This document is a project report submitted by Gaurab Dutta to the Bharath University in partial fulfillment of an MBA degree. The report examines customer satisfaction and loyalty in logistics services provided by DHL Express in India. It discusses the importance of customer loyalty for logistics service providers and the need to consider cultural and relationship factors. The goals of the report are to identify determinants of customer loyalty, examine cultural differences between countries like the US and Germany, and investigate how relationship characteristics influence loyalty.
This document is a project report submitted by Gaurab Dutta for a Master's degree in business administration. The project examines customer satisfaction and loyalty for logistics services provided by DHL Express in India. The research aims to identify determinants of customer loyalty in relationships between logistics service providers and their customers, considering different relationship and cultural contexts. The starting point is a previous study on customer loyalty within logistics outsourcing relationships. The research will propose loyalty factors and analyze interdependencies to develop a comprehensive model of customer loyalty in this context.
The document provides a training report submitted by a student named Nipun Sadana to Maharshi Dayanand University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The report details a training conducted at Transways Logistic Pvt. Ltd and includes sections on the introduction, organization profile, discussion of training, research problem analysis, findings, and conclusions.
Final report of summer training during MBA - REPORT ON MGVCL (Electricity Dis...CHARMI BRAHMBHATT
This document provides background information on Madhya Gujarat Vij Company Limited (MGVCL), including that it is a power distribution company in Gujarat formed in 2005 as a subsidiary of Gujarat Electricity Board. MGVCL distributes electricity across 5 districts in central Gujarat. The document outlines MGVCL's capital structure, board of directors, key officials, and awards/recognitions received for its performance and initiatives.
This document appears to be a summer training report submitted by a student named Aparna Sharma to fulfill requirements for an MBA degree. The report focuses on assessing customer satisfaction at Sri Krishna Rolling Mills Ltd. in Jaipur, India. It includes chapters on the company profile, research methodology used in the study, data analysis and interpretation of findings, and conclusions. The research methodology discusses objectives of studying factors influencing customer purchase decisions and satisfaction levels. A sample of 35 current and past customers in Jaipur was used to collect primary data through random and stratified sampling.
MBA project report -Techniques of sourcing candidate at augusta hi tech soft...Praveen Kumar Prabakaran
This document is a project report submitted by Praveen Kumar J.P. to Anna University, Chennai in partial fulfillment of the requirements for a Master of Business Administration degree. The project report explores the current techniques used for sourcing candidates at Augusta Hi-Tech Soft Solutions in Coimbatore, India. It uses qualitative research methods like open-ended questionnaires and grounded theory methodology to collect and analyze data on the company's recruitment and selection strategies. The conclusions from the study may help to improve recruitment processes and educational understanding of sourcing concepts.
The document is a summer internship project report on studying the sales process of advertising at Grok Communications LLP. It includes an abstract, executive summary, literature review on related research papers, and chapters on the advertising industry profile, company profile, different advertising mediums, objectives of the study, methodology, implementation of the SPANCO sales process, findings, recommendations, and conclusion. The intern aims to analyze Grok Communication's client acquisition process and tools, understand the functions of the client servicing team, and examine how campaign ideas are designed for clients.
A study on customer satisfaction for fastrack watchesBella Meraki
Fastrack is one of the leading wrist watch brand in India, Fastrack was launched in 1998. The brand was aimed at the youth segment (15-25 years of age). The brand was promoted with the slogan "Cool Watches from Titan‖ Fastrack has an established brand image for quality, price and ranges of style it offers. However it is often found that customers have still certain issues with this brand, one of the issue is that the service after sales is not good. Customer often find it difficult to repair the watch or change the strap, dial etc. most of the retail stores doesn‘t keep spare parts reason being that Fastrack watches style changes at a faster rate, hence customers are forced to go with domestic brands straps which doesn‘t even suit the watch. Another issue is that all varieties of the brand is not available in all retail store, the customers are forced for online shopping to get their desired watches.
This document appears to be a customer satisfaction survey report for an Indian transformer manufacturing company. It includes an introduction to the company's business divisions, products, worldwide presence and target population for the survey. It then outlines the research methodology including sampling design, data collection procedures and variables studied. The main body of the report analyzes customer responses related to pre-sale and post-sale satisfaction levels, reasons for purchase, brand and quality awareness. It concludes with findings on customer satisfaction, comparisons to competitors and prospects for future business.
This document is a project report submitted by Gaurab Dutta for a Master's degree in business administration. The project examines customer satisfaction and loyalty for logistics services provided by DHL Express in India. The research aims to identify determinants of customer loyalty in relationships between logistics service providers and their customers, considering different relationship and cultural contexts. The starting point is a previous study on customer loyalty within logistics outsourcing relationships. The research will propose loyalty factors and analyze interdependencies to develop a comprehensive model of customer loyalty in this context.
The document provides a training report submitted by a student named Nipun Sadana to Maharshi Dayanand University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The report details a training conducted at Transways Logistic Pvt. Ltd and includes sections on the introduction, organization profile, discussion of training, research problem analysis, findings, and conclusions.
Final report of summer training during MBA - REPORT ON MGVCL (Electricity Dis...CHARMI BRAHMBHATT
This document provides background information on Madhya Gujarat Vij Company Limited (MGVCL), including that it is a power distribution company in Gujarat formed in 2005 as a subsidiary of Gujarat Electricity Board. MGVCL distributes electricity across 5 districts in central Gujarat. The document outlines MGVCL's capital structure, board of directors, key officials, and awards/recognitions received for its performance and initiatives.
This document appears to be a summer training report submitted by a student named Aparna Sharma to fulfill requirements for an MBA degree. The report focuses on assessing customer satisfaction at Sri Krishna Rolling Mills Ltd. in Jaipur, India. It includes chapters on the company profile, research methodology used in the study, data analysis and interpretation of findings, and conclusions. The research methodology discusses objectives of studying factors influencing customer purchase decisions and satisfaction levels. A sample of 35 current and past customers in Jaipur was used to collect primary data through random and stratified sampling.
MBA project report -Techniques of sourcing candidate at augusta hi tech soft...Praveen Kumar Prabakaran
This document is a project report submitted by Praveen Kumar J.P. to Anna University, Chennai in partial fulfillment of the requirements for a Master of Business Administration degree. The project report explores the current techniques used for sourcing candidates at Augusta Hi-Tech Soft Solutions in Coimbatore, India. It uses qualitative research methods like open-ended questionnaires and grounded theory methodology to collect and analyze data on the company's recruitment and selection strategies. The conclusions from the study may help to improve recruitment processes and educational understanding of sourcing concepts.
The document is a summer internship project report on studying the sales process of advertising at Grok Communications LLP. It includes an abstract, executive summary, literature review on related research papers, and chapters on the advertising industry profile, company profile, different advertising mediums, objectives of the study, methodology, implementation of the SPANCO sales process, findings, recommendations, and conclusion. The intern aims to analyze Grok Communication's client acquisition process and tools, understand the functions of the client servicing team, and examine how campaign ideas are designed for clients.
A study on customer satisfaction for fastrack watchesBella Meraki
Fastrack is one of the leading wrist watch brand in India, Fastrack was launched in 1998. The brand was aimed at the youth segment (15-25 years of age). The brand was promoted with the slogan "Cool Watches from Titan‖ Fastrack has an established brand image for quality, price and ranges of style it offers. However it is often found that customers have still certain issues with this brand, one of the issue is that the service after sales is not good. Customer often find it difficult to repair the watch or change the strap, dial etc. most of the retail stores doesn‘t keep spare parts reason being that Fastrack watches style changes at a faster rate, hence customers are forced to go with domestic brands straps which doesn‘t even suit the watch. Another issue is that all varieties of the brand is not available in all retail store, the customers are forced for online shopping to get their desired watches.
This document appears to be a customer satisfaction survey report for an Indian transformer manufacturing company. It includes an introduction to the company's business divisions, products, worldwide presence and target population for the survey. It then outlines the research methodology including sampling design, data collection procedures and variables studied. The main body of the report analyzes customer responses related to pre-sale and post-sale satisfaction levels, reasons for purchase, brand and quality awareness. It concludes with findings on customer satisfaction, comparisons to competitors and prospects for future business.
This document is a dissertation report submitted by Ranjan Kumar to Acharya Institute of Management and Sciences in partial fulfillment of the requirements for a Master of Business Administration degree. The report studies customer satisfaction at Reliance Fresh retail outlets in Bangalore, India. It includes declarations by Ranjan Kumar and his advisor Prof. K. Ranganathan, as well as certificates of approval. Ranjan Kumar acknowledges and thanks those who supported the completion of his dissertation report.
This document provides information about Bajaj Auto Limited, an Indian motorcycle and auto rickshaw manufacturer. It discusses the company's history, leadership, brands, products, and subsidiaries. Some key points:
- Bajaj Auto was founded in 1945 and is headquartered in Pune, India. It is a leading manufacturer of motorcycles, scooters, and auto rickshaws in India and globally.
- The company is led by Chairman Rahul Bajaj and has expanded its product portfolio over the years from solely scooters to include motorcycles.
- It owns several brands like Bajaj, KTM, and Husqvarna and has subsidiaries involved in
This document provides a summer training project report on the recruitment and selection process at Radico Khaitan Limited, a large distillery in India. It includes an introduction to the company, discussing its history since being established in 1943, organizational structure, vision, mission, performance, and brands. The report contains two parts, with the first providing background on the company and the second discussing the objectives, scope, methodology, data analysis, findings, conclusions, and recommendations of the study on the recruitment and selection process at Radico Khaitan Limited.
summer training on Customer Satisfaction at Shri Krishna Rolling Mills Ltd.Aparna Sharma
This document summarizes a summer training report on customer satisfaction at Sri Krishna Rolling Mills Ltd. in Jaipur, India. The report discusses research methodology used including objectives, sampling, and sample size. It provides an overview of the company, its products, mission, and certifications. Data is analyzed from customer surveys on factors influencing purchases, satisfaction levels, and preferred payment methods. Key findings indicate quality and price most influence customers while some desire better service and availability. Suggestions include emphasizing service, improving marketing strategies, and considering customers' payment preferences to increase satisfaction.
Mahindra & mahindra project repot by (makshud khan)Makshud Khan
The document discusses customer satisfaction with Mahindra and Mahindra vehicles based on a study conducted in Deoghar, Jharkhand. It provides details about Mahindra's product portfolio and strategies to improve customer satisfaction. The research methodology involved collecting primary data through 150 questionnaires and secondary data from websites and magazines. Key findings were that Mahindra has a good market share in Deoghar for SUVs and customers are generally satisfied with the design, services, and facilities provided compared to other brands. The conclusion is that Mahindra is offering good customer satisfaction in Deoghar.
