Project NEWSTUDY OF CUSTOMER RELATIONSHIP MANAGEMENT IN

G.L.
BAJAJ
INSTITUTE OF MANAGEMENT AND RESEARCH
Approved by A.I.C.T.E., & Affiliated to Dr.A.P.J. Abdul Kalam Technical University
Plot No. 2, Knowledge Park III, Greater Noida, Distt. G.B.Nagar, U.P., India Pin-201306
RESEARCH PROJECT REPORT

ON
“STUDY OF CUSTOMER RELATIONSHIP
MANAGEMENT IN JEEVANSATHI.com”
Submitted For
THE PARTIAL FULLFILLMENT OF THE AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATON (MBA)
Under the Guidance of: Submitted By:

Name of faculty: Ms. Priyanka Goswami Name: Shefali Raghuvanshi
Assistant Professor Roll. No.1580170199
1
G. L. BAJAJ
INSTITUTE OF MANAGEMENT & RESEARCH
GLBIMR Approved by A.I.C.T.E. & affiliated to Uttar Pradesh
Technical University
Dated: 19th April 2017
CERTIFICATE
This is to certify that ..has undertaken
this Research project work entitled
for the partial fulfllment of the award of
Master of Business Administration degree from Dr. A P J
Abdul Kalam Technical University, Lucknow (U. P.).
As per best of my knowledge this Research project work is an
original piece of work and has not been submitted or
published elsewhere.
I wish him/ her all the best for his/her bright future ahead.
2
Project Supervisor
Assistant Professor
Department of Management Studies
3
Declaration
I, Shefali Raghuvanshi Roll No.-1580170199, student of G.LBAJAJ IMR APJ Abdul Kalam
University, Greater Noida, hereby declare that the project report on “STUDY OF CUSTOMER
RELATIONSHIP MANAGEMENT IN JEEVANSATHI is an original and authenticated work
done by me. I further declare that it has not been submitted elsewhere by any other person in any
of the institutes for the award of any degree or diploma.
Name and Signature of the Student

Date
4
ABSTRACT
The basic aim of the research is to examine and understand the role of customer relationship
management at Jeevansathi.com, including its benefits and drivers, and the various efforts the
companies make to implement these programs. As Indias fastest growing matrimonial site,
Jeevansathi has been helping, eligible ladies and gentlemen meet their match.
The rapid development of internet user has made it easy and improved the online marketing in
the global market, as a result the number of customer shopping online are increasing more than
the number of customer using internet for others purposes, customer participations are the basic
of every business success, because with customer, no business can survive or adapt with change
that has been brought by new technology.
Customer Relationship management is an ongoing business process to focus on gaining, growing

and nurturing the right customers. CRM for online is a reflection of a business strategy to focus
on the client. But to do so a business must take into account so other systems such as listing
management and web sites, visibility in search engines, email systems, trust accounting software,
property management systems, property databases and mapping programs.
Customers form an integral part of business, owing to which companies take special care to meet
all their needs to develop long-term relations with them. In the earlier days, organizational reach
was limited and hence, companies could take care of their customers without any outside help.
But, with increasing global presence and an expanding customer base, it has become mandatory
for companies to take expert help for managing their customer relationships. There are some
important players in the market, who provide customer relationship management software for the
online matrimonial industry, worldwide.
For this purpose, both primary and secondary data has been collected and analyzed. 20
respondents were chosen from Jeevansathi and data was collected from the representatives of
these retailers as well as their customers in order to analyze effectiveness of Customer
Relationship Management
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ACKNOWLEDGEMENT
A project work is a golden opportunity for learning and self-
development. I consider myself very lucky and honored to have so many
wonderful people lead me through in completion of this project.
I express my deepest and most sincere thanks to Prof. Priyanka

Goswami Faculty Guide, G.L.BAJAJ IMR AKTU, Greater Noida for
the help, cooperation and guidance received from her throughout the
tenure of this Project.
Last but not the least I would also like to thank all the respondents of
questionnaire for their cooperation for completion of this project and in
the end I would like to say that it was a great experience working in this
project.
Table of Contents
Sr. No. Particular Page
no.
1. Certificate i
2. Declaration ii
3 Acknowledgement iii
4 iv
ABSTRACT
5 Chapter 1 : INTRODUCTION OF THE STUDY 7

6 Chapter 2 : OBJECTIVES, SCOPE AND LIMITATIONS OF THE 9
7
STUDY
Chapter 3 : COMPANY PROFILE 9

2.2 : LITERATURE REVIEW 19
(1) Development
(2) Scope
(3) Approaches
(4) Retention
2.4 : Internal marketing 21
2.5: E-ENABLED CUSTOMER RELATIONSHIP 25
MANAGEMENT
2.5.1-Concept of Customer Relationship Management (CRM)
3 : CRM Applications 28
3.6.1-Internet for both the Customers and the Companies
3.6.2-Electronic Customer Relationship Management (eCRM)
3.6.3-ONLINE CUSTOMERS
8
3.6.4-Sources of Data for a CRMS
Customer retention CRM model
4.Key ECRM Feature 32
5- E- customers retention model 35
5.1-Customer Relationship Management in Jeevansathi.com 36
7 Chapter 4 : Research Design And Methodology 39

8 Chapter 5 : Data interpretation and analysis 40
9 Chapter 6 : Recommendation 58
10 Chapter 7 : Conclusion 59
11. Chapter 8 : Bibliography 60
12 Annexure 61
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CHAPTER
10
INTRODUCTION OF THE STUDY
The biggest management challenge in the new millennium of liberalisation and globalization for
a business is to serve and maintain good relations with the king-the customer. In the past,
producers did not take their customers for granted because at that time customers were not
demanding nor had many alternative sources of supply or suppliers. Since he was a passive
customer, the producer dictated terms and had little customer commitment. But today there is a
radical transformation. The changing business environment is characterized by economic
liberalization, increasing competition, high consumer choice, enlightened and demanding
customer, more emphasis on quality and value of purchase.
The India Wedding market has witnessed a growth in recent years on account of rise in growth of
online matchmaking market players fueled by introduction of new technologies, rising internet
penetration and entry of new players in wedding planning segment of wedding industry. The
growth in E-Commerce has been largely led by the domestic factors such as increased
subscriptions, increased freedom of choice in seeking a life partner. The Online Matchmaking
market is comprised of large companies, with Jeevansathi, Bharat Matrimony and Shaadi.com
being dominant Players in online matchmaking segment. Jeevansathi.com uses the customer to
customer (C2C) business model. The website has free list, search, and express interest and
accepts other expressions of interest. Users have to pay get contact details. There are also offline
centers operational for matching services. Jeevansathi.com Match Point centers provides offline
users with matchmaking services. The first center was launched in Mumbai in 2008.
Customer Relationship Management has become a topic of major importance over the past few
years. With its origins in the principles of relationship marketing - its aim to create relationships
of mutual benefit between suppliers and customers - CRM has evolved in an era of rapid
technological advancement into what could be described as information-enabled relationship
marketing.
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However, the life-changing developments this IT revolution has spawned - such as massive data
storage capability and increasingly sophisticated analytical software - have simultaneously both
positively impacted organizations ability to build more sustained relationships with their
customers and also, paradoxically, shifted the focus of many companies to the technology itself
and away from its customers.
CRM is currently at something of a crossroads. Although some companies have implemented

