Project Customer Relationship Management

A STUDY ON ADOPTING CUSTOMER CENTRIC APPROACH A STEP TOWARDS
CUSTOMER RELTIONSHIP MANAGEMENT
Chapter-1
INTRODUCTION
Customer relationship management is all about focusing on the customer. It is a change in the
mindset of conducting business. Customer-centric working and thinking is the main driver today
to consolidate a business around. It is the main propeller that runs all the marketing channels of a
business. The world is becoming more customer-centric by adapting to the growing and dynamic
changes as per the needs and wants of the customers. They go full throttle in an all-in-one
attempt to reach out to their target audience across all possible channel and forums, including
email marketing, social media marketing, and so on. It’s a vital need for the business to think,
listen, understand, provide relevance, and optimize content value and act the way customer
wants. Businesses have to broaden their definition of customers, to be customer-centric. It is not
only the traditional external customer, the end-user that is important. Much neglect has been the
fate of internal customers till date. The products and services are of course bought by the
customers, but it is the internal employee who makes sure the goods and products reach the right
quality standards.
The staff directly and indirectly and what they speak and project about the company contribute to
bringing business stability, attracting investors, the media, and all the people who are connected
with this ecosystem. More than customer products and services, people buy experiences, respect,
a sense of belonging and indirect value. The customer is a vendor too and so it is necessary to
buy his trust, confidence, respect and his entry into digital or social influence sphere.
. Customer-relationship management is an approach to manage a company's interaction with

current and potential customers.
It uses knowledge analysis concerning customers' history with a corporation to boost business
relationships with customers, specifically specializing in client retention and ultimately driving
sales growth. One vital facet of the CRM approach is that the systems of CRM that compile
knowledge from a spread of various communication channels, as well as a company's web site,
telephone, email, live chat, marketing materials and more recently, social media. Through the
KRUPANIDHI DEGREE COLLEGE Page 1

CRM approach and therefore the systems accustomed facilitate it, businesses learn additional
concerning their target audiences and the way to best cater to their desires
Customer Relationship Management, or CRM, is a vital a part of fashionable business

management. This CRM article is provided by Ellen Gifford, who specialiesn helping
organizations develop excellence in CRM, and this contribution is gratefully acknowledged.
What is Customer Relationship Management, or CRM? Customer Relationship Management
issues the link between the organization and its customers. Customers are the lifeblood of any
organization be it a global corporation with thousands of employees and a multi-billion turnover,
or a sole trader with a handful of regular customers.
Approaches of customer relationship management
1. Constituent Management
The people and establishments a company works with give the muse from that the organization
delivers their mission.
Building the underlying contact and family structures, characteristic key characteristics and
segments amongst constituents, relationships between establishments and amongst people,
and making constituent management processes – all give asolid foundation on which everything
else will rest.
2. Development
Development and development operations usually represent the best complexness within
the noncommercial sector. From segmentation development for appeals through office of donors,
fundraising can represent the circulatory system at an organization. As such, we have a tendency
to suggest this piece move forward next. Once we have a sense of who our constituents are and
how we will continue to generate the revenue to sustain the organization, we have two critical
pieces in place. Both can give key necessities or inputs into future stages of the project.

3. Finance
How funds ar raised, where that funding is likely to be designated, and key reconciliation
procedures will have been established in the development process. With these inputs, building
out the finance stage becomes more viable. If we anticipate an extended period between
development and finance we would build either a temporary integration or (more likely) a
financial posting process that ensures reconciliation procedures continue uninterrupted.
4. Mission Management
As the foundation is in place in the form of constituents and finance, program or mission
management activity has guard rails in place to ensure these activities occur in line with policies
and practices of the organization.
5. Human Resources
HR effort will occur in parallel to finance or mission management. Constituent records and
relationships are created that enable time unit management processes to be established during
a method that's compatible with the larger CRM-effort.
Components of CRM
At the foremost basic level, CRM software package consolidates client info and documents into
one CRM info thus business users will additional simply access and manage it. Over time,
several further functions are another to CRM systems to create them additional helpful. Some of
these functions embrace recording varied client interactions over email, phone, social media or
alternative channels; counting on system capabilities, automating varied advancement
automation processes, like tasks, calendars and alerts; and giving managers the power to trace
performance and productivity supported info logged inside the system.
•Marketing automation
CRM tools with promoting automation capabilities will change repetitive tasks to boost
promoting efforts at totally different points within the lifecycle. For example, as sales prospects

get the system, it would mechanically send the prospects promoting materials, usually via email
or social media, with the goal of turning asales lead into a full-fledged customer.
•Sales force automation
Sales force automation tools track client interactions and change sure business functions of the
sales cycle that area unit necessary to follow leads and attract and procure new customers.
•Contact center automation
Designed to scale back tedious aspects of a contact center agent's job, contact center automation
would possibly embrace recorded audio that assists in client problem-solving and data
dissemination. Various software tools that integrate with the agent's desktop tools can handle
customer requests in order to cut down on the time of calls and to simplify customer service
processes.
• Technology, Relocation or location-based services
Some CRM systems embrace technology that may produce geographic promoting campaigns
supported customers' physical locations, generally group action with fashionable location-based
GPS apps. Relocation technology can also be used as a networking or contact management tool
in order to find sales prospects based on a location.
Customer benefits of customer relationship management
With client relationship management systems customers ar served higher on day to day method
and with additional reliable info their demand of self service from corporations can decrease. If
there's less got to move with the corporate for various issues, client satisfaction level will
increase.[28] These central advantages of CRM are going to be connected hypothetically to the 3
kinds of equity that ar relationship, price and complete, and within the finish to client equity.

Eight benefits were recognized to provide value drivers.
1. Enhanced ability to target profitable customers.
2. Integrated assistance across channels
3. Enhanced sales force efficiency and effectiveness
4. Improved pricing
5. Customized products and services
6. Improved customer service efficiency and effectiveness
7. Individualized marketing messages also called campaigns
8. Connect customers and every one channels on one platform.
1. Improve customer services
In general, customers would have some queries, issues or requests. CRM services offer the
flexibility to a corporation for manufacturing, allocating and managing requests or one thing
created by customers. For example, call centre software system, that helps to attach a client to
the manager or one that will best assist them with their existing downside, is one in all the CRM
talents which will be enforced to extend potency.
2. Increased personalized service or one-to-one service
Personalizing client service or matched service provides corporations to boost understanding and
gaining data of the shoppers and conjointly to own higher data concerning their customers'
preferences, needs and demands.
3. Responsive to customer's needs
Customers' things wants |and wishes| and desires} are often understood by the companies that
specialize in client needs and needs.

4. Customer segmentation
In CRM, segmentation is employed to categories customers, in step with some similarity, like
business, job or another characteristics, into similar teams. though these characteristics, can be
one or more attributes. It are often outlined as a subdividing the shoppers supported already well-
known sensible individual.
5. Improve customization of marketing
Meaning of customization of marketing is that, the firm or organization adapt and change its
services or products based on presenting a different and unique product or services for each
customer. With the aim of making certain that client desires and needs ar met Customization is
employed by the organization. Companies will place investment in info from clients then
customise their product or services to keep up customer interests.
6. Multichannel integration
Multichannel integration shows the purpose of co creation of client price in CRM. On the
opposite hand, a company's ability to perform multichannel integration with success, is heavily
obsessed with the organization's ability obtaining along client info from all channels and
incorporate it with other related information.[34]
7. Time saving
CRM can let corporations to move with customers additional oft, by customized message and
communication approach which might be created quickly and matched on a timely basis, and
eventually they can higher perceive their customers and so anticipate to their desires.[35]
8. Improve customer knowledge
Firms will create and improve product and services through the data from pursuit (e.g.via
website tracking) customer behavior to customer tastes and needs.[36] CRM could contribute to
a competitive advantage in improving firm's ability of customer information collecting to
customize products and services according to customer needs.

