SUMMER TRAINING REPORT

ON
CLIENT SATISFACTION TOWARDS SERVICES OFFERED
BY HELLO EXCELLENCE CONSULTING

PROJECT REPORT SUBMITTED IN THE PARTIAL FULFILMENT OF

THE REQUIREMENT THE AWARD FOR THE BACHELOR OF BUSINESS
ADMINISTRATION (BBA).

SUBMITTED BY
PRABHLEEN SINGH
ENROLLMENT NO. 06290201720
UNDER THE GUIDANCE OF
Ms. MANDEEP KAUR

SRI GURU TEGH BAHADUR INSTITUTE OF

MANAGEMENT AND INFORMATION TECHNOLOGY
(AFFILIATED TO GGSIP UNIVERSITY, DELHI)
(2020-23)
 DECLARATION

I, hereby declare that the project work entitled ― CLIENT SATISFACTION

TOWARDS SERVICES OFFERED BY HELLO EXCELLENCE
CONSULTING submitted to GURU GOBIND SINGH INDRAPRASTHA
UNIVERSITY is a record of an original work done by me under the guidance
of Ms. Mandeep Kaur faculty member at Sri Guru Teg Bahadur Institute of
Management and Information Technology.

……….…………………………..
(Signature of the Scholar)
Place: Delhi Name of scholar:
PRABHLEEN SINGH
Date: Enrolment number:
06290201720
CERTIFICATE
 CERTIFICATE

This is to certify that PRABHLEEN SINGH, student of SRI GURU TEGH

BAHADUR INSTITUTE OF MANAGEMENT & INFORMATION
TECHNOLOGY of course BBA(GENERAL) has completed project work
title- CLIENT SATISFACTION TOWARDS SERVICES OFFERED BY
HELLO EXCELLENCE CONSULTING under my guidance and
supervision. This work is genuine.

………………………….
(Signature of guide)
Ms. MANDEEP KAUR

....................................

(Signature of the Scholar)

Place: Delhi PRABHLEEN SINGH

Date: Enrolment number: 06290201720

 ACKNOWLEDGEMENT

I would like to take the opportunity to thank and express my deep sense of
gratitude to my mentor MS. MANDEEP KAUR. I am greatly indebted to her
for providing their valuable guidance at all stages of the study, advice,
constructive suggestions, positive and supportive attitude and continuous
encouragement, without which it would have not been possible to complete the
project.

………….……………………….
(Signature of the Scholar)
PRABHLEEN SINGH

Enrolment number:06290201720
 TABLE OF CONTENTS
S.NO. TOPIC PAGE NO.
1. DECLARTION

2. COMPANY CERTIFICATE

3. CERTIFICATE
4. ACKNOWLEDGEMENT

5. CHAPTER-1 INTRODUCTION TO INDUSTRY

6. CHAPTER-2 INTRODUCTION TO COMPANY

PROFILE
7. CHAPTER-3 ABOUT THE TOPIC AND
LITERATURE REVIEW
8. CHAPTER-4 RESEARCH METHODOLOGY

9. CHAPTER-5 DATA ANALYSIS AND

INTERPRETATION
10. CHAPTER-6 FINDINGS

11. CHAPTER-7 CONCLUSION

12. CHAPTER-8 RECOMMENDATIONS AND

SUGGESTIONS
13. BIBLIOGRAPHY

14. ANNEXURE
 LIST OF TABLES

S no. Table Page

no.
1 Table-5.1: Behavioural change
2 Table-5.2: Improvement in Productivity
3 Table-5.3: Information
4 Table-5.4: Worth to invest time in workshop
5 Table-5.5: Recommendation
6 Table-5.6: Improvement employee’s performance
7 Table-5.7: Arrangements of workshop
8 Table-5.8: Professionalism of workshop
9 Table-5.9: More sessions
10 Table-5.10: Worth investing in workshop
11 Table-5.11: Time duration of workshop
12 Table-5.12: Behaviour of trainer
13 Table-5.13: Satisfaction of respondents
14 Table-5.14: Format of workshop

LIST OF FIGURES
S no. Figures Page
no.
1 Figure 5.1: Behavioural change
2 Figure 5.2: Improvement in Productivity
3 Figure 5.3: Information
4 Figure 5.4: Worth to invest time in workshop
5 Figure 5.5: Recommendation
6 Figure 5.6: Improvement employee’s performance
7 Figure 5.7: Arrangements of workshop
8 Figure 5.8: Professionalism of workshop
9 Figure5.9: More sessions
10 Figure 5.10: Worth investing in workshop
11 Figure 5.11: Time duration of workshop
12 Figure 5.12: Behaviour of trainer
13 Figure 5.13: Satisfaction of respondents
14 Figure 5.14: Format of workshop

