Dissertation Report

on

“CUSTOMER SATISFACTION AND BRAND

LOYALTY IN BIG BASKET”

In the partial fulfillment for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted to Submitted by
Ms. Preeti RAHUL KUMAR
Deptt. Of Management SAP ID: 1000012952
DITU Roll no 196122023

DEPARTMNET OF MANAGEMENT STUDIES,

SCHOOL OF LIBERAL ARTS & MANAGEMENT
DIT UNIVERSITY, DEHRADUN
APRIL 2021

1
 DECLARATION

I hereby declare that, this project title “CUSTOMER SATISFACTION AND BRAND
LOYALTY IN BIG BASKET” is a genuine & bonafide project prepared by me in partial
fulfillment of Master Degree in Business Administration.

The project work is original & conclusions drawn herein are based on the data collected &
analyzed by myself.

To best of my knowledge, this project work has not been submitted by anyone else in any other
institute or university.

Signature of the Candidate

RAHUL KUMAR
SAP ID: 1000012952
Roll no 196122023

2
 ACKNOWLEDGEMENT

I want to clarify that this is not just a formal acknowledgement but also a sincere note of thanks and
regard from my side. I feel a deep sense of gratitude and affection for those who were associated
with the project and without whose cooperation and guidance this research could not have been
conducted properly.

I would especially like to thank Ms. Preeti Faculty of our For taking keen interest in the
completion of my report.

Last but not least I dedicate this effort of mine to those persons who are light of my life: My Father,
Mother, Friends who have been behind every successful endeavor in my life.

RAHUL KUMAR
SAP ID: 1000012952
Roll no 196122023

3
 CONTENTS

1. Chapter 1 Introduction

2. Chapter 2 Review of Literature

3. Chapter 3 Research Methodology

4. Chapter 4 Data analysis and interpretation

5. Chapter 5 Finding, Conclusion & Suggestions

Bibliography
Questionnaire

4
 INTRODUCTION of

Customer Satisfaction is the key principle in every organization. Today consumer is

of of of of of of of of of of of of

looking out for value for money. The challenge before the marketers is to identify what
of of of of of of of of of of of of of of of

value would appeal and convince the customer. Marketers are trying to enhance the
of of of of of of of of of of of of of

concepts of value through unique delivery methods. Customer satisfaction is a continuous

of of of of of of of of of of of of

process which does not begin or end with a purchase. It covers the entire ‘ownership
of of of of of of of of of of of of of of of

experience from selecting a product, to purchase, through aftercare to repeat purchase.

of of of of of of of of of of of of

Customer satisfaction or dissatisfaction is the feeling derived by the customer when he

of of of of of of of of of of of of of

compares the products actual performance with the performance that he expects of it.
of of of of of of of of of of of of of

Customers form their expectations on the basis of past buying experiences, advice of their
of of of of of of of of of of of of of of

reference group and the promises of the marketers and their competitors.
of of of of of of of of of of of

When the product performance matches the expected performance, the customer
of of of of of of of of of of

experiences of satisfaction; of when of it of falls of short of of of the of expectation, of he of experiences of

dissatisfaction. And when the performance exceeds expectations, the customer is highly
of of of of of of of of of of of

satisfied or delighted. It becomes easier for a company to serve a delighted customer. As

of of of of of of of of of of of of of of of

a delighted customer may become loyal, bringing more business to the firm, he will be
of of of of of of of of of of of of of of of

less likely to switch to a competitor’s product; and so, he becomes brand loyal.
of of of of of of of of of of of of of

Customer satisfaction can be measured using different techniques like questionnaires and
of of of of of of of of of of of

direct interviews. A customer feedback program should be viewed as an operating tool

of of of of of of of of of of of of of

rather than as market research.

of of of of of of Customer satisfaction means giving the customers what of of of of of of of

they really want, when they want it and the way they want it. It involves understanding
of of of of of of of of of of of of of of of of

customer expectations and meeting them fully.It can be defined as” an outcome of
of of of of of of of of of of of of of

purchase and use resulting from the buyer’s comparison of rewards and the costs of the
of of of of of of of of of of of of of of of

purchase in relation to the anticipated consequences.

of of of of of of

Customer is an individual or an organization. Their requirements are very similar.

of of of of of of of of of of of

 Conformance of services to their requirements and its performance in actual stage of of of of of of of of of of of

 Competitive prices of

 Service

5
 Whether the buyer is satisfied after purchase depends on the offer’s performance
of of of of of of of of of of of of

in relation to the buyer’s expectations.

of of of of of

Satisfaction is a person’s fallings of pleasure or disappointment resulting from comparing

of of of of of of of of of of of of

a product’s perceived performance 9or outcome) in relation to his or her expectations.

of of of of of of of of of of of of

As this definition makes clear, satisfaction is a function of perceived performance

of of of of of of of of of of of of

and expectation. If the performance falls short of expectations, the customers, the
of of of of of of of of of of of of

customer is dissatisfied. If the performance matches the expectations, the customers are
of of of of of of of of of of of of

satisfied. If the performance exceeds expectations, the customers are highly satisfied or
of of of of of of of of of of of of

delighted.

Many companies are aiming for high satisfaction because customers who are just
of of of of of of of of of of of of

satisfied still find it easy to switch when a better comes along. Those who are highly
of of of of of of of of of of of of of of of of

satisfied are much less ready to switch. High satisfaction or delight creates an emotional
of of of of of of of of of of of of of of

bond with the brand, not just a rational performance. The result is high customer loyalty.
of of of of of of of of of of of of of of of

Xerox’s senior management believes that a very satisfied or delighted customer is worth
of of of of of of of of of of of of of

10 times as much to the company as a satisfied customer. A very customer is likely to

of of of of of of of of of of of of of of of of of

stay with Xerox many more years and buy more than a satisfied customer will.
of of of of of of of of of of of of of

There are five major factors, which affected satisfaction

of of of of of of of

1. Problems Experienced: of of

2. Service Advisor: of of

3. Service Performance: of of

4. Service Timing: of of

5. Facility Appearance: - of of

SATISFACTIONof INof 7of STEPS

1. Encourage Face-to-Face Dealings

of of of

of of of of of of of of of of This is the most daunting and downright scary part of interacting with a
of of of of of of of of of of of of of

customer. If you're not used to this sort of thing it can be a pretty nerve-wracking
of of of of of of of of of of of of of of of of

6
experience. Rest assured, though, it does get easier over time. It's important to meet your
of of of of of of of of of of of of of of of

customers face to face at least once or even twice during the course of a project.
of of of of of of of of of of of of of of of of

2. Respond to Messages Promptly & Keep Your Clients Informed

of of of of of of of of of

of of of of of of of of of of of This goes without saying really. We all know how annoying it is to wait
of of of of of of of of of of of of of of

days for a response to an email or phone call. It might not always be practical to deal
of of of of of of of of of of of of of of of of of of

with all customers' queries within the space of a few hours, but at least email or call
of of of of of of of of of of of of of of of of of

them back and let them know you've received their message and you'll contact them
of of of of of of of of of of of of of of

about it as soon as possible. Even if you're not able to solve a problem right away, let
of of of of of of of of of of of of of of of of of of

the customer know you're working on it.

of of of of of of

3. Be Friendly and Approachable

of of of of

A fellow Site Pointer once told me that you can hear a smile through the phone.
of of of of of of of of of of of of of of of of

This is very true. It's very important to be friendly, courteous and to make your clients
of of of of of of of of of of of of of of of of

feel like you're their friend and you're there to help them out. There will be times when
of of of of of of of of of of of of of of of of of

you want to beat your clients over the head repeatedly with a blunt object - it happens
of of of of of of of of of of of of of of of of of

to all of us. It's vital that you keep a clear head, respond to your clients' wishes as best
of of of of of of of of of of of of of of of of of of of

you can, and at all times remain polite and courteous.

of of of of of of of of of

4. Have a Clearly-Defined Customer Service Policy

of of of of of of

This may not be too important when you're just starting out, but a clearly defined
of of of of of of of of of of of of of of of

customer service policy is going to save you a lot of time and effort in the long run. If
of of of of of of of of of of of of of of of of of of of

a customer has a problem, what should they do?

of of of of of of of of

If the first option doesn't work then what? Should they contact different people for billing
of of of of of of of of of of of of of of of

and technical enquiries? If they're not satisfied with any aspect of your customer service,
of of of of of of of of of of of of of of

who should they tell? There's nothing more annoying for a client than being passed from
of of of of of of of of of of of of of of of

person to person, or not knowing who to turn to. So make sure your customer service
of of of of of of of of of of of of of of of of

policy is present on your site -- and anywhere else it may be useful.

of of of of of of of of of of of of of of

5. Attention to Detail
of of of of

Have you ever received a Happy Birthday email or card from a company you
of of of of of of of of of of of of of of

were a client of? Have you ever had a personalized sign-up confirmation email for a
of of of of of of of of of of of of of of of

service that you could tell was typed from scratch? These little niceties can be time
of of of of of of of of of of of of of of of

consuming and aren't always cost effective, but remember to do them. of of of of of of of of of of of

7
Even if it's as small as sending a Happy Holidays email to all your customers, it's
of of of of of of of of of of of of of of of of

something. It shows you care; it shows there are real people on the other end of that
of of of of of of of of of of of of of of of of of

screen or telephone; and most importantly, it makes the customer feel welcomed, wanted
of of of of of of of of of of of of of

and valued.
of of

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
of of of of of of of of of of of of of of

Sometimes this is easier said than done! However, achieving this supreme level of
of of of of of of of of of of of of of

understanding with your clients will do wonders for your working relationship.
of of of of of of of of of of

7. Honor Your Promises

of of of

It's possible this is the most important point in this article. The simple message:
of of of of of of of of of of of of of of

when you promise something, deliver. Clients don't like to be disappointed. Sometimes,
of of of of of of of of of of of of

something may not get done, or you might miss a deadline through no fault of your
of of of of of of of of of of of of of of of of

own. Projects can be late, technology can fail and sub-contractors don't always deliver on
of of of of of of of of of of of of of of

time. In this case a quick apology and assurance it'll be ready ASAP wouldn't go a miss.
of of of of of of of of of of of of of of of of of

CUSTOMER LOYALTY of

Obtaining a thorough understanding of customer loyalty is a prerequisite for the

of of of of of of of of of of of of

execution of the research at hand. For that, the development of customer loyalty research
of of of of of of of of of of of of of of

within the framework of relationship marketing will be presented first, before different
of of of of of of of of of of of of

customer loyalty concepts will be introduced. From these concepts, a definition of

of of of of of of of of of of of of

customer loyalty for use in this study will be derived, before both consequences and
of of of of of of of of of of of of of of

antecedents of customer loyalty will be portrayed. of of of of of of of

Since the beginning of the 1990s, customer loyalty has gained importance both in
of of of of of of of of of of of of of

relationship marketing research and in business. In business, this can be attributed to

of of of of of of of of of of of of of

changing market- and competition-environments. Due to a shift from a sellers’ to a

of of of of of of of of of of of of of

buyers’ market and because of an increasing degree of globalization, most industries find
of of of of of of of of of of of of of

themselves confronted with new challenges. In a first phase, firms tried to face these
of of of of of of of of of of of of of of

challenges by focusing on their internal processes and organizational structures, trying to

of of of of of of of of of of of of

achieve cost reductions by concentrating on internal improvements. A second phase of

of of of of of of of of of of of of

external focus followed, where firms directed attention to their customers, trying to retain
of of of of of of of of of of of of of

existing ones and to win over new ones (churning). Since “acquiring new customers is
of of of of of of of of of of of of of of

8
much more expensive than keeping them”. And “loyal customers are the bedrock of any
of of of of of of of of of of of of of of

business”. A loyal customer base represents a barrier to entry, a basis for a price
of of of of of of of of of of of of of of of

premium, time to respond to competitor innovations, and a bulwark against deleterious

of of of of of of of of of of of of

price competition. Loyalty is critical to brand volume, is highly correlated to market

of of of of of of of of of of of of of

share, and can be used as the basis of predicting future market share; consequently,
of of of of of of of of of of of of of of

understanding loyalty appears critical to any meaningful analysis of marketing strategy.