successful CRM initiatives, others have invested significant financial and human capital in their
pursuit of the Holy Grail of customer management, only to find their efforts negated by poor
results and stakeholder apathy. Although not the only reason for this failure, the over-reliance on
technology as the solution to all customer relationship challenges has derailed more than a few
CRM initiatives.
It might be helpful at this point to ask exactly what CRM is really about. There are many
definitions, but one featured in the Harvard Business Review captures the essence: "CRM aligns
business processes with customer strategies to build customer loyalty and increase profits over
time". Curiously, there is no suggestion that CRM might be about technology. That is because it
is not about technology! It usually involves technology, but that technology is merely an enabler
in the overall process, not the process itself.
So if CRM is a customer-centric business philosophy and not a technology initiative, how should
a company pursue it and what are the ingredients of a successful CRM implementation? The
starting point for managing customer relationships is creating a well-crafted customer strategy.
This involves targeting selected market segments, sub-segments and even individual customers
to develop sustainable relationships adding value for the customer, enhance corporate
profitability and optimise shareholder value.
From this it is clear that the ultimate focus of CRM is on customer retention rather than customer
acquisition for one very good reason; existing customers are on average five to seven times more
profitable than new ones. The customer strategy must be fully aligned with the overall business
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strategy to firstly ensure that resources are optimally employed, and secondly guarantee that all
functions in the organisation aim for a common goal.
The most successful CRM initiatives are those where the company considers the benefits to its
customers as well as to itself. Too many CRM projects fail simply because companies define the
objectives from a purely internal perspective, forgetting the obvious fact that customers must
derive a benefit as well. A key way of doing this is to avoid a scattergun' approach and focus
only on the one or two pain points' which cause customers the most discomfort in their present
dealings with the company. Relieving this pain could dramatically enhance the positive aspects
of the relationship.
One critical element in all successful CRM initiatives that many companies fail to recognise is
the need to engage its employees in the customer-centric approach. There is a clear link between
satisfied and loyal employees and satisfied and loyal customers, so if a company's members of
staff are unhappy then this often transfers to its customers. In today's multi-contact business
environment, customers have several different touch points' within supplier organisations, and if
one of these moments of truth' fails to satisfy them, the company can lose goodwill in the blink
of an eye.
Technology often plays a key role, but it is important to recognise that simply automating a bad
existing process, instead of redesigning that process based on best practice customer
management, is unlikely to deliver a successful outcome. It really is all about the customer.
The online CRM software works by automating various key aspects of customer relationship
management, so that the time-consuming aspects of the job is performed by the software, while
the more complex ones can be executed by the customer care personnel. The concentration of the
customer care personnel on the more critical aspects of the job results in the resolution of
important issues on time, leading to maximum customer satisfaction. This, in turn, ensures
optimized organizational performance, owing to the enhanced efficiency of customer care and
sales personnel.
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Indian online matrimonial industry A Situational Analysis
Matrimonial websites have been in India for more than 15 years now. The business case is
extremely strong for matrimonial business to run especially because of the ever so prevalent
system of arranged marriages in India. The matchmaking has been a part of the Indian marriage
scene since forever. However, as time passed the baton to fix marriages has changed hands from
close and distant relatives to agents and brokers to astrologers and pundits to newspaper
classifieds and finally matrimonial websites now. There cannot be a better case to build and
organize an unorganized segment in India which was the proof of concept for matrimonial
websites which set shop and took advantage of this.
Since then the traditional business of marriage has been under serious threat with the rise of
websites like Shaadi.com, Jeevansathi.com, BharatMatrimony.com and others. So much so that it
is now predicted that the online marriage business will be worth Rs.1500 crore by 2017. This
space is ever so active and now going to explode with Bharat Matrimony, the leader in online
matrimonial business has filed for an IPO with SEBI looking for a valuation of more than Rs.
2500 crore
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CHAPTER
16
OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY
RESERCH OBJECTIVES
 To examine how Relationship Management is implemented by Jeevansathi
 To identify the key Relationship Management drivers that help organisations build and
maintain long-term relationships with the customers.
 To analyze the effectiveness of relationship marketing strategies in Jeevansathi
Scope of the Study
With this research study I will try to examine what the Internet is; the opportunities it offers to
online sector, to explore and analyze the importance of Internet as a communication tool in the
development of relationship with customers in the Indian IT sector. Furthermore, I would try to
probe factors such as relationship marketing, online sector growth and core market ideas that
Jeevansathi.com needs to consider in order for such an ambitious business programme on the
Internet to be successful, as particular emphasis is placed on new technologies that help
Jeevansathi to cement customer relationships, boost operational efficiency and expand their
market reach, thereby creating a strategic tool for market development for the Jeevansathi over
its competitors.
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LIMITATIONS
1. Limited Applicability Finding data to suit a specific project is very cumbersome. Collection
and use of secondary data requires a lot of hard work on the part of researcher. The secondary
data may have three types of variations, which may hinder their use for the project at hand (i)
units of measurement may be different (ii) definitions and data classes may be different (iii) lack
of currency, i.e. data may be outdated.
2. Accuracy: It is difficult to find data of needed accuracy. Often the available data are distantly
related with the research problem at hand. It is difficult to determine their accuracy for the
present study.
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CHAPTER
19
COMPANY PROFILE
Jeevansathi.com is one of Indias leading matrimonial websites that has helped lakhs of
members find their perfect life partner.
Jeevansathi is the leading brand in Online Matrimony space in India. It is part of Info Edge India
(Ltd), Indias leading Internet Company with well known brands like naukri.com, 99acres.com &
Shiksha.com. Having revolutionized the online classified space, today Info Edge has a market
capitalization of over Rs. 95 billion, an employee base of 3800 associates with presence in 41
cities in India and Middle East, and were geared to grow much bigger. Our financial track record
shows a strong upward trend Net Sales in FY 13-14 were Rs. 5051 Million with CAGR of
21.4% for the last 5 year period.
Jeevansathi website has profiles of prospective brides and grooms. One can register and search
by religion, community, caste and sub-caste, geographical area, occupation, and mother native
language. As on March 31, 2014 we had 6.1 million profiles on our site, the CAGR growth of
profile being loaded is at 14% since last 5 years . The site had revenues of 360 million in
FY2013-14 growing at double digit over last year. The recent launch of mobile app and
continued innovative efforts with the use of sophisticated analytics tools have been there to
provide more relevant and better targeted service to our customers. To complement our online
offering, we have set up 14 offline Jeevansathi Match Points and some franchisee centers which
are located in high footfall retail areas in certain cities. These outlets provide assisted services
and help prospective brides or grooms or their families understand and interact with our site.
History
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October 1998, Sanjeev Bikhchandani, founder and executive vice chairman of Info Edge India,
started the matrimonial website. The website was developed by Anil Lall, the head of Info Edge's
technology department. The services were free in the initial years.
Auditing services were done by the Amit and Rohit Tandon. The founder, Sanjeev explained the
conditions of ICICI Ventures. During the conversation, it came out that auditors were interested
in opening a dotcom company. The website was then sold to Amit and Rohit Tandon, with
Sanjeev Bikhchandani keeping 35 percent stakes.[6] The company under the ownership of
Tandon brothers did well with getting traffic and revenues.
 In 2004, Info Edge bought back Jeevansathi.
 In 2008, Jeevansathi.com introduced a new feature which allowed prospects to chat with
their prospective life partner on google talk with complete confidentiality.
 In 2011, Jeevansathi became one of the preferred matrimonial websites in North India.
 In 2012-13, the website had 5.6 million registered profiles.
 In 2014, Jeevansathi launched its Android app.
 In 2014, Jeevansathi participated the Great Online Shopping Festival.
 In 2016, its 'be found' campaign won a bronze medal award in "services:other" category
in EEFIE awards
They believe choosing a life partner is a big and important decision, and hence work towards
giving a simple and secure matchmaking experience for brides and grooms and their family.
Each profile registered with them goes through a manual screening process before going live on
site; they provide superior privacy controls for Free; and also verify contact information of
members.
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Development
Relationship marketing can be applied: when there are alternatives to choose from; when the
customer makes the selection decision; and when there is an ongoing and periodic desire for the
product or service.
Fornell and Wernerfelt used the term "defensive marketing" to describe attempts to reduce
customer turnover and increase customer loyalty. This customer-retention approach was
contrasted with "offensive marketing" which involved obtaining new customers and increasing
customers' purchase frequency. Defensive marketing focused on reducing or managing the
dissatisfaction of your customers, while offensive marketing focused on "liberating" dissatisfied
customers from your competition and generating new customers. There are two components to
defensive marketing: increasing customer satisfaction and increasing switching barriers.
Its consumer market origins molded traditional marketing into a system suitable for selling
relatively low-value products to masses of customers. Over the decades, attempts have been
made to broaden the scope of marketing, relationship marketing being one of these attempts.
Marketing has been greatly enriched by these contributions.
The practice of relationship marketing has been greatly facilitated by several generations of
customer relationship management software that allow tracking and analyzing of each customer's
preferences, activities, tastes, likes, dislikes, and complaints. This is a powerful tool in any
company's marketing strategy. For example, an automobile manufacturer maintaining a database
of when and how repeat customers buy their products, the options they choose, the way they
finance the purchase etc., is in a powerful position to custom target sales material. In return, the
customer benefits from the company tracking service schedules and communicating directly on
issues like product recalls.
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The latest trend in relationship marketing is personalized marketing. In personalized marketing,
the main preference is given to consumer. The consumer shopping profile is built as the person
shops on the website. This information is then used to compute what can be his likely
preferences in other categories. These items are than shown to the customer through web cross-
sell, email recommendation and other channels.
Personalized marketing has also migrated into direct mail, allowing marketers to take advantage
of the technological capabilities of digital, toner-based printing presses to produce unique,
personalized pieces for each recipient. Marketers can personalize documents by any information
contained in their databases, including name, address, demographics, purchase history, and
dozens (or even hundreds) of other variables. The result is a printed piece that (ideally) reflects
the individual needs and preferences of each recipient, increasing the relevance of the piece and
increasing the response rate.
Scope
Relationship marketing has been strongly influenced by reengineering. According to

reengineering theory, organizations should be structured according to complete tasks and
processes rather than functions. That is, cross-functional teams should be responsible for a whole
process, from beginning to end, rather than having the work go from one functional department
to another. Traditional marketing is said to use the functional department approach. This can be
seen in the traditional four P's of the marketing mix. Pricing, product management, promotion,
and placement are claimed to be functional silos that must be accessed by the marketer if she is
going to perform her task. The marketing mix approach is too limited to provide a usable
framework for assessing and developing customer relationships in many industries and should be
replaced by an alternative model where the focus is on customers and relationships rather than
markets and products.
In contrast, relationship marketing is cross-functional marketing. It is organized around processes