This document provides an internship report on the HR policies of Zeal Knitwear Ltd. It begins with an introduction and background on the study. It then discusses the objectives of the study and data collection methods. The literature review covers topics like HR planning, recruitment, training, compensation, succession planning, and retention.
The findings chapter provides an overview of Zeal Knitwear, including its mission, vision, and products. It describes the core activities of the HR department and the intern's responsibilities, which included orientation, recruitment assistance, reviewing manpower, attendance maintenance, and policy review.
The recommendations chapter suggests recruiting more HR personnel, providing more job satisfaction facilities, monitoring line managers better, and introducing career
Impact on sales by Advertising & marketing Strategies in Mahindra logistics Shivansh Dwivedi
i have done my summer internship for my Mba programme in mahindra logistics ltd. where i have analysed various impacts on sales by different type of advertising & marketing strategies.
This document summarizes a study on improving the material handling system for a paper cup manufacturing company. It outlines the current problems with the company's manual material handling processes, including increased time and injuries. The objectives of the study are to identify a more efficient material handling equipment solution, analyze the company's production processes, and design a new system to streamline material flow and information sharing between departments. The study aims to help the company increase productivity and delivery performance to remain competitive through a coordinated, just-in-time material supply system.
This internship report summarizes Raghda Al Saif's 8-week internship at Yokogawa's HR department. Key activities included scanning CVs of job applicants, participating in a recruitment interview, and assisting with new employee orientation. The internship provided hands-on experience with recruitment tasks and an opportunity to develop skills in areas like analyzing job requirements, assessing candidate qualifications, and welcoming new hires. Overall, the report indicates the internship was a valuable learning experience that helped Raghda evaluate her capabilities for a future career in human resource management.
Amit mishra live project report on hcl infinet ltd.amidlonelybond11
The document discusses the training and development process at HCL. It provides an overview of the objectives and importance of training at the MBA level. The key objectives of training are personal growth, developing employee competencies, improving performance, reducing learning time for new roles, and improving quality. Training helps bridge the gap between theoretical knowledge and practical skills needed to succeed in various business functions.
This document provides an overview of Robi Axiata Ltd., a leading telecommunications company in Bangladesh. It discusses Robi's history, starting as Aktel in 1997 before rebranding in 2010. The document outlines Robi's vision, mission, principles, and product portfolio. It also describes Robi's organizational structure, including its divisions and departments such as Finance, Commercial, IT, Technical, and Human Resources. Finally, it discusses Robi's long term vision, CSR activities, and market share in the Bangladeshi telecommunications industry.
Multidisciplinary action project reportHIMANI SONI
Pharmaceuticals are medicinally effective chemicals, which are converted to
dosage forms suitable for patients to imbibe. In its basic chemical form, pharmaceuticals
are called bulk drugs and the final dosage forms are known as formulations. Bulk drugs
are derived from 4 types of intermediates (raw material), namely:
Plant derivatives (herbal products)
Animal derivatives e.g. Insulin extracted from bovine pancreas.
Synthetic Chemicals.
Biogenetic (human) derivatives e.g. Human Insulin.
Doctors, post-diagnosis to cure a disease or disorder in the patient primarily
prescribes formulations. To prevent misuse/incorrect administration, most formulations
are disbursed by pharmacies only under medical prescription and these are called ethical
products.
This document provides an overview of Tata Teleservices Limited (TTSL), which is part of the large Tata Group conglomerate in India. It discusses the history and founding of the Tata Group in the 19th century, and provides key milestones in the group's expansion. It then focuses on providing details about TTSL, including that it was the first to launch CDMA mobile services in India, its expansion across 20 circles in India, and its focus on technologies like 3G. The document discusses TTSL's vision, mission and values, and notes it aims to empower Indians to connect affordably and reach 100 million happy customers by 2011.
This document is my summer internship project report during my PGDM Course. I have done my summer internship from A C Nielsen India Pvt.Ltd. I have mentioned my experience of working on different market research projects which gave me exposure to different industries such as Retail, Information technology, Automobile, Banking, Etc.
This document summarizes Dinesh Jogdand's summer internship project on studying client requirements and proposal sending at RI Infotech under the guidance of Prof. Sandeep Ponde and Mr. Siddhesh Dongare. The project involved analyzing RI Infotech's organizational structure and systems, studying their client requirement gathering and proposal processes, and making recommendations. The document includes sections on the IT industry overview, RI Infotech company overview, objectives, analysis of RI Infotech's systems, practices, the project undertaken, findings, future scope, and conclusions.
This document is a project report submitted by Ajay Kumar to Punjab College of Technical Education in partial fulfillment of an MBA degree. It examines awareness and implementation of intellectual property rights in Ludhiana, India. The report includes two certificates verifying Ajay Kumar conducted bona fide research under supervision. It also acknowledges those who assisted with the project. The project has multiple parts that cover introduction to textiles and the woollen industry, analysis of Oswal Woollen Mills Ltd., and research on intellectual property rights awareness and practices in Ludhiana industries. It employs various research techniques to gather data and make conclusions on the topic.
{ To Study the structure and function of HR policy in HCL/ICC,
{ To compare the HR policy of HCL/ICC with other companies of similar profile
{ To find out the key techniques that makes The HR Policy effective and valuable in HCL/ICC and in other organizations.
MBA Internship report - Customer Awareness and Market potential of geographi...Santanu Das
This document provides an overview of Magnasoft Consulting India Pvt. Ltd., a company that provides Geographic Information Systems (GIS) software solutions and services. It discusses Magnasoft's background, organizational structure, values, strategies, processes, and services. Magnasoft aims to provide customer satisfaction through quality products and services while fostering a collaborative work environment. The company utilizes a mix of hierarchy and matrix in its organizational structure and focuses on competency building through training. Magnasoft's services include photogrammetry, GIS data maintenance and development, and application development.
Dr. Gurdev Singh Thakur's curriculum vitae spans 7 pages and details his extensive professional experience and academic qualifications. Over the past 25 years, he has held various roles including 7 years of administrative experience in the Indian Air Force, over 18 years of teaching and administrative roles as a professor and dean/director at several universities, and positions as principal at multiple institutes. He has undertaken two research projects, published 6 books as well as 18 research papers in journals and conferences. Dr. Thakur has also served as an editor for 3 journals and given over 20 workshops/guest lectures. His CV demonstrates a highly accomplished career in both military administration and higher education administration and research.
This document discusses a study on trainees' perceptions of service quality at TVS Training and Services. The study aimed to identify factors that trainees perceive as affecting the quality of training and their ability to apply what they learned. 182 trainees from engineering and diploma programs participated in the study. The analysis found that trainee characteristics, training design/delivery, and work environment all impacted perceptions of service quality. Trainee motivation, the relevance of training content, trainer quality, and support in the workplace were some of the key factors identified. The study provides insights to help improve the effectiveness of training programs.
This document provides an introduction and overview of a project report on manpower planning at Tata Motors. It includes the title page, certificates of completion signed by the project guide and coordinator, a declaration by the student, acknowledgements, an index of contents, and an introduction to Tata Motors and its Pune plant. The key details are:
- The report examines manpower planning at Tata Motors as part of an MBA degree program.
- Tata Motors is India's largest automobile company with revenues of Rs. 92,519 crores and over 60,000 employees worldwide.
- The Pune plant, established in 1966, has production engineering and vehicle manufacturing facilities spread over 800 acres in P
This document is a dissertation report submitted by Ranjan Kumar to Acharya Institute of Management and Sciences in partial fulfillment of the requirements for a Master of Business Administration degree. The report studies customer satisfaction at Reliance Fresh retail outlets in Bangalore, India. It includes declarations by Ranjan Kumar and his advisor Prof. K. Ranganathan, as well as certificates of approval. Ranjan Kumar acknowledges and thanks those who supported the completion of his dissertation report.
This document provides information about Bajaj Auto Limited, an Indian motorcycle and auto rickshaw manufacturer. It discusses the company's history, leadership, brands, products, and subsidiaries. Some key points:
- Bajaj Auto was founded in 1945 and is headquartered in Pune, India. It is a leading manufacturer of motorcycles, scooters, and auto rickshaws in India and globally.
- The company is led by Chairman Rahul Bajaj and has expanded its product portfolio over the years from solely scooters to include motorcycles.
- It owns several brands like Bajaj, KTM, and Husqvarna and has subsidiaries involved in
This document provides a summer training project report on the recruitment and selection process at Radico Khaitan Limited, a large distillery in India. It includes an introduction to the company, discussing its history since being established in 1943, organizational structure, vision, mission, performance, and brands. The report contains two parts, with the first providing background on the company and the second discussing the objectives, scope, methodology, data analysis, findings, conclusions, and recommendations of the study on the recruitment and selection process at Radico Khaitan Limited.
summer training on Customer Satisfaction at Shri Krishna Rolling Mills Ltd.Aparna Sharma
This document summarizes a summer training report on customer satisfaction at Sri Krishna Rolling Mills Ltd. in Jaipur, India. The report discusses research methodology used including objectives, sampling, and sample size. It provides an overview of the company, its products, mission, and certifications. Data is analyzed from customer surveys on factors influencing purchases, satisfaction levels, and preferred payment methods. Key findings indicate quality and price most influence customers while some desire better service and availability. Suggestions include emphasizing service, improving marketing strategies, and considering customers' payment preferences to increase satisfaction.
Mahindra & mahindra project repot by (makshud khan)Makshud Khan
The document discusses customer satisfaction with Mahindra and Mahindra vehicles based on a study conducted in Deoghar, Jharkhand. It provides details about Mahindra's product portfolio and strategies to improve customer satisfaction. The research methodology involved collecting primary data through 150 questionnaires and secondary data from websites and magazines. Key findings were that Mahindra has a good market share in Deoghar for SUVs and customers are generally satisfied with the design, services, and facilities provided compared to other brands. The conclusion is that Mahindra is offering good customer satisfaction in Deoghar.
This document provides an internship report on the HR policies of Zeal Knitwear Ltd. It begins with an introduction and background on the study. It then discusses the objectives of the study and data collection methods. The literature review covers topics like HR planning, recruitment, training, compensation, succession planning, and retention.
The findings chapter provides an overview of Zeal Knitwear, including its mission, vision, and products. It describes the core activities of the HR department and the intern's responsibilities, which included orientation, recruitment assistance, reviewing manpower, attendance maintenance, and policy review.