of of of of of of of of of of

In marketing research, two trends mark the development of customer loyalty.

of of of of of of of of of of of

While individual transactions initially were in the center of marketing research, the focus
of of of of of of of of of of of of of

shifted towards analyzing relationships states that the ‘traditional’ marketing concept of
of of of of of of of of of of of

the marketing mix with its ‘4 Ps’, developed in the middle of the last century, had been
of of of of of of of of of of of of of of of of of

the established approach until the 1990s.

of of of of of of

This approach, how-ever, focuses solely on transactions, a deficit tackled by the

of of of of of of of of of of of of

relationship marketing approach. At the core of it is the study of relationships between

of of of of of of of of of of of of of of

buyers and sellers of goods or services, in contrast to merely examining transactions. An

of of of of of of of of of of of of of of

often of cited of and of comprehensive of definition of of of relationship of marketing of is of provided of

“Relationship marketing refers to all marketing activities directed toward establishing,

of of of of of of of of of of

developing, and maintaining successful relational exchanges.” Therefore, the relationship

of of of of of of of of of

marketing approach pro-vides a suitable environment in which customer loyalty research

of of of of of of of of of of of

can be nested.
of of

While the development of relationship marketing began in the early 1970s, it was
of of of of of of of of of of of of of

not until the late 1980s that works from the ‘Nordic School of Services’. Initiated a
of of of of of of of of of of of of of of of

paradigm shift that geared marketing towards the creation, conservation, and extension of
of of of of of of of of of of of of

buyer-seller relationships. Although relationship marketing today is widely accepted among

of of of of of of of of of of

marketing researchers, its promoters do not postulate the replacement of the transactional
of of of of of of of of of of of of

approach, but rather juxtapose the two approaches. For example, delineates a strategy
of of of of of of of of of of of of

continuum, in which different goods require different degrees of transaction- and

of of of of of of of of of of of

relationship-based marketing strategies. As a result of the focus on relationships in of of of of of of of of of of of of

marketing research, customer loyalty gained importance within research.

of of of of of of of

Before determining which stream the present study can be associated with,
of of of of of of of of of of of

however, it is important to create a clear understanding of different customer loyalty

of of of of of of of of of of of of of

concepts prevalent in research. This will be accomplished in the following section.

of of of of of of of of of of of

9
Customer Loyalty Concepts of of

Reviewing research, it becomes obvious that the notion of customer loyalty isof of of of of of of of of of of of

blurred. At its core, customer loyalty deals with relationships between suppliers and their
of of of of of of of of of of of of of

customers and can be distinguished from other loyalty aspects, such as brand loyalty,
of of of of of of of of of of of of of

which refer to a more abstract attachment, such as that towards a brand. Within German
of of of of of of of of of of of of of of of

customer loyalty literature, the notion of customer loyalty is even more faceted,
of of of of of of of of of of of of

encompasses both ‘customer loyalty’ and ‘customer retention’ distinguishes an active,

of of of of of of of of of of

supplier-focused component and a passive, customer focused component of customer of of of of of of of of of of

loyalty. of

In the supplier-focused perspective, customer loyalty is seen as a bundle of

of of of of of of of of of of of of

measures that aim at improving relationships with customers. The supplier is in the center
of of of of of of of of of of of of of of

of attention and the customer is only regarded as the factor at which success of customer
of of of of of of of of of of of of of of of of

loyalty becomes manifest. Here it becomes clear that this approach contains a conceptual
of of of of of of of of of of of of of

deficit. It is the customer who eventually decides on whether customer loyalty

of of of of of of of of of of of of

management is successful or not, because all activities undertaken by a supplier can only
of of of of of of of of of of of of of of

be geared at influencing customers to be loyal. A customer-focused perspective therefore

of of of of of of of of of of of of

has to be added to evaluate the success of customer loyalty management.

of of of of of of of of of of of of

Within the customer-focused perspective, customer loyalty is conceptualized taking into

of of of of of of of of of of

account customers’ complex characteristics. These can either be approached as customers’

of of of of of of of of of of of

directly observable actions and/or take into account their attitudes and intentions. Since
of of of of of of of of of of of of

customers’ actions are directly influenced by their attitudes and intentions, it is obvious
of of of of of of of of of of of of of

that these have to be scrutinized to understand and manage loyalty. A third perspective is
of of of of of of of of of of of of of of of

a synthesis of the former two approaches. The relationship-focused perspective directly

of of of of of of of of of of of

examines the relationship between suppliers and customers. Accordingly, the objects of
of of of of of of of of of of of

study in this perspective usually are buying behavior in retail contexts and long-term
of of of of of of of of of of of of of

relationships marked by frequent interaction between suppliers and buyers in industrial

of of of of of of of of of of of

contexts. of

Behaviorist customer loyalty concepts of of of

10
 Behaviorist concepts of customer loyalty have been at the core of early marketing
of of of of of of of of of of of of of

research and focus on customers’ observable behavior, as e.g. in purchasing behavior.

of of of of of of of of of of of of

Accordingly, customer loyalty is established, when customers demonstrate consistency in

of of of of of of of of of of

their choice of supplier or brand. “Hard-core” loyalty, when one product alternative is
of of of of of of of of of of of of of

exclusively repurchased and of “reinforcing” loyalty, when customers switch among

of of of of of of of of of of

brands but repeat-purchase one or more alternatives to a significant extent. Similarly,

of of of of of of of of of of of of

customer loyalty as “the proportion of times a purchaser chooses the same product or
of of of of of of of of of of of of of of

service in a specific category compared to the total number of purchases made by the
of of of of of of of of of of of of of of of

purchaser in that category“. Pegging customer loyalty to purchasing behavior, however, is

of of of of of of of of of of of of

very critical; there can be a multitude of factors affecting purchasing behavior, such as
of of of of of of of of of of of of of of

product availability or special deals, which are not grasped by looking at purchases alone.
of of of of of of of of of of of of of of

A main deficit of the behaviorist approach thus is that it does not look at the drivers’
of of of of of of of of of of of of of of of of of

behind purchasing behavior. Another disadvantage of behaviorist customer loyalty concepts

of of of of of of of of of of

is their ex-post approach. When loyalty is only expressed through purchases, information
of of of of of of of of of of of of

on customers’ actual loyalty status in between purchases is not available. Consequently,

of of of of of of of of of of of of

decreasing loyalty is only recognized after it manifests itself through changed purchasing
of of of of of of of of of of of of

behavior. Only in relationships with frequent interaction can a supplier integrate further
of of of of of of of of of of of of

aspects, such as complaints, into customer loyalty management. The reason, why
of of of of of of of of of of of

behaviorist concepts may still be valuable, is because the measurement of customer

of of of of of of of of of of of of

loyalty in this approach does not necessitate involvement by the customer. The assessment
of of of of of of of of of of of of of

of of attitudes of and of intentions of would of always of imply of customers’ of cooperation of through of

participation in surveys. By simply recording purchases, e.g. through delivery records in

of of of of of of of of of of of of

the industrial context or customer cards in a consumer context; the assessment of

of of of of of of of of of of of of of

customer loyalty poses little difficulty. Particularly in areas, where most purchases can be
of of of of of of of of of of of of of

easily ascribed to individual customers, as is the case with mail-ordering or book-stores

of of of of of of of of of of of of of

on the internet, the behaviorist approach is useful for identifying different customer
of of of of of of of of of of of of

groups and their characteristics. Such firms, however, can only assess purchases of their
of of of of of of of of of of of of of

own products, while purchases of competing products go unnoticed. Firms can therefore
of of of of of of of of of of of of

neither draw conclusions about relative changes of purchasing behaviors, nor evaluate
of of of of of of of of of of of

their comparative market position.

of of of

Neo-behaviorist customer loyalty concepts of of of

11
 These narrow technical definitions do not adequately capture the richness and
of of of of of of of of of of of

depth of the loyalty construct implicit in a relational framework.” Consequently, neo-

of of of of of of of of of of of

behaviorist customer loyalty concepts start at the shortcomings of the behaviorist approach
of of of of of of of of of of of of

by examining the causes of loyalty. As early as 1969, Day concluded that “loyalty should
of of of of of of of of of of of of of of of

be evaluated with both attitudinal and behavioral criteria” otherwise accidental repeat-
of of of of of of of of of of

purchases, merely resulting from situational exigencies, would be regarded as indicators of

of of of of of of of of of of of of

loyalty. of of There is no agreement, however, on the question, whether attitudes are part of
of of of of of of of of of of of of of

customer loyalty or merely an antecedent of it. Some authors propose that only positive
of of of of of of of of of of of of of of

attitude can lead to ‘true’ customer loyalty. If attitude then is a necessary prerequisite of
of of of of of of of of of of of of of of of

customer loyalty, some drivers of loyalty cannot be explained. Transaction cost theory, for
of of of of of of of of of of of of of

instance, provides the concept of asset specificity. Relationship-specific investments create

of of of of of of of of of of

economic switching barriers and therefore increase customer loyalty. However, the mere
of of of of of of of of of of of

repeat purchase of goods or services for reasons of economic constraints would not
of of of of of of of of of of of of of

qualify as loyalty, as positive attitudes are not involved. In order to avoid the outlined
of of of of of of of of of of of of of of of

problem, it is useful to abstain from defining positive attitude to be a necessary

of of of of of of of of of of of of of of

antecedent of loyalty. Instead, researchers usually consider intentions and observable

of of of of of of of of of of

behavior to be the constituting elements of customer loyalty.

of of of of of of of of of

Determinants of Customer Loyalty of of of

In order to be able to gear marketing activities towards the creation of customer loyalty,
of of of of of of of of of of of of of of of

its determinants and their precise effects have to be known. Accordingly, many
of of of of of of of of of of of of

researchers have investigated this topic. In order to gain an overview of the determinants
of of of of of of of of of of of of of of

identified in these works, they can be structured in three dimensions:

of of of of of of of of of of

of of (1) of of of of Company-related determinants refer to the supplier itself or to the goods or of of of of of of of of of of of of

services offered. It is a prerequisite for the existence of customer loyalty that

of of of of of of of of of of of of of

the offered goods or services create utility for the customer and that they are
of of of of of of of of of of of of of of

available. In this respect, an assessment is usually performed by examining

of of of of of of of of of of of

quality. In order to evaluate the price-performance ratio, customers will pay

of of of of of of of of of of of

attention to prices. Customer loyalty will also be influenced by the reputation a

of of of of of of of of of of of of of

company has and ultimately by customer loyalty programs offered.

of of of of of of of of

12
(2) Relationship-related determinants play a significant role in long-term relationships. of of of of of of of of of

Factors regarding the interaction between supplier and customer,

of of of of of of of of such of as of relationship of

quality, previous experiences, and trust are

of of of of of of important. Commitment, which provides of of of of

evidence of emotional closeness of of of of of of of of of of of of of of of of of of of and of moral or normative feelings of

of of of of of

obligation, takes a central role in relationships. Specificity and dependence can lead to
of of of of of of of of of of of of of

economic, psychological and social switching barriers.

of of of of of of

of of (3) Customer-related determinants are mainly influenced by customers’ characteristics. of of of of of of of of

In this respect, affect and involvement, and consequently

of of of of of of of of of also the importance of the
of of of of of

good or service to the customer, are important.

of of of of of of of

Addition to the above delineated areas, the effects of the market environment and
of of of of of of of of of of of of of

competition are researched, as is the link between satisfaction and loyalty,

of of of of of of of of of of of which of plays of

an important role in the research of customer loyalty and is often placed in one of the
of of of of of of of of of of of of of of of of of

three dimensions. However, as most other determinants influence satisfaction, it cannot be

of of of of of of of of of of of of

clearly separated and should therefore be listed as a distinct category.