CHAPTER-1
 MANAGEMENT CONSULTANCY INDUSTRY

Management consulting is the practice of providing consulting services to

organizations to improve their performance or in any way to assist in achieving
organizational objectives. Organizations may draw upon the services of
management consultants for a number of reasons, including gaining external
(and presumably objective) advice and accessing consultants' specialized
expertise regarding concerns that call for additional oversight
As a result of their exposure to and relationships with numerous organizations,
consulting firms are typically aware of industry "best practices". However, the
specific nature of situations under consideration may limit the ability or
appropriateness of transferring such practices from one organization to another.
Management consulting is an additional service to internal management
functions and, for various legal and practical reasons, may not be seen as a
replacement for internal management. Unlike interim management,
management consultants do not become part \of the organization to which they
provide services.
Consultancies provide organizational change-management assistance,
development of coaching skills, process analysis, technology implementation,
strategy development, or operational improvement services. Management
consultants often bring their own proprietary methodologies or frameworks to
guide the identification of problems and to serve as the basis for
recommendations with a view to more effective or efficient ways of performing
work tasks.
Management consulting is referred to the practice of helping businesses to
improve their performance, mainly through the analysis of existing
organizational challenges as well as competitive environment. It also involves
the development of detailed plan of action for improvement. Organizations may
seek the consulting services for a number of reasons which includes gaining
external advice and access to the consultants’ specialized expertise.
Management consultants add value to organizations (including governments and
public sector undertakings) by providing them with unique expertise not easily
available within the organizations and/or in cases where the organizations were
slow to respond to the environment. This combination of lack of diagnostic
expertise with lack of innovation/speed of response in clients provides a rich
opportunity for consulting firms to add value to their clients through their
problem-solving skills.
Therefore, the landscape of the management consulting industry is characterized
by consultants who are (a) external to the organization; (b) hired on a temporary
basis; (c) valued for their specialized experience and expertise that is not easily
available within the client organization; and (d) compensated for their advice on
improving the organization's performance and educating the client on handling
similar problems in the future.
For long, consultants have attracted significant criticism from large corporate
houses as well as management scholars. Management consultants are mainly
criticized for stating the obvious, overuse of buzzwords and failure to develop
plans that are executable by the client. Of late; diversified corporations have
employed corporate staff with titles that include “consultant” as full-time
exclusive resources. While such internal consultants provide firms with
specialized expertise, they would be an integral part of the organization and not
necessarily bring in the “outside” perspective that clients most often seek. Three
key characteristics of management consulting are: (1) consultants provide
support in diagnosing and/or dealing with management problems; (2) such
consultants are external to the problem that is being addressed, with no
implementation responsibilities; and (3) such support is provided on a
temporary basis. Based on these characteristics, they define management
consulting as including “any activity that has as its apparent justification the
provision of some kind of support in identifying or dealing with management
problems, provided by individuals, groups, or organizations that are external to
the particular management domain and which are contracted by the
management on a temporary basis”.
The significance of management consulting in India can’t be undervalued. In
India Management consulting is estimated to be a Rs. 30,000 crore industry,
which is growing at a CAGR of 30 percent. Consulting firms are also aware
about industry “Best Practices” due to its relationships with several
organizations. They also provide services like change management assistance,
technology implementation, strategy development, operational improvement
services and development of coaching skills.
What does a management consulting firms do?
Since management consulting represents over half of the consulting industry,
most players in the market are either specialised management consultancy firms
or organisations with a business unit that offers management consulting
services. In the case of the latter, it mostly concerns large IT service providers
(who often provide implementation support and change management),
recruitment firms (that often extend their recruiting and interim services with
HR advisory) or temporary employment agencies (who add upscale consulting
services to their temp and contracting portfolio). In terms of numbers, a large
part of the market consists of freelancers – freelance management consultants
who are active as independent advisors or contractors.
HISTORY

Management consulting grew with the rise of management, as a unique field of

study. One of the first management consulting firms was Arthur D. Little Inc.,
founded in 1886 as a partnership, and later incorporated in 1909. Although
Arthur D. Little later became a general management consultancy, it originally
specialised in technical research.

As Arthur D. Little focused on technical research for the first few years, the first
management consultancy was that of Frederick Winslow Taylor, who in 1893
opened an independent consulting practice in Philadelphia. His business card
read "Consulting Engineer – Systematizing Shop Management and
Manufacturing Costs a Specialty". By inventing Scientific Management, also
known as Taylor's method, Frederick Winslow Taylor invented the first method
of organizing work, spawning the careers of many more management
consultants. For example, one of Taylor's early collaborators, Morris Llewellyn
Cooke, opened his own management consultancy in 1905. Taylor's method was
used worldwide until industry switched to a method invented by W. Edwards
Deming.

The initial period of growth in the consulting industry was triggered by

the Glass–Steagall Banking Act in the 1930s, and was driven by demand for
advice on finance, strategy and organization. From the 1950s onwards,
consultancies expanded their activities considerably in the United States, and
also opened offices in Europe and later in Asia and South America. After World
War II, a number of new management consulting firms were formed, bringing a
rigorous analytical approach to the study of management and strategy. The post-
war years also saw the application of cybernetics principles to management
through the work of Stafford Beer.
The management consulting firms Stern Stewart,] Marakon
Associates, and Alcar pioneered value-based management (VBM), or
"managing for value", in the 1980s based on the academic work of Joel Stern,
Dr. Bill Alberts, and Professor Alfred Rappaport. Other consulting firms
including McKinsey and BCG developed VBM approaches. Value-based
management became prominent during the late 1980s and 1990s.]

The industry experienced significant growth in the 1980s and 1990s, gaining
considerable importance in relation to national gross domestic product. In 1980
there were only five consulting firms with more than 1,000 consultants
worldwide, whereas by the 1990s there were more than thirty firms of this size.

A period of significant growth in the early 1980s was driven by demand for
strategy and organization consultancies. The wave of growth in the 1990s was
driven by both strategy and information technology advice. In the second half of
the 1980s, the big accounting firms entered the IT consulting segment. The then
Big Eight, now Big Four, accounting firms (PricewaterhouseCoopers, KPMG,
Ernst & Young and Deloitte Touche Tohmatsu) had always offered advice in
addition to their traditional services, but after the late 1980s these activities
became increasingly important in relation to the maturing market of accounting
and auditing. By the mid-1990s these firms had outgrown those service
providers focusing on corporate strategy and organization. While three of the
Big Four legally divided the different service lines after the Enron scandal and
the ensuing breakdown of Arthur Andersen, they are now back in the consulting
business. In 2000, Andersen Consulting broke off from Arthur Andersen and
announced their new name Accenture. The name change was effective starting
January 1, 2001, and Accenture is currently the largest consulting firm in the
world in employee headcount. They are publicly traded on the NYSE with
ticker ACN.
The industry stagnated in 2001 before recovering after 2003 and then enjoying a
period of sustained double-digit annual revenue growth until the financial crisis
of 2007–2008. As financial services and government were two of the largest
spenders on consulting services, the financial crash and the resulting public
sector austerity drives hit consulting revenues hard. In some markets such as the
UK there was a recession in the consulting industry, something which had never
happened before or since. There has been a gradual recovery in the consulting
industry's growth rate in the intervening years, with a current trend towards a
clearer segmentation of management consulting firms. In recent years,
management consulting firms actively recruit top graduates from Ivy League
universities, Rhodes Scholars, and students from top MBA programs.