The recommendations chapter suggests recruiting more HR personnel, providing more job satisfaction facilities, monitoring line managers better, and introducing career
Impact on sales by Advertising & marketing Strategies in Mahindra logistics Shivansh Dwivedi
i have done my summer internship for my Mba programme in mahindra logistics ltd. where i have analysed various impacts on sales by different type of advertising & marketing strategies.
This document summarizes a study on improving the material handling system for a paper cup manufacturing company. It outlines the current problems with the company's manual material handling processes, including increased time and injuries. The objectives of the study are to identify a more efficient material handling equipment solution, analyze the company's production processes, and design a new system to streamline material flow and information sharing between departments. The study aims to help the company increase productivity and delivery performance to remain competitive through a coordinated, just-in-time material supply system.
This internship report summarizes Raghda Al Saif's 8-week internship at Yokogawa's HR department. Key activities included scanning CVs of job applicants, participating in a recruitment interview, and assisting with new employee orientation. The internship provided hands-on experience with recruitment tasks and an opportunity to develop skills in areas like analyzing job requirements, assessing candidate qualifications, and welcoming new hires. Overall, the report indicates the internship was a valuable learning experience that helped Raghda evaluate her capabilities for a future career in human resource management.
Amit mishra live project report on hcl infinet ltd.amidlonelybond11
The document discusses the training and development process at HCL. It provides an overview of the objectives and importance of training at the MBA level. The key objectives of training are personal growth, developing employee competencies, improving performance, reducing learning time for new roles, and improving quality. Training helps bridge the gap between theoretical knowledge and practical skills needed to succeed in various business functions.
This document provides an overview of Robi Axiata Ltd., a leading telecommunications company in Bangladesh. It discusses Robi's history, starting as Aktel in 1997 before rebranding in 2010. The document outlines Robi's vision, mission, principles, and product portfolio. It also describes Robi's organizational structure, including its divisions and departments such as Finance, Commercial, IT, Technical, and Human Resources. Finally, it discusses Robi's long term vision, CSR activities, and market share in the Bangladeshi telecommunications industry.
Multidisciplinary action project reportHIMANI SONI
Pharmaceuticals are medicinally effective chemicals, which are converted to
dosage forms suitable for patients to imbibe. In its basic chemical form, pharmaceuticals
are called bulk drugs and the final dosage forms are known as formulations. Bulk drugs
are derived from 4 types of intermediates (raw material), namely:
Plant derivatives (herbal products)
Animal derivatives e.g. Insulin extracted from bovine pancreas.
Synthetic Chemicals.
Biogenetic (human) derivatives e.g. Human Insulin.
Doctors, post-diagnosis to cure a disease or disorder in the patient primarily
prescribes formulations. To prevent misuse/incorrect administration, most formulations
are disbursed by pharmacies only under medical prescription and these are called ethical
products.
This document provides an overview of Tata Teleservices Limited (TTSL), which is part of the large Tata Group conglomerate in India. It discusses the history and founding of the Tata Group in the 19th century, and provides key milestones in the group's expansion. It then focuses on providing details about TTSL, including that it was the first to launch CDMA mobile services in India, its expansion across 20 circles in India, and its focus on technologies like 3G. The document discusses TTSL's vision, mission and values, and notes it aims to empower Indians to connect affordably and reach 100 million happy customers by 2011.
This document is my summer internship project report during my PGDM Course. I have done my summer internship from A C Nielsen India Pvt.Ltd. I have mentioned my experience of working on different market research projects which gave me exposure to different industries such as Retail, Information technology, Automobile, Banking, Etc.
This document summarizes Dinesh Jogdand's summer internship project on studying client requirements and proposal sending at RI Infotech under the guidance of Prof. Sandeep Ponde and Mr. Siddhesh Dongare. The project involved analyzing RI Infotech's organizational structure and systems, studying their client requirement gathering and proposal processes, and making recommendations. The document includes sections on the IT industry overview, RI Infotech company overview, objectives, analysis of RI Infotech's systems, practices, the project undertaken, findings, future scope, and conclusions.
This document is a project report submitted by Ajay Kumar to Punjab College of Technical Education in partial fulfillment of an MBA degree. It examines awareness and implementation of intellectual property rights in Ludhiana, India. The report includes two certificates verifying Ajay Kumar conducted bona fide research under supervision. It also acknowledges those who assisted with the project. The project has multiple parts that cover introduction to textiles and the woollen industry, analysis of Oswal Woollen Mills Ltd., and research on intellectual property rights awareness and practices in Ludhiana industries. It employs various research techniques to gather data and make conclusions on the topic.
{ To Study the structure and function of HR policy in HCL/ICC,
{ To compare the HR policy of HCL/ICC with other companies of similar profile
{ To find out the key techniques that makes The HR Policy effective and valuable in HCL/ICC and in other organizations.
MBA Internship report - Customer Awareness and Market potential of geographi...Santanu Das
This document provides an overview of Magnasoft Consulting India Pvt. Ltd., a company that provides Geographic Information Systems (GIS) software solutions and services. It discusses Magnasoft's background, organizational structure, values, strategies, processes, and services. Magnasoft aims to provide customer satisfaction through quality products and services while fostering a collaborative work environment. The company utilizes a mix of hierarchy and matrix in its organizational structure and focuses on competency building through training. Magnasoft's services include photogrammetry, GIS data maintenance and development, and application development.
Dr. Gurdev Singh Thakur's curriculum vitae spans 7 pages and details his extensive professional experience and academic qualifications. Over the past 25 years, he has held various roles including 7 years of administrative experience in the Indian Air Force, over 18 years of teaching and administrative roles as a professor and dean/director at several universities, and positions as principal at multiple institutes. He has undertaken two research projects, published 6 books as well as 18 research papers in journals and conferences. Dr. Thakur has also served as an editor for 3 journals and given over 20 workshops/guest lectures. His CV demonstrates a highly accomplished career in both military administration and higher education administration and research.
This document discusses a study on trainees' perceptions of service quality at TVS Training and Services. The study aimed to identify factors that trainees perceive as affecting the quality of training and their ability to apply what they learned. 182 trainees from engineering and diploma programs participated in the study. The analysis found that trainee characteristics, training design/delivery, and work environment all impacted perceptions of service quality. Trainee motivation, the relevance of training content, trainer quality, and support in the workplace were some of the key factors identified. The study provides insights to help improve the effectiveness of training programs.
This document provides an introduction and overview of a project report on manpower planning at Tata Motors. It includes the title page, certificates of completion signed by the project guide and coordinator, a declaration by the student, acknowledgements, an index of contents, and an introduction to Tata Motors and its Pune plant. The key details are:
- The report examines manpower planning at Tata Motors as part of an MBA degree program.
- Tata Motors is India's largest automobile company with revenues of Rs. 92,519 crores and over 60,000 employees worldwide.
- The Pune plant, established in 1966, has production engineering and vehicle manufacturing facilities spread over 800 acres in P
Customer Satisfaction Towards Professional Courier And CargoPrachiChauhan10
Here are the key points from the literature review:
- Couriers deliver messages, packages and mail in a premium service that is usually faster and more secure than regular mail services.
- Courier services operate at local, regional, national and global scales using various modes of transportation like trucks, trains, aircraft and historically runners and homing pigeons.
- Large global courier companies include Aramex, DHL, FedEx, TNT and UPS that offer worldwide services using a hub and spoke model.
- On-board couriers can travel anywhere in the world on short notice using commercial airlines to deliver urgent shipments for companies using just-in-time inventory systems.
-
This document summarizes Chitra Chakraborty's summer internship project conducted at Bharat Petroleum Corporation Limited in Noida, India. The project involved conducting a skills gap analysis of management cadres in two job groups (A and B) in the company's Human Resources department and evaluating and redesigning the company's training calendar for 2010-2011. Chitra analyzed surveys completed by employees in the target groups and their line managers to identify skill gaps and recommend training programs. The project was conducted under the guidance of faculty from Birla Institute of Management Technology and industry professionals from BPCL to fulfill requirements for Chitra's postgraduate diploma in management.
Project report on evaluation of recruitment and selection processElina Pari
This document is a project report submitted by a student to fulfill requirements for a Master of Business Administration degree. It evaluates the recruitment and selection process of Bharti Airtel Limited. The report includes an introduction, literature review on recruitment and selection, company profile of Bharti Airtel, research objectives and methodology, data analysis and findings, and recommendations. Key points covered include the sources of recruitment used by Bharti Airtel, both internal and external, as well as the factors considered in their recruitment and selection process.
This document is a summer training report submitted by Amrinder Singh, an MBA student at Surajmal College of Engineering and Management, for their internship at Axis Bank. The report includes declarations by the student and faculty guide, acknowledgements, preface, and outlines of upcoming chapters which will cover the introduction, literature review, company profile of Axis Bank, training and development practices at Axis Bank, research methodology, data analysis, findings, suggestions and conclusions.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
This document is a project submitted for a Master's degree in Business Administration. It examines employee engagement at SRF Limited in Chennai, India. The project includes an introduction outlining the research objectives and methodology. It provides background information on SRF Limited, describing its operations, global presence, research and development facilities, and history. The project also includes chapters on the literature review, findings from employee and HR manager surveys and analysis, conclusions, and suggestions.
This document provides an overview of the Indian footwear industry. It discusses the history and evolution of footwear production globally and in India. Some key points:
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14969686 customer-satisfaction
1. CUSTOMER SATISFACTION AND LOYALTY IN
LOGISTICS SERVICES @ DHL EXPRESS (I) PVT LTD
A PROJECT REPORT
Submitted in Partial fulfillment of the degree of requirement for the award of
MASTER OF BUSINESS ADMISTRATION
(Marketing & HR)
Submitted by
GAURAB DUTTA
Registration No: P07BA126
Under the guidance of
Dr. S. Lalitha
Prof. in Management Studies
BHARATH UNIVERSITY
SCHOOL OF MANAGEMENT STUDIES
Chennai 600073
India
May 2009
2. School of Management Studies
173, Agaram Road, Selaiyur, CHENNAI 600 073
Ph: 044-22290125, 22290742;
Telefax: 044-22293886
Web: www.bharathuniv.com; Mobile 09380408052
CERTIFICATE
This is to Certify that the Project report on “CUSTOMER
SATISFACTION AND LOYALTY IN LOGISTICS SERVICES @ DHL
EXPRESS (I) PVT LTD” is a bonafide work and submitted by Mr. Gaurab
Dutta in partial fulfillment of the degree of Master of Business Administration,
School of Management Studies, Bharath University, during 2007–2009.