of of of of of of of of of of

OBJECTIVES OF CUSTOMER SATISFACTION PROGRAMME of of of of

Our Programs are research based, built on the three corner stone’s of customer
of of of of of of of of of of of of of

satisfaction: product quality, process and procedural quality, and relationship quality. Our
of of of of of of of of of of of

typical program assesses specific issues under each component, for example:
of of of of of of of of of

Product Quality
          •       meets or exceeds expectations
          •       state-of-the-art technology
          •       validated, tested, & simulated to client specifications
          •       competitive pricing
          •       enhance customer value

Procedural Quality
          •       ease of ordering
          •       accurate fulfillment
          •       inventory meets needs

13
          •       on time delivery
          •       environmentally friendly packing
          •       packaged to prevent damage in shipment
          •       ease of tracking
          •       appropriate adjustment/return policy
          •       order-through-delivery process bests competition
   Relationship Quality
         •       product knowledgeable contacts
          •       knowledgeable about client needs
          •       communicates at client knowledge level
          •       one-stop problem resolution
          •       problems solved at the root cause
          •       legendary customer service benchmarks competition

The tailored Programs provide direct, statistically valid, comparison data of you to your
competition on the following actionable areas:

•       Responsiveness
•       Competitiveness
•       Innovativeness
•       Quality
•       Customer Service
•       Long Term Partnering

It accurately quantifies your competitive strengths and weaknesses from your customers'
of of of of of of of of of of of

perspective. Using the data, it will help you focus strategic efforts to retain and increase
of of of of of of of of of of of of of of of

market share. The programs also provide direct measure of the effectiveness of initiatives
of of of of of of of of of of of of of

your organization has implemented during prior year (after first year's participation). That
of of of of of of of of of of of of

is, you will have quantifiable internal benchmarks (in addition to the external competitive
of of of of of of of of of of of of of

benchmarks) on the repeat annual surveys to judge progress based on actions you have
of of of of of of of of of of of of of of

taken during the previous 12 months.

of of of of of

14
TABLE SHOWING KEY FACTORS FOR CUSTOMER SATISFACTION
of of of of of of

COMPANY FUNCTION QUALITY FACTORS

Product

Sales Knowledge

Brochure detail

Marketing Mailing frequently

Order Delivery time

Distribution Order Completeness

Problem Response Time

After Sales Time to Resolve

Accuracy

Accounts Problem Response

Courtesy

CUSTOMER CARE AND SALES PROCESSES of of of of

Service organizations are particularly dependent on levels ofcustomer care, as the ‘people’
of of of of of of of of of of of of

element in the marketing mixreflects. Customer care can play an equally important role,
of of of of of of of of of of of of of

however,in manufacturing, production and other organizations providinggoods and services.

of of of of of of of of of

For customer care programs to be successfulthey need to span the entire organization.
of of of of of of of of of of of of of

Popular guarantees 100% customer satisfaction and has, over theyears, developeda more
of of of of of of of of of of of

conscientious approach to individualcustomers. There is Customer care training provided.

of of of of of of of of of of

Though thismay initially be a very lengthy process as the ball starts rollingthrough all
of of of of of of of of of of of of of of

sectors of the organization and costs will grow too, asfurther investment is required to
of of of of of of of of of of of of of of

update and maintain the initiativein the future. To provide an effective customer care
of of of of of of of of of of of of of

services, everyemployee is highly motivated. There are frequent internal newsletters

of of of of of of of of of of

circulated which strengthens the bond throughout theorganization. Frequent performance

of of of of of of of of of

15
appraisal throughout theorganization is conducted to evaluate the employees and
of of of of of of of of of of

providecareer developmental opportunities to potential employees. The customer care

of of of of of of of of of

program at Popular mainly have six main stages, as follows:

of of of of of of of of of of

1. Objectives setting: For every month, target sales will be fixed by the Sales
of of of of of of of of of of of of of

Manager at the showroom. of of of of

2. Current situation analysis: Present industrial trend is observed closely and various
of of of of of of of of of of of

promotional offers are introduced to boost sales if there is a chance for a slump in
of of of of of of of of of of of of of of of of

sales. Also, a customer service audit is conducted both internally and externally.
of of of of of of of of of of of of

Monthly sales targets fixed by the Sales Manager.

of of of of of of of of

3. Strategy development: Develop a strategy for raising levels of bothcustomer service

of of of of of of of of of of of

and sales from the current to the desired standardbased upon any change in trends
of of of of of of of of of of of of of of

and the economic conditionsprevailing. Each region is divided into 4 zones. Each
of of of of of of of of of of of of

zonal level willbe under the charge of a supervisor under whom there are foursales
of of of of of of of of of of of of of of

executives.It is the duty of these sales executives togenerate on fieldenquiriesand to

of of of of of of of of of of of of

follow up the customers basedon the appointment fixed.

of of of of of of of

4. Functional planning: Define training needs and other requirementssuch problem-

of of of of of of of of

solving sessions or teambuilding exercise to executethe strategy. Daily, a meeting

of of of of of of of of of of of

ofall the staffs at their respectivebranch is convened. Here they discuss their daily
of of of of of of of of of of of of of

programs andtargets to meet plus they also discuss about their previous day’swork
of of of of of of of of of of of of

among the team. They consider the response of all theindividual customers met.
of of of of of of of of of of of

5. Implementation: of Implement of training of and of other of initiatives of throughworkshops, of

seminars. The prospective customers are segregatedand the issues raised by certain
of of of of of of of of of of of

customers will also be addressed.Some customers may not be satisfied with the
of of of of of of of of of of of of

present of offers of andprice. of In of such of cases of efforts of will of be of put of up of to of make of

maximumadjustments and convert it to sales. of of of of of

16
 6. Monitoring: of Results of are of tested of through of customer of and of employeesurveys of and of

evaluation ofthe training methods is also conducted.The program is improved and

of of of of of of of of of of of

updated on a continuous basis. of of of of

HANDLING CUSTOMER COMPLAINTS of of

A complaint is any measure of dissatisfaction with your product or service, even if it’s unfair,
untrue, or painful to hear! Complaints may be about:

• Service Content, Delivery or Quality • Response Time

• Documentation • Personnel
• Billing • Communication

• Follow Up • Requests

This is a customer complaint resolution process that anyone can implement:

 Focus on the Customer of of of

If you can’t immediately solve the problem, respond to the customer and identify an
of of of of of of of of of of of of of of

“owner” who will be responsible for final resolution. Complete the communications loop
of of of of of of of of of of of of

with customer. If you’ve referred the complaint to others, make sure there’s closure. If
of of of of of of of of of of of of of of

you’ve left the customer hanging without a response, you’ve become part of the problem.
of of of of of of of of of of of of of

 Focus on the Complaint of of of

Collect all complaints from all external customers and categorize them in a way that
of of of of of of of of of of of of of of

allows you to analyze data to see trends, patterns, concentrations, tendencies, etc.
of of of of of of of of of of of

 Focus on Process Improvement of of of

Use the database of complaints to define processes that are important from the customer’s
of of of of of of of of of of of of of of

perspective and to improve the most critical ones. Based on analysis of the database,
of of of of of of of of of of of of of of

make appropriate investments to prevent issues that result in customer complaints. If you
of of of of of of of of of of of of of

can think of complaints as useful data for making process improvements in your
of of of of of of of of of of of of of

17
organization, you will go a long way towards making changes that will differentiate you
of of of of of of of of of of of of of of

and make your work life easier, more fun, and more responsive to customer needs.
of of of of of of of of of of of of of

18
SIX STEPS TO DEALING WITH DIS-SATISFIED CUSTOMERS
of of of of of of

1. Listen carefully to what the customer has to say, and let them finish-Don't get
of of of of of of of of of of of of of of of

defensive. The customer is not attacking you personally; he or she has a problem and is
of of of of of of of of of of of of of of of of

upset. Repeat back what you are hearing to show that you have listened.
of of of of of of of of of of of of of

2. Ask questions in a caring and concerned manner-The more information you can get
of of of of of of of of of of of of of of

from the customer, the better you will understand his or her perspective. I’ve learned it’s
of of of of of of of of of of of of of of of

easier to ask questions than to jump to conclusions.

of of of of of of of of

3. Put yourself in their shoes-As a business owner, your goal is to solve the problem,
of of of of of of of of of of of of of of of of

not argue. The customer needs to feel like you’re on his or her side and that you
of of of of of of of of of of of of of of of of of

empathize with the situation. of of of of

4. Apologize without blaming-When a customer senses that you are sincerely sorry, it
of of of of of of of of of of of of of

usually diffuses the situation. Don't blame another person or department. Just say, "I'm
of of of of of of of of of of of of of

sorry about that.” of of

5. Ask the customer, "What would be an acceptable solution to you?"-Whether or not

of of of of of of of of of of of of of of

the customer knows what a good solution would be, I’ve found it’s best to propose one
of of of of of of of of of of of of of of of of

or more solutions to alleviate his or her pain. Become a partner with the customer in
of of of of of of of of of of of of of of of of

solving the problem. of of of

6. Solve the problem, or find someone who can solve it— quickly!-Research indicates
of of of of of of of of of of of of of

that customers prefer the person they are speaking with to instantly solve their problem.
of of of of of of of of of of of of of of

When complaints are moved up the chain of command, they become more expensive to
of of of of of of of of of of of of of of

handle and only add to the customer's frustration.

of of of of of of of

Measuring Customer Satisfaction of of

Organization are increasingly interested in retaining existing customers while of of of of of of of of of

targeting non-customers; measuring customer satisfaction provides an indication of how

of of of of of of of of of of

successful the organization is at providing products and/or services to the marketplace.

of of of of of of of of of of of of

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of of of of of of of of of of of of

of the state of satisfaction will vary from person to person and product/service. The state
of of of of of of of of of of of of of of of

of satisfaction depends on a number of both psychological and physical variables which

of of of of of of of of of of of of of

correlate with satisfaction behaviors such as return and recommend rate. The level of
of of of of of of of of of of of of of

19
satisfaction can also vary depending on other options the customer may have and other
of of of of of of of of of of of of of of

products against which the customer can compare the organization’s products. Because
of of of of of of of of of of of

satisfaction is basically a psychological state, care should be taken in the effort of

of of of of of of of of of of of of of of

quantitative measurement, although a large quantity of research in this area has recently
of of of of of of of of of of of of of

been developed. Work done by Berry, Brodeur between 1990 and 1998 [3] defined ten
of of of of of of of of of of of of of of

‘Quality values’ which influence satisfaction behavior, further expanded by Berry in 2002
of of of of of of of of of of of of

and known as the ten domains of satisfaction. These ten domains of satisfaction include:
of of of of of of of of of of of of of of

Quality, value, Timeliness, Efficiency, Ease of access, Environment, Inter-departmental

of of of of of of of of of

Teamwork, Front line Service Behaviors, Commitment to the customer and Innovation.
of of of of of of of of of of of

These factors are emphasized for continuous improvement and organizational change
of of of of of of of of of of

measurement and most often utilized to develop the architecture for satisfaction
of of of of of of of of of of of

measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry

of of of of of of of of of of of of

between 1985 and 1988 provides the basis for the measurement of customer satisfaction
of of of of of of of of of of of of of

with a service by using the gap between the customer’s expectation of performance and
of of of of of of of of of of of of of of

their perceived experience of performance. This provides the measurer with a satisfaction
of of of of of of of of of of of of

“gap” which is objective and quantitative in nature . work done by Cronin and Taylor
of of of of of of of of of of of of of of of

propose the “confirmation/disconfirmation” theory of combining the “gap” described by

of of of of of of of of of of

Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of
of of of of of of of of of of of of

performance ) into a single measurement of performance according to expectation.