Implementation of CRM
1. Anchorage in the top management
It may sound obvious that a project that involves all elements of a company wants prime
management involvement, however so as to inspire and build believability, prime management is
crucial. They drive the opinion and culture within the organization and their early adaption offers
a natural action result on the entire organization. So get them involved!
2. Project manager
When you are implementing a new CRM system (or if you have just switched to a new system)
the most important person is the one that has the overall management and the mandate to run the
project. The selected person ought to drive the project so the steps get done and also the goals
area unit met. It does not have to be someone from the management, but a do-er with enthusiasm,
passion and focus on details.
3. Super-user
A super-user or a CRM accountable isn't constant as a project manager. This is the person in
your organization which is assigned as the super-user of your new system. He or she simply
loves the new system and needs to be told everything regarding. When others in your
organization have issues or would like support, this can be the inner person to travel to, the
“know-it-all”. This person is additionally usually the contact purpose towards the seller, and can
be the primary to urge data regarding refashion etc.
4. Launch with a BANG!
The mantra for property agents is location – location – location. For the project manager it ought
to be motivation – motivation – motivation. Sell it Internal promoting is usually underestimated,
however once implementing a replacement CRM system you would like to sell it to your
colleagues. Make a cool article on your computer network, a poster, a special launch jersey,
internal launch party etc. It doesn’t have to be compelled to price a great deal of cash, however
one thing to mark the launch and build enthusiasm. But sadly you can’t rest on your laurels, now
the lobbing starts. Walk around, ask people how it’s going and help them along.
5. Internal guidelines
As mentioned before in different journal posts on this web site, a CRM system is simply pretty
much as good because the knowledge place into it. It is essential that some common tips area
unit set. For example the way to embrace new company knowledge or register a purchase. If
Trine, Steven and Marie all register their sales within the CRM system, but Michael doesn’t, then
it is difficult for the sales manager to take out correct sales statistics and coach his sales team
And it conjointly makes it tough for archangel to trace the groups sales pipeline. The guidelines
ought to be written down and may be printed as an example on your computer network.
6. Training
We area unit all different; some folks get a kick out of a replacement system and begin to use it
quickly. Others could also be skeptical to a replacement method of operating. The project
manager ought to have methods to handle each user teams. You can select room coaching from a
trafficker, or if you've got allotted an enclosed super-user he or she will do the coaching in your
workplace. You should also include an introduction to your CRM system within the internal
educational program for brand spanking new workers. New workers can then, from the start, get
on the right track.
7. Strategy
When you implement a CRM system your whole organization needs to re-think all routines and
each individual needs to change their work pattern. This is a challenge and needs a method to
address negative perspective on all levels. Despite the very fact that over the last ten years it's
been written a lot about CRM, clarifying the shift from only a sales perspective to a 3600 view,
many people still look at CRM as only a sales tool.
Four c’s of customer relationship management
1. Customers
This is wherever it starts within the outside-in thinking organization. Always start with the
customer’s needs, wants and emotions. Ask however he needs to feel regarding himself so style
your complete interactions to evoke those emotions.
2. Connection
The would like for association is that the much loved human need. In order for your complete
interactions to lead to a association, they need to be real and authentic. Abandon the scripts and
also the rules that dehumanize interactions. Call centre workers area unit trained to work like
robots so we have a tendency to area unit shocked once customers hate decision centers.
Connection cannot happen while not feeling and while not mutual compassion.
3. Colleagues
This is what the Ritz Carlton calls its workers – the word workers has been illegal. Employees
that serve clients area unit such an important ingredient of the customer expertise being one
amongst delight or disappointment that we have a tendency to cannot ignore their would like for
association, acknowledgement and achieving a way of purpose through their service to the client.
By chasing service volumes and aggressive targets to fulfill service level agreements, the
connection is often lost.
4. Care
So how do we make both Customers and Colleagues care about each other and care about our
brand? This is wherever real, remarkable customer experiences are created. I believe this care is
achieved through a carefully designed culture, supported by inspirational leadership and a
constant focus on the needs and desires of the customer, not only with reference to service
however conjointly to make sure that the complete worth proposition as well as the merchandise
is incessantly scrutinized to make sure it continues to fulfill the customer’s wants. Care also
refers to what happens in that moment when things go wrong. You know they'll get it wrong, you
just often don’t know when and who will be the colleague who will bear the brunt of an angry
customer. It is our duty to alter and empower our folks to grasp the way to absorb the fury and
win the center of that angry, wronged soul.
Aims of CRM
The CRM may be a new technique in promoting wherever the merchant tries to develop long run
relationship with the shoppers to develop them as life time customers. CRM aims to form the

client climb up the ladder of loyalty. The company first tries to determine who likely prospects
are. The people that have a powerful potential interest within the product and talent to procure it.
The company hopes to convert several of its qualified prospect into initial time customers then to
convert those initial time customers into repeat customers. Then the corporate tries to convert
these repeat customers into purchasers – tey're those people that obtain solely from the corporate
within the relevant product classes. The next challenge for the corporate is to convert these
consumer into advocates. Advocates square measure those purchasers WHO praise the corporate
and encourage others to shop for from it. The ultimate challenge is to convert these advocates
into partners wherever the shoppers and therefore the purchasers work actively along to get ways
that of obtaining mutual profit. Thus in CRM the key performance figure isn't simply current
market share however share of life note value by changing customers into partners.
Objectives of Customer Relationship Management
1. To study the current practices of CRM.
2. To find out the impact of CRM on the profitability of the organization.
3. To study the factors affecting the CRM practices.
4. To study the role of information technology in CRM.
Tips of adopting customer centric approach
1. Unifying customer language
Like any syllable structure, you must prepare the groundwork properly. Customer language or
electronic communication is that the foundation that clients centrically approach was designed
on. If the client is that the centerpiece of your strategy and approach, he must be from his first
interaction with your brand and throughout his continued relationship. If your promoting team
and your sales team square measure speaking completely different languages, the customer will
feel this. Unify your electronic communication and understand what message you wish to send to
your customers.

2, Voice of the customer analysis
Understanding your clients’ needs and desires is of the utmost importance once seizing a
customer centrical approach. It lets them understand that you just square measure listening which
you're making an attempt to deliver the simplest client expertise potential. Voice of the client
technology offers a novel thanks to determine what your customers square measure searching for
once interacting together with your company and what they're missing. It enables businesses to
easily identify knowledge gaps in the customer journey, making optimization a far easier task.
3. Customer surveys
Sometimes the delicate approach doesn’t yield the data you're searching for and a a lot of direct
approach is required. It has typically been aforementioned that if you wish to understand one
thing, you should just ask. Customer surveys square measure a superb thanks to get client
feedback and plenty of businesses square measure currently adopting this approach. It begins by
merely asking customers before or forthwith following Associate in Nursing engagement if
they're willing to participate during a temporary survey. While many purchasers value more
highly to not participate, there square measure those that don't have any issue giving 5 minutes of
their time to produce feedback. Through these surveys organizations square measure able to
gather specific info on the kind of experiences customers square measure having.
4. Re-defining company culture
With all the tools available to us for monitoring our own customers and researching oncoming
trends, it is inconceivable that we not use these solutions in helping us to transform our own
culture into one that may attract new customers and retain existing ones. Obviously, clients
square measure searching for a corporation that values their desires so a customer centrical
philosophy may be a smart place to begin. Once your organization adopts this customer-first
philosophy, it needs to be a part of your culture on every level and every department of your
organization. This will make sure that each interaction a client has together with your
organization is reflective of the message you wish to send, whether it happens with a support
agent, an advertisement, or on your organization’s website.