This certificate is issued based on the declaration by the candidate.
Dr. S. Lalitha Prof. N. M. Jaffer
(Project Guide) (HOD)
Project Report evaluated & Viva Voice held on …………….
3. INTERNAL EXAMINER EXTERNAL EXAMINER
DECLARATION BY CANDIDATE
I declare that this project work on “CUSTOMER SATISFACTION AND
LOYALTY IN LOGISTICS SERVICES @ DHL EXPRESS (I) PVT LTD” is a
bonafide work done and submitted by me and the research work was carried out
under the guidance of Mr. Rajkumar Krishnan, Clearance Supervisor, DHL
Express (I) Pvt. Ltd. and under overall supervision of Dr. S. Lalitha, Professor,
School of Management Studies, Bharath University.
I further declare that this Project Report does not form of any other
project reports or dissertations on the basis of which a degree was awarded or
conferred on an earlier occasion on me or any other candidate.
Place: Chennai
Date: Gaurab Dutta
4. ACKNOWLEDGEMENT
I express my deep sense of gratitude to our beloved chairman Dr. S.
Jagathrakshagan for giving me a wonderful opportunity for doing Master of
Business Administration in this esteemed institution
I wish to place my deep sense of gratitude to Mr. Rajkumar Krishnan,
Clearance Supervisor, DHL Express (I) Pvt. Ltd. For his valuable guidance
throughout the project.
Foremost, I would like to thank Dr. N. M. Jaffer, HOD, School Of
Management Studies, Bharath University, for his intensity and focus on technical
aspects and for taking all efforts to make my journey smooth on the information
technology super highway. It is a privilege to have him as our faculty.
I consider it a great privilege to be under the guidance of Dr. S. Lalitha,
Professor, School of Management Studies, Bharath University. The contribution
and significant role played by her help me in preparation and submission of
project report in time.
I gratefully acknowledge the team of staff members in M.B.A department
for helping me in all aspects and giving their valuable ideas for making my
project efficient and effective. Last but not the least I would like to thank my
parents and friends for their valuable support and encouragement through out
the course of the project.
Gaurab Dutta
5. CONTENTS
Chapters Page No.
1. Introduction 1
2. Company Profile 15
3. Review of Literature 19
4. Research Methodology 29
5. Data Analysis and Interpretation 35
6. Findings 55
7. Suggestions 57
8. Conclusions 59
9. Annexure I
10. Bibliography II
6.
7. INTRODUCTION
Research Motivation
A multitude of companies today has already identified the need to create a
loyal customer base and acknowledges that maintaining existing customers and
extending business with them is significantly less expensive than acquiring new
customers. Empirical proof of the proliferation of such customer loyalty efforts in the
business world is e.g. provided in the form of loyalty programs, which many
companies have installed during the past years. By engaging in efforts aimed at
creating customer loyalty, which in turn fosters financial success in monetary terms
firms react to increasing competitive challenges.
Within research, the investigation of customer loyalty gained importance when
the classic marketing paradigm with its instrumental and transactional orientation
proved unsuitable in the context of longer-term business relationships. Instead, the
relationship marketing approach, which is specifically concerned with the study of
relational ex-changes, gained importance within research, serving as a conceptual
foundation for the majority of customer loyalty researchers.
The question of how loyalty develops has been subject to an abundance of
research, leading to an expansive body of literature on loyalty determinants. The
extant literature exploring different factors and their constituent effects on loyalty,
however, reveals a strong focus on consumer goods and industrial equipment settings,
8. while industrial services have received relatively little attention so far. In addition, the
majority of articles incorporates merely a few potential determinants and thus fails to
draw a comprehensive picture of the mechanisms of customer loyalty formation.
Place: Chennai
Just like other businesses, logistics service providers (LSPs) are faced with
increasing competitive pressure that urges them to concentrate not only on operational
business processes, but also on an efficient and effective customer management. In the
US alone, LSPs’ revenues grew from US-$ 31 billion in 1995 to US-$ 85 billion in
2004 and logistics outsourcing expenditures as a fraction of total logistics
expenditures are at over 40% and expected to rise even further. One way to meet this
challenge of rapid growth and expansion, according to Langley et al. is to focus on
establishing, maintaining, and developing relationships with customers.
An often proposed driver of logistics outsourcing is the need to develop and maintain
competitive advantage, which customers of LSPs intend to achieve through
concentrating on core competencies and re-engineering. Another important driver is
the ongoing globalization, which several authors regard as the most important
challenge that companies are facing. In this context, LSPs can play an important role
as facilitators of global trade. Along with globalization, however, companies that
outsource logistics activities increasingly try to consolidate the number of LSPs they
use globally. Therefore, LSPs do not only have to devise sustain-able growth
strategies, but also have to develop intercultural management competencies, a
challenge hardly ad-dressed in LSP management literature.
9. While intercultural management deals with the influence of culture on
management styles in different countries, it is also arguable whether a one best way
management paradigm is applicable even within national confines. LSPs’ customers
are extremely diverse and similarly, relationships between LSPs and their customers
can be expected to exhibit momentous differences. As such, it is a crucial
management issue for LSPs to de-sign their customer loyalty efforts in a manner that
accounts for both cultural context and different relationship characteristics.
Research goals
As outlined in the preceding section, LSPs are confronted with diverse
management challenges that result from continuous growth, globalization, and
customer diversity. The aim of the present study therefore is to identify determinants
of customer loyalty in relationships between LSPs and their customers by explicitly
considering different characteristics and cultural contexts of such relationships. In this
sense, the present research is positioned at the interface of marketing and logistics and
is intended to contribute not only to logistics research, but also to research in
marketing, customer loyalty, and cultural studies.
In order to address the concept of customer loyalty, it is important to
understand the mechanisms underlying loyalty in the logistics outsourcing context.
For this reason, the starting point of the present research will be the study of
Wallenburg, who studied customer loyalty within relationships between LSPs and
10. their customers. On this basis, factors that can be surmised to determine customer
loyalty in such relationships will be proposed and interdependencies between these
factors will be identified. The resulting comprehensive explanatory model of customer
loyalty will not only provide insights into the constitution of customer loyalty, but will
also serve as the basis for subsequent analyses.
As stated previously, a globalizing marketplace and the need of LSPs to render
logistics services on an international scale requires intercultural management
competencies. Before being able to apply such management techniques, though, a
thorough understanding of cultural differences between different countries is
necessary. The present study will therefore provide a starting point for such analyses
by investigating cultural differences between two important markets for logistics
outsourcing, the USA and Germany. Particular differences between Germany and the
USA will be identified and applied to the previously devised customer loyalty model.
As a result, differences between the two countries with respect to the formation of
customer loyalty can be inferred.
Finally, this study will investigate in how far different relationship conditions
influence the development of customer loyalty. For this purpose, important
relationship characteristics will be identified and their moderating influences on the
customer loyalty model will be examined. This will provide information on the
robustness of the customer loyalty model versus relational contingencies and will
suggest if it is necessary to differentiate customer loyalty efforts accordingly.
11. Customer Satisfaction
The term logistics is often misinterpreted to mean transportation. In fact, the
scope of logistics goes well beyond transportation. Logistics forms the system that
ensures the delivery of the product in the entire supply pipeline. This includes
transportation, packaging, storage and handling methods, and information flow. The
impact of logistics in the ability of a company to satisfy its customers cannot be
overstated. All other efforts at modernization within a company would not bear fruit
until the logistics system is carefully designed to facilitate the smooth and efficient
flow of goods in the system.
The topic of logistics is relatively new in India. There have been some
companies that have done work in this area, but a large number of companies are only
now beginning to realize the benefits of designing and managing the entire supply
chain. With India joining the global marketplace, the role of logistics assumes greater
importance.
The industrial policies in India have prompted manufacturers to build plants in
remote, backward areas due to inexpensive land and tax benefits. This poses some
serious logistical problems. Apart from a poor road and transportation network, the
existing communications system in India leaves a lot to be desired by any
international standard. It is in this context that logistics has to be considered in India.
Customer Satisfaction in 7 Steps
12. 1. Encourage Face-to-Face Dealings
This is the most daunting and downright scary part of interacting with a
customer. If you're not used to this sort of thing it can be a pretty nerve-wracking
experience. Rest assured, though, it does get easier over time. It's important to meet
your customers face to face at least once or even twice during the course of a project.
2. Respond to Messages Promptly & Keep Your Clients Informed
This goes without saying really. We all know how annoying it is to wait days
for a response to an email or phone call. It might not always be practical to deal with
all customers' queries within the space of a few hours, but at least email or call them
back and let them know you've received their message and you'll contact them about it
as soon as possible. Even if you're not able to solve a problem right away, let the
customer know you're working on it.
3. Be Friendly and Approachable
A fellow Site Pointer once told me that you can hear a smile through the
phone. This is very true. It's very important to be friendly, courteous and to make your
clients feel like you're their friend and you're there to help them out. There will be
13. times when you want to beat your clients over the head repeatedly with a blunt object
- it happens to all of us. It's vital that you keep a clear head, respond to your clients'
wishes as best you can, and at all times remain polite and courteous.
4. Have a Clearly-Defined Customer Service Policy
This may not be too important when you're just starting out, but a clearly
defined customer service policy is going to save you a lot of time and effort in the
long run. If a customer has a problem, what should they do? If the first option doesn't
work, then what? Should they contact different people for billing and technical
enquiries? If they're not satisfied with any aspect of your customer service, who
should they tell? There's nothing more annoying for a client than being passed from
person to person, or not knowing who to turn to. Making sure they know exactly what
to do at each stage of their enquiry should be of utmost importance. So make sure
your customer service policy is present on your site -- and anywhere else it may be
useful.
5. Attention to Detail (also known as 'The Little Niceties')
Have you ever received a Happy Birthday email or card from a company you
were a client of? Have you ever had a personalized sign-up confirmation email for a
service that you could tell was typed from scratch? These little niceties can be time
consuming and aren't always cost effective, but remember to do them.
14. Even if it's as small as sending a Happy Holidays email to all your customers,
it's something. It shows you care; it shows there are real people on the other end of
that screen or telephone; and most importantly, it makes the customer feel welcomed,
wanted and valued.
6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme
level of understanding with your clients will do wonders for your working
relationship.
7. Honour Your Promises
It's possible this is the most important point in this article. The simple
message: when you promise something, deliver. Clients don't like to be disappointed.