of of of of of of of of of of of

According to Garbrand, customer satisfaction equals perception of performance divided by

of of of of of of of of of of of

expectation of performance. The usual measures of customer satisfaction involve a survey

of of of of of of of of of of of of

with a set of statement using a Likert

of of of of of of of of of Technique or sale. The customer is asked to of of of of of of of of

evaluate each statement and in term of their perception and expectation of the
of of of of of of of of of of of of of

performance of the organization being measured. of of of of of

BRAND LOYALTY of

Brand Loyalty refers to the notion that some brands are "stronger" or better
of of of of of of of of of of of of of

than others. Successful brands live in the hearts and minds of the consumer.
of of of of of of of of of of of of of

Brand loyalty means the tendency of buyer to continue buying a specific brand's
of of of of of of of of of of of of of

product or service, despite the competition. Brand loyalty as "a deeply held commitment
of of of of of of of of of of of of of

to re-buy or re-patronised a preferred product. Brand loyalty generates repeated sales for
of of of of of of of of of of of of of

20
the brand owners. The confidence level is often to the extent that consumers even do not
of of of of of of of of of of of of of of of of

know the name of manufacturer or the country where these products have been
of of of of of of of of of of of of of

manufactured.
In marketing it consist of customer’s commitment to repurchase or otherwise
of of of of of of of of of of of

continue using the brand. It is more than repurchasing. However Customers may
of of of of of of of of of of of of

repurchase a brand due to situational constraints, a lack of viable alternatives, or out of

of of of of of of of of of of of of of of of

convenience.
True brand loyalty exists when customers have a high relative attitude toward the
of of of of of of of of of of of of of

brand exhibited through repurchase behaviour. This type of loyalty can be a great asset to
of of of of of of of of of of of of of of of

the firm: customers are willing to pay higher prices, may cost less to serve and can bring
of of of of of of of of of of of of of of of of of

in new customers to the firm. The brand loyal consumer does not attempt any kind of
of of of of of of of of of of of of of of of of

attribute evaluation but simply chooses the familiar brand on the basis of some overall
of of of of of of of of of of of of of of

positive feelings towards it. of of of

Thus, Brand loyalty is a function of both behaviour and attitudes. It is a

of of of of of of of of of of of of of of

consumer’s preference to buy a particular brand in a product category. It occurs because

of of of of of of of of of of of of of of

consumers perceive that the brand offers the right product features, image, or level of
of of of of of of of of of of of of of of

quality at the right price. This perception becomes the foundation for new buying habits.
of of of of of of of of of of of of of of

Consumers will initially make a trial product of the brand and, when satisfied with the
of of of of of of of of of of of of of of of

purchase, tend to form habits and continue to purchase the same brand because the
of of of of of of of of of of of of of of

product is safe and familiar. of of of of of

The success of a firm depends largely on its capability to attract consumers

of of of of of of of of of of of of of

towards its brands. In particular, it is critical for the survival of a company to retain its
of of of of of of of of of of of of of of of of of

current customers, and to make them loyal to the brand. Former Ford vice president Basil
of of of of of of of of of of of of of of of

Coughlan estimates that every percentage point of loyalty is worth $100 million in profits
of of of of of of of of of of of of of of

to his firm (Serafin and Horton (1994)), and all the major enterprises are spending large
of of of of of of of of of of of of of of of

sums of money to induce brand loyaity (Monzo (1994); Lefeon (1993)).

of of of of of of of of of of

Firms’ selling brands to loyal consumer’s have a competitive advantage over other firms.
of of of of of of of of of of of of of

Brand loyal consumers reduce the marketing costs of the firm as the costs of attracting a
of of of of of of of of of of of of of of of of

new customer have been found to be about six times higher than the costs of retaining
of of of of of of of of of of of of of of of of

an old one (Rosenberg and Czepiel(1983)). Moreover, brand loyal consumers are willing
of of of of of of of of of of of of

21
to pay higher prices and are less price sensitive (see e.g. IO-Krishnamurthi and Raj
of of of of of of of of of of of of of of

(1991); Reichheld and Sasser(1990)). of of of

of Brand loyalty also provides the firm with trade leverage and valuable time to respond to
of of of of of of of of of of of of of of of

competitive moves (Aaker (1991)). In sum, loyalty to the firm's brands represents a
of of of of of of of of of of of of of

strategic asset which has been identified as a major source of the brands' equity.
of of of of of of of of of of of of of

Given the importance of brand loyalty, it is not surprising that it has received
of of of of of of of of of of of of of of

considerable attention in the marketing literature since Copeland's seminal work which
of of of of of of of of of of of

was published over 70 years ago (Copelavid (1923)). Studying and managing brand
of of of of of of of of of of of of

loyalty, however. Should start with a clear definition of the construct involved, and with
of of of of of of of of of of of of of of

the development of valid measures.

of of of of

Unfortunately, while there seems to have emerged considerable agreement on the of of of of of of of of of of of

conceptual definition of brand loyalty since the work of Jacoby and Chestnut (1978), no
of of of of of of of of of of of of of of

unified perspective to measure it has yet emerged. Still, a valid measure is essential for a
of of of of of of of of of of of of of of of of

better understanding. of

THE CONCEPT OF BRAND LOYALTY

of of of of

Perhaps the most elaborate conceptual definition of brand loyalty was presented by Jacoby
of of of of of of of of of of of of of

and Chestnut (1978). This definition, covers the most important aspects of brand loyalty,
of of of of of of of of of of of of of

and since it enjoys widespread support in the marketing literature, either in its original
of of of of of of of of of of of of of of

form or in slightly modified versions (e.g. Assae1 (1992); Mowen (1993); Wilkie (1990)).
of of of of of of of of of of of of

According to this definition, brand loyalty is: "The (a) biased, (b)Behavior response,
of of of of of of of of of of of

of (c) expressed over time, (d) by some decision making unit,, (c) with respect to some
of of of of of of of of of of of of of of of

alternative brands out of a set of such brands and (f) is a function of psychological
of of of of of of of of of of of of of of of of

(decision-making, evaluative)process (Jacoby and Chestnut (1978, p.80))". of of of of of of

This definition identifies six requirements for brand loyalty. Below, each of them is
of of of of of of of of of of of of of

discussed in somewhat more detail. of of of of of

22
Biased behavioral response (a-b) of of of

First, brand loyalty is a biased response. This implies that there has to be a systematic
of of of of of of of of of of of of of of of of

tendency to buy a certain brand or group of brands. Which means that brand choice
of of of of of of of of of of of of of of of

should not follow a zero-order process? A process is zero-order if each brand is chosen
of of of of of of of of of of of of of of of

by the consumer with a certain probability which is independent of the consumer's past
of of of of of of of of of of of of of of

purchase decisions. Nothing that the consumer did or is exposed to alters the probability
of of of of of of of of of of of of of of

to purchase a specific brand (Massy, Montgomery, and Morrison (1970))'.

of of of of of of of of of

Zero-order behavior is not part of the brand-loyalty construct, because this would imply
of of of of of of of of of of of of of

that brand loyalty is beyond control by any marketing action, and hence a meaningless
of of of of of of of of of of of of of of

concept for marketing managers. Brand loyalty also entails actual purchases of a brand.
of of of of of of of of of of of of of

Verbal statements of preference towards a brand are therefore not sufficient to ensure
of of of of of of of of of of of of of

brand loyalty. of

Expressed over time (C) of of of

An incidental bias towards a brand does not guarantee brand loyalty. As the process is
of of of of of of of of of of of of of of of

dynamic, some consistency is needed during a certain time span. This suggests that one
of of of of of of of of of of of of of of

should not only consider the number of times a specific brand is purchased during that
of of of of of of of of of of of of of of of

period, but also the purchase pattern over successive purchase occasions. As such, one
of of of of of of of of of of of of of

can distinguish partially loyal behavior from completely (non)loyal behavior. Considering
of of of of of of of of of of

a purchase sequence for brands A and B, Brown (1952) distinguished consistent loyalty
of of of of of of of of of of of of of

towards brand A (indicated by a purchase sequence AAAAAA), divided loyalty

of of of of of of of of of of of

(ABABAB), and unstable loyalty (AAABBB). For brand A the situation is much dimmer
of of of of of of of of of of of of of

under unstable loyalty than under divided loyalty. These simple

of of of of of of of of

Examples show that the purchase pattern over a given time span contains valuable
of of of of of of of of of of of of of

information about brand loyalty. of of of

Decision-making unit (d) of of

Brand loyalty is defined by the purchase pattern of a decision-making unit which may be
of of of of of of of of of of of of of of of

an individual, a household or a firm. Important to notice is that the decision unit does
of of of of of of of of of of of of of of of of

not have to be the actual purchaser. For example, the purchases of a household are often
of of of of of of of of of of of of of of of of

23
made by one of the parents, but other members of the household may also be involved
of of of of of of of of of of of of of of of of

in the decision process (see e.g. Agnew (1987); Davis (1976)).

of of of of of of of of of

This issue becomes important when the members of a household have different product
of of of of of of of of of of of of of

needs and use goods for different purposes. In that case, we might observe switching
of of of of of of of of of of of of of of

behavior on the household level which represents different needs or usage purposes by
of of of of of of of of of of of of of

different family members rather than an absence of brand loyalty.

of of of of of of of of of

Selection of brands (e) of of of

The fifth condition Is that one or more brands are selected out of a set of brands. This
of of of of of of of of of of of of of of of of of of of

condition implies that consumers may actually be loyal to more than one brand, a
of of of of of of of of of of of of of of

phenomenon observed by many researchers (e.g. Ehrenberg (1972); Jacoby (1971); 0'
of of of of of of of of of of of

Leary (1993)). Especially for low involvement goods, the consumer often does not
of of of of of of of of of of of of

evaluate brands on a continuous scale, but classifies them discretely as acceptable or

of of of of of of of of of of of of of

unacceptable. If more than one brand is acceptable, an individual might be indifferent

of of of of of of of of of of of of of

between them, and exhibit loyalty to a group of brands rather than to a single brand. A
of of of of of of of of of of of of of of of of of

problem with multi brand loyalty is that it is hard to distinguish this kind of behavior
of of of of of of of of of of of of of of of of

from brand switching, especially if there are only a few brands available.
of of of of of of of of of of of

An individual who buys brand A and B with the purchase sequence ABBABAAB may
of of of of of of of of of of of of of of

be defined as a multi-brand loyal consumer if more than two brands are available. But if
of of of of of of of of of of of of of of of of

only brands A and B can be selected, the behavior can be interpreted as brand switching,
of of of of of of of of of of of of of of of of

since every brand available is used regularly.

of of of of of of

The fifth condition also implies that in order to have brand loyalty, there must be an
of of of of of of of of of of of of of of of of

opportunity to choose among alternatives. Jacoby and Chestnut (1978, p.82) expressed it
of of of of of of of of of of of of

as follows: "Before one could speak of brand loyal, one must have the opportunity of
of of of of of of of of of of of of of of of

being disloyal" of of

As such, brand loyalty cannot exist when a brand has a monopoly position. The
of of of of of of of of of of of of of of

determination of the product category therefore becomes of major importance.

of of of of of of of of of

Function of psychological process V) of of of of

24
Brand loyalty is a function of psychological (decision-making, evaluative) processes.
of of of of of of of of of of

Brands are chosen according to internal criteria resulting in a commitment towards the
of of of of of of of of of of of of of

brand, which. according to Jacoby and Chestnut (19781, is an essential element of brand
of of of of of of of of of of of of of of

loyalty.

of This point of view is in line with the information-processing paradigm, which is the
of of of of of of of of of of of of of of

dominant point of view in consumer behavior (Bettman (1979)). Although consumers do

of of of of of of of of of of of of

not always seek information actively, they do receive some information, e.g. due to
of of of of of of of of of of of of of

advertising campaigns. Which may be used to form certain beliefs about brands? Based
of of of of of of of of of of of of of

on these prior beliefs, brands are evaluated and some are preferred over others. In time,
of of of of of of of of of of of of of of of

the consumer may develop a commitment towards a brand and become brand loyal.
of of of of of of of of of of of of of