Current Industry Outlook

The current trend in the market is a clear segmentation of Management

Consulting firms by function. Major/Strategy-Focused firms such as Bain, BCG
and McKinsey retain their dominant global brand in strategy-oriented projects,
with smaller, more specialized firms such as L.E.K. and Oliver Wyman
competing effectively in the high-end market for specific projects in which they
have a competitive advantage. Many other generalists Management
Consultancies are broadening their offering include higher volume, lower
margin projects such as IT deployment and retail sales analysis. There has
always been a bit of an unclear dividing line between Management Consulting
and other Consulting practices, such as Information Technology Consulting and
Human Resources Consulting, and this line continues to be blurred.

Management Consulting also continues to branch out more and more into non-
business-related fields as well—specifically, working with governments, quasi-
government agencies, and not-for-profit organizations. As the need for
professional and specialized advice in these areas grows, these other institutions
are relying more and more on the same strategic and analytical principles that
have helped corporations for decades.

How is the consulting industry doing in India?

According to an estimate, there are now over 10,000 big and small consulting
firms in India, 6,000 of them in the four metros of Delhi, Mumbai, Chennai, and
Kolkata. According to the Associated Chambers of Commerce and Industry, the
Indian consulting industry is expected to record revenues of Rs. 27,000 crores
by 2020.Management Consulting Companies in India is one of the fastest
growing industries today with a growth rate that is higher than any other
industry. The need for management consulting in India has increased
tremendously over the past few years due to the growing number of start-ups,
small and medium enterprises (SMEs), and large corporations. Management
consulting has played a big part in modernizing and developing the Indian
economy.

In fact, many of the consulting firms that operate in this space are based in
India. The reason for this is simple: It’s one of the fastest-growing economies in
the world.The Indian management consulting industry is expected to reach
more than Rs. 30,000 crores (US $5 billion), growing at a CAGR of 30%.
(Source - Consultants Review)A report from two different analyst firms states
that the Indian management consulting industry is continuing to grow rapidly.
The market is currently valued between $1.4 and $2.1 billion. There are
10,00,000 employees working in the management consulting industry in India
whereas the count for the same in the world is 17 million. There are
47,000 management consulting companies in India and 20,00,000 management
consulting companies in the world.
 CHAPTER-2
COMPANY PROFILE

Hello Excellence Consulting

Hello Excellence Consulting started in March 2021, it has its operations spread
all over World and their main activity is providing workshops and trainings to
corporates (low level to top level) which helps organisations to boost their
productivity which ultimately helps them to generate more revenue. Basically,
in workshops Hello Excellence uses top notch performance psychology
techniques which was used by army personnel in 19s and then by sports person
and later on by business organisations.

Hello Excellence Consulting provides various different and unique type of

training to their clients. They train their clients to how to deal with different
situation at workplace like when they in a situation when they are stressed by
burden of work or may be the workplace of employee is not good (toxic
workplace). They provide both group and individual coaching.

Hello excellence was founded with objective of helping organisation to achieve

their goals faster. The modern workplace is rapidly evolving with the
organisational climate being extremely volatile uncertain, complex and
ambiguous. The corporate professional work under increased amount of stress
due to tight deadlines and severe competition this requires them to work
extended and cont. upskill themselves due to the rapidly changing technologies.
Hello Excellence helps them to develop a champion mindset table to cop these
changes at workplace. We do it by giving behavioural trainings induvial
coaching and mental health services. Our international trainers have worked
with induvial and teams worked across people from all over 6 continents. We
have helped people across all demographics including CXOs senior managers
young professional and even kids. Hello excellence train them on most cutting-
edge techniques for boosting productivity on a daily basis. Hello excellence
sessions are highly interactive and make use of real-life case studies role plays
and psychological assessments. Hello excellence make the training session a lot
of fun by incorporating games individual and group activities and bio feedback
equipment.

MISSION

Our mission is to help humanity reach its peak potential. We believe when
people are emotionally healthy and work towards personally meaningful goals,
they hit excellence in all spheres of life. And that’s how we help our clients.
Through our cutting-edge workshops and coaching programs, we boost
employee productivity, improve their well-being and drive more sales.
Services

• Behavioural Workshops for Employees

Behavioural training is training related to employee interpersonal skills such as

communication skills, conflict management, empathy, and time management.
The workplace doesn’t just require your employees to be skilled at technical
tasks. But it also requires them to be good at interacting with the people around
them or show positive behaviour. And, this training, for one, aims to improve
their interpersonal skills. So, for example, they can communicate well and
constructively with other people, both internally and externally.

• Leadership Programs for Manager

Leaders need to set direction, create psychologically safe environments, and

motivate people to achieve organizational goals. They also need to supervise,
delegate, and communicate effectively with their teams. Hello Excellence’s
leadership programs are among the best in the world and help managers take
their managerial skills to the next level.

• Employee Engagement & Team Building Sessions

Employee engagement is often confused with fun activities and festival

celebrations. But it means a lot more than that. It is about helping employees
find purpose in their work, build meaningful work relationships and achieve
consistently high productivity on a daily basis. Hello Excellence’s employee
engagement initiatives have a holistic focus on driving individual, team, and
organizational success.

• Employee Wellness & Mental Health Initiatives

Wellness is the act of practicing healthy habits daily to attain better life
outcomes. It is about making choices towards a purposeful living and thriving in
uncertain situations. Hello Excellence’s wellness programs are among the best
in the world and focus on all aspects of employee wellness - physical, mental,
relationship, career, and financial

• Individual & Group Coaching for Senior Leaders

Coaching/counselling as a modality is different from workshops. While

workshops enable masses to gain access to new knowledge, coaching is used for
deep personal transformational. It involves diving into past experiences, (even
childhood traumas), identifying behavioural patterns, and then setting goals to
improve effectiveness. Hello Excellence’s coaches are professional
psychologists trained in psychotherapy, counselling & motivational
interviewing to bring out the best in people.

• Mental Health Counselling

Hello Excellence’s psychologists are trained in counselling and therapy to help

individuals improve their mental health and cope with life's challenges every
day.

• Self-Awareness & IKIGAI

IKIGAI is a concept of Japanese origin that mean «the reason to live» or «the
reason to be”. The Ikigai term refers to "that which brings meaning to our life"
something that is worth living for and makes us fully satisfied with the path we
choose to take. With ikigai, happiness is not sought directly, but comes as a
consequence of having a purpose in life, a goal to get up every day.