that involve all aspects of the organization. In fact, some commentators prefer to call relationship
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marketing "relationship management" in recognition of the fact that it involves much more than
that which is normally included in marketing.
Martin Christopher, Adrian Payne, and David Ballantyne [3] at the Cranfield Graduate school of
Management claim that relationship marketing has the potential to forge a new synthesis between
quality management, customer service management, and marketing. They see marketing and
customer service as inseparable.
In spite of this broad scope, relationship marketing has not lost its core marketing orientation
though. It involves the application of the marketing philosophy to all parts of the organization.
Every employee is said to be a "part-time marketer".
"Marketing is not a function, it is a way of doing business . . . marketing has to be all pervasive,
part of everyone's job description, from the receptionist to the board of directors."
Because of this, it is claimed that relationship marketing is a more pure form of marketing than
traditional marketing.
Approaches
Relationship marketing relies upon the communication and acquisition of consumer requirements
solely from existing customers in a mutually beneficial exchange usually involving permission
for contact by the customer through an "opt-in" system. With particular relevance to customer
satisfaction the relative price and quality of goods and services produced or sold through a
company alongside customer service generally determine the amount of sales relative to that of
competing companies. Although groups targeted through relationship marketing may be large,
accuracy of communication and overall relevancy to the customer remains higher than that of
direct marketing, but has less potential for generating new leads than direct marketing and is
limited to Viral marketing for the acquisition of further customers.
Retention
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A key principle of relationship market is the retention of customers through varying means and
practices to ensure repeated trade from preexisting customers by satisfying requirements above
those of competing companies through a mutually beneficial relationship] This technique is now
used as a means of counterbalancing new customers and opportunities with current and existing
customers as a means of maximizing profit and counteracting the "leaky bucket theory of
business" in which new customers gained in older direct marketing oriented businesses were at
the expense of or coincided with the loss of older customers. This process of "churning" is less
economically viable than retaining all or the majority of customers using both direct and
relationship management as lead generation via new customers requires more investment.
Many companies in competing markets will redirect or allocate large amounts of resources or
attention towards customer retention as in markets with increasing competition it may cost 5
times more to attract new customers than it would to retain current customers, as direct or
"offensive" marketing requires much more extensive resources to cause defection from
competitors. However, it is suggested that because of the extensive classic marketing theories
center on means of attracting customers and creating transactions rather than maintaining them,
the majority usage of direct marketing used in the past is now gradually being used more
alongside relationship marketing as it's importance becomes more recognizable..
Relationship marketers speak of the "relationship ladder of customer loyalty". It groups types of
customers according to their level of loyalty. The ladder's first rung consists of "prospects", that
is, people that have not purchased yet but are likely to in the future. This is followed by the
successive rungs of "customer", "client", "supporter", "advocate", and "partner". The relationship
marketer's objective is to "help" customers get as high up the ladder as possible. This usually
involves providing more personalized service and providing service quality that exceeds
expectations at each step.
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Customer retention efforts involve considerations such as the following:
Customer valuation - How to value customers and categorize them according to their financial
and strategic value so that companies can decide where to invest for deeper relationships and
which relationships need to be served differently or even terminated.
Customer retention measurement - A company's "customer retention rate". This is simply the
percentage of customers at the beginning of the year that are still customers by the end of the
year. In accordance with this statistic, an increase in retention rate from 80% to 90% is associated
with a doubling of the average life of a customer relationship from 5 to 10 years. This ratio can
be used to make comparisons between products, between market segments, and over time.
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Determine reasons for defection - Look for the root causes, not mere symptoms. This involves
probing for details when talking to former customers. Other techniques include the analysis of
customers' complaints and competitive benchmarking (see competitor analysis).
Develop and implement a corrective plan - This could involve actions to improve employee
practices, using benchmarking to determine best corrective practices, visible endorsement of top
management, adjustments to the company's reward and recognition systems, and the use of
"recovery teams" to eliminate the causes of defections.
A technique to calculate the value to a firm of a sustained customer relationship has been
developed. This calculation is typically called customer lifetime value.
Retention strategies also build barriers to customer switching. This can be done by product
bundling (combining several products or services into one "package" and offering them at a
single price), cross selling (selling related products to current customers), cross promotions
(giving discounts or other promotional incentives to purchasers of related products), loyalty
programs (giving incentives for frequent purchases), increasing switching costs (adding
termination costs, such as mortgage termination fees), and integrating computer systems of
multiple organizations (primarily in industrial marketing).
Many relationship marketers use a team-based approach. The rationale is that the more points of
contact between the organization and customer, the stronger will be the bond, and the more
secure the relationship.
APPLICATION
Relationship marketing and transactional marketing are not mutually exclusive and there is no
need for a conflict between them. However, one approach may be more suitable in some
situations than in others. Transactional marketing is most appropriate when marketing relatively
low value consumer products, when the product is a commodity, when switching costs are low,
when customers prefer single transactions to relationships, and when customer involvement in
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production is low. When the reverse of all the above is true, as in typical industrial and service
markets, then relationship marketing can be more appropriate. Most firms should be blending the
two approaches to match their portfolio of products and services. Virtually all products have a
service component to them and this service component has been getting larger in recent decades.
(See service economy and experience economy.)
Internal marketing
Relationship marketing stresses on what it calls internal marketing. This refers to using
marketing techniques within the organization itself. It is claimed that many of the traditional
marketing concepts can be used to determine what the needs of "internal customers" are.
According to this theory, every employee, team, or department in the company is simultaneously
a supplier and a customer of services and products. An employee obtains a service at a point in
the value chain and then provides a service to another employee further along the value chain. If
internal marketing is effective, every employee will both provide and receive exceptional service
from and to other employees. It also helps employees understand the significance of their roles
and how their roles relate to others'. If implemented well, it can also encourage every employee
to see the process in terms of the customer's perception of value added, and the organization's
strategic mission. Further it is claimed that an effective internal marketing program is a
prerequisite for effective external marketing efforts.
A new form of cross-functional marketing- Relationship Marketing is therefore replacing narrow

functionally based traditional marketing. This shift towards personalized marketing can be due to
several reasons, including the concept of a customer having a lifetime value, as well as the
rationale that loyalty results in an increase in profits for the organization. The radical shift from
conventional marketing to relationship marketing can also be attributed to other factors such as
competitive pressures, shrinking product life cycles, brand proliferations, frequent new product
introductions, changing customer profile, informed and cautious customer, fickle brand loyalties
and rapid customer turnover, harsh marketing environment etc. These factors clearly reveal that
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marketers cannot totally depend on new customers to take the place of lost customers. Thus the
need, to focus on developing, keeping and improving current customers; rather on acquiring new
customers.
Further, CRM is viewed in a holistic customer driven framework by organizations. Here,

Customer-Focused Organization and Culture implies Managing frontline employees at all
touchpoints and motivating back-end support staff to deliver on the promise, Customer-
Focused Processes and Technology aims at Seamlessly integrating processes and technology to
enable superior delivery and minimize cost. The three components of Customer-Focused
Strategy imply the following: Customer InsightSegment customers based on their
differentiated wants and needs, Customer OfferLeverage customer segment insights to
develop tailored value propositions, brands, products and services, and most appropriate service
channels, Customer InteractionManage and personalize each interaction during entire cycle,
irrespective of channel used.
E-ENABLED CUSTOMER RELATIONSHIP MANAGEMENT
The Internet has given a new pattern to organizations to focus on effective customer relationship
management and also to harness the application of on-line technologies to facilitate relations
with the customer.. E-service was seen as the future mechanism in virtual market places to
achieve strategic out comes from customer relationship management. And now e-service is
implemented in the organizations through use of e-CRM softwares. E-CRM software suites
provide the mechanism by which companies use provide e-service more effectively.
The emergence of Internet technology, particularly the World Wide Web, as an electronic
medium of commerce has brought tremendous changes in how companies compete.. Since the
online and e-technologies have become such an intergral part of day to day business and as they
appeal such a mass global universe of consumers, businesses are constantly searching for
innovative yet cost effective ways to reach customers, moving e-CRM from a nice to have
methodology to a must have methodology, Parekh (2013) , therefore, the companies that tend to
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be more e-CRM ready need to be aware that the distinct contacts with customers are very
competitive and are constantly seeking differentiation. The review explains and examines the
concepts, issues and aspects of e-CRM which involves the definitions of e-CRM and CRM,
characteristics, technologies associated, opportunities and challenges, elements, scope, processes,
applications, etc.
As the implementation of e-CRM has completely transformed the way relationships were
managed between the companies and their customers. These technologies provide the companies
with tools to adapt to changing customer needs and can be used for economic, strategic and
competitive advantage. Bauer et al. (2002). As e-CRM is becoming successful.
Internet has become a key hub where the organizations can get a competitive edge in not just
making new customers but also retaining the existing customer base. Therefore the companies
need the ability to track and manage Internet based e-commerce events, as the customer base is
increasingly sophisticated and needs immediate service across multiple access channels where
the customer interacts.
This has encouraged various organizations to consider concept of electronic Customer

Relationship Management (E-CRM) to overcome challenges being faced. It provides the ability
to capture, integrate, and distribute data gained at the organizations Web site throughout the
enterprise. This is an opportunity to reduce customer-service costs, tighten customer
relationships and most important, further personalize marketing messages and enable mass
customization.
According trnet to Shoniregun, 2014, the internet took the world by storm when it was
introduced into business. The internet is the back bone of e-commerce and the rapid growth of e-
commerce has taken businesses out of traditional places like market and board rooms into living
rooms and bedrooms. Lee and Pan, 2003 stated The emergence of e-commerce has changed
various aspects of the upcoming and the already existing organizations in their business
opportunities and their processes. E-Commerce has replaced human contact at various points in
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sales, marketing and customer supports. In this era of technology Internet has become a major
tool both for organizations and for customers. All these changes have changed the way
businesses think about their customers.
In nineties the focus of organizations was on how to do their transactions with customers and to
make the sales effective. Later the companies diverted their attention on making positive and
lasting customer relationship and raise their loyalty, taking the strategic view point the
organizations came up with customer oriented strategies. Thus the new competitive advantage
for the companies has changed regarding the management of Customer Relationships. According
to Xu et al (2002), the sky touching customer expectations and borderless markets have
increased the competition so much that the companies have been forced to switch from a
product-centric approach to a customer centric approach.
Concept of Customer Relationship Management (CRM)
Parvatiyal and Sheth (2007) defined as CRM as Customer relationship management is a

comprehensive strategy and process of acquiring, retaining and partnering with selective
customers to create superior value for the company and the customer( To understand e-CRM
first of all it is important to understand what CRM is because CRM has been referred to as the
paradigm shift in marketing (. CRM has gained a lot iof importance as it has replaced business
strategies by customer strategies
The term CRM became widely known in late 1990s but it gained a lot of significance in late
1990s. It is very essential to understand fully the concept of CRM first. There are numerous
definitions of CRM in Literature. Different researchers and practitioners in the areas of academia
and business have given their viewpoints and shared their experience in applying CRM First of
all the Industrial definitions of CRM are given in the following table.
31
Author Definition
Forrester Research Consistent, high-quality customer support across all

communication channels and business functions, based on
common, complete information shared by employees, their
customers, and business partners.
SAP Customer Relationship Management is an application with

functionality for marketing, sales, and service which supports
business processes across multiple interaction channels.
Aberdeen Group Customer Relationship Management (CRM) is a class of

front-line business applications used by leading organizations
to acquire and retain long-term, profitable customers.
META Group In its pure form, customer relationship management is a

business philosophy, not technology architecture.
Oracle Customer Relationship Management (CRM) applications

deliver a complete lifecycle view of customer interactions,
including those across marketing, sales, and service via call
centres, internet, and mobile computing devices, to help you
attract and retain customers and increase your market
profitably.
IBM Customer Relationship Management (CRM) entails

supporting, developing, and retaining profitable customers.
Andersen Consulting Customer Relationship Management is the practice of

identifying, attracting, and retaining the best customers to
generate profitable revenue growth.
International Data The strategy of servicing the customer relationship through