Sometimes, something may not get done, or you might miss a deadline through no
fault of your own. Projects can be late, technology can fail and sub-contractors don't
always deliver on time. In this case a quick apology and assurance it'll be ready ASAP
wouldn't go a miss.
Customer Loyalty
15. Obtaining a thorough understanding of customer loyalty is a prerequisite for
the execution of the research at hand. For that, the development of customer loyalty
research within the framework of relationship marketing will be presented first, before
different customer loyalty concepts will be introduced. From these concepts, a
definition of customer loyalty for use in this study will be derived, before both
consequences and antecedents of customer loyalty will be portrayed.
Since the beginning of the 1990s, customer loyalty has gained importance both
in relationship marketing research and in business. In business, this can be attributed
to changing market- and competition-environments. Due to a shift from a sellers’ to a
buyers’ market and because of an increasing degree of globalization, most industries
find themselves confronted with new challenges. In a first phase, firms tried to face
these challenges by focusing on their internal processes and organizational structures,
trying to achieve cost reductions by concentrating on internal improvements. A second
phase of external focus followed, where firms directed attention to their customers,
trying to retain existing ones and to win over new ones (churning). Since “acquiring
new customers is much more expensive than keeping them”. And “loyal customers are
the bedrock of any business”. A loyal customer base represents a barrier to entry, a
basis for a price premium, time to respond to competitor innovations, and a bulwark
against deleterious price competition. Loyalty is critical to brand volume, is highly
correlated to market share, and can be used as the basis of predicting future market
share; consequently, understanding loyalty appears critical to any meaningful analysis
of marketing strategy.
16. In marketing research, two trends mark the development of customer loyalty.
While individual transactions initially were in the center of marketing research, the
focus shifted towards analyzing relationships states that the ‘traditional’ marketing
concept of the marketing mix with its ‘4 Ps’, developed in the middle of the last
century, had been the established approach until the 1990s. This approach, how-ever,
focuses solely on transactions, a deficit tackled by the relationship marketing
approach. At the core of it is the study of relationships between buyers and sellers of
goods or services, in contrast to merely examining transactions. An often cited and
comprehensive definition of relationship marketing is provided “Relationship
marketing refers to all marketing activities directed toward establishing, developing,
and maintaining successful relational exchanges.” Therefore, the relationship
marketing approach pro-vides a suitable environment in which customer loyalty
research can be nested.
While the development of relationship marketing began in the early 1970s, it
was not until the late 1980s that works from the ‘Nordic School of Services’. Initiated
a paradigm shift that geared marketing towards the creation, conservation, and
extension of buyer-seller relationships. Although relationship marketing today is
widely accepted among marketing researchers, its promoters do not postulate the
replacement of the transactional approach, but rather juxtapose the two approaches.
For example, delineates a strategy continuum, in which different goods require
different degrees of transaction- and relationship-based marketing strategies. As a
17. result of the focus on relationships in marketing research, customer loyalty gained
importance within research.
Before determining which stream the present study can be associated with,
however, it is important to create a clear understanding of different customer loyalty
concepts prevalent in research. This will be accomplished in the following section.
Customer Loyalty Concepts
Reviewing research, it becomes obvious that the notion of customer loyalty is
blurred. At its core, customer loyalty deals with relationships between suppliers and
their customers and can be distinguished from other loyalty aspects, such as brand
loyalty, which refer to a more abstract attachment, such as that towards a brand.
Within German customer loyalty literature, the notion of customer loyalty is even
more faceted, encompasses both ‘customer loyalty’ and ‘customer retention’
distinguishes an active, supplier-focused component and a passive, customer focused
component of customer loyalty.
In the supplier-focused perspective, customer loyalty is seen as a bundle of
measures that aim at improving relationships with customers. The supplier is in the
center of attention and the customer is only regarded as the factor at which success of
customer loyalty becomes manifest. Here it becomes clear that this approach contains
a conceptual deficit. It is the customer who eventually decides on whether customer
loyalty management is successful or not, because all activities undertaken by a
18. supplier can only be geared at influencing customers to be loyal. A customer-focused
perspective therefore has to be added to evaluate the success of customer loyalty
management.
Within the customer-focused perspective, customer loyalty is conceptualized
taking into account customers’ complex characteristics. These can either be
approached as customers’ directly observable actions and/or take into account their
attitudes and intentions. Since customers’ actions are directly influenced by their
attitudes and intentions, it is obvious that these have to be scrutinized to understand
and manage loyalty. A third perspective is a synthesis of the former two approaches.
The relationship-focused perspective directly examines the relationship between
suppliers and customers. Accordingly, the objects of study in this perspective usually
are buying behavior in retail contexts and long-term relationships marked by frequent
interaction between suppliers and buyers in industrial contexts.
It is clear that the supplier-focused perspective with its instrumental approach
is significantly different from the other two approaches. Distinguishing the customer-
and the relationship-focused perspective, however, is difficult, because both focus on
the customer.
Behaviorist customer loyalty concepts
Behaviorist concepts of customer loyalty have been at the core of early
marketing research and focus on customers’ observable behavior, as e.g. in purchasing
19. behavior. Accordingly, customer loyalty is established, when customers demonstrate
consistency in their choice of supplier or brand. “Hard-core” loyalty, when one
product alternative is exclusively repurchased and of “reinforcing” loyalty, when
customers switch among brands but repeat-purchase one or more alternatives to a
significant extent. Similarly, customer loyalty as “the proportion of times a purchaser
chooses the same product or service in a specific category compared to the total
number of purchases made by the purchaser in that category“. Pegging customer
loyalty to purchasing behavior, however, is very critical, there can be a multitude of
factors affecting purchasing behavior, such as product availability or special deals,
which are not grasped by looking at purchases alone. A main deficit of the
behavioristic approach thus is that it does not look at the drivers’ behind purchasing
behavior.
Another disadvantage of behavioristic customer loyalty concepts is their ex-
post approach. When loyalty is only expressed through purchases, information on
customers’ actual loyalty status in between purchases is not available. Consequently,
decreasing loyalty is only recognized after it manifests itself through changed
purchasing behavior. Only in relationships with frequent interaction can a supplier
integrate further aspects, such as complaints, into customer loyalty management. The
reason, why behavioristic concepts may still be valuable, is because the measurement
of customer loyalty in this approach does not necessitate involvement by the
customer. The assessment of attitudes and intentions would always imply customers’
cooperation through participation in surveys. By simply recording purchases, e.g.
through delivery records in the industrial context or customer cards in a consumer
20. context; the assessment of customer loyalty poses little difficulty. Particularly in areas,
where most purchases can be easily ascribed to individual customers, as is the case
with mail-ordering or book-stores on the internet, the behavioristic approach is useful
for identifying different customer groups and their characteristics. Such firms,
however, can only assess purchases of their own products, while purchases of
competing products go unnoticed. Firms can therefore neither draw conclusions about
relative changes of purchasing behaviors, nor evaluate their comparative market
position.
Neo-behaviorist customer loyalty concepts
These narrow technical definitions do not adequately capture the richness and
depth of the loyalty construct implicit in a relational framework.” Consequently, neo-
behavioristic customer loyalty concepts start at the shortcomings of the behavioristic
approach by examining the causes of loyalty. As early as 1969, Day concluded that
“loyalty should be evaluated with both attitudinal and behavioral criteria” otherwise
accidental repeat-purchases, merely resulting from situational exigencies, would be
regarded as indicators of loyalty. There is no agreement, however, on the question,
whether attitudes are part of customer loyalty or merely an antecedent of it. Some
authors propose that only positive attitude can lead to ‘true’ customer loyalty. If
attitude then is a necessary prerequisite of customer loyalty, some drivers of loyalty
cannot be explained. Transaction cost theory, for instance, provides the concept of
asset specificity. Relationship-specific investments create economic switching barriers
and therefore increase customer loyalty. However, the mere repeat purchase of goods
or services for reasons of economic constraints would not qualify as loyalty, as
21. positive attitudes are not involved. In order to avoid the outlined problem, it is useful
to abstain from defining positive attitude to be a necessary antecedent of loyalty.
Instead, researchers usually consider intentions and observable behavior to be the
constituting elements of customer loyalty.
Determinants of Customer Loyalty
In order to be able to gear marketing activities towards the creation of
customer loyalty, its determinants and their precise effects have to be known.
Accordingly, many researchers have investigated this topic. In order to gain an
overview of the determinants identified in these works, they can be structured in three
dimensions:
(1) Company-related determinants refer to the supplier itself or to the goods or
services offered. It is a prerequisite for the existence of customer loyalty that
the offered goods or services create utility for the customer and that they are
available. In this respect, an assessment is usually performed by examining
quality. In order to evaluate the price-performance ratio, customers will pay
attention to prices. Customer loyalty will also be influenced by the reputation
a company has and ultimately by customer loyalty programs offered.
(2) Relationship-related determinants play a significant role in long-term
relationships. Factors regarding the interaction between supplier and
22. customer, such as relationship quality, previous experiences, and trust are
important. Commitment, which provides evidence of emotional closeness and
moral or normative feelings of obligation, takes a central role in relationships.
Specificity and dependence can lead to economic, psychological and social
switching barriers.
(3) Customer-related determinants are mainly influenced by customers’
characteristics. In this respect, affect and involvement, and consequently also
the importance of the good or service to the customer, are important. In
addition to the above delineated areas, the effects of the market environment
and competition are researched, as is the link between satisfaction and loyalty,
which plays an important role in the research of customer loyalty and is often
placed in one of the three dimensions. However, as most other determinants
influence satisfaction, it cannot be clearly separated and should therefore be
listed as a distinct category.
23.
24. COMPANY PROFILE
Overview
Logistics market is all set to experience a period of explosive organic growth,
judging by independent market analyst Datamonitor's latest research. The
Datamonitor report, "India Logistics Outlook 2007," predicts high double-digit
growth rates for both outsourced and contract logistics in India.
With India's gross domestic profit (GDP) growing at over 9% per year and the
manufacturing sector enjoying double digit growth rates, the Indian logistics industry
is at an inflection point, and is expected to reach a market size of over $125 billion in
year 2010.
Strong growth enablers exist in India today in the form of over $300 billion
worth of infrastructure investments, phased introduction of value-added-tax (VAT),
and development of organized retail and agri-processing industries. In addition, strong
foreign direct investment inflows (FDI) in automotive, capital goods, electronics,
retail, and telecom will lead to increased market opportunities for providers of 3PL in
India."
However, as a result of the under-developed trade and logistics infrastructure,
the logistics cost of the Indian economy is over 13% of GDP, compared to less than
10% of GDP in almost the entire Western Europe and North America.