We could say that Ikigai is the midpoint between our vocation, our passion, our
profession and our mission. Ikigai, of course, changes over time: we don't have
the same vital goals with 18 than with 40 years and we will need to return to
"calibrate" our purpose throughout life. That way one can feel Ikigai even
though he hates his job; or even if he is going through a personal bad streak,
because despite this his objective is still present. The Ikigai also has a solidarity
component, since in addition to defining personal goals, it makes us feel that we
are contributing somehow to the world. To find our Ikigai we need to do a work
of introspection, an analysis of self-knowledge on the four pillars that sustain
our life.

 The first pillar is the one that supports the things we like to do the most,
what we love.
 The second pillar would support what we are really good at doing.
 The third, the things that we are able to do and what others would be
willing to pay us for.
 The fourth, what can we do to contribute to improve the world.

Other Workshops for Managers and Individual Contributor

• Leadership Skills for Managers • Giving and receiving feedback • Motivating

Team Members • Emotional Intelligence • Empathy & Listening Skills •
Managing Multigenerational Workforce • Delegation Skills • Advanced
Communication • Building a Culture of Appreciation • Diversity, Equity &
Inclusion Other Workshops for Managers • Leading a Multicultural Workforce •
Teamwork & Collaboration • Navigating Change & Building Resilience •
Collaboration Skills • Stress Management • Building Relationships at
Workplace • Influence & Negotiation Skills • Retaining Critical talent •
Physical Fitness & Creative Movement • Work-Life Balance• Peer Pressure at
Workplace (Salary hikes, promotions, & appraisals) • Wellness & Stress
Management • Taking

ownership of work • Motivation & Goal Setting • Self-Awareness & IKIGAI •

Diversity, Equity & Inclusion • Communication Skills • Cultural Considerations
for Diverse Teams • Building a Razor-Sharp Focus Building Resilience During
Crisis • Accelerating Learning • Customer Orientation • Teamwork &
Collaboration • Peak Performance Habits • Emotional Intelligence • Building
Self-Confidence • Empathy & Listening Skills • Financial Wellness • Physical
Fitness & Creative Movement • Mental Skills at Workplace
 CHAPTER-3

ABOUT THE TOPIC AND LITERATURE REVIEW

What is Client Satisfaction?

Client satisfaction is a term frequently used in marketing. It is a measure of how

products and services supplied by a company meet or surpass client expectation.
Client satisfaction is defined as "the number of clients, or percentage of total
clients, whose reported experience with a firm, its products, or its services
(ratings) exceeds specified satisfaction goals. Clients play an important role and
are essential in keeping a product or service relevant; it is, therefore, in the best
interest of the business to ensure client satisfaction and build client loyalty.

The definition of client satisfaction has been widely debated as organizations

increasingly attempt to measure it. Client satisfaction can be experienced in a
variety of situations and connected to both goods and services. It is a highly
personal assessment that is greatly affected by client expectations. Satisfaction
also is based on the client’s experience of both contact with the organization
(the “moment of truth” as it is called in business literature) and personal
outcomes. Some researchers define a satisfied client within the private sector as
“one who receives significant added value” to his/her bottom line—a definition
that may apply just as well to public services. Client satisfaction differs
depending on the situation and the product or service. A client may be satisfied
with a product or service, an experience, a purchase decision, a salesperson,
store, service provider, or an attribute or any of these. Some researchers
completely avoid “satisfaction” as a measurement objective because it is “too
fuzzy an idea to serve as a meaningful benchmark.”4 Instead, they focus on the
client’s entire experience with an organization or service contact and the
detailed assessment of that experience.

For example, reporting methods developed for health care patient surveys often
ask clients to rate their providers and experiences in response to detailed
questions such as, “How well did your physicians keep you informed?” These
surveys provide “actionable” data that reveal obvious steps for improvement.
Client satisfaction is a highly personal assessment that is greatly influenced by
individual expectations

Some definitions are based on the observation that client satisfaction or

dissatisfaction results from either the confirmation or disconfirmation of
individual expectations regarding a service or product. To avoid difficulties
stemming from the kaleidoscope of client expectations and differences, some
experts urge companies to “concentrate on a goal that’s more closely linked to
client equity.” Instead of asking whether clients are satisfied, they encourage
companies to determine how clients hold them accountable Client satisfaction, a
business term, is a measure of how products and services supplied by a
company meet or surpass client expectation. It is seen as a key performance
indicator within business

Client satisfaction depends on the product’s performance relative to a buyer’s

expectation, the client is dissatisfied. If preference matches expectations, the
client is satisfied. If preference is exceeds expectation, the client is highly
satisfied or delighted outstanding marketing insurance companies go out of their
way to keep their client satisfied. Satisfied clients make repeat purchases
insurance products and tell other about their good experiences with the product.
The key is to match client expectations with company performance. Smart
insurance company’s aim to delight clients by promising only what they can
deliver, then delivering more than the promise. Consumers usually face a broad
array of products and services that might satisfy a given need. How do they
choose among these many marketing makers offers? Consumers make choices
based on their perception of the value and satisfaction that various products and
services deliver.

Client value is the difference between the values the client gains from owning
and using a product and the costs of obtaining the products clients from
expectations about the value of various marketing offers and buy accordingly.
How do buyers from their expectations? Client expectations are based on past
buying experiences, the opinion of friends and marketer and competitor
information and promises.

Client satisfaction with a purchase depends on how well the product’s

performance lives up to the clients’ expectations. Client satisfaction is a key
influence on future buying behaviour. Satisfied clients buy again and tell others
about their good experiences dies-satisfied clients of ten switches to competitors
and disparage the products to others. An insurance provider open only to
active duty, retired and separated military members and their immediate
families and therefore not included in the rankings, achieved a satisfaction
ranking equal to that any insurance company.

In general, client satisfaction with auto insurance providers decreased

significantly, with 20 of the 21 companies surveyed decreasing in satisfaction
from the previous year. Insurance is the only carrier that did not experience a
decline in satisfaction. Though consumers report their insurance carriers are
resolving their claims and problems faster. Businesses survive because they
have clients who are willing to buy their products or services. However, many
businesses fails to “check in” with their clients to determine whether they are
happy or not and what it will make to make or keep them happy.