Hence, brand loyalty implies consistent repurchase of a brand, resulting from a positive
of of of of of of of of of of of of of

affection of the consumer towards that brand. We should point out, however. that the
of of of of of of of of of of of of of of

importance of commitmentis not supported by some researchers who argue that buying
of of of of of of of of of of of of

behavior is caused by instrumental conditioning (see Foxall (1987) for a review).

of of of of of of of of of of of

They posit that observed behavior alone is capable of explaining brand loyalty. According
of of of of of of of of of of of of of

to this view, the purchase will lead to a "reward" (the brand is adequate) or a
of of of of of of of of of of of of of of of of

"punishment" (the brand is inadequate). The former induces the repurchase of a brand
of of of of of of of of of of of of of

while the latter induces brand switching. In this approach, brand loyalty is regarded as a
of of of of of of of of of of of of of of of

consequence of behavior, rather than as an explanation. We do not subscribe to the point

of of of of of of of of of of of of of of of

of view that observed behavior alone is capable of fully explaining "brand loyalty " we
of of of of of of of of of of of of of of of

support Jacoby and Cestnut of of of of of (i978j argumentation that commitment is anof of of of of of of essential of of

element of brand loyalty, as it allows to separate brand loyalty from repeat buying.
of of of of of of of of of of of of of of

Repeat buying may be due to inertia. which means that consumers stay with the same
of of of of of of of of of of of of of of of

brand because they are not prepared to spend effort and time to search for other brands.
of of of of of of of of of of of of of of of of

A study of Hoyer (1984) concluded that inert consumers have different motives, different
of of of of of of of of of of of of

decision rules and require other marketing actions than brand loyal consumers. In
of of of of of of of of of of of of

particular, they do not evaluate a large set of alternatives but use simple decision
of of of of of of of of of of of of of of

heuristics like "Always buy the cheapest brand" or "Always buy the same brand". Repeat
of of of of of of of of of of of of of of

buying may be influenced by variables such as e.g. the amount of shelf space or
of of of of of of of of of of of of of of of

25
distribution intensity, which are supervised by the retail manager. In contrast, brand
of of of of of of of of of of of of

commitment is more likely to be influenced by a brand's distinguishing characteristics.

of of of of of of of of of of of of

FACTORS OF BRAND LOYALTY of of of

It’s a simple fact that it costs much less to keep existing customers than to create
of of of of of of of of of of of of of of of of

new ones. With so many factors influencing brand loyalty, how do you begin to
of of of of of of of of of of of of of of

understand your customers and how to protect them from the competing offers they face
of of of of of of of of of of of of of of

every day? If your goal is understand and improve the factors influencing brand loyalty –
of of of of of of of of of of of of of of of

and build even stronger loyalty relationships – measuring customer loyalty is a great
of of of of of of of of of of of of of

place to start. of of of

Brand loyalty is viewed as multidimensional construct. It is determined by several

of of of of of of of of of of of of

distinct psychological processes and it entails multivariate measurements. The key

of of of of of of of of of of

influencing factors of brand loyalty are brand name, product quality, price, style, store
of of of of of of of of of of of of of

environment, promotion, and service quality. of of of of

1. Brand Name:
of of

Famous brand names can disseminate product benefits and lead to higher recall of
of of of of of of of of of of of of of

advertised benefits than non-famous brand names. There are many unfamiliar brand names
of of of of of of of of of of of of

and alternatives available in the market place. Consumers may prefer to trust major
of of of of of of of of of of of of of

famous brand names. These prestigious brand names and their images attract consumers
of of of of of of of of of of of of

to purchase the brand and bring about repeat purchasing behaviour and reduce price
of of of of of of of of of of of of of

related switching behaviours Furthermore; brand personality provides links to the brand’s
of of of of of of of of of of of

emotional and self-expressive benefits for differentiation. This is important for brands
of of of of of of of of of of of

which have only minor physical differences and are consumed in a social setting where
of of of of of of of of of of of of of of

the brand can create a visible image about the consumer itself.
of of of of of of of of of of

Brand name is the creation of an image or the development of a brand identity

of of of of of of of of of of of of of of of

and is an expensive and time consuming process. The development of a brand name is
of of of of of of of of of of of of of of of

an essential part of the process since the name is the basis of a brand’s image. Brand
of of of of of of of of of of of of of of of of of

name is important for the firm to attract customers to purchase the product and influence
of of of of of of of of of of of of of of of

repeat purchasing behaviour. Consumers tend to perceive the products from an overall
of of of of of of of of of of of of

26
perspective, associating with the brand name all the attributes and satisfaction experienced
of of of of of of of of of of of of

by the purchase and use of the product.

of of of of of of of

2. Product Quality:
of of

Product Quality encompasses the features and characteristics of a product or

of of of of of of of of of of of

service that bears on its ability to satisfy stated or implied needs. In other words, product
of of of of of of of of of of of of of of of of

quality is defined as “fitness for use” or ‘conformance to requirement.

of of of of of of of of of of

Consumers may repeat the purchase of single brands or switch around several
of of of of of of of of of of of of

brands due to the tangible quality of the product sold. According to Frings (2005), the
of of of of of of of of of of of of of of of

components of product quality of fashion merchandise include size measurement, cutting

of of of of of of of of of of of

or fitting, material, colour, function and the performance of the merchandise. Fitting is a
of of of of of of of of of of of of of of

crucial aspect in garment selection because some fitted garments such as swimsuits and
of of of of of of of of of of of of of

aerobic wear can ideally enhance the consumers’ general appearance.

of of of of of of of of

Material is important in product quality because it affects the hand feel, texture
of of of of of of of of of of of of of

and other performance aspects of the product. Further, consumers relate personally to
of of of of of of of of of of of of

colour, and could select or reject a fashion because of colour. If the colour does not
of of of of of of of of of of of of of of of of

appeal to them or flatter their own colour, they will reject the fashion.
of of of of of of of of of of of of

Functional attributes in sportswear include quick-dry, breathable, waterproof, odour-

of of of of of of of of

resistant, lightweight, and finally, durability which is the use life of garments.
of of of of of of of of of of of

Perfectionist or quality consciousness is defined as an awareness of and desire for

of of of of of of of of of of of of of

high quality products, and the need to make the best or perfect choice versus buying the
of of of of of of of of of of of of of of of of

first product or brand available. This indicates that quality characteristics are also related
of of of of of of of of of of of of of

to performance.
of

3. Price:
of

According to Cadogan and Foster (2000), price is probably the most important
of of of of of of of of of of of of

consideration for the average consumer. Consumers with high brand loyalty are willing to
of of of of of of of of of of of of of

pay a premium price for their favoured brand, so, their purchase intention is not easily
of of of of of of of of of of of of of of of

affected by price. of of

27
 In addition, customers have a strong belief in the price and value of their
of of of of of of of of of of of of of of

favourite brands so much so that they would compare and evaluate prices with alternative
of of of of of of of of of of of of of of

brands. Consumers’ satisfaction can also be built by comparing price with perceived costs
of of of of of of of of of of of of of

and values. If the perceived values of the product are greater than cost, it is observed
of of of of of of of of of of of of of of of of

that consumers will purchase that product.

of of of of of

Loyal customers are willing to pay a premium even if the price has increased
of of of of of of of of of of of of of of

because the perceived risk is very high and they prefer to pay a higher price to avoid the
of of of of of of of of of of of of of of of of of of

risk of any change. Basically, long-term relationships of service loyalty make loyal
of of of of of of of of of of of of

customers more prices tolerant, since loyalty discourages customers from making price
of of of of of of of of of of of

comparison with other products by shopping around. Price has increasingly become a
of of of of of of of of of of of of

focal point in consumers’ judgments of offer value as well as their overall assessment of
of of of of of of of of of of of of of of of

the retailer.
of

Price is described as the quantity of payment or compensation for something. It

of of of of of of of of of of of of of

indicates price as an exchange ratio between goods that pay for each other. Price also
of of of of of of of of of of of of of of of

communicates to the market the company’s intended value positioning of its product or
of of of of of of of of of of of of of

brand.

4. Style:
of

Style is visual appearance, which includes line, shape and details affecting
of of of of of of of of of of of

consumer perception towards a brand. of of of of of

Consumers’ judgment depends on the consumers’ level of fashion consciousness, of of of of of of of of of of

so judgment will be conditioned by their opinion of what is currently fashionable.

of of of of of of of of of of of of of

They gain satisfaction from wearing the latest fashion and style which also
of of of of of of of of of of of of

satisfies their ego. of of

According to Sproles and Kendall (1986), fashion consciousness is generally

of of of of of of of of of of

defined as an awareness of new styles, changing fashions, and attractive styling, as well
of of of of of of of of of of of of of of

as the desire to buy something exciting and trendy.

of of of of of of of of

5. Store Environment:
of of

28
 The store environment is the single most important Factor in retail marketing
of of of of of of of of of of of of

success and store prolonged existence. Positive attributes of the store, which include store
of of of of of of of of of of of of of

location, store layout, and in-store stimuli, affect brand loyalty to some extent. Store
of of of of of of of of of of of of of

location and number of outlets are crucial in altering consumer shopping and purchasing
of of of of of of of of of of of of of

patterns. If consumers find the store to be highly accessible during their shopping trip
of of of of of of of of of of of of of of

and are satisfied with the store’s assortment and services, these consumers may become
of of of of of of of of of of of of of

loyal afterwards. Thus, a store’s atmosphere is one of the factors that could influence
of of of of of of of of of of of of of of

consumer’s decision making. of of

The stimuli in the store, such as the characteristic of other shoppers and
of of of of of of of of of of of of of

salespeople, store layout, noises, smells, temperature, shelf space and displays, sign,
of of of of of of of of of of of

colours, and merchandise, affect consumers and serve as elements of apparel attributes
of of of of of of of of of of of of

which may in turn, affect consumer decision making Satisfaction with the brand. On the
of of of of of of of of of of of of of of

other hand, background music played in the stores affects attitudes and behaviour.The
of of of of of of of of of of of of

slow-beat musical selection leads to higher sales volume as consumers spend more time
of of of of of of of of of of of of of

and money in a conducive environment.

of of of of of

There are many advantages to retailers having loyal customers. As stated by

of of of of of of of of of of of

Huddleston et al. (2004), customer loyalty could yield a favourable operating cost
of of of of of of of of of of of of

advantage for retailers. Furthermore, they stressed that obtaining new customers cost five
of of of of of of of of of of of of

to six times as much as retaining current customers. Loyal customers can increase their
of of of of of of of of of of of of of of

purchase spending, they are low cost for retailers as compared to obtaining new
of of of of of of of of of of of of of

customers; they accept price premiums and they have customer longevity.
of of of of of of of of of of

6. Promotion:
of

Promotion is a marketing mix component which is a kind of communication with

of of of of of of of of of of of of of

consumers. Promotion includes the use of advertising, sales promotions, personal selling
of of of of of of of of of of of

and publicity. Advertising is a non-personal presentation of information in mass media

of of of of of of of of of of of of

about a product, brand, company or store. It greatly affects consumers ‘images, beliefs
of of of of of of of of of of of of of

and attitudes towards products and brands, and in turn, influences their purchase
of of of of of of of of of of of of

behaviours. This shows that promotion, especially through advertising, can help establish
of of of of of of of of of of of

29
ideas or perceptions in the consumers’ minds as well as help differentiate products against
of of of of of of of of of of of of of of

other brands. of

Sales promotion tools are used by most organizations in support of advertising and
of of of of of of of of of of of of of

public relations activities, and they are targeted toward consumers as final users.
of of of of of of of of of of of of

Promotion has a key role in determining profitability and market success and is one of
of of of of of of of of of of of of of of of

the key elements of the marketing mix which includes advertising; direct marketing; sales
of of of of of of of of of of of of of

promotion; public relations and publicity; personal selling and sponsorship.