Customer-Centric Leadership
Customer-centric environment begins with customer-centric leadership. That means, the leader is
that the one WHO is generating the energy behind this campaign. They produce that centered
surroundings, which in turn creates good customer experience.
1 .Be Visible: You need to be on the frontlines, interfacing with your employees and your
customers, or you’ll never know what they want until it’s too late.
2. Express a Passionate Commitment to Serve the Customer: It all stems down from the top, so
you must set the tone and your employees will follow, especially if youback them up and
provides them the tools they have to try and do their jobs.
3. Your Employees/Team Are Your Greatest Asset: You’re only as good as the people around
you, so hire the best and train them as needed.
4. Hire for Attitude: What is the right attitude for you company? Define it, and hire people who
exhibit it. Branson will at Virgin, where he hires people with the positive energy he wants to see
reflected in all corners of his organization.
5. Empower Your Employees/Team to Make Every Experience Great: That means, according to
Jennifer’s case studies, allowing employees to make decisions. Even if some square measure
wrong and you want to quietly stop working when them.
6. Engage Social Media with a Genuine Voice: Yes, everyone is on social media, but not
everyone knows how to best use this powerful platform. Too many businesses are posting boring
press releases. They need to have interaction their audience with sincerity and temperament.
7. Have Fun: Yes, all this is hard work. But if you’re not able to have fun doing it, that will show
to your customers, and all that hard work will be for naught as it will appear insincere.
How to produce a client-centric approach in customer service
To create a customer-centric approach within an organization it is vital to make sure that front-
line employees really are listening to the customer and why they are making contact, rather than

just responsive the question at the given purpose in time. Often it's just too fast and too
straightforward to answer the question than to raise the client some of inquisitory queries so as to
figure out wherever the issue or dissatisfaction originated from. If at this 1st purpose everybody
is aware of to seem on the far side the question being asked, problems can be fixed at the root, in
turn affecting fewer other customers, and consequently reducing future contacts. If these front-
line employees are trained to act and think this way, then the feedback collated and the customer-
centric aspects here will allow the team, department and overall organization to be significantly
additional dynamic within the approach they work. Unsurprisingly, feedback will always allow
you to be more responsive to what customers are really thinking, and if used correctly can help
you improve areas, tasks or processes immediately. Starting the customer journey The customer
service operation itself has to be very clear from the start how the customer journey should be
working and what you want your customers to get out of it. Everything can then be created from
the ground up with those long-term objectives in mind, whether it is the processes in place or the
training provided. We can mention customer-centricity, engagement and retention all day, but in
the end it is the employees who talk and communicate most with the customers who need the
training, and it's they UN agency can take the corporate wherever it desires to travel. Do not just
drag them along, though. Keep them central to any changes that you just area unit trying to place
into place, and involve them within the journey that you just area unit trying to form.
Give it time
Initially it's going to appear a bit pointless, which very little positive is returning from it,
however provides it time. Do not try to produce a client journey while not involving the people
UN agency communicate with them most and understand them best.
Align customer expectations with the customer journey
The next step will be to align the customer expectations with that customer journey and the
perceived brand of the organization. In the end, if what you want to create does not match the
customer expectation or how the organization wants to be perceived, then confusion will set in,
and individuals and teams will start working in different directions. Presuming this stuff area unit
aligned, you are at a place where you can start building that operation, but be careful not to
automate too much from the start. As we tend to all understand, with the technology available

these days, the functions that can be created to deal with so many different tasks are endless, but
to begin with, try and keep everything as manual as possible. Doing this can produce a decent
core customer-centric approach while not too several systems, reports or processes getting in the
way, most of which can’t really be created until the customers begin returning through and
providing feedback anyway.With the use of feedback, once the service you are providing is
matching customer expectations and brand perceptions, then you can start automating
things to keep it consistent.
The final step is to form positive that the required controls and data area unit in situ in order that
changes will be created on a day-by-day basis. If either the info or management vogue is wrong
at now, selections are going to be created on incorrect information or temporary situations, that
successively can solely be damaging in the long term.
Struggling with customer engagement and retention?
Customer engagement and retention comes back to the initial purpose of very taking note of your
customers, and from that watching what price the contact centre very will add, either directly, or
through provision alternative areas like promoting with the required data to form campaigns.
There are numerous alternative ways to have interaction and communicate along with your
customers lately, whether through technology, in-house systems or social media. The contact
center very often has more voices than any other department in the organization, and it is for
them, through whatever means, to be the voice of the customer.
Using social media
Through social media or mobile technology it’s very easy lately to stay data up thus far. Whether
by posting on places like Twitter, or on a blog or website, it is vital to keep your customers
informed, and the more you keep them informed, the easier life is for them, and consequently the
more engaged they are. Social media sites like Facebook even have this advantage as teams will
be created simply, so not only can you keep everyone informed, but you can now focus on the
most relevant. Look what number totally different teams there area unit out there on Facebook.
There are groups on holidays, countries, sports, food, and wine, and nearly every single one of
them was created by an individual rather than an organization. Only latterly have several

corporations began to see the advantage of making these mini communities, and yet had they
done it before anyone else, those communities could have become part of the expertise, service
and pleasure, which is partaking.

CHAPTER=2
INDUSTRY PROFILE
2.1 INTRODUCTION
The first Indian pharmaceutical company, Bengal Chemicals and Pharmaceutical Works, which
still exists today as one of 5 government-owned drug manufacturers, appeared in Calcutta in
1930. These five public sector drug-manufacturing units under the Ministry of Chemicals and
Fertilizers are: Indian Drugs and Pharmaceutical Limited (IDPL), Hindustan Antibiotics Limited
(HAL), Bengal Immunity Limited (BIL), Bengal Chemicals and Pharmaceutical Limited (BCPL)
and Smith Stanistreet Pharmaceutical Limited (SSPL). In addition, there are a number of
pharmaceutical manufacturing units under the control of state governments such as Goa
Antibiotics Ltd. and Karnataka Antibiotics Ltd. For the next 60 years, most of the drugs in India
were imported by multinationals either in fully-formulated or bulk form. There are 24,000
licensed pharmaceutical companies. Of the 465 bulk drugs used in India, approximately 425 are
manufactured here. India has more drugmanufacturing facilities that have been approved by the
U.S. Food and Drug Administration than any country other than the US. Indian generics
companies supply 84% of the AIDS drugs that Doctors without Borders uses to treat 60,000
patients in more than 30 countries.
The Indian pharmaceutical industry currently tops the chart amongst India's science-based
industries with wide ranging capabilities in the complex field of drug manufacture and
technology. A highly organized sector, the Indian pharmaceutical industry is estimated to be
worth $ 6 billion, growing
at about 10 percent annually. It ranks very high amongst all the third world countries, in terms of
technology, quality and the vast range of medicines that are manufactured. It ranges from simple
headache pills to sophisticated antibiotics and complex cardiac compounds; almost every type of
medicine is now made in the Indian pharmaceutical industry.
The Indian pharmaceutical sector has expanded drastically in the last two decades. The
Pharmaceutical industry in India is an extremely fragmented market with severe price

competition and government price control. The Pharmaceutical industry in India meets around
90% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations,
chemicals, tablets, capsules, orals and injectables. There are approximately 300 big and medium
scale Pharmaceutical companies and about 8000 Small scale units, which form the core of the
pharmaceutical industry in India
ADVANTAGE INDIA
As regards the pharmaceutical marketing in the world, India is becoming one of the front runner
destinations because of its second largest population in the world, the pace of development of its
economy, adoption of technological advancements, economical medical treatment cost and also
availability of world renowned physician’s etc. Following are the advantages of Indian
Healthcare Scenario:
1. Competent workforce: India possesses a skillful work force with high managerial and
technical competence.
2. Cost-effective chemical synthesis: The track record for development, particularly in the area
of improved cost-beneficial chemical synthesis for various drug molecules is excellent.
3. Legal and Financial Framework: India is a democratic country with a solid legal framework
and strong financial markets. There is already an established international industry and business
community.
4. Information and Technology: It has a good network of world-class educational institutions and
established strengths in Information Technology.
5. Globalization: The country is committed to a free market economy and globalization. Above
all, it has a 70 million middle class market, which is constantly growing.
Medical Tourism
The concept of medical tourism is an age old concept. In this digital era, half a million people
travel across the globe for health purposes. People from developed and affluent countries are
moving out of their own countries to other destinations, seeking solitude, natural and holistic

remedies and eco friendly experiences. Medical Tourism is one such new area that is ripe with
potential.
™ Medical travel: When an individual travel across the border and outside one’s customary
environment to seek healthcare services. ™
Medical tourist: Upon arrival, such an individual is called a medical tourist. ™
Medical Tourism: Traveling to a destination in another country to receive medical, dental and
surgical care because the destination enables better access to care, provides higher quality care or
offers the same treatment at a more affordable price.
hospitals Best for medical tourism in India: The list is not exhaustive but illustrative.
1) Apollo Hospital, Chennai
2) Indraprashta Apollo Hospitals, New Delhi
3) Escorts heart Institute and Research Centre, New Delhi
4) Max Super Specialty Hospital, New Delhi
5) Wockhardt Hospital and Kidney Institute, Kolkata
India’s strengths in Medical Tourism
™ Indian medical centers provide services that are in fact uncommon elsewhere.
™ World-class treatment at competitive prices is available.
™ Availability of skills, knowledge and resources.
™ India’s quality of care is world class, competing with any other industrialized
country.