According to U.S consumers’ affairs department, it costs five times more to

gain a new client than to retain an existing one. Other studies have repeated that
with just a five percent increase in Client retention’s a firm can raise its
profitability clients spend salary at first, but with succeeding years of good
experience, they will spend increasingly more.

Depending on the industry and the nature of the bad experience, dissatisfied
clients will complain to 10 to 20 friends and acquaintances, which is three times
more than those with good experiences are. Hence, the negative information is
influential, and consumers generally place significant weight on it when making
a decision. If that is not the reason enough, fierce competitor is needed more
and more to differentiate firms from one another. With technology available to
virtually every one today, the traditional features and cost advantages are no
longer relevant. Still product and service quality provide an enormous
opportunity to distinguish a firm from the rest. The Japanese have recognized
this and have though us to expect quality. Today’s consumers do, and they
know more about products and services than they ever did.
Clients are the best source of information. Whether to improve an existing
product or service or whether firms are planning to launch something new.
There is no substitution for “getting it from horse’s mouth” When you talk to
your client directly, to increase your odds for achieving success you “mistake-
proof” your decisions and work on what really matters. When you routinely ask
the clients for feedback and involve them in business, they, in turn, become
committed to the success of your business.
Why is client satisfaction important?

Client satisfaction is important because it means your client base likes what you
are doing. Research shows that client satisfaction leads to greater client
retention, higher lifetime value and a stronger brand reputation. It’s much easier
to forget about a customer as soon as they leave your store or click away from
your website. So why should we take the time to follow up with our customers
and focus on their satisfaction levels? Here are some of the key reasons why
measuring customer satisfaction and striving to improve it are so important.

5 reasons client satisfaction is important

 Client loyalty
 Client satisfaction measurement
 Repeat purchases
 Client lifetime value
 New client acquisition

1. It drives client loyalty

Satisfied clients tend to share their positive experiences with friends and family.
But the opposite is also true: An unhappy client tells more people about their
negative experiences than a happy client does.

Social media makes social proof more powerful than ever before, with 79
percent of people in the United States using social media to connect and share
their experiences. Today, a client can easily share feedback on a bad experience
with millions of people with a single click (so make sure that review is going to
be a positive one).
You are more likely to gain positive referrals if you use client feedback to
prioritise top-of-the-line service. For example, our report found that 89 percent
of people think quick responses are important when deciding which company to
buy from. If you want to improve your company’s response time to support that
data, you might incorporate AI technology, like our AI-powered Answer Bot, to
send prompt responses.

2. Client satisfaction metrics reflect your support team's performance

Client satisfaction benchmarks and metrics do not just help you gauge how
happy your audience is—they also tell you how your support team is doing. Use
a variety of team metrics to understand client satisfaction levels:

 Your support team’s initial response time: In our client experience report,
the #1 most frustrating part of bad service was long wait times. Faster
support team response times not only lower client frustration, but also
give you a measure of your team’s speed and efficiency.
 The length of time it takes your team to resolve a client issue: If it is
taking your team hours to resolve issues that could be dealt with quickly,
it might be time to tweak your internal processes. Do not just strive to
respond quickly—resolve quickly, too.
 How many times a ticket or call required a transfer to find a
resolution: Few things are more frustrating than having to wait to be
transferred to a new agent and repeat your issue to get your request
completed. If transfer occurrence drops, client satisfaction should rise.

Considering our study found that the #1 aspect for good client service was quick
issue resolution, your team’s efficiency in these areas says a lot about client
satisfaction. Our built-in analytics function is a great way to observe how well
your support team serves clients historically and in real time. With the help of
AI, teams can even predict client satisfaction during a conversation—before a

3. It encourages repeat purchases

A satisfied client is a loyal client, who will stick with your company year after
year. So, how do you get those repeat clients? By hitting your client support
efforts out of the park

How do you know if your client service is driving client loyalty? There are two
different ways to answer this question. The first is to directly poll clients using
a net promoter score survey, or to ask questions like:

 “Would you speak to your friend about our brand?”

 “How often do you speak to your friends about our brand?”

These questions can shed some light on clients’ likelihood of being brand
ambassadors.

The second method is to observe client behaviour. For example, you can
track repeat purchases with loyalty programs and referral posts for your
business on social media. Reading conversations in your community forum can
also give you insight into how clients feel about their experience with your
product or service.

4. It increases client lifetime value

75 percent of clients are willing to spend more to buy from companies that give
them a good client experience, according to our Trends Report. Satisfied clients
are not only more likely to remain loyal and less likely to churn, they are also
more likely to spend more money with your business. In fact, during the first 6
months of the COVID-19 pandemic, those companies that had the highest
CSAT scores were 8.7x more likely to have significantly grown client spend.

5. It boosts new client acquisition

At the onset of the pandemic, companies with the most satisfied clients were
also 3.3x more likely to have grown their client bases. Client service is not just
important for supporting existing clients, it is also key to bringing in potential
clients and supporting them when they reach out. If a prospect does not have a
positive experience when they interact with your support team, they will be less
likely to purchase. The main difference between service today and service 10
years ago is that clients expect premium service to be built-in from the first
sales or marketing interaction and carry through to the moment they ask for
help, post-purchase and back again. To position themselves for success,
businesses must integrate service into the journey at every interaction point.

Why Organizations Focus on Client Satisfaction

Businesses monitor client satisfaction in order to determine how to increase
their client base, client loyalty, revenue, profits, market share and survival.
Although greater profit is the primary driver, exemplary businesses focus on the
client and his/her experience with the organization. They work to make their
clients happy and see client satisfaction as the key to survival and profit. Client
satisfaction in turn hinges on the quality and effects of their experiences and the
goods or services they receive.
Client Satisfaction Measurement: -
A basic and effective base line client satisfaction survey program should focus
on measuring client perceptions of how will the company delivers on the critical
success factors and dimensions of the business as defined by the clients:
For example:
 Service Promptness
 Courtesy of Staff
 Responsiveness
 Understanding the client problem, etc.