25. As leading manufacturers realign their global portfolios of manufacturing
locations, India will have to work on such systemic inefficiencies, in order to attract
and retain long-term real investments.
3PL/outsourced logistics is the outsourcing of a company's logistics operations
to a specialized firm, which provides multiple tactical logistics services for use by
customers as opposed to the respective company having a business unit in-house to
oversee its supply chain and transportation of goods.
Some Facts:
• Market Size US $ 1.5 Billion
• Growth rate between 15 to 20% per annum
• International gateways:
o Mumbai
o Delhi,
o Chennai
• Domestic gateways
o Mumbai,
o Delhi,
o Kolkata,
o Chennai,
o Bangalore,
o Hyderabad,
o Pune,
o Salem,
o Ambala,
26. o Gauwhati,
o Ahmedabad,
o Nagpur.
• Employs over 1.2 Million people
• Air express witnessed maximum growth in the air cargo market
• In 2007 over 1.70 Billion shipments handled
• Air traffic grows faster than anywhere in the world
• Total cargo traffic increased by 21.5 % in 2006-07
• 126 airport
• 14 int‘l airport account for 96 % of total freight traffic
• Estimated market size US$ 1.5 Billion
• High growth rate
• Express market expected to grow more than 20 %
• India‘s Express industry bigger than tea and entertainment industry
• 2nd fastest growing major economy
About DHL
27. DHL is a Deutsche Post World Net company of Germany that provides
international Mail, Express, Logistics and Finance. The company was founded in
1969 by Adrian Dalsey, Larry Hillblom, and Robert Lynn.
The trio initially provided a courier service between the Continental United
States and Hawaii then expanded the business from there. In 1998, Deutsche Post
World Net began to acquire shares in DHL, finally reached majority ownership in
2001, and completed the purchase in 2002.
DHL's global headquarters are located in Bonn and London (its Exel
subsidiary). Headquarters for the Americas are located in Plantation, Florida, while its
Asia Pacific & EEMEA headquarters are located respectively in Singapore &
Bahrain/Brussels.
DHL owns its own cargo airlines, European Air Transport, originally based in
Brussels, and DHL Air, based at the East Midlands Airport in the United Kingdom.
EAT moved from Brussels Airport in Belgium to Leipzig/Halle Airport in Germany in
Spring 2008 with its fleet of Boeing 757SF freighters and Airbus A300 B4 freighters.
Leipzig is now DHL major European Airline hub with dedicated brand new facilities.
Major competitors of DHL include:
• FedEx.
• UPS.
• TNT.
• United States Postal Service and,
• Royal Mail.
As on 2006 DHL employees around 2,85,000 people across the various locations.
28.
29. REVIEW OF LITERATURE
Logistics
After having presented the necessary fundamentals of customer loyalty in the
preceding section, this section will elaborate on the reference point of the research
project, i.e. logistics. For that, the first section will present different views on logistics
and lay the notional basis for the understanding of logistics embraced in this study. As
relationships between logistics service providers and their customers are to be
analyzed, the logistics outsourcing phenomenon will be detailed, before taxonomy of
logistics service providers is provided.
Nature of Logistics
Logistics is an established discipline both in theory and in practice, yet there is
no agreement on a universal definition of logistics. One widely accepted view stems
from the Council of Supply Chain Management Professionals (CSCMP). In their
latest definition (CSCMP 2005), logistics management is seen as “that part of Supply
Chain Management that plans, implements, and controls the efficient, effective
forward and reverses flow and storage of goods, services and related information
between the point of origin and the point of consumption in order to meet customers'
requirements.”This view is clearly marked by the economic objectives of
effectiveness and efficiency and regards logistics as part of supply chain management.
30. Other definitions e.g. that of Weber and Kummer are broader and refer to
logistics as a flow-oriented design of all value-creation processes. At the base of their
understanding is the empirically backed assumption that there are different stages of
maturity in logistics. While there are several researchers that also argue for stage
models of logistics development, there is no unity as to how many stages such a
model has. The model that will be briefly examined in this section stems from Weber,
who identifies four maturity stages. These stages are determined by the level of
logistics knowledge present in a firm and require path-dependent development from
the lowest to the highest level of logistics knowledge:
In the first maturity stage, logistics is a specialized service function that
provides transportation, handling, and storage services that are necessary for an
efficient flow of materials and goods. Weber states that this stage of logistics maturity
was first observable in the 1950s, when markets changed from suppliers’ to buyers’
markets, requiring improved materials flows to succeed in the changed market
environment. This is in line with Bowersox and Daugherty, who confirm that
advanced logistical organizations barely existed at that time. Effects of this paradigm-
change were two-fold. On the one hand, logistics optimization was achieved through
process improvements and advances in forecasting and planning techniques. On the
other hand, organizational changes took place, as many companies institutionalized
their logistics functions in dedicated departments and therefore created a specialized
service function that was separated from other functions such as procurement or
manufacturing.
31. The second stage of logistics maturity was initiated by contextual changes in
the economic environment. In addition, advances in technology facilitated
communication and networks between different departments in companies’ state. As a
result, firms realized that efficiency could be increased by improving the coordination
of materials flows from inbound streams in procurement through the value creation
process in manufacturing to outbound streams in distribution. Through this focus on
the integration of different functions, cost and performance benefits were achieved.
Weber provides coordination of lot-sizes and just-in-time supply and production as
examples of these benefits.
The following third stage of logistics maturity was necessitated by further
changes of the market environment. Simon points out that the intensity of competition
increased, an effect attributable to over-capacities, and a world-wide convergence of
product quality, shortened product-life-cycles, and a strengthened focus on customer
demands. The required simultaneous focus on differentiation and cost leadership was
not feasible under the prevalent functional structures and rigid organizational systems.
Instead, a process-oriented intra-company value chain that reduces complexity was
needed to succeed in the changing market environment. Hence, logistics evolved from
a mere functional concept to a management concept or, as from operational to
strategic orientation.
The fourth and, for the time being, last maturity stage of logistics development
is again driven by market pressures. When companies realized that optimization
potentials within the organization had been largely exploited, the focus of attention
32. was furthered to include upstream and downstream partners in the supply chain. In
this sense, the view of logistics as a management concept from the third maturity
stage is ex-tended over company boundaries and can be labeled supply chain
management (SCM).
This underlines the outstanding importance of logistics for companies, which
can realize significant economic benefits by allocating management capacities to the
improvement of logistics and the creation of flow-oriented organizations. A way, in
which many companies presently try to accomplish this, is by outsourcing parts or all
of their logistics activities to third parties.
Logistics Service Providers
If a company employs an outside provider to perform some or all of its
logistics activities, this outside provider is termed a logistics service provider. These
LSPs were originally only offering a very narrow spectrum of services, mainly
consisting of transportation or warehousing services. In order to react to changing
demands from their customers, as pointed out in the preceding sections, LSPs have
started to offer integrated service portfolios that include a multitude of different
services. According to, five types of LSPs can currently be distinguished: carriers,
couriers & express & parcel/postal (CEP), freight forwarders, third-party LSPs
(3PLs), and fourth-party LSPs (4PLs), which will be briefly described below.
33. Carriers are firms that own assets for transportation purposes. These as-sets
are usually confined to road, sea, air, or rail transportation. In some cases, however,
carriers own several of the aforementioned transportation assets. management of
capacity and load-factor optimization are at the core of the carrier business. CEP
providers are also transportation providers. As opposed to carriers, CEP providers
send parcels or mail though their networks, employing different transportation
vehicles and incorporating handling at hubs. In this way, they can virtually supply
door-to-door services anywhere in the world, without having to rely on any third
parties. Core competencies of CEP providers are the operation and management of
highly complex distribution networks.
Freight forwarders are intermediaries between suppliers and buyers of
transportation services. In most cases, brokers carry out additional ser-vices, such as
transportation planning and management, including the associated provision of
information systems. In some cases, brokers also dispose of their own transportation
assets. Bundling and coordination of demand for transportation services are the core
competencies of brokers.
In contrast to the aforementioned LSPs, 3PLs or contract LSPs offer their
customers logistics solutions that often include management capacities. These
solutions most commonly include several services, such as warehousing and
34. pick/pack operations that are carried out on a longer-term contractual basis.
Sometimes, customers’ value chains, such as fleet management, order handling,
complaints management, call centers, or assembly services. A recent addition to the
list of types of LSPs comes in the form of 4PLs. While there is no universal
agreement on the definition of the 4PL, the cur-rent state of the debate establishes
4PLs as suppliers of complete logistics systems, without carrying out the services
themselves. Instead, 4PLs sub-contract all operations from other LSPs and confine
themselves to the management of logistics systems. Thus, they do not dispose of any
logistical assets and are a neutral intermediary between businesses and asset-based
LSPs.
As 3PLs form the point of reference for logistics outsourcing as dealt with in
this study, the existing notional ambiguities in research have to be examined. Author
to identify different types of 3PLs. To him, there are four distinct classes of 3PLs:
(1) asset-based 3PLs use their own assets (e.g. trucks and warehouses) to offer
dedicated logistics services;
(2) management-based 3PLs supply logistics management through
information systems or consulting;
(3) Integrated 3PLs use their own assets to provide logistics services, but also
subcontract from other vendors if necessary; and
35. (4) administration-based 3PLs mainly offer administrative management (e.g.
Freight payment).
THEORETICAL FRAMEWORK
Social Exchange Theory
Social exchange theory deals with “the relational interdependence, or
relational contract, that develops over time through the interactions of the ex-change
partners.” While this concept has only entered marketing theory in the 1980s, the
discussion goes as far back as to the Greek philosopher Aristotle, who distinguished
social exchange from economic exchange in his Nicomachean Ethics. Later,
sociologists such as Blau and Emerson, as well as social psychologists such as
Thibaut and Kelley worked on the concept of social exchange.
On the basis of a thorough investigation of social exchange literature, Lambe,
Wittmann, and Spekman summarize the following four foundational premises of
social exchange theory, which will be detailed below:
• Exchange interactions result in economic and/or social outcomes,
• These outcomes are compared over time to other exchange alternatives to
determine dependence on the exchange relationship
• Positive outcomes over times increase firms’ trust of their trading partner(s)
and their commitment to the exchange relationship, and
36. • Positive exchange interactions over time produce relational exchange norms
that govern the exchange relationship.