1. Indianism: With Ayurveda becoming increasingly popular across the globe, this ancient Indian
therapy can be used as a non-surgical treatment for various ailments along with the meditation
and yoga. This gives the touch of Indianism to the treatment.
2. The diversity of tourist destinations availability: Leisure tourism is already very much in
demand in India as the country offers diverse cultural and scenic beauty. India has almost all sort
of destinations like high mountains, vast deserts, scenic beaches, historical monuments, and
religious temples, etc. known for its hospitality for tourists.
DRIVING ECONOMIC GROWTH AND GLOBAL COMPETITIVENESS
PhRMA member companies invested an estimated $58.8 billion in R&D in 2015, representing
the majority of all biopharmaceutical R&D spending in the United States (see Figure 11).2,3 In
fact, the sector accounts for the single largest share of all US business R&D, accounting for
approximately 17% of all R&D spending by US businesses.
Relative to other manufacturing industries, the biopharmaceutical industry invests 12 times more
in R&D per employee and had the highest growth rate in R&D investment (25%) across all
manufacturing industries between 2000 and 2012.5
Not only are the significant investments of the US biopharmaceutical sector bringing new
medicines to patients, but they are fueling tremendous contributions to the US economy. The
biopharmaceutical industry puts down roots in communities across the country, creating
highquality, high-wage R&D and manufacturing jobs that generate a powerful multiplier effect
across the US economy. Today, the industry employs nearly 854,000 workers and supports more
than 4.4 million jobs across the country. Each job at a biopharmaceutical research company
supports more than four additional jobs across the US economy,

OVERVIEW OF THE R&D PROCESS
Although millions of potential drug candidates may be screened and assessed early in the R&D
process, many compounds ultimately fail to make it through the R&D pipeline. Candidate
medicines must navigate a lengthy, complicated, multistep process before being approved by the
FDA and delivered to patients. And the journey does not end with FDA approval; ongoing
research and data collection, as the medicine is used in a clinical setting and examined in any
required post-approval studies, will continue to provide.
Innovative biopharmaceutical companies are increasingly incorporating the patient perspective

into all stages of drug development, including patient insights on their diseases, symptoms, and
treatment options. Finding ways to incorporate a robust, science-based understanding of patient
perspectives into decisions that promote innovation and expedite drug development is becoming
a critical focus of the R&D process..
America’s innovative biopharmaceutical companies are the heart of a dynamic R&D ecosystem
that includes academic researchers, the National Institutes of Health (NIH), the FDA, nonprofit
patient and disease groups, clinical research organizations, clinical trial centers, health care
providers, venture and other private capital investors, among others.
Ethical Marketing
Ethical marketing is an honest and factual representation of a product, delivered in a framework

of cultural and social values for the consumer. It promotes qualitative benefits to its customers,
which other similar companies, products or services fail to recognize.
Ethical marketing frames messages in a way that the consumer identifies with. It encourages
companies to integrate cultural, social, economic and environmental values into their culture,
strategy and actions, and reinforces the positive values of the brand, creating a strong ‘citizen
brand’. This is all done on a voluntary basis, and is generally an offering above and beyond
statutory requirements.
Through the effective use of ethical marketing and corporate social responsibility, companies
are able to positively contribute to society and manage the environmental impact of their

organization, whilst maintaining and even growing the contribution to their bottom line. It can
have direct benefits on businesses and can help secure long-term competitiveness.
Ethical marketing in Pharmaceutical companies should observe following guidelines:
Promotional practices must be consistent with patients' benefit, must be ethical and must be in
good taste.
1. Information provided must take account of customer needs and must be based on product
information as it has been approved by the local authority, derived from the approved Basic
Product Information.
2. Event sponsorship must be clearly disclosed and the primary objective of a meeting must be
scientific in nature.
3. Hospitality must be appropriate, in good taste consistent with local practices and secondary to
the main purpose of the meeting.
4. Gifts must be modest and relevant to the practice of medicine.
5. Personal incentives to prescribe are prohibited.
6. Samples must be handled with the prime objective of familiarizing the customer.
7. Sales representatives must have appropriate training and product knowledge.
DEVELOPMENT OF INDIA’S PHARMACEUTICAL INDUSTRY
Up until the 1970s, India’s pharmaceutical market was mainly supplied by large international
corporations. Only economical bulk drugs were produced domestically by state-owned
companies founded in the 1950s and 60s with the help of the World Health Organization
(WHO). These state-run firms provided the foundation for the sector’s growth since the 1970s.
Back then, Indian government aimed to reduce the country’s strong dependence on
pharmaceutical imports by flexible patent legislation and to create a selfreliant sector. In
addition, it introduced high tariffs and limits on imported medicines and demanded that foreign
pharmaceutical companies reduce their shares in their Indian subsidiaries to two-fifths.

 Large Market Share for Generic Drugs
As there was no efficient patent protection between 1970 and 2005, many Indian drug producers
copied expensive original preparations by foreign firms and produced these generics by means of
alternative production procedures. This proved more cost-efficient than the expensive
development of original preparations as no funds were required for research, which contained the
financial risks. This spending may come to as much as EUR 600 m for only one drug. This kind
of money could previously only be raised by large corporations in the industrial countries.
 Exports of Pharmaceutical Products
In 2006, India’s pharmaceutical industry exported products worth EUR 3 bn, up from only EUR
650 m in 1996, which was due to the fact that demand for low-cost generic drugs is strongly on
the rise, above all in the US, Europe and Japan. At 22%, export growth in 2006 was even twice
as high as the global average and in Germany (roughly 11% each). Meanwhile, India’s export
ratio has reached 32% about double the figure registered ten years ago. For some time now,
India has exported more pharmaceutical products than it imports. Over the last ten years, the
export surplus has risen from about EUR 370 m to currently just under EUR 2 bn. Slightly over
80% of the drugs are sold to the US and Europe, where Indian companies are benefiting from the
population’s purchasing power as well as regulatory changes (greater cost-consciousness).

COMPANY PROFILE
2.2 INTRODUCTION
CHOURS LABS LIMITED; AN OVERVIEW
Chorus Labs was incepted in 2009, with a clear vision to master API manufacturing. The
company is foraying aggressively in to the pharma market in developing and commercializing
products while catering to a variety of therapeutic categories. True to its mission that epitomizes
team work and strong expertise, the company is making its presence felt, both nationally and
internationally towards creating a healthy society.
Coupled with an insight in to its core competencies and a strong foresight on the current trends,
Chorus Labs is raring to become a reliable and strong player by investing in its Research and
development, Manufacturing Capabilities, Human Resources and well established quality
management systems. Its list of clientele that spreads across the globe and strong books echo its
full-fledged marketing capabilities.

Founder
Mr. B. Narasa Reddy, the soul and heart behind Chorus Labs, is a person who comes in with
loads of expertise. Also the brain behind Chorus Labs, he started the company basing it on his
immense strength gained from the experience of running a laboratory that was instrumental in
developing and commercializing processes for several APIs.
Started with a strong passion to drive the company to be recognized as an aggressive company,
he has built a culture that exemplifies this vision in the company's strength of R&D and
manufacturing. He started a company with definite advantages in terms of cost and chemistry
with a strong emphasis on quality of the products. His undying attitude to excel has seen the
company develop processes for several products at relatively low cost, thus making several
lifesaving drugs affordable.
For the company, he is a true inspiration and motivation. The company looks up to this leader in
working towards achieving the organizational goals.
Vision & Values
Chorus Labs values its position within the pharmaceutical company business as AN aggressive
player at a worldwide level and appears at natural action its position in activity generics,
combining material possession and strong human resource inputs. The company values social
responsibilities related to firms within the pharmaceutical company business and its importance
in reaching higher altars. Customer-focus, understanding the requirements of the eco-system and
delivering the products at the right pace is a core value of the company. Chorus Labs values its
individuals and considers it because the core of all its success. The company continuously
invests in their capabilities and believes in honing the skills of its employees to reach the
pinnacle of success. The company believes in continuous analysis and improvement that leads to
reworking the organization into a worldwide force to reckon with. Chorus envisions itself a
method driven company with a passion to develop product that ar eco-friendly. The company
makes conscious efforts to ensure that none of its processes disturb the ecological harmony.