The findings of the company performance should be analyzed both with all
clients and by key segments of the client population. The essential starting point
for Client Satisfaction Measurement (CMS) is exploratory research. Since
satisfaction is about an organization’s ability. To meet client requirement, one
has to start by clarifying with clients exactly what those requirements are. This
is done through exploratory research using focus groups or one to one depth
interviews.
Two main factors determine the accuracy of CMS. The first is the asking the
right question and the second is the asking them to the right people sample of
clients which accurately reflects the client base.
Three things decide the accuracy of a sample. They are:
 It must be representative.
 It must be randomly selected.
 It must be adequate enough.
Measuring client satisfaction

Organizations need to retain existing clients while targeting non-clients.

Measuring client satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.

Client satisfaction is an abstract concept and the actual manifestation of the state
of satisfaction will vary from person to person and product/service to
product/service. The state of satisfaction depends on a number of both
psychological and physical variables which correlate with satisfaction
behaviours such as return and recommend rate. The level of satisfaction can
also vary depending on other factors the client, such as other products against
which the client can compare the organization's products.

Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and
1988 delivered SERVQUAL which provides the basis for the measurement of
client satisfaction with a service by using the gap between the client's
expectation of performance and their perceived experience of performance. This
provides the researcher with a satisfaction "gap" which is semi-quantitative in
nature. Cronin and Taylor extended the disconfirmation theory by combining
the "gap" described by Parasuraman, Zenithal and Berry as two different
measures (perception and expectation) into a single measurement of
performance relative to expectation.

The usual measures of client satisfaction involve a survey with a set of

statements using a Linker Technique or scale. The client is asked to evaluate
each statement in terms of their perception and expectation of performance of
the service being measured.
Improving Client Satisfaction

To improve client satisfaction, follow these steps:

Collect client feedback: To better understand your clients' needs, you need to
listen to them. And know what your clients want. By using surveys, you can
measure client satisfaction and discover what product improvements your
clients request.

Turn client feedback into action: Now that you know what your clients want,
it's time to turn their feedback into action. For example, if a client said your
onboarding sessions are not helpful, it's worth working with your team to
improve them.

Improve your product or service: You should constantly strive to improve

your product or service based on client feedback. For instance, if the client
requests feature you can't yet deliver, always update them on the progress.
This lets you keep client satisfaction levels high.

Follow up with your clients: Have you made an improvement based on what
your client has told you? Follow up with the client to let them know about it.
Keeping your clients in the loop shows that your business values client
feedback.

Client Satisfaction Surveys:

Surveys and questionnaires are the most common marketing research methods.
Typically, they are used to:
  Assess the level of client satisfaction with a particular product, service or
experience
 Identify factors that contribute to client satisfaction and dissatisfaction;
 Determine the current status or situation of a product or service;
 Compare and rank providers;
 Estimate the distribution of characteristics in a potential client population;
or
 Help establish client service standards.

Benefits and Challenges:

Surveys allow an organization to quickly capture vital information with
relatively little expense and effort. A primary advantage of this method is its
directness: “the purpose is clear and the responses straightforward.”
Additionally, the information gathered by surveys can easily be analysed and
used to identify trends over time. The public views consumer product polls and
pollsters in a generally positive manner compared to political and other polls.
One study found that at least sixty percent of the public feels that market
research about products and services has a positive impact on society. Seventy
percent consider the people who conduct such surveys to have positive impacts
on society.
A major disadvantage of client surveys is that the responses may be influenced
by the measurement itself through various forms of bias. For example, most
surveys are voluntary, and some researchers have found differences between
survey respondents and non-respondents. People who respond to surveys
answer questions differently than those who do not respond, and late responders
answer differently than early responders.
 Literature Review

HOM WILLARD (2000) discussed how California community colleges can

incorporate client satisfaction models and theories from business to better serve
students. Emphasis is given to two levels of client satisfaction: macro- and
micro-models. Macro-models look at how client satisfaction relates to other
elements or priorities of community colleges. They utilize techniques like
comparing standards of performance of various community college services and
products, which can positively or negatively affect client satisfaction. Micro-
models look more directly at different elements of client satisfaction. Seven
micro-models are reviewed in the report: (1) expectations disconfirmation; (2)
perceived performance; (3) norms; (4) multiple process; (5) attribution; (6)
affective; and (7) equity. All seven models rely on feedback and communication
from clients or students in the case of community colleges. The choice of model
determines whether the college may be interested in establishing norms,
affecting student emotions or behaviour, or improving performance. The report
suggests that community college’s view and measure client satisfaction globally
and specifically. The basic goal of using the models is to satisfy students and
provide a high-quality education. (Contains 15 references.) (MKF)
Nigel Hill, John Brierley (2000) discussed how Client satisfaction and loyalty
are key differentiators between the better and poorer performing businesses
in most markets. Satisfaction drives loyalty and loyalty drives business
performance. This new edition of How to Measure Client Satisfaction takes
readers step-by-step through designing and implementing a CSM survey,
highlighting blunders that are commonly made and explaining how to make
sure that the measures produced are accurate and credible. It also covers
ways of gaining understanding and ownership of the CSM programme
throughout the organization and clarifies the business case for client
satisfaction. If you are committed to the future of your company, the ability
to measure what your clients think of you is essential - and so is this book!

Richard L. Oliver (2014)discussed how the concept of client satisfaction is

reviewed from a theory-based applied perspective based on a large body of
work in the academic community that has only recently found its way into non-
academic surveys. Although other conceptualizations have been suggested, the
expectancy disconfirmation with performance model is used here as a guiding
framework wherein satisfaction is viewed as an end-state with distinct
antecedents. Each of the focal determinants, namely expectations, performance,
and subjective disconfirmation, is defined, explained from a conceptual
perspective, and suggested as to how they might be used in satisfaction studies.
Additionally, a number of issues facing satisfaction researchers are explored
and resolved throughout the discussion.

Joan O. Fredericks and James M. Salter, II discussed how companies looking to

build client loyalty need to reach beyond satisfying their clients and improve the
value of their products to their clients. To increase client loyalty companies
must create relationships with their clients. Improving value requires companies
review their prices, product quality, service quality, and company image in
comparison to their competitors.

Sunil Mithas smithas, M.S. Krishnan mskrish , and Claes Fornell

(2018)discussed how this his research evaluates the effect of client relationship
management (CRM) on client knowledge and client satisfaction. An analysis of
archival data for a cross-section of U.S. firms shows that the use of CRM
applications is positively associated with improved client knowledge and
improved client satisfaction. This article also shows that gains in client
knowledge are enhanced when firms share their client-related information with
their supply chain partners.