Corporation the following steps:
Determining satisfaction.
Analyzing profitability.
Building the relationship.
As evident in Table 1, there are numerous different viewpoints of CRM. For example,
International Data Corporation and IBM only mention the steps of CRM and Say nothing about
it being a continuous process. CRM is explained as a monadic concept and all the definitions are
32
right but none of them is all inclusive only stressing the benefits to the company and not the
customer.
On the other hand researchers hold a different view point towards CRM according stressing
mainly on the customers unlike the practitioners. Parvatiyar and Sheth (2001) note that there
should be a prerequisite for an emerging field to coalesce into an established field and an
acceptable definition should be established that covers all the major aspects of the concept. One
can cavil about the specific wording used by them, but the basic elements of their definition are
agreeable. Specifically, CRM relates to strategy, the management of the dual creation of value,
the intelligent use of data and technology, the acquisition of customer knowledge and the
diffusion of this knowledge to the appropriate stakeholders, the development of appropriate
(long-term) relationships with specific customers and/or customer groups, and the integration of
processes across the many areas of the firm and across the network of firms that collaborate to
generate customer value.
According to me the scope of CRM is a lot wider as explained by other researchers in the later
years from when only the aspect of CRM as a strategy was in hype. CRM goes beyond a
customer focus. They suggest that CRM also includes the activities across the firm, linking these
activities to both firm and customer value, extending this integration along the value chain, and
developing the capability of integrating these activities across the network of firms that
collaborate to generate customer value, while creating shareholder value for the firm. CRM is not
just limited to build relationships and use systems to collect and analyze data.
CRM has become more specific in form of e-CRM these days as the traditional CRM had
various limitations to support multichannel interactions with the customers which combine
telephone, the Internet, email, fax, chat, etc. CRM is a term which is seen for methodologies,
technologies and e-commerce capabilities used by companies to manage their relations with
customers (Stone and Woodcock, 2001) and also it is also viewed from a marketing perspective.
33
Success of any customer relationship programmer depends on the support of database, use of
direct media, such as customized direct mail, newsletters, monthly statements, and a solid
reward system that builds continuously.
A CRM strategy uses marketing, sales, customer service, human resources and Information and
Communication Technology to maximize the profitability by managing the interactions with the
customers. It is not just the company, but also the customers are greatly helped by the simplicity
and user friendly services, despite of the channel they use. There are various channels and touch
points through which the customer interacts with the organisation like telephone, the Internet,
email, fax, chat, direct mail etc. CRM integrates these touch points with the applications that link
the functions in the front office and the back office. Centralising the customer contacts can
greatly help to understand and track customer behaviour. Figure 1 demonstrates the association
between the customer touch points with front and back office operations:
CRM Applications
Source: Understanding Customer Relationship Management (CRM): People, process and

technology, Journal of Business Process Management.
34
In this literature review we are basically stressing on the electronic touch points as we want to
improve the effectiveness of e-CRM for online web-based customers.
Internet for both the Customers and the Companies
The Internet is a very cost-effective and resourceful means of reaching both new and old
customers. Anything can be maintained on the internet like any detailed information from a
brochure to sophisticated data with e-commerce technology. The customers can find and then
choose information that they like and want and as much as they want at a very-very low cost.
Thus, from the standpoint of a customer, the information is bespoke and available 24x7. Also, it
does not take ages now for a product to reach to the customer as a company can launch products
via internet as soon as they are developed and also make changes in existing product
specifications. This information is both convenient for the customer and also cost-effective to the
company.
Using the internet, communicate with other people throughout the world by means of e-mail,
read online versions of newspapers, magazines, academic journals, and books, join discussion
groups on almost any conceivable topic, participate in games and simulations, and obtain free
computer software. In recent years, the Internet has allows commercial enterprises to connect
with one another and with customers. Today, all kinds of businesses provide information about
their products and services on Internet. Many of these businesses use the Internet to market and
sell their products and services. The part of the Internet known as the world wide web, or more
simply the Web is a subset of the computers on the internet that are connected to each other in a
specific way that makes those computers and their contents easily accessible to each other. The
most important thing about the Web is that it includes an easy-to-use standard interface. This
interface makes it possible for people who are not computer experts to use the World Wide Web
to access a variety of Internet resources.
For firms, the Internet is a very efficient and an economical tool to assess customers' reactions to
new goods and services. This allows the companies to identify product and market opportunities
35
earlier and provide better new products. This can increase company revenues and give firms a
competitive advantage over other companies. All the electronic and interactive media have a
significant place in operationalising CRM as they support effective customized information
between the organization and customers.
E-commerce is gaining popularity on the Internet. Now customers do not need to go to the shops
to buy stuff, they can order and even pay for goods directly over the Internet, sitting home.
Customers can even track the status of their orders when they want according to their
convenience. It is saves time and effort for customer. It saves money for the company as they do
not have to pay a sales representative, which cost more. A very important aspect of customer
relations is not just customer acquisition or the sales, but the customer support after the sale.
Speed and cost-effectiveness of the Internet are making the implementation of e-business quite
famous. Customer retention has provided a cost-effective and competitive solution to save costs
for business executives today.
Electronic Customer Relationship Management (eCRM)
The market dynamics are motivating organizations to adopt Electronic Customer Relationship
Management (e-CRM) with the development of Web-based technology. Generally people drop
the 'e' when talking about e-CRM, they simply refer to CRM interfaces with customers in a wide
e-business context beyond the web.E-CRM came into existence with the e-commerce, which
makes multiple electronic channels available to customers . Taking the advantage of the
revolutionary impact of the Internet, e-CRM widens the traditional CRM techniques by using
Information and Communication Technologies like electronic channels, like Web, wireless, etc e-
CRM is not just an extension of the traditional CRM, but it shifts the focus from mass customer
to one customer, that is, customer centricity, managing customer relationship on a one-to-one
basis. This integrates the e-business applications into the overall enterprise CRM strategy. The e-
CRM solution is a lot vaster than just the traditional CRM, as it supports marketing, sales and
customer support. Integration between CRM systems and Enterprise Resource Planning (ERP)
36
systems is becoming common. It is very essential and critical to integrate all channels across all
areas in the company.
There are not many different thoughts of e-CRM available. It is more or less a same point of
view of all the researchers. For e.g. Kennedy (2006) explains e-CRM has come up from
traditional CRM with e-business applications. It explains the wide range of technologies used to
support a company's CRM strategy. Bradway and Purchia (2000) suggest that e-CRM is the
intersection between the booming Internet market and the shifting focus to customer-centric
strategies. e-CRM is also sometimes referred to as web-enabled or web-based CRM and
developing from this view e-CRM is defined by Forrester Research (2001) as 'a web centric
approach to synchronizing customer relationships across communication channels, business
functions and audiences'.
It is not just Internet that the e-CRM includes, but it can include other e-channels and e-
technologies. e-CRM employs present day information and communication technology for
customer profitability. For e.g. Data Mining, Data Warehousing etc. instead of things like
relational databases to the internet delivery channels. Chen and Chen(2004) also discuss about
the sophisticated segmentation and analysis technologies, comprehensive customer interaction
data, multi-channel communications and one-to-one interactions are used to market customized
products and services to ever more precise segments which are available by the key companies
like SAP, PeopleSoft etc.
Talking about the software vendors the main players in providing CRM systems are SAP,
PeopleSoft, Oracle, IBM, Microsoft etc. who all claim that they provide enhanced Customer
Relationship experience. They are all promising to some extent but the problem comes time to
time because of the dynamic environment. The applications become off-shelf very soon.
Unfortunately, in the beginning many such efforts met with poor results. But now a days these
software vendors like SAP are doing good as they provide the companies with latest provisions.
37
SAP has even come up with its SAP CRM On-Demand Solution which customizes the CRM
system according to the specific requirements.
For an e-CRM system is also very essential for the neighboring systems to be efficient, as they
are dependent on each other. For example: traditional 'front office' CRM which has to be
consistent with an E-CRM system at both data and process levels; back office systems which
supply product availability and pricing information as well as previous customer transaction
details; an existing data warehouse/mart consolidating customer related information; and finally
Web content management and authoring tools (Anon, 2002). All of these linkages need to be
effective and operational for e-CRM to successfully impact company activities and will present a
host of challenges as business processes may have to be modified. This reinforces the need for
companies to have well-developed business processes and information and technology
infrastructures on which to build and sustain e-CRM competences (Fairhurst, 2001).
Although it is now widely accepted that ECRM is a strategy and not just a soft-ware tool,
ensuring the success of an ECRM strategy, which entails the change of organizational culture,
business processes, technological infrastructure and employee behaviors to support the
coordinated interaction with customers throughout all channels, still remains unclear to
corporations.3 Piecemeal reports on ECRM implementation failure and success have been
insufficient in their empirical, cross-industry examination of ECRM success factors.
The use of these technologies and channels means that companies are managing customer
interactions with either no human contact at all, or involving reduced levels of human
intermediation on the supplier side.
Online Customers:
Customers of e-businesses are making the most impact as they are given more product or service
options while the cost of switching has been reduced drastically with competitors only a mouse-
click away [1]. It was estimated by Forrester Research that B2C e-commerce in the U.S. will
38
grow from $38.8 billion in 2000 to 184.5 billion in 2004. With the availability of the Internet,
unprecedented opportunities are now available for building sales and increasing revenue streams
by expanding geographic scope, reducing operating costs, improving procurement, productivity,
and supply chain efficiency. The final driver is the application of real-time and
The use of retail Web sites by consumers for purchase and information gathering suggests that
these Web sites and other technologies embedded within will be essential e-CRM tools for all
retailers in the future. Since the first contact point between a company and a potential buyer is
via the web sites, it is crucial for companies to create the "first impressions" effectively - present
transactional and personalization apart from product information and user friendly features.
Since the on-line world and e-technologies have become such an integral part of day-to-day
business and as they appeal to such a mass global universe of consumers, businesses are
constantly searching for innovative yet cost-effective ways to reach remote customers, moving
E-CRM from a 'nice to have' methodology to a 'must have' methodology
Chen and Chen (2004) have explored the key success factors of E-CRM strategies in practice
and suggest that system integration dimensions consisting of sub-factors such as functional
integration, data integration, system compatibility, experience comparability to offline CRM and
integration with other CRM channels were critical factors for companies. However, organisations
are continually challenged when integrating Web technologies into their existing systems.
Challenges can include scalability issues, managing large click-stream databases and a general
lack of organizational experience.
Attracting and retaining customers has rapidly emerged to be the most mission-critical function
of leading businesses. Everything is a commodity. Customer retention has replaced cost-
effectiveness and cost-competitiveness as the greatest concern of business executives today. It
costs five to ten times more to get new customers than to retain the existing ones. It is going to
involve more efforts than web interactions to keep the customer brand loyal.
39
Sources of Data for a CRMS
Almost all facilities are granted to cu 5tomers based on a detailed understanding of their current
circumstances.
Applications forms are the primary source of generating information
Call centre is another important source of data, especially during marketing campaigns
Sales force is yet another critical form of generating data
Group offices also refer data. when requested
Existing customer database is yet another reliable source
Market research is performed from time to time
Tools like CRMS help in analyzing customer data.
Customer Relationship Management in Jeevansathi.com
40
It is a business strategy that aims to understand, anticipate and manage the needs of an
organization's current and potential customers.
It is a strategic, process, organizational and technical change, whereby a company seeks to better
manage its own enterprise around customer behaviors.
Simply put, it involves four main drivers:
Prospecting by identifying the 'best' prospective customers
Acquisition by attracting then to become customers
Cross-Sell/Up-Sell and build loyalty by doing more and the right kind of business with them
Retention by keeping them as long as possible, that is, win back and save your customers
Key E-CRM Feature
Regardless of the companys objectives, an E-CRM solution must possess certain key
characteristics. It must be:
Focused on process
Driven by a data warehouse
Focused on a multi-channel view of customer behaviour
Based on consistent metrics to assess customer actions across channels
Built to accommodate the new market dynamics that place the customer in control
Structured to identify a customer's profitability or profit potential and determine effective