of of of of of of of of

7. Service Quality:
of of

A common definition of service quality is that the service should correspond to

of of of of of of of of of of of of of

the customers’ expectations and satisfy their needs and requirements. Service quality is a
of of of of of of of of of of of of of

kind of personal selling, and involves direct interactions between salespeople and potential
of of of of of of of of of of of of

buyers. Consumers like to shop at specific stores because they like the services provided
of of of of of of of of of of of of of of

and are assured of certain service privileges.

of of of of of of

The impact of salespeople-consumer relationships will generally result in long-term

of of of of of of of of of of

orientation of consumers towards the store or brand. Trust in salespeople appears to relate
of of of of of of of of of of of of of of

to overall perceptions of the store’s service quality, and results in the consumer being
of of of of of of of of of of of of of of

totally satisfied with the stores in the end. Additionally, Personalisation (i.e. reliability,
of of of of of of of of of of of of

responsiveness, personalization and tangibles) significantly influence consumers’ experience

of of of of of of of of

and evaluation of service, and in turn, affects the brand loyalty of consumers.
of of of of of of of of of of of of

Brand loyalty provides predictability and security of demand for the firm and
of of of of of of of of of of of of

creates barriers to entry that makes it difficult for other firms to enter the market.
of of of of of of of of of of of of of of of

BRAND LOYALTY AS BOTTOM LINE OF ANY SUCCESSFUL BUSINESS:

of of of of of of of of

Every successful business depends upon Brand Loyalty as it is the ultimate goal of
of of of of of of of of of of of of of of

every company aims at. Brand Loyalty means a consumer's commitment to a brand. It
of of of of of of of of of of of of of of

implies that the customer not only looks for his/her own benefit but is willing to think
of of of of of of of of of of of of of of of of

about the brands interest. It is mainly stated by repeat purchase. if customer satisfied then
of of of of of of of of of of of of of of of

he can refer the brand to others and so on.

of of of of of of of of of of

30
WHAT DOES BRAND LOYALTY INVOLVE?of of of of

Brand loyalty is an asset for company. Repurchasing a product due to situational

of of of of of of of of of of of of of

constraints, no alternative is called "spurious loyalty". Brand loyalty is much more than
of of of of of of of of of of of of of

this. It becomes possible when a company creates successful emotional attachment of a

of of of of of of of of of of of of of

customer with a brand. of of of of

HOW TO CREATE AND MAINTAIN BRAND LOYALTY?

of of of of of of

A number of things determine brand loyalty. A customer develops brand loyalty

of of of of of of of of of of of of

only when they get quality product or service at the right price and once he/she gets it
of of of of of of of of of of of of of of of of of

the customer expects the same from you. Now it is your responsibility to maintain the
of of of of of of of of of of of of of of of

quality at a reasonable price. You should also remind them of the value of their
of of of of of of of of of of of of of of of

purchase. Finally you should encourage them to buy your product or service. Make
of of of of of of of of of of of of of

yourself easily available and also improve your customer service.

of of of of of of of of

WHY DO CUSTOMERS DEVELOP LOYALTY TOWARDS A BRAND?

of of of of of of of

Brand loyalty is customer's conscious or unconscious decision that is expressed

of of of of of of of of of of of

through his/her behavior. A customer develops loyalty towards a brand because he thinks
of of of of of of of of of of of of of

that the brand is offering quality product or service at the right price. As soon as the
of of of of of of of of of of of of of of of of of

customers know that you are offering value of their purchase they will be encouraged to
of of of of of of of of of of of of of of of

buy your products or services.

of of of of

WHAT CAN INFLUENCE BRAND LOYALTY?

of of of of

A number of things can influence brand loyalty starting from designing a new
of of of of of of of of of of of of of

product to writing its catch line, understanding customer's need to employing effective
of of of of of of of of of of of of

marketing strategy. Brand loyalty occurs as the customer perceives the brand in a positive
of of of of of of of of of of of of of of

manner. Developing loyalty among new customers and retaining it among existing
of of of of of of of of of of of

customers are equally important. of of of

Therefore it is necessary that the customers have a good impression about you as
of of of of of of of of of of of of of of

it is the foundation of their buying habits. When the customers buy a product they make
of of of of of of of of of of of of of of of of

31
a trial purchase. If they are satisfied with your product they will get back to you.
of of of of of of of of of of of of of of of of

Customers prefer to buy products that are familiar, safe and of good quality.
of of of of of of of of of of of of

WHAT IS THE IMPORTANCE OF BRAND LOYALTY?

of of of of of of

The importance of brand loyalty is massive since it is brand loyalty that

of of of of of of of of of of of of of

determines the sale of a product or a service. It is very difficult to survive in today's

of of of of of of of of of of of of of of of of of

competitive world. In order to do so it is very crucial not to loose your customers.

of of of of of of of of of of of of of of of of

Reducing customer loss and achieving new customer's trust and loyalty can dramatically
of of of of of of of of of of of of

improve your business growth. of of of

Moreover when customers are loyal to your brand they will be less sensitive to
of of of of of of of of of of of of of of

price change and willingly pay higher price to get the unique value that your brand
of of of of of of of of of of of of of of of

offers. Brand loyalty will ultimately lead to cost cutting and high profit margin as a loyal
of of of of of of of of of of of of of of of of

customer is indifferent to competitive promotions. Once your brand loyalty is established

of of of of of of of of of of of of

you don't need to spend much on advertising and marketing.

of of of of of of of of of

MINDSET OF A BRAND LOYALIST: of of of of

A customer who is loyal to a brand has a typical mind set. When a customer is
of of of of of of of of of of of of of of of of of

committed to a brand he/she keeps coming back to the brand to buy a product or a
of of of of of of of of of of of of of of of of of

service. A loyal customer is always willing to pay higher price for his/her preferred brand
of of of of of of of of of of of of of of of

than other brands. He/she also recommends this brand to others after realizing that the
of of of of of of of of of of of of of of

brand offers value for money.

of of of of

32
 COMPANY PROFILE of

Supermarket Grocery Supplies Pvt. Ltd., trading as BigBasket, is an Indian online

of of of of of of of of of of of of

grocery delivery service. The company primarily delivers grocery goods found in
of of of of of of of of of of of

convenience stores, home essentials and food supplies to its customers. BigBasket was
of of of of of of of of of of of of

founded in December 2011 and has its headquarters in Bangalore, India.

of of of of of of of of of of

bigbasket.com (Innovative Retail Concepts Private Limited) is India’s largest online food
of of of of of of of of of of of

and grocery store. With over 18,000 products and over a 1000 brands in our catalogue
of of of of of of of of of of of of of of of

you will find everything you are looking for. Right from fresh Fruits and Vegetables,
of of of of of of of of of of of of of of

Rice and Dals, Spices and Seasonings to Packaged products, Beverages, Personal care
of of of of of of of of of of of of

products, of Meats of – of we of have of it of all.

Choose from a wide range of options in every category, exclusively handpicked to help
of of of of of of of of of of of of of of

you find the best quality available at the lowest prices. Select a time slot for delivery
of of of of of of of of of of of of of of of of

and your order will be delivered right to your doorstep, anywhere in Bangalore,
of of of of of of of of of of of of of

Hyderabad, Mumbai, Pune, Chennai, Delhi, Noida, Mysore, Coimbatore, Vijayawada-

of of of of of of of of

Guntur, of Kolkata, of Ahmedabad-Gandhinagar, of Lucknow-Kanpur, of Gurgaon, of Vadodara, of

Visakhapatnam, Surat, Nagpur, Patna, Indore and Chandigarh Tricity You can pay online
of of of of of of of of of of of of

using of your of debit of / of credit of card of or of by of cash of / of sodexo of on of delivery.

We guarantee on time delivery, and the best quality!
of of of of of of of of

History

BigBasket was founded by Sudhakar, Hari Menon, Vipul Parekh, Abhinay Choudhari and
of of of of of of of of of of of of

Ramesh in 2011. In 2011 they launched bigbasket online grocery delivery service.
of of of of of of of of of of of of

In March 2019, BigBasket raised $150 million in investment from Mirae, Alibaba Group
of of of of of of of of of of of of of

and CDC Group giving the company a valuation of over US$1 billion.
of of of of of of of of of of of

In March 2020, they acquired micro-delivery firm, DailyNinja.

of of of of of of of of

In February 2021, the Tata Group acquired a 68% stake in BigBasket for around ₹9,500
of of of of of of of of of of of of of of of

crore (US$1.3 billion).

of of of

33
Controversy

In October 2020 bigbasket faced a data breach that affected the data of over 2 crore
of of of of of of of of of of of of of of of of

customers which includes email IDs, full names, IP addresses. Later as per Cybersecurity
of of of of of of of of of of of of of

firm the database was on sale on the dark web

of of of of of of of of of

of Why should I use bigbasket.com?

of of of of

bigbasket.com allows you to walk away from the drudgery of grocery shopping and
of of of of of of of of of of of of of

welcome an easy relaxed way of browsing and shopping for groceries. Discover new
of of of of of of of of of of of of of

products and shop for all your food and grocery needs from the comfort of your home or
of of of of of of of of of of of of of of of of of

office. No more getting stuck in traffic jams, paying for parking, standing in long queues
of of of of of of of of of of of of of of of

and carrying heavy bags – get everything you need, when you need, right at your
of of of of of of of of of of of of of of of

doorstep. Food shopping online is now easy as every product on your monthly shopping
of of of of of of of of of of of of of of

list, is now available online at bigbasket.com, India’s best online grocery store.
of of of of of of of of of of of of

34
 CHAPTER 2 of

REVIEW OF LITERATURE
of of of

35
 REVIEW OF LITERATURE of of

During the past few decades, customer satisfaction and service quality have become a
of of of of of of of of of of of of of

major area of attention to practitioners and academic researchers. Both concepts have
of of of of of of of of of of of of

strong impact on business performance and customer behaviour. Service quality leads to
of of of of of of of of of of of of

higher profitability (Gundersen et al., 1996) and customer satisfaction (Oliver, 1997).
of of of of of of of of of of of

Furthermore, a number of empirical studies indicate a positive relationship between

of of of of of of of of of of of

customer of satisfaction of and of customer of loyalty of (Kandampully of and of Suhartanto, of 2000; of

Dimitriades, 2006; Chi and Qu, 2008; Faullant et al., 2008), as well as between customer
of of of of of of of of of of of of of of of

satisfaction and positive word-of-mouth (Söderlund, 1998). Therefore, one of the key
of of of of of of of of of of of

strategies for customer-focused firms is to measure and monitor service quality and
of of of of of of of of of of of of

customer satisfaction. Several tools are available for measuring customer satisfaction. In
of of of of of of of of of of of

hotels, one of the most popular is a guest comment card (GCC). GCCs have the
of of of of of of of of of of of of of of of

advantages of small size, easy distribution and simplicity. When analyzing data gathered
of of of of of of of of of of of of

in such a way, managers can get information about the attributes that have an impact on
of of of of of of of of of of of of of of of of

guests' satisfaction.
of

Customer satisfaction has been a popular topic in marketing practice and academic
of of of of of of of of of of of of

research since Cardozo's (1965) initial study of customer effort, expectations and
of of of of of of of of of of of

satisfaction. Despite many attempts to measure and explain customer satisfaction, there
of of of of of of of of of of of

still does not appear to be a consensus regarding its definition (Giese and Cote, 2000).
of of of of of of of of of of of of of of of

Customer satisfaction is typically defined as a post consumption evaluative judgement

of of of of of of of of of of of

concerning a specific product or service (Gundersen, Heide and Olsson, 1996). It is the
of of of of of of of of of of of of of of

result of an evaluative process that contrasts prepurchase expectations with perceptions of

of of of of of of of of of of of of

performance during and after the consumption experience (Oliver, 1980).