Ursula Schneider Janet McColl-Kennedy (2010) discussed how this paper seeks
to challenge researchers and business organizations to think about the measures
they are using in their attempt to measure client satisfaction and any subsequent
decision-making and actions that may result. Specifically, the paper endeavours
to raise awareness of the difficulties involved in measuring client satisfaction
and of using these measures for decision-making. The assumption associated
with the measurement instrument and the methods of survey, together with the
advantages and disadvantages of standardized vs customized instruments are
explored. Next, the partially contradictory objectives of research and business
and the frequent necessity of making trade-offs are discussed. In conclusion, the
paper offers suggestions regarding what we can do in terms of client satisfaction
measurement. Firstly, we should see the procedure of measurement of client
satisfaction as no neutral act but as an intervention which affects subsequent
interaction with our clients. Secondly, we should always remember that as
organizations we are trying to nurture relations with our clients, not merely to
measure and document what we have found in our research. Thirdly, we should
be prudent in our use of measures and use these as yardsticks in a learning
process. Finally, we should remember that we need standardized and repeated
measures for statistical analysis but that this may not be valued by business
organizations.
Mohamed Zairi (2000) says that Client satisfaction is perhaps one of the most
talked about challenges of organisations, both in the public and private sectors.
Indeed, this represents every organisation’s sole purpose, is at the heart of every
mission statement, and is the ultimate goal of any strategies put in place. As
such, this paper in continuation of the Best Practice series being so far covered,
seeks to present this prominent topic as a total concept which encapsulates not
only the measurement aspects of client satisfaction per se but rather as a long‐
term pursuit of improvement, a culture change that can yield to competitive
outcomes of the highest order. The paper includes some examples of best
practice applications and concludes with a proposed audit tool that can help
organisations assess their current approaches to client satisfaction and thereby
put forward targets and actions for improvement.

Yoshio Kondo (2007) Client satisfaction is the final target of total quality
management, and many attempts have been made at its measurement. At the
same time, we should note that there are always plural kinds of clients viewing
quality from different perspectives and that the expression of ‘no client
dissatisfaction’ is not necessarily equal to ‘client satisfaction’. Of the two kinds
of quality, must be quality and attractive quality, the latter is usually more
important for satisfying clients. The hypothesis-testing approach is effective in
the market survey of attractive quality. Attractive quality is of subjective
character, and it easily tends to become surplus. However, it is important to note
that the quality that tends to appear excessive to the manufacturer but is strongly
demanded by the client can be the key to superior new technology and excellent
quality products. So, they should be regarded not as surplus quality but as
attractive quality. Employee satisfaction of intrinsic and spiritual character is
the source of excellent quality and client satisfaction. Leaders and managers
should respond positively and encourage the employees' opinions.
Xueming Luo and Christian Homburg (2018) discussed how Although there is
significant evidence that client satisfaction is an important driver of firm
profitability, extant literature has largely neglected two intermediate outcomes
of client satisfaction, namely, a firm's advertising and promotion efficiency and
its human capital performance. On the basis of longitudinal analyses of large-
scale secondary data from multiple sources, the authors find that client
satisfaction boosts the efficiency of future advertising and promotion
investments. This finding can be explained by the possibility that client
satisfaction generates free word-of-mouth advertising and saves subsequent
marketing costs. In addition, client satisfaction has a positive influence on a
company's excellence in human capital (employee talent and manager
superiority). This finding is highly novel, indicating that human resources
managers should have a strong interest in client satisfaction as well. Finally, the
authors investigate the moderating influence of market concentration on both
relationships. The uncovered results have important implications for marketers
in their dialogue with financial executives and human resources managers.

Muzammil Hanif (2010) discussed how research study has shown that
independent variables that are client services and price fairness play a very
important role in making client satisfied. Each independent variable not only
influences dependent variable but complement each other as well. Client
satisfaction is very important as satisfied client would add value to the brand
and spread a positive word of mouth and help in making good reputation of
brand. Satisfied clients would be able to make long term profitable relationship
with brand. There is significant effect of price fairness on client satisfaction. If
tariff rates charged are fair and affordable to clients then they use telecom
services of that brand for longer period of time which consistently satisfy their
all-communication needs. Similarly, if clients are provided with good services
such as courteous behaviour of sales person or complaint officer then they feel
emotional attachment with their brand of cellular company. Similarly, if their
complaints are solved promptly and commitments are fulfilled then it would
provide a sense of belongingness to the brand. It can be concluded that if any
firm wants to be successful over longer period of time then it has to make its
clients satisfied through charging fair tariffs and memorable client services so
that they can reign over the market

Harkiranpal Singh (2006) discussed how to be successful, organizations must

look into the needs and wants of their clients. That is the reason why many
researchers and academicians have continuously emphasized on the importance
of client satisfaction, loyalty and retention. Client satisfaction is important
because many researches have shown that client satisfaction has a positive
effect on an organisation’s profitability. Due to this, the consequences of client
satisfaction and dissatisfaction must be considered. There is also a positive
connection between client satisfaction, loyalty and retention. Therefore, client
satisfaction, loyalty and retention are all very important for an organization to
be successful.

Prof. Dr. Felix C. Brodbeck (2018) discussed how in this meta-analysis, we

summarized the empirical research on expectancy disconfirmation theory. We
conclude that consumers assimilate consumer satisfaction ratings toward their
expectations and that perceived disconfirmation and satisfaction are closely
related concepts. We further found that the positive relationship between
performance expectations and satisfaction was stronger for services than for
products and that directly measured disconfirmation is more closely related to
satisfaction than is disconfirmation operationalized with difference scores.
Although future research is needed to further clarify the role of performance
expectations and their disconfirmation for consumer satisfaction, our results
suggest that marketers can profit from the assimilation effect by overstating the
performance of their products and services

Darwin Lie, Acai Sudirman (2019) discussed how the results of hypothesis
testing indicate that service quality has a positive but not significant effect on
client satisfaction. Meanwhile, the price has a negative but not significant effect
on client satisfaction. Furthermore, consumer trust has a positive and significant
influence on client satisfaction. Service quality has a positive and not significant
influence on consumer loyalty. Then, price and consumer trust have a positive
and significant influence on consumer loyalty. Satisfaction mediates the
relationship between service quality and consumer trust to consumer loyalty. As
for the relationship of price to consumer loyalty, client satisfaction cannot
mediate.