In contrast to pure economic theories, social exchange theory thus incorporates
both economic and social outcomes, highlighting the fact that social as well as
economic considerations are made when evaluating the value of relationships. This
value results from an assessment of both utilities and costs of a relationship, and
parties will choose to uphold a relationship as long as the cost-utility-ratio is
satisfactory. The exact composition of utilities and costs varies from individual to
individual, and more emphasis may be put on either social or economic aspects.
When appraising the value of a relationship, parties will not only consider
current and past costs and utilities, but also potential future benefits, and may forego
present benefits for benefits in the future. Therefore, an important factor in social
exchange theory is trust, which results from multiple and beneficial interactions over
time. Only if the trading partner is trusted, will one be willing to reciprocate the
abdication of cur-rent benefits for future benefits. Another important aspect of social
exchange theory is commitment, which is fostered by trust. This causal relationship
between trust and commitment is based on the principle of generalized reciprocity,
because commitment entails vulnerability and parties will seek only trustworthy
partners.
37. Social exchange theory’s foundational premises indicate that relation-ships are
not only governed by contracts, but also by norms, which develop as a consequence of
repeated interaction and “increase the efficiency of relationships because by agreeing
to the manner in which interactions take place, the degree of uncertainty may be
reduced.” As with trust, norms are adhered to because rewards are expected.
While social exchange theory can be very useful conceptually, it is mainly
criticized for its lack of empirical foundation. Factors such as commitment and trust
should be able to substitute (at least in part) contractual governance structures, but this
cannot be confirmed empirically. Presumably, this is attributable to social exchange
theory’s neglect of opportunism.
Equity Theory
Equity theory represents an extension of social exchange theory by adding the
aspect of fairness. While the concept dates back to Homans, equity theory was
primarily coined by Adams. At that time referred to as “theory of inequity”, it was
introduced to explain wage inequities. The basic assumption underlying equity theory
is that each party in a relationship compares its input-output-ratio to that of the other
party. Analogous to social exchange theory, social as well as economic considerations
are incorporated in the evaluation of fairness.
In case the ratio is balanced, the perception of being fairly treated is conveyed.
Otherwise, one feels unfairly treated, arousing distress for both the over-benefited and
38. the under-benefited parties, which may lead to emotional and behavioral
consequences. In order to re-create fairness, parties can change their inputs, adjust
their expectations, influence the other party, or terminate the relationship.
As in social exchange theory, the input-output-ratios of the involved parties do
not have to be in balance at any given time. Instead, parties must trust that outcomes
be split equitably in the long-run
Commitment Trust Theory
Morgan and Hunt in 1994 first introduced commitment trust theory in their
article on successful relationship marketing. According to them, commitment and trust
function as key mediating variables between five antecedents (relationship
termination costs, relationship benefits, shared values, and opportunistic behavior)
and five outcomes (acquiescence, propensity to leave, cooperation, functional conflict,
and decision-making uncertainty). By highlighting commitment and trust, Morgan and
Hunt’s theory is based on the fundamental ideas of social exchange theory. At the
same time, one of the major deficits of social exchange theory is addressed by
allowing for opportunistic behavior.
Considerations by Morgan and Hunt were spurred by a shift in marketing
research and practice away from a mere transactional focus towards the relationship
marketing approach, according to which all marketing activities are supposed to
39. establish, develop, and maintain successful relational exchanges. While Morgan and
Hunt ac-knowledge that many contextual factors determine the success or failure of
relationship marketing efforts, commitment and trust are seen as key, be-cause they
can establish relational governance norms. As such, commitment and trust can
encourage cooperative behavior aimed at preserving relationship investments,
mitigate the risk of choosing attractive short-term alternatives despite of expected
long-term benefits with existing exchange partners, and can make high-risk actions
appear more attractive, because exchange partners are not feared to act
opportunistically. “Therefore, when both commitment and trust – not just one or the
other – are present, they produce outcomes that promote efficiency, productivity, and
effectiveness.”
The six key factors that influence customer loyalty
According to Peter Clark, co-editor of The Wise Marketer and
co-author of The Loyalty Guide report series, there are six major
factors that play key roles in influencing the loyalty and
commitment of customers:
42. RESEARCH METHODOLOGY
Objective of the study
A study on customer level of satisfaction in towards DHL Express (I)
Pvt Ltd
To identify the loyalty of customer towards DHL Express (I) Pvt.
Ltd.
To measure the specific reasons for satisfaction and dissatisfaction in
with DHL Express.
To identify the recommendations of DHL Express to others by
existing loyal customers.
43. Scope of the study
Scope of the study mainly to know the current level of customer
satisfaction.
Scope of the study mainly to know the loyalty of the customer
towards the company.
To give suggestion regarding improvement of performance standard
of the Company
To inform the management about current level.
44. Limitations of the study
Time limit restricts detailed survey work for this particular topic of
research
The survey is restricted to the customers of DHL Express I Pvt ltd
who are involved in imports.
Some customers have lack of time, so they may not communicate
properly.
45. Research design
The objective of the study has been achieved by using both Primary and
Secondary Data’s. The data’s obtained for the study was primarily from field
investigation carried out among the customers of DHL.
Sampling
Sample design is a definite plan for obtaining a sample from a given
population. It refers to the technique or the procedure the researcher would adopt in
selecting items for samples.
Samples are studied for the population who are the customers of DHL Express
I Pvt. Ltd. Research design is needed because it facilitates the smooth railing of the
various research operations thereby making research as effective as possible yielding
maximal information with minimal expenditure of effort, time and money.
Sample Size
The Customers, to whom DHL provides service is taken into consideration.
The sample size is 85.
Primary Data
Primary data was collected through Online Survey
http://dhl-customerloyalty.surveyconsole.com/
Survey Research:
46. Survey research as name suggests, is distinguished by the facts that the data
are collected from the people who are thought to have the desired information,
through questionnaire.
Questionnaire was posted over the internet and sent to the respective
customers in order to collect information related to the topic. The questionnaires so
designed for this purpose were structured.
Secondary Data
Secondary data was collected through company websites and records. And
analysis on various aspects has been done using different statistical techniques.
The methods followed for the analysis and interpretation of data are:
• Uni variate Percentage Analysis
• Weighted average method
• Univariate Percentage Analysis:
Percentage refers to a special kind of ratio. It is used to make comparison
between two or more series of data. They can be used to compare the relative items,
the distribution of two or more series of data, since the percentages reduces every
thing to a common base and there by allow meaningful comparisons to be made. Here
only one factor is considered.
NO OF RESPONDENTS
PERCENTAGE = x 100
TOTAL RESPONDENTS
47. • Weighted Average Method:
This method is a used when the relative importance of the different items is
not the same. The term weighted stands for the relative importance of the different
items. It is assumed that inventory costs should be assigned on the basis of average
costs of identical units. An average cost unit is determined by dividing the total costs
of the units by the number of units.
The weighted average method is logical when assigning costs to units that become
mixed together, there by making separate identification difficult or impossible.
The formula is:
__ ∑ WX
X =
∑W
Where;
X = Weighted Arithmetic mean
X = Frequency or no of response dents
W = Weighted allotted to each factor
48.
49. DATA ANALYSIS & INTERPRETATION
Customers overall experience to accessibility and responses of DHL
representative through Telephone.
Options Respondents Percentage
Excellent 16 20 %
Very Good 16 20 %
Good 32 40 %
Fair 16 20 %
Poor 0 0%
Total 80 100 %
Table - 1
Interpretation:
20 % of the customers responded that their overall experience to
accessibility and responses through Telephone is Excellent. Next 20 % says it is very
good. Good being awarded by 40 % of the customer. Final 20 % is not so satisfied so
they said that the service is fair
50. Poor
Fair 0% Excellent
20% 20%
Excellent
Very Good
Good
Fair
Very Good
Poor
20%
Good
40%
Figure - 2
(Chart showing Customers overall experience to accessibility and responses of
DHL representative through Telephone)
51. Customers overall experience to accessibility and responses of DHL
representative through E-mail.
Options Respondents Percentage
Excellent 16 20 %
Very Good 16 20 %
Good 32 40 %
Fair 16 20 %
Poor 0 0%
Total 80 100 %
Table - 2
Interpretation:
20 % of the customers responded that their overall experience to
accessibility and responses through E-mail is Excellent. Next 20 % says it is very
good. Good being awarded by 40 % of the customer. Final 20 % is not so satisfied so
they said that the service is fair
52. Poor
Fair 0% Excellent
20% 20%
Excellent
Very Good
Good
Fair
Very Good
Poor
20%
Good
40%
Figure - 3
(Chart showing Customers overall experience to accessibility and responses
of DHL representative through E-mail)
53. Clearance representative ability to help customer issue/need
Options Respondents Percentage
Excellent 15 19 %
Very Good 17 21 %
Good 22 28 %
Fair 19 24 %
Poor 7 9%
Total 80 100 %
Table - 3
Interpretation:
` 19 % of the customers responded that their overall experience to ability
to help resolve issue or need is Excellent. Next 21 % says it is very good. Good being
awarded by 28 % of the customer. 24 % is somewhat satisfied so they said that the
service is fair. 9 % is not satisfied with the service.
54. Poor
9% Excellent
19%
Fair
Excellent
24%
Very Good
Good
Fair
Very Good
21% Poor
Good
27%
Figure - 4
(Chart showing Clearance representative ability to help customer issue/need)
55. Customers Overall experience with DHL Clearance Department
Options Respondents Percentage
Excellent 17 21%
Very Good 15 19%
Good 14 18%
Fair 30 38%
Poor 4 5%
Total 80 100 %
Table - 4
Interpretation:
21 % of the customers responded that their overall experience with
DHL clearance department is Excellent. Next 19 % says it is very good. Good being
awarded by 18 % of the customer. 38% is somewhat satisfied so they said that the
service is fair. 5 % is not satisfied with the service.
56. Poor
5%
Excellent
21%
Excellent
Fair Very Good
37% Good
Fair
Very Good Poor
19%
Good
18%
Figure - 5
(Chart showing Customers Overall experience with DHL Clearance Department)
57. Customers Overall experience with DHL Shipment Delivery at doorstep
Options Respondents Percentage
Excellent 9 11%
Very Good 25 31%
Good 40 50%
Fair 4 5%
Poor 2 3%
Total 80 100 %
Table - 5
Interpretation:
11 % of the customers responded that their overall experience with
DHL clearance department is Excellent. Next 31 % says it is very good. Good being
awarded by 50 % of the customer. 5 % is somewhat satisfied so they said that the
service is fair. 3 % is not satisfied with the service.