Mission
Chorus’s mission is to be a global player in the pharma world by deploying processes that are in
accordance with the requirements of healthcare. Imbibing the philosophy of being acutely aware
to each, its stakeholder and the social community, the company is driven by its zeal to better its
research and manufacturing capabilities. Today, it’s a reputation that epitomizes exertions,
experience and success. A young company that's creating its presence felt and creating its
presence in nationwide and internationally. Involved in the manufacturing of active
pharmaceutical ingredients, Chorus Labs is one of its kinds of the very few companies which
have been able to carve a niche in the pharmaceutical business given this state of affairs
wherever it needs a right mix of intellectual strength, core competencies and an explicit foresight
for the longer term.
Manufacturing Facility
Chorus Labs API Facility is a state-of-the-art facility designed to meet the global standards for
any API Facility. Crafted and contoured to meet the requirements of the ever-growing of
manufacturing an array of APIs, Chorus Labs is revolutionizing the concept of API manufacture.
Chorus's production capabilities are showcased by its ability to install plant, equipment, systems
and personnel that portray the best in the Indian pharmaceutical industry. The teams at our
facilities are equipped with cutting-edge technology that ensures seamless development,
commercialization and delivery of latest Intermediate and Active Pharmaceutical Ingredients
across the globe. Our plant adheres to the most stringent GMP guidelines and facilitates pilot and
large scale production. An achievement that allows us to deliver a spectrum of APIs that boasts
of international standards and intermediate chemicals for diverse healthcare applications.
Research and Development
Research and Development has and always will be of paramount importance to Chorus Labs.
There is a good strong reason for this emphasis. We wanted to ensure that the processes being
implemented for the products are cost effective, safe and secure and come with an optimum
advantage to be in accordance with our goals in terms of quality and quantity. With a strong
foundation laid, we are giving a strong look at the present scenario where stringent patent regime

is prevalent and has become sacrosanct. This is precisely a reason to ensure that our team of
scientists is involved in developing non-infringing processes for the products. At the outset, we
looked at this as an effort to develop strong processes for APIs.
Our capabilities and efforts thus far are a clear predicament to our strength in carrying out a wide
range of reactions, which are otherwise considered difficult implementations. With research
capabilities that speak about strength and seamlessness, Chorus Labs has initiated discussions
backed by strong and clear strategies with renowned companies for carrying out the Contract
Research. For instance, custom synthesis is one of our focus area where the company has been
concentrating on and is initiating work on several projects.
Research & Development Overview
Chorus's emphasis is on a strong outlook and this is evident from its investments in Research and
Development. The end-result of this investment is for everyone to see. Chorus churns out
processes that are cost effective, safe and offers the company an optimum advantage in terms of
quantity and quality. With strong foundations in place, the company now envisages a R&D
strategy that takes cognizance of the present scenario where stringent patent regime is under
implementation.
The company is also showing innovation for operational excellence by foraying in to contract
research. Contract research can be a very delicate process to be implemented and Chorus has
continuously worked through its processes to evolve strategies to make this a seamless initiative.
The company is in discussions with renowned companies for being a part of its Contract
Research program.
Apart from its strong emphasis on R&D, the company is also investing its energies in custom
synthesis and is initiating work on several projects. Additionally, Chorus is on the verge of
commencing basic research activities to develop and screen new chemical entities for different
therapeutic categories.

Products
Product name Category Reference
Diclofenac Sodium IP/USP/EP

Anti-
inflammatory
Etodoloc IP/USP/EP
Terbinafine Hcl Antifungal USP/EP
Nevirapine IP/USP
Antiviral
Efavirenz IHS
Rivastigmine Hydrogen Tartrate Nootropic IHS
Ofloxacin Antibactrial IP/BP/USP
INTERMEDIATES
Capecitabine
Imatinib Mesylate
Geftinib Antineoplastic
Anastrazole
Letrazole
UNDER DEVELOPMENT
Lacosamide Treatment of IHS

partial - onset
seizures
Iloperidone Antipsychotic IHS
Tricyclic
Dothiepin / Dosulepin IHS
antidepressant
Flurbiprofen IHS
S-Etodolac Antiinflammatory IHS
Naproxcinod IHS
Diacerein Osteoarthritis IHS
Oral
Rivaroxaban IHS
anticoagulant
Selective
Dapoxetine HCL serotonin IHS
reuptake inhibitor
Lapatinib Distosylate IHS
Sorafenib Tosylate Antineoplastic IHS
Erlotinib IHS
Treatment of
Febuxostat Hyperuricema IHS
and chronic Gout

Careers
We have always considered people our core competency. The company has always attributed its
success and position in market to its employees who come with the vigour to rock the world of
pharma. Our teams are steaming with people who come across as aggressive team players. The
energy and maturity that our people bring is driving our company to become one of the most
respected and top notch employee-friendly company.
Our efforts are always targeted to offer the best environment to work for our personnel. We
understand that a right environment, where the potential and capabilities of employees are tapped
to the maximum advantage, provides work satisfaction to both, the company and its people. We
try to ensure that any latent talents brought to the bench are honed to meet the challenges faced
by the organization at business level.
Chorus believes in meritocracy, a system in which advancement is based on individual ability or

achievement, while recognizing and rewarding contributions of its employees.

CHAPTER-3
3.1 Review of literature and Research design
A literature review or narrative review is a type of review article. A literature review is a

scholarly paper, which includes the current knowledge including substantive findings, as well as
theoretical and methodological contributions to a particular topic. Literature reviews are
secondary sources, and do not report new or original experimental work. Most often associated
with academic-oriented literature, such reviews are found in academic journals, and are not to be
confused with book reviews that may also appear in the same publication. Literature reviews are
a basis for research in nearly every academic field. A narrow-scope literature review may be
included as part of a peer-reviewed journal article presenting new research, serving to situate the
current study within the body of the relevant literature and to provide context for the reader. In
such a case, the review usually precedes the methodology and results sections of the work.
Literature review
( Niraj, Gupta, and Narasimhan 2001; Reinartz and Kumar 2000) that stresses the importance
of moderating effects. Thus, it is probably not true that more relationship building is always
better; rather, building the "right" type of relationship (which depends on situational factors) is
critical. In other words, facilitators such as organizational design, adequate incentive schemes,
and information technology resources, as well as industry, company, or customer structures, may
affect the performance of relationship marketing activities.
Swift (2000) argues, and we concur, that organizations will benefit from adopting a relevant
strategic CRM definition for their firm and ensuring its consistent use throughout their
organization. Thus, we developed a definition of CRM that reflected Perspective 3. We
examined the CRM literature, synthesized aspects of the various definitions into a draft
definition, and then tested it with practicing managers. As our research progressed, we went
through several iterations. The result is the following definition, which we use for the purposes
of this study.