investment allocation decisions accordingly
Scalable to meet growth and performance needs
Focused on process A CRM process brings you the appropriate technology and it will reduce the
technology gap as well as refining your business process.
41
Data warehouse driven In an E-CRM solution, the data warehouse or customer data mart
contains a consolidated and comprehensive view of the customer. The warehouse provides the
broadest possible profile of the customer. This is needed to determine an appropriate course of
action, the most effective offer to make, and the best channel to deliver your pertinent message.
A multi-channel view Organisations today have different methods of interacting with customers.
For example, a Jeevansathi might use one application to support its Website; another to support
its call centre; another to support e-mail; another to support e-mail another to support ATMs; and
yet another to support direct mail and telemarketing. These applications rarely connect to each
other thus precluding the sharing of information between channels and preventing meaningful
cross channel connections for a customer. For example, a call centre agent may be careless to a
complaint that a customer registered that day through e-mail. Nor would the agent be aware of
customer behavior on the Website.
To further complicate the problem, each touch point application has its own terminology or ID
numbers assigned to offers available to customers. While it is a desirable goal to/synchronize
customer communications across channels, disparate applications and the lack of standard
identifiers for offers and messages make it difficult to track "who received what and when" and
how they responded. In the end, companies have created an environment with conflicting
business processes for customer communications. An E-CRM solution must have applications
that coordinate or synchronize customer communications across channels and do so in real-time.
These applications must be able to capture customer transactions across disparate touch points
and store that information in a temporary data store for immediate assessment and response. In
addition, these applications must feed information captured from those tough points into the data
warehouse, to broaden the customer profiles obtained from back-end transactional systems and
external sources.
Measurement driven Today, many companies spend millions of dollars communicating with
customers, but spend little time and effort determining the effectiveness of those campaigns. E-
42
CRM provides the means to measure communications efforts. E-CRM is a continuous, iterative
process. It employs customer analytic tools to do the following project outcomes of customer'
communications initiatives, capture results, attribute changes in customer behavior to a particular
communication of customer communications initiatives, and assess those results to improve
subsequent customer interactions and generate returns on investment.
The disparities between customer touch point systems can make the establishment of consistent
metrics difficult. Thus, cross-channel coordination becomes important for establishing a metrics
baseline. Effective measurement enables companies to target their customer investments in an
optimal fashion across all channels (Kincaid, 2006).
According to Mohamed & Sagadevan, (2002) E-CRM drivers and challenges
The emergence of new, dynamic customer interaction channels such as the Web.
The speed and unparalleled cost effectiveness of the Internet.
De-regulation, which is forcing utilities and other companies to develop acquisition and retention
strategies.
The corporate'ealizations that consumers will no longer tolerate mass mailings, or "measure" E-
messaging.
Workflow in a CRM solution in Jeevansathi
Identify opportunities
Ongoing customer Approach customers

service
Present solutions Establish needs
43
Identify opportunities
Preparing the
recommendations
44
LITERATURE REVIEW
Shainesh G & Sheth (2012) defined as CRM as Customer relationship management is a

comprehensive strategy and process of acquiring, retaining and partnering with selective
customers to create superior value for the company and the customer( To understand e-CRM
first of all it is important to understand what CRM is because CRM has been referred to as the
paradigm shift in marketing CRM has gained a lot of importance as it has replaced business
strategies by customer strategies.
Customer relationship management has been defined as a business approach that integrates
people, processes, and technology to maximize relationships with customers Goldenberg
(2008). Moreover, it has been stated that customer relationship management characterizes a
management philosophy that is a complete orientation of the company toward existing and
potential customer relationships (Dillard B. Tinsley, 2005).
Chaudhuri A., Shainesh (2014) characterizes customer relationship management aspect of the
business as a highly dynamic, and convincingly argues that businesses have to adopt a proactive
approach in devising relevant programs and initiatives in order to remain competitive in their
industries.
Sinkovics and Ghauri (2009) relate the necessity for engaging in customer relationship
management to high cost of direct sales, highly intensifying level of competition in the global
level, and need for information about various aspects of the business in general, and consumer
behavior in particular, that can be used to increase the levels of sales.
According to Shainesh G & Sheth (2012) CRM differs from other forms of marketing in that it
targets an audience with more directly suited information on products or services which suit
retained customer's interests, as opposed to direct or "Intrusion" marketing, which focuses upon
acquisition of new clients by targeting majority demographics based upon prospective client lists.
45
46
CHAPTER
47
RESEARCH METHODOLOGY
METHODOLOGY
Research is used to confirm some existing facts or directed toward increasing knowledge.
Research should have clear objectives, reliable data collection and a systematic information
analysis to provide clear outcomes. The main purpose of this chapter is to discuss the research
strategy decided upon in this study, which will be used to answer its objectives. The chapter will
also explain the different approaches to research design and methodology. The research
methodology is the blueprint for achieving the objectives, one of which is the production of the
thesis.
However before undertaking any research project such as this dissertation it is first necessary to
understand the type of research approaches available in order to design the most appropriate
research strategy to achieve the research objectives. The basic objective of the study is to analyze
the role of customer relationship management in online matrimonial industry with special
reference to Jeevansathi.
RESEARCH DESIGN
For the purpose of the present study Relationship marketing at Jeevansathi both descriptive
and explore research were used.
DATA COLLECTION
Primary data was collected through questionnaire.
Secondary research relating to concepts and Banking and customer relationship management was
undertaken to increase the authors knowledge of the research area. To achieve this wide range of
paper based sources like books journals, periodicals, research reports, newspaper and magazines
related to banking industry.
48
Sampling
The sampling used for this study was probability sampling. Since the study is only meant for
certain specific categories within the total population, a stratified random sample was used.
Sample Size
A sample size of 49 respondents is used for the study.
49
CHAPTER
50
DATA ANALYSIS AND INTERPRETATIONS
DEMOGRAPHIC CHARACTERISTICS OF RESPONDENT USING SIMPLE PERCENTAGE

SECTION A
Gender
SEX FREQUENCY PERCENTAGE
Male 19 38.8%
Female 30 61.2%
Total 49 100
The above table shows that males are 19 with 38.8% and female 30 (61.2%). This shows that
females are more amongst the respondents than male.
51
Age
FREQUENCY PERCENTAGE
Below 30 31 63.3
31 40 13 26.5
Total 49 100
The above
table shows that males 31 (63.3%) of the respondent are below 30, 13 (26.5%) are between 31
40 while 5 (10.2%) are above 40.
52
Education
Under Graduation 15 30.6
Graduation 28 57.1
Masters 6 12.2
Total 49 100
The table above shows that 15 (30.6%) of the respondent are under graduate, 28 (57.1%) are
Graduate while 6(12.2%) have a masters degree.
53
Job Experience (years)
Below 5yrs 38 77.6
5 - 10 6 12.2
Above 10 5 10.2
Total 49 100
The above table shows that 38 (77.6%) of the respondent have a job experience which is below
5yrs, 5 10years are 6 (12.2%) while 5 (10.2%) are above 10years.
54
Status in Organization
Junior Staff 25 51.0
Senior Staff 17 34.7
Management Staff 7 14.3
Total 49 100
From the above table, it shows that 25(51.9%) of the respondent are junior staff while senior
staff are 17(34.7%) and 7(14.3%) for management staff.
55
Research question 1. To what degree does customer retention progammes affect customer’s
loyalty?
Q1: Company open doors to customers complaint on service delivery.

Strongly Disagree 0 0
Disagree 0 0
Undecided 0 4.1
Agree 26 53.1
Strongly Agree 21 42.9
Total 49 100
From the above table 0(0%) Strongly disagree 0(0%) Disagree, 2(4.1%) were Undecided,
26(53.1) agrees while 21(42.9%) strongly agree.
56
Q2: Company has a good pricing system and service change.
Disagree 2 4.1
Undecided 3 6.1
Agree 33 67.3
Total 49 100
From the above table 0(0%) Strongly disagree 2(4.1%) Disagree, 3(6.1%) were Undecided,
33(67.3%) agree while 11(22.4%) strongly agree.
57
Q3: Company shows concern towards customer problem.
Strongly Disagree 1 2.0

Disagree 1 2.0
Undecided 6 12.2
Agree 11 22.4
Total 49 100
The table above shows 1(2%) Strongly disagree, Disagree 1(2%), 6(12.2%) were
Undecided, 11(22.4%) agree while 30(61.2%) strongly agree.
58
Research Question 2. Does customer’s satisfaction leads to customer’s loyalty?
Q4: Company focuses to meet customers expectation.