of of of of of of of of

The most widely accepted conceptualization of the customer satisfaction concept is the
of of of of of of of of of of of of

expectancy disconfirmation theory (Barsky, 1992; Oh and Parks, 1997; McQuitty, Finn
of of of of of of of of of of of

and Wiley, 2000). The theory was developed by Oliver (1980), who proposed that
of of of of of of of of of of of of of

satisfaction level is a result of the difference between expected and perceived

of of of of of of of of of of of of

performance. Satisfaction (positive disconfirmation) occures when product or service is

of of of of of of of of of of

better than expected. On the other hand, a performance worse than expected results with
of of of of of of of of of of of of of of

dissatisfaction (negative disconfirmation). of of

36
Studies show that customer satisfaction may have direct and indirect impact on business
of of of of of of of of of of of of of

results. Anderson et al. (1994), Yeung et al. (2002), and Luo and Homburg (2007)
of of of of of of of of of of of of of of

concluded that customer satisfaction positively affects business profitability. The majority
of of of of of of of of of of

of studies have investigated the relationship with customer behaviour patterns (Söderlund,
of of of of of of of of of of of

1998; Kandampully and Suhartanto, 2000; Dimitriades, 2006; Olorunniwo et al., 2006;
of of of of of of of of of of of

Chi and Qu, 2008; Faullant et al., 2008). According to these findings, customer
of of of of of of of of of of of of of

satisfaction increases customer loyalty, influences repurchase intentions and leads to

of of of of of of of of of of

positive word-of-mouth. of

Given the vital role of customer satisfaction, it is not surprising that a variety of research
of of of of of of of of of of of of of of of of

has been devoted to investigating the determinants of satisfaction (Churchill and

of of of of of of of of of of of

Surprenant, 1982; Oliver, 1980; Barsky, 1995; Zeithaml and Bitner, 2003). Satisfaction
of of of of of of of of of of of

can be determined by subjective (e. g. customer needs, emotions) and objective factors (e.
of of of of of of of of of of of of of of

g. product and service features). Applying to the hospitality industry, there have been
of of of of of of of of of of of of of

numerous studies that examine attributes that travellers may find important regarding
of of of of of of of of of of of

customer satisfaction. Atkinson (1988) found out that cleanliness, security, value for
of of of of of of of of of of of

money and courtesy of staff determine customer satisfaction. Knutson (1988) revealed that
of of of of of of of of of of of of

room cleanliness and comfort, convenience of location, prompt service, safety and
of of of of of of of of of of of

security, and friendliness of employees are important. Barsky and Labagh (1992) stated
of of of of of of of of of of of of

that employee attitude, location and rooms are likely to influence travellers' satisfaction. A
of of of of of of of of of of of of of

study conducted by Akan (1995) showed that the main determinants of hotel guest
of of of of of of of of of of of of of

satisfaction are the behaviour of employees, cleanliness and timeliness. Choi and Chu
of of of of of of of of of of of of

(2001) concluded that staff quality, room qualities and value are the top three hotel
of of of of of of of of of of of of of of

factors that determine travellers' satisfaction.

of of of of

Providing services those customers prefer is a starting point for providing customer
of of of of of of of of of of of of

satisfaction. A relatively easy way to determine what services customer prefers is simply
of of of of of of of of of of of of of

to ask them. According to Gilbert and Horsnell (1998), and Su (2004), guest comment
of of of of of of of of of of of of of of

cards (GCCs) are most commonly used for determining hotel guest satisfaction. GCCs are
of of of of of of of of of of of of of

usually distributed in hotel rooms, at the reception desk or in some other visible place.
of of of of of of of of of of of of of of of

However, studies reveal that numerous hotel chains use guest satisfaction evaluating
of of of of of of of of of of of

methods based on inadequate practices to make important and complex managerial

of of of of of of of of of of of

37
decisions (Barsky, 1992; Barsky and Huxley, 1992; Jones and Ioannou, 1993, Gilbert and
of of of of of of of of of of of of of

Horsnell, 1998; Su, 2004). The most commonly made faults can be divided into three
of of of of of of of of of of of of of of

main areas, namely, quality of the sample, design of the GCCs, and data collection and
of of of of of of of of of of of of of of of

analysis (Gilbert and Horsnell, 1998). In order to improve the validity of hotel guest
of of of of of of of of of of of of of of

satisfaction measurement practice, Barsky and Huxley (1992) proposed a new sampling
of of of of of of of of of of of

procedure that is a „quality sample“. It reduces nonresponse bias by offering incentives

of of of of of of of of of of of of of

for completing the questionnaires. In this manner, guests can indicate whether service was
of of of of of of of of of of of of of

above or below their expectations and whether they considered a particular service
of of of of of of of of of of of of

important or not. Furthermore, Gilbert and Horsnell (1998) developed a list of criteria for
of of of of of of of of of of of of of of

GCC content analysis, which is adopted in this study as well. Schall (2003) discusses the
of of of of of of of of of of of of of of of

issues of question clarity, scaling, validity, survey timing, question order and sample size.
of of of of of of of of of of of of

38
 CHAPTER 3
of

RESEARCH of

METHODOLOGY

39
 RESEARCH METHODOLOGY of

MEANING OF RESEARCH METHODOLOGY : of of of of

Research methodology is a way to systematically solve the research problem. It may

of of of of of of of of of of of of of

beUnderstood as a science of studying how research is done scientifically. In it we study

of of of of of of of of of of of of of of of

the various steps that are generally adopted by a researcher in studying his research
of of of of of of of of of of of of of of

problem along with the logic behind them.

of of of of of of

OBJECTIVES OF STUDY of of

 To understand the reasons for giving orders to Big Basket.

of of of of of of of of of

 To know about the experience after purchase .

of of of of of of of

 To propose an effective Promotional campaign plan for Big Basket

of of of of of of of of of

 To determine the customer’s satisfaction regarding Big Basket

of of of of of of of

 To know the different benefit received by the customer

of of of of of of of of

 To know the customer awareness about the Big Basket

of of of of of of of of

 To know the marketing strategy adopted by the Big Basket

of of of of of of of of of

SOURCES OF DATA COLLECTION: of of of

Primary Data Collection: of of of of

PRIMARY DATA is data that has not been previously published, i.e. the data is derived
of of of of of of of of of of of of of of of

from a new or original research study and collected at the source, e.g., in marketing, it is
of of of of of of of of of of of of of of of of of

information that is obtained directly from first-hand sources by means of surveys,

of of of of of of of of of of of of

observation or experimentation. of of

of of of of of of of of of of The method used by me for primary data collection is:

of of of of of of of of of

 Questionnaire
 Observation

40
Secondary Data Collection: of of of

It refers to the statistical material which is not originated by the investigator himself but
of of of of of of of of of of of of of of of

obtained from someone else's records, or when Primary data is utilised for any other
of of of of of of of of of of of of of of

purpose at some subsequent enquiry it is termed as Secondary data. This type of data is
of of of of of of of of of of of of of of of of

generally taken from newspapers, magazines, bulletins, reports, journals etc.

of of of of of of of of

of of of of The method used by me for secondary data collection is:

of of of of of of of of of

 Project Report of

 Internet
SAMPLE SIZE of

 100
SAMPLE AREA of

 Dehradun of

SCOPE OF STUDY :- of of of of

of It will help greatly in understanding the kind of information needed and maintained at
of of of of of of of of of of of of of of

the Company level for comprehensive records of various material. It will offer quick
of of of of of of of of of of of of of

accessbility to latest status and further requirement of different material.

of of of of of of of of of

Research Design: Descriptive of of

Descriptive research is also called Statistical Research. The main goal of this type of
of of of of of of of of of of of of of of

research is to describe the data and characteristics about what is being studied. The idea
of of of of of of of of of of of of of of of

behind this type of research is to study frequencies, averages, and other statistical
of of of of of of of of of of of of of

calculations. Although this research is highly accurate, it does not gather the causes
of of of of of of of of of of of of of

behind a situation. Descriptive research is mainly done when a researcher wants to gain a
of of of of of of of of of of of of of of of

better understanding of a topic.

of of of of

41
 CHAPTER 4
of

DATA ANALYSIS AND

of of of

INTERPRETATION

42
 DATA ANALYSIS AND INTERPRETATION
of of of

education
Validof Cumulative of

Frequency Percent Percent Percent

Valid under
23 23.0 23.0 23.0
of

graduate
graduate 38 38.0 38.0 61.0
post graduate
of 39 39.0 39.0 100.0
Total 100 100.0 100.0

43
 gender
Valid
of Cumulativeof

Frequency Percent Percent Percent

Valid male 48 48.0 48.0 48.0
female 52 52.0 52.0 100.0
Total 100 100.0 100.0

44
 age
Valid
of Cumulativeof

Frequency Percent Percent Percent

Valid 20-25yrs 35 35.0 35.0 35.0
25-30yrs 35 35.0 35.0 70.0
30-35yrs 15 15.0 15.0 85.0
35-40yrs 10 10.0 10.0 95.0
above40yrs 5 5.0 5.0 100.0
Total 100 100.0 100.0

45
 occupation
Valid
of Cumulativeof

Frequency Percent Percent Percent

Valid service 24 24.0 24.0 24.0
business 23 23.0 23.0 47.0
other 5 5.0 5.0 52.0
student 48 48.0 48.0 100.0
Total 100 100.0 100.0

46
 income
Valid
of Cumulative of

Frequency Percent Percent Percent

Valid less than
41 41.0 41.0 41.0
of of

10000
10000-15000 16 16.0 16.0 57.0
15000-20000 9 9.0 9.0 66.0
20000-25000 17 17.0 17.0 83.0
25000-30000 10 10.0 10.0 93.0
above 30000
of 7 7.0 7.0 100.0
Total 100 100.0 100.0

47
 Do you know about big basket
of of of of of

Valid ofCumulativeof

Frequency Percent Percent Percent

Valid Yes 48 48.0 48.0 48.0
No 52 52.0 52.0 100.0
Total 100 100.0 100.0

48
 For how long you are part of Big Basket
of of of of of of of of

Valid Cumulative of of

Frequency Percent Percent Percent

Valid Less than 4 Year
of of 5
of 5.0 5.0 5.0
Less than 2 Year
of of 24
of 24.0 24.0 29.0
more than 4
21 21.0 21.0 50.0
of of of

years
Less than 6
13 13.0 13.0 63.0
of of of

Months
Less than 1 Year
of of 37
of 37.0 37.0 100.0
Total 100 100.0 100.0

49
 What are reasons that attract you to be a customer of the Big
of of of of of of of of of of of of of of

Basket
Valid Cumulative of of

Frequency Percent Percent Percent

Valid Varities 9 9.0 9.0 9.0
Services 16 16.0 16.0 25.0
All of the
19 19.0 19.0 44.0
of of of

Above
Image 10 10.0 10.0 54.0
Extra
46 46.0 46.0 100.0
of

Services
Total 100 100.0 100.0

50
 Are you aware of the different services offered by Big Basket
of of of of of of of of of of

Valid ofCumulative of

Frequency Percent Percent Percent

Valid strongly
10 10.0 10.0 10.0
of

disagree
disagree 15 15.0 15.0 25.0
neutral 23 23.0 23.0 48.0
agree 11 11.0 11.0 59.0
strongly agree
of 41 41.0 41.0 100.0
Total 100 100.0 100.0

51
 Do you know about the Extra services being provided by the
of of of of of of of of of of of

Big Basketof

Valid Cumulative
of of

Frequency Percent Percent Percent

Valid disagree 24 24.0 24.0 24.0
neutral 14 14.0 14.0 38.0
agree 12 12.0 12.0 50.0
strongly
50 50.0 50.0 100.0
of

agree
Total 100 100.0 100.0

52
 What is your perception about the service of the Big Basket
of of of of of of of of of of

Valid ofCumulative of

Frequency Percent Percent Percent

Valid Very Bad of 6 6.0 6.0 6.0
Bad 17 17.0 17.0 23.0
neutral 18 18.0 18.0 41.0
Good 12 12.0 12.0 53.0
Very
47 47.0 47.0 100.0
of