An important aspect of the CRM definition that we wanted to examine was its association with
technology. This is important because CRM technology is often incor rectly equated with CRM
(Reinartz, Krafft, and Hoyer 2004), and a key reason for CRM failure is viewing CRM as a
technology initiative (Kale 2004). For this reason, we review the definitions in the Appendix
with special attention to their emphasis on technology. This review suggests that CRM can be
defined from at least three perspectives: narrowly and tactically as a particular technology
solution, wide-ranging technology; and customer centric. These perspectives can be portrayed as
a continuum. One organization we interviewed, which spent more than $30 million on IT
solutions and systems integration, described CRM solely in terms of its SFA project. At this
extreme, CRM is defined narrowly and tactically as a particular technology solution (e.g.,
Khanna 2001). We call this CRM "Perspective 1." Other definitions, such as that of Kutner and
Cripps (1997), though somewhat broader, also fall into this category. In another organization that
we interviewed, the term CRM was used to refer to a wide range of customer- oriented IT and
Internet solutions, reflecting Stone and Woodcock's (2001) definition. This represented CRM
"Per- spective 2," a point nears the middle of the continuum.
Customer Relationship Management (CRM) has become one of the most dynamic technology
topics of the millennium. According to Chen and Popovich (2003), CRM is not a concept that is
really new but rather due to current development and advances in information and enterprise
software technology, it has assumed practical importance. The root of CRM is relationship
marketing, which has the objective of improving the long-term profitability of customers by
moving away from product-centric marketing.
Bose (2002) noted that CRM was invented because the customers differ in their preferences and
purchasing habits . If all customers were alike, there will be little need for CRM. As a result,
understanding customer drivers and customer profitability, firms can better tailor their offerings
to maximize the overall value of their customer portfolio (Chen and Popovich) . The attention
CRM is currently receiving across businesses is due to the fact that the marketing environment of
today is highly saturated and more competitive (Chou et al, 2002) . According to Greenberg
(2004), CRM generally is an enterprise-focused endeavor encompassing all departments in a
business . He further explains that, in addition to customer service, CRM would also include,
manufacturing, product testing, assembling as well as purchasing, and billing, and human

resource, marketing, sales and engineering. Chen and Popovich (2003) argued that CRM is a
complicated application which mines customer data, which has been retrieved from all the touch
points of the customer, which then creates and enable the organization to have complete view of
the customers. The result is that firms are able to uncover and determine the right type of
customers and predicting trend of their future purchases. CRM is also defined as an all
embracing approach that seamlessly integrates sales, customer service, marketing, field support
and other functions that touch customers (Chou et al, 2002) . They further stated that CRM is a
notion regarding how an organization can keep their most profitable customers and at the same
time reduce cost, increase in values of interaction which then leads to high profits.
The modern customer relationship management concept was shaped and influenced by the
theories of total quality management (Gummesson) and by new technological paradigms
(Zineldin, 2000). There is however, a perceived lack of clarity in the definition of customer
relationship management, although all accepted definitions are sharing approximately the same
basic concepts: customer relationships, customer management, marketing strategy, customer
retention, personalization (Zineldin 2000). However, while academics debate the subtitles of
various definitions, the practitioners have developed a wealth of applicative papers analyzing the
concrete challenges and opportunities of implementing the systems (Bacuvier et al. 2001). CRM
in some firms is considered as a technology solution, considering of individual databases and
sales force automation tools and sales and marketing functions so as to improve targeting effort.
Peppers and Rogers (1999) argued that other organizations view CRM as a tool, which has been
particularly designed for one-to-one customer communications, which is the function of sales,
call centres or the marketing departments. Accordingly Frow and Payne (2004) added that CRM
stresses two-way communication from the customer to the supplier to build the customer over
time. The two-way communication has been enhanced greatly by advances in technology
particularly the Internet.
In term of information technology (IT), CRM means an enterprise –wide integration of

technologies working together such as data warehouse, web site, and intranet/extranet, phone
support system, accounting, sales, marketing and production. Kotler (2000) assured that CRM
uses IT to gather data, which can then be used to develop information acquired to create a more

personal interaction with the customer. In the long-term, it produces a method of continuous
analysis and reinforcement in order to enhance customer’s lifetime value with firms.
Goldenberg (2000) believes that CRM is not merely technology applications for marketing, sales
and services but rather when it is successfully implemented ; it enables firms to have cross
functional , customer-driven , technology-integrated business process management strategy that
maxims relationships. Chin et al (2003) stated that that due to many technological solutions
available for CRM automation, it is often misconstrued as a piece of technology. But they
maintained that in recent times many companies have realized the strategic importance of CRM,
and as a result, it is becoming a business value-effort rather than technology- centric effort.
Using information technology as an enabler, CRM strategy leverages key functional areas to
maximize profitability of customer interactions (Chen and Popovich, 2003). It has been
recognized that technological advancements and innovations , keen competitive marketing
environment , coupled with the internet are main drivers of present and future customer
profitability which makes it possible to appropriately and proportionately allocate firm’s
resources to all functional areas that affect customer relationship ( Chou et al , 2003).
For customers, CRM offers customization, simplicity and convenience for completing
transactions irrespective of the kind of channel of interaction used (Gulati and Garino, 2000).
Many businesses today realize the importance of CRM and its potential to help them achieve and
sustain a competitive edge (Peppard, 2000). This view was further boosted by Bose (2002) that
as a result of changing nature of the global environment and competition, firms cannot compete
favorably with minor advantages and tricks that can easily be copied by competing firms .The
implementation of CRM is an enabled opportunity to rise above minor advantages with real
focus on developing actual relationships with customers. Firms those are most successful at
delivering what customers want are the more likely to be leaders of the future.
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
behaviour in particular, that can be used to increase the levels of sales.

Mueller (2010) characterises 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.
The work of Mathur (2010) represents another significant contribution to the research area to be
used in the study. Namely, the author provides a wide range of specific customer relationship
management techniques and principles that are used by multinational businesses. The findings of
Mathur (2010) can be compared to the primary data findings in the proposed research, thus
enhancing the scope of the study.
Khurana (2010), on the other hand, discusses the concept of customer relationship management
in a great detail, and also addresses advantages and disadvantages associated with a range of
relevant software applications.
Pradan’s (2009) “Retailing Management” is another noteworthy source that is going to be used
in the study. Specifically identifies customer relationship management as an emerging aspect of
marketing in retail and discusses its importance for ensuring long-term growth for retail
businesses.
Moreover, Cox’s (2011) “Retail Analytics: The Secret Weapon” deserves also to be mentioned
in here thanks to the most modern and fresh perspective the author adopts in order to approach
the research issues. The most valuable part of this specific article is that it provides highly
practical recommendations to retailers of various sizes in terms of increasing the levels of
revenues through adopting a range of customer relationship management principles.
Bhatia’s (2008) work, “Retail Management” is also going to be used in the proposed study due to
the significance of the contribution of the work to the research area. Bhatia (2008) offers in-
depth discussions related to the use of loyalty cards by retailers, and this represents a
comprehensive analysis of the issue in the secondary data.
Raab et al (2008) in “Customer relationship management: a global perspective”. The value of

this specific work to the proposed research can be explained in a way that it will allow the
comparison of customer relationship management principles to the similar principles exercised
by other multinational retailers in a global marketplace.

Peppers and Rogers (2011), there is global tendency in customer relationship management that
relates to the shift from transactional model towards the relationship model. In other words,
Peppers and Rogers (2011) argue that satisfying customer needs as a result of on-time transaction
is not sufficient today in order to ensure the long-term growth of the businesses.
Instead, businesses have to strive to maintain long-term relationships with their customers in
order to maintain flexibility to adopt their increasing expectations and thus achieving their life-
long loyalty. Peppers and Rogers (2011) further stress that, businesses that refuses to
acknowledge this tendency in the global marketplace would be risking their market share and
growth prospects in the future.
3.2 STATEMENT OF THE PROBLEM
Relationship marketing has become a buzz word in marketing management practice and theory
(Palmatier et al. 2006). The challenge then becomes implementing relationship marketing with
absolute measures to guarantee customer classification and monitoring the return on customized
offers to the market. Even though literature has shown that relationship marketing leads to
performance, in practice firms struggle to adapt models to their business contexts. Firms look for
ways to make accountable all marketing relationship strategy.
3.3 OBJECTIVES OF STUDY
 To study the Customer Centric Approach adopted at Chorus Labs Ltd.
 To understand customers factor influencing Customer Relationship Management.
 To evaluate the Customer Relationship Management approach adopted in Chorus Labs

Ltd.

3.4 RESEARCH DESIGN
TYPE OF RESEARCH
The study will be descriptive in nature
POPULATION
Customers
SAMPLE SIZE
The sample for the study would be limited to 100 respondents.
SAMPLING UNIT
For this study the respondents will be the customers of Chorus Labs Ltd.
TYPE OF SAMPLING
Simple random method will be used for the study.
3.5 TOOLS OF DATA COLLECTION
Primary data:
 questionnaire
 personal interview
Secondary data:
The secondary data for this work will be obtained from company magazines and brochures,
website, newspapers, internet, text books, reports and other promotional materials.
3.6 PLAN OF ANALYSIS
The purpose of data analysis an interpretation phrase is to transform the data collected into
credible evidence about the development of intervention and its performance. This process
usually includes following steps:

❖ Organizing the data for analysis (data preparation)
❖ Describing the data
❖ Interpreting the data (assessing the findings against the adopted evaluation criteria)
The data collected from various sources will be tabulated and the represented using the
percentage method. Graphical tools like bar diagrams, pie charts etc., will be used to illustrate
the tabulated data pictorially. Inferences and interpretation of the data will be done on the basis
of tabulated data.

CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
Who are your customers?
Particular No. of respondents Percentage
Wholesaler 20 20%
Retailer 50 50%
Both 22 22%
None ot these 8 8%
Grand Total 100 100%
Analysis
The table explains out of 100 respondents, 22 respondents says both, 8 respondents says
none of these, 50 respondents says retailer and 20 respondents says wholesaler.

Graph 4.1
Who are your customers
20% 22%
Both
None of these
8% Retailer
Wholesaler
50%
Intrpretation
The graph representation of the table shown that 50% are from the retailer says responses of
the company. The increase the wholesaler is must be important of company incresing of the
profit.

Table 4,2
Are your customer’s needs clearly defined ?
Particular No. of respondents Precentage
Yes 67 67%
No 33 33%
Analysis
The table demonstrates that out of 100 respondents, 67 respondents says yes and 33 says no
regarding customer needs clearly defined.

Graph 4.2
Are your customer’s needs clearly defined
33%
No
Yes
67%
Interpretation
The graphical representation of table shows 67% respondents says yes in regarding customer
needs clearly defined. The company always think about customer what they want and needs in
organization it’s company should be clearly defined.

TABLE 4.3
Do you conduct customer satisfaction surveys?
Row Labels Count of Do you conduct customer satisfaction surveys?
No 48
Yes 52
Grand Total 100
ANALYSIS
The table shows that out of 100 respondents, 48 respondents says NO and 52 respondents
says YES regarding customer satisfaction survey.

GRAPH 4. 3
Do you conduct customer satisfaction surveys
48% No
52% Yes
INTERPRETATION
The graph repersents that 52% responses are says Yes in regarding customer
satisfaction survey. 48% responses says No in customer satisfaction survey.

Table 4.4
The communicate results of your customer satisfaction surveys regularly throughout the
company?
No, of respondents Precentage

Particular
Yes 64 64%
No 36 36%
Analysis
The table shows that out of 100 respondents, 64 respondents says YES and 34 respondents
says NO regarding customer satisfaction surveys regularly throughout the company.

Graph 4.4
The communicate results of your customer satisfaction surveys regularly throughout the
company
36%
No
Yes
64%
Interpretation
The graph represents of the table shows 64% respondents says YES in regarding customer
satisfaction surveys regularly throughout the company. The customer satisfaction survey
beneficial of the company.

Table 4, 5
Actively seek out customer comments and complaints?

1.Highly disagree 1 1%
2.Disagree 4 4%
3.Neutral 11 11%
4.Agree 34 34%
5.Extremly agree 50 50%
Analysis
The table shows that out of 100 respondents, 1 respondents says highly disagree, 4
respondents says disagree, 11 respondents says neutral, 34 respondents says agree and 50
respondents says extremely agree regarding seek out customer comments and complaints.

Graph 4.5
Actively seek out customer comments and complaints
1%
4%
11%
1st Qtr
2nd Qtr
50% 3rd Qtr
4th Qtr
34% 5th qtr
Interpretation
The graph represents that 50% responses are extremely agree in regarding seek out
customer comments and complaints. Second responses 34% says agree of the taking customer
comments and complaints.

Table 4.6
How do you get customer comments and complaints?
Particular No, of respondents Precentage

Face to face interview 25 25%
Formal survey 27 27%
Others 9 9%
Toll free numbers 39 39%
Analysis
The table shows that out 100 respondents, 25 respondents says face to face interview, 27
respondents says formal survey, 9 respondents says others and 39 respondents says toll free
number regarding customer comments and complaints.

Graph 4.6
How do you get customer comments and complaints
25
39 Face to face interview

Formal survey
Others
Toll free numbers
27
9
Interpretation
The graph represents that 39% responses are get the customer comments and complaints
from toll free number. Face to face interview and formal survey is improving the company.

Table 4.7
How do you get information about the customers?
Particular No, of respondents Percentage

Face to face 14 14%
interview
Others 14 14%
Survey 49 49%
Toll free number 23 23%
Analysis
The table shows that out of 100 respondents, 14 respondents says face to face interview, 14
respondents says others, 49 respondents says survey and 23 respondents says regarding the
information about the customer.

Graph 4,7
How do you get information about the customers
Face to face interview

14%
23% Others
Survey
14% Toll free number
49%
Interpretation
The graph represents that 49% responses are survey in the regarding information about the
customer. The very is huge market and main city that will be consider and doing a survey in the
place.

Table 4.8
Do you analyze channel effectiveness?
Yes 65 65%
No 35 35%
Analysis
The table shows that out of 100 respondents, 35 respondents say yes and 65 respondents says
no regarding analyze channel effectiveness.

Graph 4.8
Do you analyze channel effectiveness
35%
No
Yes
65%
Interpretation
The graph represents that 65% responses are yes in the regarding the analyze channel
effectiveness. The company they want to grow channel is more important in world and more
effectiveness also.

Table 4.9
Do you provide credit facility to your customers?
Yes 53 53%
No 47 47%
Grand 100 100%

Total
Analysis
The table shows that out of 100 respondents, 53 respondents says yes and 47 respondents says no
regarding to provide credit facility to your customer.

Graph 4.9
Do you analyze channel effectiveness
47% No
53% Yes
Interpretation
The graph represents that 53% responses are yes in the regarding analyze the channel.
Nowadays channels are more effective of marketing and business purpose.

Table 4.10
Do you give concessions to your regular customer?
Yes 47 47%
No 53 53%
Analysis
The table shows that out of 100 respondents, 47 respondents says no and 53 respondents says
yes regarding concessions to your regular customer.

Graph 4.10
Do you give concessions to your regular customer
47% No
53% Yes
Interpretation
The graph represents that 53% responses are yes in the regarding concessions to your regular
customer. The customer always want concessions from the company.

Table 4.11
Do you take feedback from your customers?
Yes 51 51%
No 49 49%
Analysis
The table shows that out of 100 respondents, 51 respondents says yes and 49 respondents says
no regarding take feedback from your customer.

Graph 4.11
Do you take feedback from your customers
No
49%
51% Yes
Interpretation
The graph represents that 51% responses are yes in the regarding the take feedback from your
customer. The other 49% responses are says no . the company will be recoganizing on this
problem take a feed back form in customer.

Table 4.12
Do you customize your product or services according to the customer?
Yes 45 45%
No 55 55%
Analysis
The table shows that out of 100 respondents, 55 respondents says no and 45 respondents
says yes regarding to customize product or services according to the customer.

Graph 4.12
Do you customize your product or services according to the customer
45, 45% No
Yes
55, 55%
Interpretation
The graph represents that 55% responses are no in the regarding customize product or
services to the customer.

Table 4.13
Do you have a concept of “internal service”?
Particular No, of respondents Percentage
Yes 60 60%
No 40 40%
Analysis
The table shows that out of 100 respondents, 60 respondents says yes and 40 respondents says no
regarding concept of internal service.

Graph 4.13
Do you have a concept of “internal service”
40%
No
Yes
60%
Interpretation
The graph represents that 60% responses are yes in the regarding concept of internal service.
The company should be take care of each and every customer instated of their life. Other 40%
responses will be improves.

Table 4.14
Do you communicate with your customers frequently?
Yes 62 62%
No 38 38%
Analysis
The table shows that out of 100 respondents, 38 respondents says no and 62 respondents
says yes regarding the communicate with your customer frequently.

Graph 4.14
Do you communicate with your customers frequently
38%
No
Yes
62%
Interpretation
The graph represents that 62% responses are says yes in the regarding communicate with
your customers frequently. 36% responses says no in regarding communicate with your customer
frequently.

Table 4.15
Do you regularly review the business process to eliminate non value- adding activities and
improve customer satisfaction?
Yes 66 66%
No 34 34%
Analysis
The table shows that out of 100 respondents, 66 respondents says yes and 34 respodents are
says no regarding review the business process to eliminates non value adding activities and
improve customer satisfaction.