Disagree 1 2.0
Undecided 3 6.1
Agree 23 46.9
Total 49 100
From the above table 1(2%) Strongly disagree, 1(2%) Disagree, 3(6.1%) undecided, 23
(46.9%), Agree 21(42.9%) strongly agree.
59
Q5: Company service performance is satisfactory.
Disagree 0 0
Undecided 8 16.3
Agree 15 30.6
Total 49 100
The table above show 0(0%), strongly disagree, 0(0%), disagree 8 (16.3%) are undecided,
15(30.6%) agree, 26(53.1%) strongly agree.
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Q6. I am likely to use their service again
Disagree 7 14.3
Undecided 0 0
Agree 20 40.8
Total 49 100
From the above table 1(2.0%) Strongly disagree, 7(14.3%) Disagree, 0(0%) undecided,
20(40.8%) Agree, 21(42.9%) strongly agree.
61
Research Question 3: Is there a significant Impact of Customer attraction programs on customers
loyalty?
Q7: I got to know about company and its products and services through media advertisement
Disagree 1 2.0
Undecided 5 10.2
Agree 19 38.8
Total 49 100
From the above table 2(4.1%) strongly disagree, 1(2.0%) Disagree, 5(10.2%) undecided,
62
Q8: Am attracted to company by friends and superior.
Disagree 1 2.0
Undecided 4 8.2
Agree 25 51.0
Total 49 100
From the above table 0(0%) strongly disagree from the respondent, 1(2%) Disagree,
4(8.2%) undecided, 25(51%) Agree, 19(38.8%) strongly agree.
63
Q9: Ive been doing business with the organization because of their track record.
Disagree 1 2.0
Undecided 3 6.1
Agree 22 44.9
Total 49 100
From the above table 0(0%) are strongly disagree from the respondent, 1(2%) Disagree, 3(6.1%)
are undecided, 22(44.9%) Agree, 23(46.9%) strongly agree.
64
Research Question 4: To what extent does Relationship management lead to customer loyalty?
Q10: I have a couple of friends and acquaintances.

