coaching, training, performance evaluation, recognition and rewards Mystery Shopping of service providers Measure internal service quality Employee Surveys Determine the reasons why customers affect Lost Customer Research To Forecast future expectations of customers to develop and test new service ideas Future Expectations Research