Graph 4.15
Do you regularly review the business process to eliminate non value- adding activities
and improve customer satisfaction
34% No
Yes
66%
Interpretation
The graph represents that 66% responses are yes in the regarding the business process to
eliminate non value adding activities and improve customer satisfaction.

Table 4.16
Is there any improvement in customer response rate to the marketing activities?
Yes 51 51%
No 49 49%
Analysis
The table shows that out of 100 respondents, 49 respondents says no and 51 respondents says
no regarding improvement in customer response rate to the marketing activities.

Graph 4.16
Is there any improvement in customer response rate to the marketing activities
49% No
51% Yes
Interpretation
The graph represents that 51% responses are yes in the regarding improvement in customer
responses rate of the marketing activities. 49% responses are says no.

Table 4.17
Is there any improvement in customer retention and loyalty?
Yes 60 60%
No 40 40%
Analysis
The table shows that out of the 100 respondents, 60 respondents says yes and 40 respondents
says no regarding improving customer retention and loyality.

Graph 4.17
Is there any improvement in customer retention and loyalty
40%
No
Yes
60%
Interpretation
The graph represents that 60% responses are yes in the regarding improvement in customer
retention and loyalty. The customer always think about the leaving a high class and good life in
the generation..

Table 4.18
Do they give certain attractive offers?
Yes 62 62%
No 38 38%
Analysis
The table shows that out of 100 respondents, 62 respondents says yes and 38 respondents
says no regarding certain attractive offers.

Graph 4.18
Do they give certain attractive offers
38%
No
Yes
62%
Interpretation
The graph represents that 62% responses are Yes in the regarding certain attractive offers.
The company gives more attractive offers of the customer and retailers. The 48%responses are
says No.

Table 4.19
How do you rate the process of filtering candidates?

1.Highly dis agree 2 2%
2.Disagree 5 5%
3.Neutral 12 12%
4.Agree 42 42%
5.extremly agree 38 38%
Analysis
The table shows that out of 100 respondents, 2 respondents says highly disagree,5
respondents says disagree, 12 respondents says neytral, 42 respondents says agree and 38
respondents says extremely agree regarding the process of filtering candidates.

Graph 4.19
How do you rate the process of filtering candidates
2 5
12
1
38
2
3
4
5
42
Interpretation
The graph represents that 42% responses are agree in the regarding process of filtering
candidates. The other process of filtering candidates in they give training and new technologies
are adopting in the company.

Table 4.20
Do they provide any discount on bulk recruitment?
Yes 73 73%
No 27 27%
Analysis
The table shows that out of 100 respondents, 73 respondents says yes and 27 respondents says
no regarding providing discount and bulk recruitment.

Graph 20
Do they provide any discount on bulk recruitment
27%
No
Yes
73%
Interpretation
The graph represents that 73% responses are yes in the regarding providing discount and
recruitment. Only 27% of responses says NO in the regarding providing a discount and
recruitment.

CHAPTER 5
FINDINGS, CONCLUSIONS AND SUGGESTIONS
• 50% responses are says ratailer regarding customer.
• 67% respondents says yes in regarding customer needs clearly defined.
• 52% responses are yes in regarding customer satisfaction survey.
• 64% respondents says YES in regarding customer satisfaction surveys regularly

throughout the company.
• 50% responses are extremely agree in regarding seek out customer comments and
complaints.
• 50% responses are extremely agree in regarding seek out customer comments and
complaints.
• 49% responses are survey in the regarding information about the customer.
• 65% responses are yes in the regarding the analyze channel effectiveness.
• 53% responses are yes in the regarding provide credit facility to your customer.
• 53% responses are yes in the regarding concessions to your regular customer.
• 53% responses are yes in the regarding feedback form customer side.
• 55% responses are no in the regarding customize product or services to the customer.
• 60% responses are yes in the regarding concept of internal service.
• 62% responses are says yes in the regarding communicate with your customers
frequently.
• 66% responses are yes in the regarding the business process to eliminate non value
adding activities and improve customer satisfaction.

• 51% responses are yes in the regarding improvement in customer responses rate of the
marketing activities.
• 60% responses are yes in the regarding improvement in customer retention and loyalty.
• 62% responses are yes in the regarding certain attractive offers.
• 42% responses are agree in the regarding process of filtering candidates.
• 73% responses are yes in the regarding providing discount and recruitment.

SUGGESTIONS:
1. A customer centric quality circle could be formed in organization to facilitate this CRM
2. Companies implementing CRM should keep in mind that CRM is not database
management but a whole new way of looking at the business.
3. Customer can maintain the track of the customers records.
4. Training is critical to the success of your customer strategy. It’s unadvisable to just throw
a sophisticated product at an individual and expect them to start using it productively and
successfully without some formal training.
5. Customer database must be maintained.
6. Feedback from the customer must he collected so that the customer’s opinon can be
considered.
7. The company should take care of each and every customer instead of their standard of
life.

CONCLUSION:
The basic and primary objective of this study is to understand about the Marketing strategies,
departments and functions of the customer relationship management. All the dates mentioned of
several departments and about the news Paper Company Chorus labs ltd was collected from
respective departments with the guidance and help of unit manager of Chorus labs ltd Mr.
Praveen Kumar. . This study enabled me to get in-depth knowledge of various activities of
customer centric strategies towards customer relationship management.

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A STUDY ON ADOPTING CUSTOMER CENTRIC APPROACH A STEP TOWARDS

CUSTOMER RELTIONSHIP MANAGEMENT

. Customer-relationship management is an approach to manage a company's interaction with

KRUPANIDHI DEGREE COLLEGE Page 1

Customer Relationship Management, or CRM, is a vital a part of fashionable business

Approaches of customer relationship management

KRUPANIDHI DEGREE COLLEGE Page 2

KRUPANIDHI DEGREE COLLEGE Page 3

•Sales force automation

•Contact center automation

• Technology, Relocation or location-based services

Customer benefits of customer relationship management

KRUPANIDHI DEGREE COLLEGE Page 4

Eight benefits were recognized to provide value drivers.

1. Enhanced ability to target profitable customers.

2. Integrated assistance across channels

3. Enhanced sales force efficiency and effectiveness

5. Customized products and services

6. Improved customer service efficiency and effectiveness

7. Individualized marketing messages also called campaigns

8. Connect customers and every one channels on one platform.

1. Improve customer services

2. Increased personalized service or one-to-one service

3. Responsive to customer's needs

KRUPANIDHI DEGREE COLLEGE Page 5

5. Improve customization of marketing

8. Improve customer knowledge

KRUPANIDHI DEGREE COLLEGE Page 6

1. Anchorage in the top management

4. Launch with a BANG!

Four c’s of customer relationship management

KRUPANIDHI DEGREE COLLEGE Page 9

Objectives of Customer Relationship Management

1. To study the current practices of CRM.

2. To find out the impact of CRM on the profitability of the organization.

3. To study the factors affecting the CRM practices.

4. To study the role of information technology in CRM.

Tips of adopting customer centric approach

1. Unifying customer language

KRUPANIDHI DEGREE COLLEGE Page 10

2, Voice of the customer analysis

4. Re-defining company culture

KRUPANIDHI DEGREE COLLEGE Page 11

How to produce a client-centric approach in customer service

KRUPANIDHI DEGREE COLLEGE Page 12

Align customer expectations with the customer journey

KRUPANIDHI DEGREE COLLEGE Page 13

things to keep it consistent.

Struggling with customer engagement and retention?

Using social media

KRUPANIDHI DEGREE COLLEGE Page 14

KRUPANIDHI DEGREE COLLEGE Page 15

KRUPANIDHI DEGREE COLLEGE Page 16

KRUPANIDHI DEGREE COLLEGE Page 17

Medical tourist: Upon arrival, such an individual is called a medical tourist. ™

1) Apollo Hospital, Chennai

2) Indraprashta Apollo Hospitals, New Delhi

3) Escorts heart Institute and Research Centre, New Delhi

4) Max Super Specialty Hospital, New Delhi

5) Wockhardt Hospital and Kidney Institute, Kolkata

India’s strengths in Medical Tourism

™ World-class treatment at competitive prices is available.

™ Availability of skills, knowledge and resources.