Disagree 1 2
Undecided 2 4.1
Agree 28 57.1
Total 49 100
The table above shows 1(2%) strongly disagree, 1(2%) Disagree, 2(4.1%) undecided,
65
Q11: Service officer often show concern about how I fair in each transaction.
Disagree 3 6.1
Undecided 4 8.2
Agree 24 49.0
Total 49 100
From the above table 2(4.1%) Strongly Disagree, 3(6.1%) Disagree, 4(8.2%) undecided,
24(49%) Agree, 16(32.7) Strongly Agree.
Q12: Company encourages us to talk to supervisor anytime
66
Strongly 1 2
Disagree
Disagree 1 2
Undecided 7 14.3
Agree 24 49.0
Total 49 100
From the above table 1(2%) is Strongly Disagree, 1(2%) Disagree, 7(14.3%) are undecided,
67
CUSTOMER LOYALTY
Q13: Trust consistency in service delivery encourages patronage
Disagree 2 4.1
Undecided 5 10.2
Agree 26 53.1
Total 49 100
From the above table 2(4.1%) Strongly Disagree, 2(4.1%) Disagree, 5(10.2%) are undecided,
26(53.1%) Agree, 14(28.6%) Strongly Agree
68
Q14: Company has clearly defined customer service policy.
Disagree 1 2.0
Undecided 2 4.1
Agree 32 65.3
Total 49 100
From the above table 0(0%) Strongly Disagree, 1(2%) Disagree, 2(4.1%) are undecided,
32(65.3%) Agree, 14(28.6%) Strongly Agree.
69
Q15: Company honors their promise.
Disagree 2 4.1
Undecided 14 28.6
Agree 16 32.7
Total 49 100
From the table above 1(2%) Strongly Disagree, 2(4.1%) Disagree, 14(28.6%) are undecided,
16(32.7%) Agree, 16(32.7%) Strongly Agree.
70
This hypothesis was tested with research question 4 which states to what extent does
Relationship management leads to customers loyalty? Hypothesis was tested with the under
list questions
I have a couple of friends and acquaintances.
Disagree 1 2
Undecided 2 4.1
Agree 28 57.1
Total 49 100
The table above shows 1(2%) strongly disagree, 1(2%) Disagree, 2(4.1%) undecided,
Q11: Service officer often show concern about how I fair in each transaction.
Disagree 3 6.1
Undecided 4 8.2
Agree 24 49.0
Total 49 100
From the above table 2(4.1%) Strongly Disagree, 3(6.1%) Disagree, 4(8.2%) undecided,
71
Company encourages us to talk to supervisor anytime
Disagree 1 2
Undecided 7 14.3
Agree 24 49.0
Total 49 100
From the above table 1(2%) is Strongly Disagree, 1(2%) Disagree, 7(14.3%) are
undecided, 24(49%) Agree, 16(32.7) Strongly Agree.
MODEL
L= ß0+ß1x1+ß2x2+ß3×3+ß4x4+E1`
The hypothesis is stated thus
H0: Good relationship management does not have any relationship with customers loyalty.
H1: Good relationship management has a relationship with customers loyalty.
From the regression table 4.3, it shows that relationship management has a positive Beta
coefficient of (.967) and with .002 level of significances. .002 is less than .005 and this makes it
significant.
DECISION
Since relationship management has a figure of .002 which is significant. We accept alternate
hypothesis (H1) and reject null hypothesis (H0).
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CHAPTER
6
73
FINDINGS
Jeevansathi.com enables users to create a profile on the site and allow prospective grooms and
brides to contact each other. Users can search for profiles through advanced search options on the
site on various preferences ranging from basic details of preferred partner to Lifestyle, Career,
Education, Profession etc. Members can make initial contact with each other through services
available on Jeevansathi.com via Chat, SMS, and e-mail. Users can avail Free Registration on
the website and are assured of exclusive privacy and confidentiality.
Jeevansathi.com received 8.71 lakh Unique Visitors in the month of January ahead of
Shaadi.com by 27% at 6.81 lakh Visitors to its site. Jeevansathi.com has the highest Page Views
at 850 lakhs ahead of Shaadi.com by a massive 117% and the users also derive greater value
from the site as, on an average, any visitor visited 97 pages on the site.
Jeevansathi.com launched an integrated marketing campaign with Online and Offline marketing
initiatives in the past year. Our Sehra TVC Campaign coupled with aggressive online
marketing has definitely given a boost to the brand
E-mail has the lowest emotive content capacity, in because of the time factor. Both chat e-mail
can enhance the messages with the use of emotive icons or emotions. Of the computer mediated
options available, animated chat has the greatest potential for conveying emotive messages to a
customer. Great salespeople and customer representative are empathetic; they can understand the
customer's situation or at least give the impression that they do. It is the impression that matters
to customers; they want to feel that they have been listened to. This feeling can be communicated
best in person, but to some degree over a phone conversation and to ales extent over a live chat
conversation. Because it lacks immediacy, e-mail tends to be a poor communications conduit for
74
empathetic thought and feelings. Computer-mediated communications, such as e-mail and live
chat, do not fan' very well when the goal is to communicate feelings that may be difficult for a
computer to convey. In this regard, animated chat communications can sometimes convey a
sense of understanding, when used as the touch point.
Reducing Human Error
Humans are simply more error-prone than computers when it comes to manipulating symbol and
values. Assuming there is an accurate customer data to work with, computer-mediated customer
communications can have a mud lower error rate than human-mediated communications in
tracking orders, verifying charges, and identifying repeat customers.
Increasing Flexibility
While computers might excel in flawlessly following human instructions, good customer service
representatives excel in flexibility. Regardless of the touch-point, a good representative, when
properly trained, can help rectify errors or retrieve missing data that current computer-mediated
systems cannot.
Improving Responsiveness
Properly trained sales and support staff can do a good job of responding to customer needs in a
timely manner. E-mail has the lowest responsiveness of the human-mediated communication.
Simply because of the inherent delays in e-mail communications. By definition, e-mail carries
with it; a perceptible delay that is not noticed o' at least is not significant in a live chat, for
example. Because of the rapid 24 x 7 response made possible by computers, computer-mediated
75
chat and animated chat are potentially much more responsive than a customer representative or
salesperson could be.
Improving Return on Investment (ROI)
Generalizing the Return on Investment (ROI) for a customer representative or computer
technology is complicated. There are always specific circumstances, such as the cost of money
and the specifications of the people or computer technology involved. However, in today's
economy, it is generally understood that the turnover is high. This is especially true in the
customer-support area, where temporary and seasonal workers fill a relatively large number of
representative jobs. It is because of the variable nature of the labor supply and the low cost per
contact for computer-mediated dialogue, that the ROI for computer-mediated support of all types
is potentially greater than for human-mediated support.
Increasing Scalability
In general, humans do not scale very well. Most interactions are on a one-on-one basis, such as
personal, phone, and live-chat communications. E-mail is scalable because it may be handled in
batches, with the same generic answer being applied to hundreds of questions. In contrast,
computer-mediated touch points are virtually infinitely scalable, given an adequate
infrastructure, including supporting server hard ware.
Controlling Transference
Transference is, ascribing the characteristics of one person to another, often at a subconscious
level. This may be the result of similarities in appearance, style of speech, or mannerisms and
can be a positive or a negative factor in the sales and customer-relations process. For example, a
76
salesman may subconsciously remind a woman of a trusted relative, and she will instinctively
believe everything he says. Conversely, the same salesman could remind her of an unscrupulous
salesperson she dealt with in the past, and she develops the same negative attitude towards this
one. In human-mediated communications, transference occurs primarily with personal contact,
but may also occur in phone conversations.
Transference can be an asset in computer-mediated interactions. For example, a business can
provide customers with the ability to modify the animation and synthesized speech to suit their
preferences. It could present customers with a menu of animated figures including male, female,
young and old, from which they could choose. In addition, it could allow customers to specify
the speaking style of each figure, from businesslike to casual. Customers do not generally create
figures to learn from or dell with what they do not relate to positively.
Decreasing Variability
Variability is a characteristic of human-mediate communications that is virtually absent in
properly designed computer-mediated dialogues. This variability may be a nuisance, as for
example, if the customer inquires about code information. An animated chat bot may not be as
engaging as a human, but a business will know, to what information its customers are being
exposed.
Managing Customer Value Orientation and Life Cycle
The CRM industry has matured rapidly over the past few years. Contact managers have evolved
into full-function sales force automation systems. CRM front-office suites now support
marketing, sales and service. Integral ion between CRM systems and enterprise resource
planning (ERP) systems is becoming more common, if not commonplace.
77
The E-CRM market is new and rapidly evolving. Implementing CRM for traditional front-office
marketing, sales and service operations is becoming the top priority for most companies. That
prospect has been challenging enough, being formidable to the new touch-points such as the
Web. Integration is still the key. Online or offline, client/server technology is still a major factor.
Anyone who has implemented client/server applications between the various contact centers and
touch points within in enterprise can afford the complexity and the cost involved in them. In
short, CRM is a square peg and e-business is a round hole. However, everything is changing with
the introduction of new, Web-based CRM solutions.
To help organize the chaos, E-CRM solutions can be grouped into two categories-Web-based
solutions and Web-extended solutions.
The Web-based CRM solutions are designed from the bottom up, exclusively for the Internet.
These are very innovative products, initially focused on the sales (e-commerce) function. More
marketing and service capabilities will be soon added.
Web-extended CRM solutions are established (primarily client/server-based) CRM suites,
originally designed for enterprise users with extensions, to include web-interface functions.
There are three phases of CRM:
1. Acquisition
2. Enhancement
3. Retention.
Each has a different impact on the customer relationship, and each can more closely tie a
company with its customer's life.
78
Acquisition
Jeevansathi acquire new customers by promoting product service leadership that pushes
performance boundaries with respect to convenience and innovation. The value proposition to
the customer is the offer of a superior product backed by excellent service.
Enhancement
Jeevansathi the relationship by encouraging excellence in cross-selling and up-selling. This
deepens the relationship. The value proposition to the customer is an advantage with greater
convenience at low cost (one-stop shopping).
The Customer Retention Goal
Attracting and retaining customers has rapidly emerged to be the most mission-critical function
of leading businesses. Everything (products, services, pricing, and the like) is a commodity.
Customer retention has replaced cost-effectiveness and cost-competitiveness as the greatest
concern of business executives today. It costs five to ten times more to get new customers than to
retain the existing ones. It is going to involve more efforts than web interactions to keep the
customer brand-loyal.
The Power Shift
Give customers what they want. This can be an challenge, or it can be an opportunity. The same
technology that has made it more difficult, can also make it easier. Customers are more important
than business people. Companies need to do business with customers in their own way. The key
is integration of the various points of customer contact, including Web, contact centers, wireless
79
(field) and others. All customer interactions must be consistent, with clear value delivered to the
customer and the Jeevansathi.
E-CRM is not the single answer to attracting and retaining customers, nor are e-customers the
only valuable customers. Five years and beyond from now, some customers will still prefer the
telephone or face-to-face communications.
Customers should not be segmented, based on the assumption that they will predominantly
choose one point of contact with business. More likely, customers will have multiple points of
contact, including our website, contact centre, sales and field service representatives. They
expect a consistent experience from point to point. They expect the company to be easy to do
business with.
Very soon, the "e" fancy will subside. Executives in every industry will recognize that the next
major phase of the Web phenomenon is actually integration with other points of contact. Blended
media is the true killer solution for business.
In the past, if marketers wanted to incorporate technology into their environment, they often
looked outside the enterprise for help. Sales frequently outsourced lead management processes,
and multiple vendors often managed call centres with information systems completely separated
from each other and the enterprise. There were a number of reasons for this, such as the
following:
1. Their internal IT department did not understand what was needed.
2. The IT department had other priorities and would take too long to develop the needed
technology.
80
3. The functional areas did not trust their own internal data, believing it to be of too poor a
quality to be useful.
4. The business people did not understand the technology, and so could not explain what
was needed, technologically, to their IT personnel.
To support the transition of the enterprise from a customer-focused approach to doing business,
individuals throughout the enterprise must have access to a set of capabilities necessary to plan
and manage customer interactions or customer touches. These capabilities can be categorized in
two ways:
1. Operational, Tactical, or Strategic capabilities to the enterprise
2. Acquisition, Retention, and Expansion of a Customer Relationship
These two categories represent the business perspective of the capabilities and how they relate to
the customer. However, it is probably more useful to look at capabilities from the customer's
perspective. After all, the purpose of these capabilities is to gather customer inforn1ation and use
this information to modify customer behaviour in a mutually beneficial way. To look at these
capabilities from the perspective of the customer, it is necessary to realize how the customer
interacts with the enterprise over time, as the enterprise:
1. acquires the initial customer relationship;
3. works to earn the customer's persisting loyalty; and
4. Expands the relationship to gain a greater share of each customer's purchasing potential.
81
These activities represent a cyclical process of interactions between each customer and the
enterprise, represented as the Customer Life Cycle (CLC).
CRM Capabilities and the Customer Life Cycle
Customer acquisition consists of the business processes in the CLC leading up to the customer
moment, when consumers become customers ... or not. This includes awareness generation,
knowledge transfer, consideration, pre-sales, and evaluation. Capabilities include consumer
surveys in business operations, trading enterprise-wide customer interactions in business
management, and market basket analysis in business intelligence. The enterprise clearly requires
customer acquisition to maintain and expand revenues and profits. A business without new
customer acquisition will shrink and eventually fail. But compared to customer retention and
expanding "share of customer", customer acquisition can be expensive.
Expanding the "share of customer" is gaining the largest portion of acquisitions made by each
individual customer in the global marketplace. The proportion of a customer's money that goes to
a particular enterprise is known as the share of customer. Example capabilities include delivery
of new information to a customer through business operations as the customer re-enters the CLC,
taking advantage of cross-sell opportunities using business management capabilities, and
identifying cross-sell opportunities through business intelligence capabilities. The benefits of
expanding "share of customer" are similar to customer retention-additional sales without the cost
of acquiring a new customer. However, expanding the share of customer is as valuable as
customer retention. Most companies find that their most profitable customers are the ones that
spend the largest percentages of their budgets with the enterprise. For example Jeevansathi
recently identified that everyone of their most profitable customers (the top 20 per cent) gave
82
their business to Jeevansathi, while none of the least profitable customers (the bottom 20 per
cent) gave their business to Jeevansathi. What is new is the customer-centered nature of
applications, which means organizing CRM processes around the customer rather than
marketing, sales, or any other internal function. Measurements and feedback from the customer
enable improvements in the CRM process. The customer's viewpoint becomes an integral part of
the process, allowing it to change with the customer's needs. In other words, companies base
their actions not on the priorities of functional fiefdoms, but on the overall corporate objective of
providing customer satisfaction.
However, before aggressively deploying CRM applications, managers might have to restructure
customer-interaction processes. Functional and organizational structures tend to
compartmentalize the various activities that go into serving the customer. Such fragmentation
prevents customer information from being dispersed far enough within the organization to be
useful; in fact, it often stand, in the way of efforts to build a relationship. As a result, customized
service is difficult are consequently, organizations tend to treat all customers the same-a damning
impediment to building closer relationships.
To counter fragmentation, leading-edge companies strive to take a more customer-centred
approach to CRM. There is a growing trend towards managing all the activities that identify,
attract, and retain customers in an integrated fashion that is, managing them as a process that cuts
across functional departments. By addressing these activities as a set of CRM processes,
organizations can create end-to-end communications and performance accountability for entire
sets of activities. In short, a CRM infrastructure is really a portfolio of process competencies.
CONCLUSIONS AND RECOMMENDATIONS
83
CONCLUSION
In this era of globalization where Customer is the King, customer expectations are going up
which is making the situation more and more competitive. As the product is becoming generic in
nature, the online matrimonial industry can no longer rely on the traditional marketing strategies
to retain the customers.
Customer Relationship Management is one of the key tools to fight this cut throat competition
and stand out as a superior brand. An organisation's strategies towards developing and
maintaining sustainable relationship differ from one organisation to another depending on certain
factors. These include nature of business, its size, its market share, nature of product type,
volume of sales, geographic concentration, socio-economic status and life style of the customers
concerned, competitors strength, and so on.
84
People within the online have the basic role in developing and maintaining relationship with
customers. Everyone in the organisation must realize the fact that their work is towards
satisfying customers. Everyone from the lowest to the highest level irrespective of their
functional specialization and responsibilities must integrate their activities towards one of
the main objectives of the organisation - customer satisfaction. The marketing department
can coordinate integrated activity towards customer satisfaction. Obviously, people within
the organisation form the basis for building customer relationship.
A customer not only expects quality products but also quality services. Organisation is expected
to render services in all three phases viz. presales, during sales and after sales. During
presales when the customer develops expectations. the organisation must ensure quality and
availability of the product in time. During sales, when the customer experiences the sales
process, the organisation must provide the customer an opportunity to' inspect, and treat
them with courteous attentiveness, prompt reply, etc. During after sales, when the sales are
finalized, the organisation must provide supporting services such as speedy replacements,
simplified complaint procedure, efficient maintenance and repair services and so on. Such
services, which are provided immediately and instantly, will bring total customer
satisfaction.
85
Customers referred here include the present customers consuming the products of an
organisation also the prospective customers who are presently consuming the products of
competitors. These customers must be periodically analyzed from several perspectives such
as who constitute the inventory, level of customer retention, what makes them buy, what
their level of satisfaction is, where they are placed in the loyalty ladder, what makes them
disloyal, and so on. This analysis is to be performed not only on the existing customers but
also on the former customers, so that corrective actions may be instigated to retain current
customers. Periodical customer satisfaction audit program would provide a meaningful
insight into the customer attitude and their behaviour and also would form the basis for
developing appropriate strategies to retain relationship with the customers. For customer
analysis and competitor analysis, the organisation may depend on external agencies, so that
an unbiased report can be obtained, which in turn would enable the organisation to further
minimize its errors
The Internet allows everyone to be a publisher, which means IT service providers have full
control over their own sites; they can change and update the information on it easily without
restrictions like space or air time. The global village has become a reality and the Internet has
become its means of communication. For a long time financial institutions have grappled with
the problem of keeping in touch with their sub-units in other countries or servicing their clients
the major ones which are multinational in nature and the internet now enables quick, effective
and secure means of communication within the organization
So far, the various technology applications which can support and aid the eCRM strategy have
been discussed. This section is an attempt to point out certain issues which are to be given due
attention and care.
86
a) Synchronizing business needs to technology Depending on the external and internal
business environment, there may arise changes in the business needs also. In such
circumstances, the technology which has been implemented earlier should be able to be
modified. In the present world, where the changes take place abruptly, if the technology is
not possible to be modified, it will become worn out soon, resulting in the wastage of a huge
sum of money.
b) Best deployment practices Before installing the devices the company should identify the
most effective method for user training and application deployment.
c) Plan ahead Before choosing the technology, the company should foresee the changes
which may happen in the future. This will help the company is choose that technology
applications which is able to migrate with the company as it grows and which can early
incorporate new applications and tools for an integrated CRM solution.
d) Cost vs Needs analysis It is essential for any company to estimate and capture a realistic
picture of the resources and technical expertise to buy, deploy and manage the necessary
infrastructure and application processes effectively. The company should analyze whether the
application which is going to be deployed is cost effective.
87
e)
CHAPTER
88
RECOMMENDATIONS
Jeevansathi management must focus attention on the cost of the product or services. Always,
there must be sincere attempts towards cost reduction without compromising on quality. The
organisation must perform value analysis and try to reduce costs and retain the same good quality
or improve quality of product or service. This would help to avoid switching over of the
customer to other brands.
Concentration on the Paying Ability of Customers - Pricing decisions is to be governed not
merely by cost related factors. Before fixing price, the paying ability of the potential customers
must also be viewed. To some extent prices are to be adjusted in tune with the fluctuations in the
paying ability of potential customers. In this process, an organisation may have to sacrifice small
portions of the profit tentatively. But, considering long-term relationship and future opportunity
of earning, such price adjustment is worth practicing. If customers were lost due to price factor
their non-availability of prices, then the organisation would have to invest heavily in trying to get
them back but with no guarantee for the same.
89
Techniques should have a thorough knowledge of the purchase behaviour pattern of their
customers. The influencing factors of the purchaser decision process and the ultimate
outcome are to be analyzed in-depth. The outcome of purchase decision may be anyone of
the four viz. (1) Purchase, (2) Rejection, (3) Postponement, (4) Search for substitutes. The
organisation should have an idea about what percentage of customers arrive at what sort of a
decision and appropriate steps are to be initiated towards making them buy the products on a
continued basis. With regard to organisation's purchasing decisions, the key persons
influencing the decisions, their characteristics and expectation, etc. have to be understood in
clear terms.
Differentiation in Prices and Quality Standards - An organisation may come forward to offer
services or brands of different varieties with price variations. To meet a particular need,
three or four brands of varied quality and at differing price level must be- available so that,
the customer depending on his financial position, may prefer at least one of the varieties
available. This would prevent the customers from switching over to other brands.
Focus on Reducing Dissatisfaction - Irrespective of the standard of a product or services offered
by an organisation, it is likely that the customers would reach a level of dissonance and seek
for remedial actions. An organisation must be pro-active to such a situation. All dissatisfied
customers will not come forward to show their displeasure. They may simply make a brand
switch-over. This will badly reflect on the prospective customer's attitude. To avoid this, the
causes for dissatisfaction' are to be identified and have to be attended well. If a complaint is
well attended, then the dissatisfied customer becomes more loyal to the organisation and
thereby, the relationship would continue to exist.
The following two illustrative approaches serve as guidelines to Jeevansathi for developing a
CRM strategy.
90
Customers as Guests -Instead of focussing on organisational design, managerial hierarchy and
production systems to maximize organisational efficiency, it forces the firm to look
systematically at the customer experience from the guest's point of view. The key factors that
determine quality and value in the eyes of the guest, analyzing them, measuring their impact on
the customer experience, testing various strategies that might improve the quality of experience
and then providing a combination of factors or elements that attracts loyal customers. Only after
developing this total guest orientation, can the rest of the organisational issues be addressed. The
goal is to create and sustain an expertise that can respond to the customers' needs and
expectations and still make a profit.
91
CHAPTER
92
BIBLIOGRAPHY
Kincaid J.W. (2012), Customer Relationship Management, 1 st edition, Pearson Education, New
Delhi
Kincaid J.W. (2006), Customer Relationship Management, 1 st edition, Pearson Education, New
Delhi
Shainesh G & Sheth N. (2012), Customer Relationship Management: A Strategic Perspective,