58. Fair Poor Excellent
5% 3% 11%
Excellent
Very Good
Good
Very Good
31% Fair
Poor
Good
50%
Figure - 6
(Chart showing Customers Overall experience with DHL Shipment Delivery at
doorstep)
59. Customer Satisfaction level with DHL Express I Pvt Ltd
Options Respondents Percentage
Extremely Satisfied 15 19%
Satisfied 20 25%
Neutral 22 28%
Dissatisfied 18 23%
Extremely Dissatisfied 5 6%
Total 80 100 %
Table - 6
Interpretation:
19 % of the customers responded they are Extremely Satisfied with the
service. Next 25 % they are satisfied. Neutral is 22 % of the customer. 23 % is
somewhat satisfied so they said that the service is fair. 3 % is not satisfied with the
service.
61. Customer Responses or Reasons for satisfaction with DHL Express I Pvt Ltd
• Less transit time
• Clear tracking
• Advance furnishing of documents
• Keeping customer fully informed
• Timely clearance
• Good Shipment delivery at doorstep
Interpretation:
Various reasons are given by customers for satisfaction like less transit time,
Clear tracking, Advance furnishing of documents, keeping customer fully informed,
Timely clearance, Good Shipment delivery at doorstep etc.
62. Customer Responses or Reasons for Dissatisfaction with DHL Express I Pvt Ltd
• Original Bill of Entry getting only after 3 days after our follow up, this should
come along with delivery
• Freight Bill received 30 days after delivery this should deliver within 24 hrs,
so that your payment will not be delayed
• The currency some times wrongly mention in the B/E before filing with
Customs, check the invoice or check with the customer - this will help
avoiding mistake.
• In some of the instances your response is not proper
• Since express service is preferred only when there are some urgency, though
the cargo reaches at airport. clearance team takes minimum 7-25days takes for
customs clearance
• Commitment not met in several cases
Interpretation:
Various reasons are given by customers for dissatisfaction. The company need
more focused approach for satisfying the customers
63. Recommend DHL Express to others
Options Respondents Percentage
Yes 51 64%
No 29 36%
Total 80 100 %
Table - 7
Interpretation:
64 % of the customer responded in favour of recommending DHL Express to
others. On the other hand 36 % of the people say No to recommend DHL Express to
others.
64. No
36%
Yes
No
Yes
64%
Figure - 8
(Chart showing Recommendation DHL Express to others)
65. Over the past years loyalty towards DHL Express has grown stronger
Options Respondents Percentage
Yes 55 69%
No 25 31%
Total 80 100 %
Table - 8
Interpretation:
69 % of the customer responded in favour that loyalty towards DHL Express
has grown stronger. On the other hand 31 % of the people say No that loyalty towards
DHL Express has not grown stronger.
66. No
31%
Yes
No
Yes
69%
Figure - 9
(Chart showing status of loyalty towards DHL Express has grown stronger)
67. DHL Express Values people & Relationships ahead of Short-term goals
Options Respondents Percentage
Yes 41 51%
No 39 49%
Total 80 100 %
Table - 9
Interpretation:
51 % of the customer responded in favour that DHL Express Values people &
Relationships ahead of Short-term goals. On the other hand 49 % of the people say No
that DHL Express do not Values people & Relationships ahead of Short-term goals.
68. No Yes
Yes
49% 51% No
Figure – 10
(Chart showing DHL Express Values people & Relationships ahead of Short-
term goals)
69.
70. FINDINGS
• 20 % of the customers responded that their overall experience to accessibility
and responses through Telephone is Excellent. Next 20 % says it is very good.
Good being awarded by 40 % of the customer. Final 20 % is not so satisfied so
they said that the service is fair
• 20 % of the customers responded that their overall experience to accessibility
and responses through E-mail is Excellent. Next 20 % says it is very good.
Good being awarded by 40 % of the customer. Final 20 % is not so satisfied so
they said that the service is fair
• 19 % of the customers responded that their overall experience to ability to help
resolve issue or need is Excellent. Next 21 % says it is very good. Good being
awarded by 28 % of the customer. 24 % is somewhat satisfied so they said that
the service is fair. 9 % is not satisfied with the service.
• 21 % of the customers responded that their overall experience with DHL
clearance department is Excellent. Next 19 % says it is very good. Good being
71. awarded by 18 % of the customer. 38% is somewhat satisfied so they said that
the service is fair. 5 % is not satisfied with the service.
• 11 % of the customers responded that their overall experience with DHL
clearance department is Excellent. Next 31 % says it is very good. Good being
awarded by 50 % of the customer. 5 % is somewhat satisfied so they said that
the service is fair. 3 % is not satisfied with the service.
• 19 % of the customers responded they are Extremely Satisfied with the
service. Next 25 % they are satisfied. Neutral is 22 % of the customer. 23 % is
somewhat satisfied so they said that the service is fair. 3 % is not satisfied with
the service.
• 64 % of the customer responded in favour of recommending DHL Express to
others. On the other hand 36 % of the people say No to recommend DHL
Express to others.
72. • 69 % of the customer responded in favour that loyalty towards DHL Express
has grown stronger. On the other hand 31 % of the people say No that loyalty
towards DHL Express has not grown stronger.
• 51 % of the customer responded in favour that DHL Express Values people &
Relationships ahead of Short-term goals. On the other hand 49 % of the people
say No that DHL Express do not Values people & Relationships ahead of
Short-term goals.
73.
74. SUGGESTIONS
• Communicate. Whether it is an email newsletter, monthly flier, a reminder
card for a tune up, or a holiday greeting card, reach out to your steady
customers.
• Customer Service. Go the extra distance and meet customer needs. Train the
staff to do the same. Customers remember being treated well.
• Employee Loyalty. Loyalty works from the top down. If you are loyal to your
employees, they will feel positively about their jobs and pass that loyalty
along to your customers.
• Employee Training. Train employees in the manner that you want them to
interact with customers. Empower employees to make decisions that benefit
the customer.
• Customer Incentives. Give customers a reason to return to your business. For
instance, because children outgrow shoes quickly, the owner of a children’s
shoe store might offer a card that makes the tenth pair of shoes half price.
Likewise, a dentist may give a free cleaning to anyone who has seen him
regularly for five years.
75. • Product Awareness. Know what your steady patrons purchase and keep these
items in stock. Add other products and/or services that accompany or
compliment the products that your regular customers buy regularly. And make
sure that your staff understands everything they can about your products.
• Reliability. If you say a purchase will arrive on Wednesday, deliver it on
Wednesday. Be reliable. If something goes wrong, let customers know
immediately and compensate them for their inconvenience.
• Be Flexible. Try to solve customer problems or complaints to the best of your
ability. Excuses — such as "That's our policy" — will lose more customers
then setting the store on fire..
• People over Technology. The harder it is for a customer to speak to a human
being when he or she has a problem, the less likely it is that you will see that
customer again.
• Know Their Names. Remember the theme song to the television show Cheers?
Get to know the names of regular customers or at least recognize their faces.
76.
77. CONCLUSIONS
In addition to suggestions and findings, this study also provides several scopes
for further research, which will be addressed in the following paragraphs:
(1) While the customer loyalty model validated in this study possesses good
power for explaining repurchase intentions and referral behavior, only partial
explanation of the construct of additional purchase intentions is achieved. As
stated before, factors not contained in the model such as strategic outsourcing
considerations can be assumed to affect the intention of customers to
outsource additional logistics activities to the currently most important LSP.
For this reason, future studies should explore additional determinants of this
loyalty dimension.
(2) Measurement model assessment revealed that the operationalization of
fairness in this study does not achieve sufficient discriminance from other
constructs, especially from trust and relational satisfaction. As there is a strong
theoretical indication that fairness is important in customer loyalty
considerations, further studies should modify fair-ness’ measurement model,
e.g. by more strongly recurring to the concept of inequity.
(3) Within this study, four relational characteristics were examined. In addition,
analyses were conducted for a multitude of other contingency factors that are
not included in the present study. Overall, however, no conclusive
moderations were identified. Nevertheless, it may be assumed that customer
diversity still has moderating effects on the formation of customer loyalty. The
determinants contained in this study, however, capture rather general
evaluations of relationships between LSPs and their customers, which may be
too broad to be subject to moderating effects. For this reason it would be
sensible to examine antecedents of the employed determinants, as moderating
effects could surface when this level of detail is added to the analyses.
78.
79.
80.
81. DHL Customer Satisfaction & Loyalty Survey
• How would you rate your overall experience to accessablity
and responses (of DHL representative) through phone and e-
mail :
Excellent
Very Good
Good
Fair
Poor
• How you rate the representative ability to help you resolve
your issue/need?
Excellent
Very Good
Good
Fair
Poor
• How you rate the representative on being Courteous &
helpfulness?
Excellent
Very Good
Good
Fair
Poor
82. • Think specifically about the CLEARANCE Department, How
would you rate your overall experience:
Excellent
Very Good
Good
Fair
Poor
• Think specifically about the SHIPMENT DELIVERY at your
doorstep, How would you rate your overall experience:
Excellent
Very Good
Good
Fair
Poor
• In scale of 1 to 5, where 1 represents ‘Extremely Dissatisfied’
and 5 represents ‘Extremely Satisfied’. How would you rate
your level of satisfaction with DHL Express.
1
2
3
4
5
83. What specifically are you SATISFIED with DHL Express, Chennai.
Enter your response below: { E.g., - Safety & security, Excellent
tracking, Less transit time }
What specifically are you DISSATISFIED with DHL Express, Chennai.
Enter your response below: {E.g, - Commitment not met. etc.}
• How likely are you to recommend DHL Express to others? The
chances are:
Excellent
Very Good
Good
Fair
Poor
• In total, how long you have been a customer of DHL Express:
More then 10 years
7 to 10 years
5 to 7 years
3 to 5 years
Less then 3 years
84. Please list top 3 reasons, initially becoming a member of DHL Express
in order of importance:
Please rate your level of agreement with the following statements. In
scale of 1 to 5, where 1 represents ‘Completely Disagree’ , 3
represents ‘Neutral’ and 5 being ‘Completely Agree’
I believe the company, DHL Express deserves my loyalty:
1 2 3 4 5
Over the past years, my loyalty to the company, DHL Express has
grown stronger:
1 2 3 4 5
DHL Express Values people & Relationships ahead of Short-term
goals:
1 2 3 4 5
88. BIBLIOGRAPHY
Books:
• Research Methodology – Kothari
• The Loyalty Guide report series - Peter Clark
• Marketing Management 12 e – Philip Kotler
Websites:
• www.google.com
• www.wikipedia.com
• www.dhl.com
• www.scribd.com