Good
Total 100 100.0 100.0

53
 Do you really think brand matter in purchasing products
of of of of of of of of

Validof Cumulativeof

Frequency Percent Percent Percent

Valid strongly
10 10.0 10.0 10.0
of

disagree
disagree 13 13.0 13.0 23.0
neutral 9 9.0 9.0 32.0
agree 49 49.0 49.0 81.0
strongly agree
of 19 19.0 19.0 100.0
Total 100 100.0 100.0

54
 Are you satisfied with the dealing Big Basket
of of of of of of of

Valid ofCumulative of

Frequency Percent Percent Percent

Valid strongly
3 3.0 3.0 3.0
of

dissatisfied
dissatisfied 8 8.0 8.0 11.0
neutral 44 44.0 44.0 55.0
Satisfied 25 25.0 25.0 80.0
strongly satisfied
of 20 20.0 20.0 100.0
Total 100 100.0 100.0

55
 Do you recommend Big Basket services to a friend or colleague
of of of of of of of of of of

Valid Cumulative
of of

Frequency Percent Percent Percent

Valid disagree 10 10.0 10.0 10.0
neutral 44 44.0 44.0 54.0
agree 16 16.0 16.0 70.0
strongly
30 30.0 30.0 100.0
of

agree
Total 100 100.0 100.0

56
 What is your overall satisfaction rating with our Big Basket
of of of of of of of of of

Valid of Cumulative of

Frequency Percent Percent Percent

Valid strongly
6 6.0 6.0 6.0
of

dissatisfied
neutral 16 16.0 16.0 22.0
Satisfied 41 41.0 41.0 63.0
strongly satisfied
of 37 37.0 37.0 100.0
Total 100 100.0 100.0

57
 How will you rate the Big Basket in maintaining good
of of of of of of of of of of

customer relationship
of

Valid Cumulative
of of

Frequency Percent Percent Percent

Valid Very Bad
of 10 10.0 10.0 10.0
Bad 15 15.0 15.0 25.0
neutral 23 23.0 23.0 48.0
Good 11 11.0 11.0 59.0
Very
41 41.0 41.0 100.0
of

Good
Total 100 100.0 100.0

58
 Awareness about the new schemes launched by the Big Basket
of of of of of of of of of

Valid Cumulative
of of

Frequency Percent Percent Percent

Valid strongly
15 15.0 15.0 15.0
of

disagree
disagree 15 15.0 15.0 30.0
neutral 17 17.0 17.0 47.0
agree 18 18.0 18.0 65.0
strongly agree
of 35 35.0 35.0 100.0
Total 100 100.0 100.0

59
 Are you satisfied with the company products quality
of of of of of of of

Validof Cumulative of

Frequency Percent Percent Percent

Valid strongly
5 5.0 5.0 5.0
of

dissatisfied
dissatisfied 15 15.0 15.0 20.0
neutral 24 24.0 24.0 44.0
Satisfied 11 11.0 11.0 55.0
strongly satisfied
of 45 45.0 45.0 100.0
Total 100 100.0 100.0

60
 Satisfied With Your Amount Which You Spent To Purchase The
of of of of of of of of of of

Product
Valid of Cumulative of

Frequency Percent Percent Percent

Valid strongly
5 5.0 5.0 5.0
of

dissatisfied
dissatisfied 14 14.0 14.0 19.0
neutral 18 18.0 18.0 37.0
Satisfied 13 13.0 13.0 50.0
strongly satisfied
of 50 50.0 50.0 100.0
Total 100 100.0 100.0

61
 Satisfied with the relationship with company
of of of of of

Valid
of Cumulativeof

Frequency Percent Percent Percent

Valid strongly
12 12.0 12.0 12.0
of

dissatisfied
dissatisfied 25 25.0 25.0 37.0
neutral 14 14.0 14.0 51.0
Satisfied 11 11.0 11.0 62.0
strongly satisfied
of 38 38.0 38.0 100.0
Total 100 100.0 100.0

62
 Satisfied with marketing strategies of company
of of of of of

Valid of Cumulativeof

Frequency Percent Percent Percent

Valid strongly
10 10.0 10.0 10.0
of

dissatisfied
dissatisfied 22 22.0 22.0 32.0
neutral 17 17.0 17.0 49.0
Satisfied 10 10.0 10.0 59.0
strongly satisfied
of 41 41.0 41.0 100.0
Total 100 100.0 100.0

63
 ANOVA

Sum of
of of

Squares df Mean Square

of F Sig.

Do you know about big

of of of of of Between Groups
of 24.960 1 24.960 . .
basket
Within Groups
of .000 98 .000

Total 24.960 99

For how long you are

of of of of of Between Groups
of 12.354 1 12.354 7.357 .008
part of Big Basket
of of of

Within Groups
of 164.556 98 1.679

Total 176.910 99

What are reasons that

of of of of Between Groups
of 9.452 1 9.452 4.868 .030
attract you to be a
of of of of of

Within Groups 190.308 98 1.942

customer of the Big
of
of of of of of

Basket
Total 199.760 99

Are you aware of the

of of of of of Between Groups
of 8.033 1 8.033 4.180 .044
different services offered of of of

Within Groups 188.327 98 1.922

by Big Basket
of
of of

Total 196.360 99

Do you know about the

of of of of of Between Groups
of .421 1 .421 .261 .611
Extra services being
of of of

Within Groups 158.139 98 1.614

provided by the Big
of
of of of of

Basket
Total 158.560 99

What is your perception

of of of of Between Groups
of 1.423 1 1.423 .774 .381
about the service of the
of of of of of

Within Groups 180.287 98 1.840

Big Basket
of
of

Total 181.710 99

Do you really think brand

of of of of of Between Groups
of .667 1 .667 .441 .508
matter in purchasing
of of of

Within Groups 148.173 98 1.512

products
of

Total 148.840 99

64
Are you satisfied with the
of of of of of Between Groups
of .246 1 .246 .245 .622
dealing Big Basket of of

Within Groups
of 98.744 98 1.008

Total 98.990 99

Do you recommend Big

of of of of Between Groups
of .070 1 .070 .067 .797
Basket services to a of of of of

Within Groups 102.370 98 1.045

friend or colleague
of
of of

Total 102.440 99

What is your overall

of of of of Between Groups
of .239 1 .239 .219 .641
satisfaction rating with our of of of of

Within Groups 106.671 98 1.088

Big Basket
of
of

Total 106.910 99

How will you rate the Big

of of of of of of Between Groups
of 8.033 1 8.033 4.180 .044
Basket in maintaining of of of

Within Groups 188.327 98 1.922

good customer relationship
of
of of

Total 196.360 99

Awareness about the new of of of of Between Groups

of 29.991 1 29.991 15.928 .000
schemes launched by the of of of of

Within Groups 184.519 98 1.883

Big Basket
of
of

Total 214.510 99

Are you satisfied with the

of of of of of Between Groups
of 5.317 1 5.317 3.198 .077
company products quality of of

Within Groups
of 162.923 98 1.662

Total 168.240 99

Satisfied With Your of of of Between Groups

of 7.066 1 7.066 4.308 .041
Amount Which You Spent of of of of

Within Groups 160.724 98 1.640

To Purchase The Product
of
of of of

Total 167.790 99

Satisfied with the of of of Between Groups

of .566 1 .566 .251 .617
relationship with company of of

Within Groups
of 220.994 98 2.255

65
 Total 221.560 99

Satisfied with marketing

of of of Between Groups
of .040 1 .040 .019 .892
strategies of company
of of

Within Groups
of 210.960 98 2.153

Total 211.000 99

of

66
 CHAPTER 5
of

FINDINGS, of

RECOMMENDATIONS, of

CONCLUSION

67
 FINDINGS

 Majority of the customers are satisfied with Big Basket

of of of of of of of of

 Majority of the customers are aware of services and extra services offered by Big
of of of of of of of of of of of of of of

Basket
 The majority of the customers found services of the Big Basket are good.
of of of of of of of of of of of of

 Majority of the respondents are found the Big Basket is good in maintaining the
of of of of of of of of of of of of of of

good customer relationship.

of of

 The perception of the majority of the customer regarding the Big Basket is good
of of of of of of of of of of of of of of

because majority of the customers are satisfied with the Big Basket and they also
of of of of of of of of of of of of of of

recommend the products of the Big Basket.

of of of of of of

 The majority of the customers are satisfied with the dealing of the officials up to
of of of of of of of of of of of of of of of of

great extent.
of of

 Main factor that attract customers towards Big Basket is the services of the Big
of of of of of of of of of of of of of of

Basket.

68
 RECOMMENDATIONS of

 They ought to enhance the nature of basic need sold.

of of of of of of of of of

 They should give on time conveyance to the client.

of of of of of of of of

 Review from the client must be taken in the wake of giving conveyance ,if any
of of of of of of of of of of of of of of of

negative input is there than organization need to make some move to enhance
of of of of of of of of of of of of of

them so client will get fulfilled.

of of of of of of

 Proper preparing must be given to conveyance kid to build the consumer loyalty.
of of of of of of of of of of of of of

 Wrong item are convey to the client, organization needs to make a move on this
of of of of of of of of of of of of of of of

issue. of

 Website inquiry must be tackled to expand consumer loyalty

of of of of of of of of of

69
CONCLUSION

70
 CONCLUSION

Over the last few decades companies have increasingly begun to realize the importance of
of of of of of of of of of of of of of of

customer satisfaction. Where trading environments have become saturated and customers
of of of of of of of of of of

increasingly hard to come by, customer retention has become imperative as the customer-
of of of of of of of of of of of of

to-business level in the context, the disconfirmation paradigm is still the predominant
of of of of of of of of of of of of

paradigm influencing the customer satisfaction process. As it is pivotal in this competitive

of of of of of of of of of of of of of

era of globalization as every player in this industry is making various efforts to increase
of of of of of of of of of of of of of of of

its pie share or if no increase at least maintains their market share.

of of of of of of of of of of of of

So last we can say that for the Big Basket to succeed they must pay close attention to
of of of of of of of of of of of of of of of of of of

the revealed choice criteria of the customer in their decision making activity. Therefore
of of of of of of of of of of of of of

customer relationship management programs must be designed to keep the customers

of of of of of of of of of of of

intact that includes aligning product and service offerings with customer needs can only
of of of of of of of of of of of of of

be achieved when sufficient knowledge of customer requirement has been captured. Thus
of of of of of of of of of of of of

accurately understanding the customer’s need is the most important step towards achieving
of of of of of of of of of of of of

customer satisfaction. of of

The Big basket should expand their execution. The Big basket can't convey item on time
of of of of of of of of of of of of of of of

so they have to chip away at conveyance benefit, they should procure more conveyance
of of of of of of of of of of of of of of

young men. From the investigation we can infer that individuals are purchasing more
of of of of of of of of of of of of of

online on account of absence of time, offer and rebates, assortment of item and
of of of of of of of of of of of of of of

furthermore great quality they are giving and free home conveyance. As per information
of of of of of of of of of of of of of

investigation we can state that more individuals are purchasing on the web by observing
of of of of of of of of of of of of of of

via web-based networking media so basket need to advance more via web-based
of of of of of of of of of of of of

networking media. of of

71
BIBLIOGRAPHY

72
 BIBLIOGRAPHY

BOOKS

 Philip Kotler, ‘marketing management’ prentice Hall of NEPAL Pvt. Ltd. New Dehli.
of of of of of of of of of of of

 C. R. Kothari ‘Research methodology’, vishwa publication, New Delhi.

of of of of of of of of

 Saxena Rajan ‘marketing management’ Tata Mcgraw-hill publicating Co. Ltd. New
of of of of of of of of of of

Delhi.
 H. V. Verma ‘marketing of services’ Global business press, New Delhi.
of of of of of of of of of of

 Business today magazine of February issue,2008

of of of of of

73