Macmillan India Ltd, New Delhi
Dillard B. Tinsley Relationship Marketings Strategic Array, Business Horizons,

January/February, 2005.
Cooper & Schindler (2010). Business Research methods. Tata McGraw-Hill
Kothari, C. R. (2013). Research Methodology Methods and Techniques (3rd ed.). New Age
International Publishers, New Delhi.
Chaudhuri A., Shainesh (2014), "Implementing a Technology Based CRM Solution". CRM
Emerging Concepts, Tata McGraw Hill
Cooper & Schindler (2011). Business Research methods (8th ed.). Tata McGraw-Hill
Kothari, C. R. (2010). Research Methodology Methods and Techniques (2nd ed.). New Age
International Publishers, New Delhi.
Chaudhuri A., Shainesh (2001), "Implementing a Technology Based CRM Solution". CRM
Emerging Concepts, Tata McGraw Hill
Puri A. (February-March 2015), Most Attractive emerging market, Retailer, February-March
2015
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Aegindia (11 Dec 2014). "Jeevasnathi.com with Google to participate in Great Online Shopping
Festival". aegindia.
https://hooklineandclincher.in/the-business-and-marketing-of-online-matrimony-and-dating-
services-in-india-891cdba079ef
http://careers.jeevansathi.com/about-us/
http://www.articlealley.com/article_557200_11.html#
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G.L.

RESEARCH PROJECT REPORT

Under the Guidance of: Submitted By:

Dated: 19th April 2017

This is to certify that ..has undertaken

this Research project work entitled 

 for the partial fulfllment of the award of

Master of Business Administration degree from Dr. A P J

Abdul Kalam Technical University, Lucknow (U. P.).

As per best of my knowledge this Research project work is an

original piece of work and has not been submitted or

Department of Management Studies

Name and Signature of the Student

Customer Relationship management is an ongoing business process to focus on gaining, growing

I express my deepest and most sincere thanks to Prof. Priyanka

5 Chapter 1 : INTRODUCTION OF THE STUDY 7

Chapter 3 : COMPANY PROFILE 9

2.4 : Internal marketing 21

2.5: E-ENABLED CUSTOMER RELATIONSHIP 25

2.5.1-Concept of Customer Relationship Management (CRM)

3.6.1-Internet for both the Customers and the Companies

3.6.2-Electronic Customer Relationship Management (eCRM)

Customer retention CRM model

4.Key ECRM Feature 32

5- E- customers retention model 35

5.1-Customer Relationship Management in Jeevansathi.com 36

7 Chapter 4 : Research Design And Methodology 39

CRM is currently at something of a crossroads. Although some companies have implemented

 To examine how Relationship Management is implemented by Jeevansathi

 To analyze the effectiveness of relationship marketing strategies in Jeevansathi

Scope of the Study

 In 2004, Info Edge bought back Jeevansathi.

 In 2012-13, the website had 5.6 million registered profiles.

 In 2014, Jeevansathi launched its Android app.

 In 2014, Jeevansathi participated the Great Online Shopping Festival.

Relationship marketing has been strongly influenced by reengineering. According to

In contrast, relationship marketing is cross-functional marketing. It is organized around processes

A new form of cross-functional marketing- Relationship Marketing is therefore replacing narrow

Further, CRM is viewed in a holistic customer driven framework by organizations. Here,

E-ENABLED CUSTOMER RELATIONSHIP MANAGEMENT

This has encouraged various organizations to consider concept of electronic Customer

Concept of Customer Relationship Management (CRM)

Parvatiyal and Sheth (2007) defined as CRM as Customer relationship management is a

Forrester Research Consistent, high-quality customer support across all

SAP Customer Relationship Management is an application with

Aberdeen Group Customer Relationship Management (CRM) is a class of

META Group In its pure form, customer relationship management is a

Oracle Customer Relationship Management (CRM) applications

IBM Customer Relationship Management (CRM) entails

Andersen Consulting Customer Relationship Management is the practice of

International Data The strategy of servicing the customer relationship through

Source: Understanding Customer Relationship Management (CRM): People, process and

Internet for both the Customers and the Companies

Electronic Customer Relationship Management (eCRM)

Applications forms are the primary source of generating information

Sales force is yet another critical form of generating data

Group offices also refer data. when requested

Existing customer database is yet another reliable source

Market research is performed from time to time

Tools like CRMS help in analyzing customer data.

Customer Relationship Management in Jeevansathi.com

Simply put, it involves four main drivers:

this Research project work entitled

for the partial fulfllment of the award of

3.6.2-Electronic Customer Relationship Management (eCRM)

Parvatiyal and Sheth (2007) defined as CRM as Customer relationship management is a

Electronic Customer Relationship Management (eCRM)

Shainesh G & Sheth (2012) defined as CRM as Customer relationship management is a

Q1: Company open doors to customers complaint on service delivery.

Q4: Company focuses to meet customers expectation.