Muath Alkhurshan, Husam Rjoub (2020) discussed how this study investigated
the impact of service quality, intimacy, trust, and playfulness on client loyalty.
The integrated variables were investigated alongside their effect on client
loyalty. Variance-based structural equation modelling with PLS (PLS-SEM)
was selected to assess the proposed hypotheses, with the analysis sample of the
study including 627 questionnaires distributed to the sampled subjects. The
positive effect of service quality, playfulness, intimacy, trust, and satisfaction
was found, and a statistically significant impact was shown of switching barriers
and trust on client loyalty. Contrastingly, the results found no significant effect
of client satisfaction on client loyalty. Our study offers a deeper understanding
of some of the most important factors concerning client satisfaction and loyalty
and the effect of these factors on increasing market share and competitive
advantage. The research goal of this paper is to examine the impact of service
quality on business competitiveness. Enterprises need to understand what
service quality is and how it will help provide a great competitive advantage,
e.g., how service quality models could allow managers to identify where
problems with quality lie. This will help managers determine where to improve
the efficiency and profitability of the overall performance of the enterprise. For
service industries, service quality increases competitive advantage and long-
term profitability. Service quality will help organizations compete efficiently
and differentiate themselves from other enterprises striving to achieve the same
goals. For this and other reasons, service quality should be seen as critically
important for businesses.

Vu Minh Ngo (2004) This paper reviews the research on how to measure the
level of CS, and classify research articles according to their approaches and
methodologies. This paper also tries to supply some insights about the state of
measuring CS in Vietnam. The main objective is to provide a conceptual basic
to understand existing methodologies used for measuring CS. A total of 103
articles from more than 50 journals and international conferences are reviewed.
A number of important methodologies used for measuring CS are defined and
classified into two different approaches based on their nature. Another
important contribution of this study is to suggest some criteria which should be
considered to make CS measurement as a leading indicator of the financial
performance. This paper can be helpful for managers to gain basic conceptual
ideas of the methodologies used for measuring CS and also the criteria which
make CS measurements more likely as a driver of financial performance when
they are satisfied.

G. Ronald Gilbert identifies (2005) discussed how two empirically derived

measures of internal customer support used to assess team effectiveness from
the perspective of the team’s internal customers. The measures, personal service
and technical competence, are based on analysis of the responses of 465
individuals representing 150 internal customer teams. When compared, the
expected (self) ratings of the members of internal intact work teams were more
positive than those ratings actually attributed to them by their internal
customers. The findings reveal members of work teams tend to overestimate the
effectiveness of their team’s performance when compared with the ratings the
same teams receive from their internal customers. The measurement of internal
customer satisfaction is a tool that can be a useful aid for managers of service
quality and their work teams to help them more accurately measure the
effectiveness of their units.

Christian Homburg , Nicole Koschate and Wayne D. Hoyer 2018

discussed how despite the strong recognition that customer satisfaction should
be viewed from a dynamic perspective, little is known about how the
satisfaction judgment develops over time. Therefore, this study provides a
dynamic analysis of the simultaneous influence of cognition and affect in the
satisfaction formation process. The results of an experimental study based on a
real consumption experience indicate that the impact of cognition on the
satisfaction evaluation increases and the influence of affect decreases over time.
Moreover, these effects are attenuated with inconsistent performance
experiences. Finally, the study shows that the variance in customer satisfaction
jointly explained by cognition and affect increases as experience accumulates.
 CHAPTER -4

RESEARCH METHODOLOGY

Research in a common parlance refers to a search for knowledge. One can also
define research as a scientific and systematic search for pertinent information on
a specific topic. Research is an art of scientific investigation. Research is an
academic activity and as such the term should be used in a technical sense. the
term research refers to systematic method consist of enunciating the problem,
formulating a hypothesis, collecting the data, analysis the facts and reaching
certain conclusion either in a form of solution towards the concerned problem or
in certain generalization for some theoretical formulation. The system of
collecting data for research projects is known as research methodology.
Research Methodology represents the design of the research work

4.1 Objective
  To investigate satisfaction level of clients towards service offered by
Hello Excellence Consulting.
 To identify difficulties faced by clients towards workshops conducted by
Hello Excellence Consulting.

4.2 RESEARCH DESIGN

A research design also called a research strategy, is a plan to answer a set of
questions. It is a framework that includes the methods and procedures to collect,
analyze, and interpret data. In other words, the research design describes how
the researcher will investigate the central problem of the research and is, thus
part of the research proposal

Following are the types of research:

Exploratory Research
Exploratory research is an important part of any marketing or business strategy.
Its focus is on the discovery of ideas and insights as opposed to collecting
statistically accurate data. That is why exploratory research is best suited as the
beginning of your total research plan. It is most commonly used for further
defining company issues, areas for potential growth, alternative courses of
action, and prioritizing areas that require statistical research.
Descriptive Research
Descriptive Research takes up the bulk of online surveying and is considered
conclusive in nature due to its quantitative nature. Unlike exploratory research,
descriptive research is pre-planned and structured in design so the information
collected can be statistically inferred on a population. The main idea behind
using this type of research is to better define an opinion, attitude, or behaviour
held by a group of people on a given subject. Consider your everyday multiple-
choice question. Since there are predefined categories, a respondent must
choose from, it is considered descriptive research. These questions will not give
the unique insights on the issues like exploratory research would.
Causal research
Like descriptive research, causal research is quantitative in nature as well as
preplanned and structured in design. For this reason, it is also considered
conclusive research. Causal research differs in its attempt to explain the cause-
and-effect relationship between variables. This is opposed to the observational
style of descriptive research, because it attempts to decipher whether a
relationship is causal through experimentation.

In this project, descriptive Research has been used.

Data Collection

Data collection is a process of gathering information from all the relevant

sources to find a solution to the research problem. It helps to evaluate the
outcome of the problem. The data collection methods allow a person to
conclude an answer to the relevant question.

Sample

A sample is a group of people, objects, or items that are taken from a larger
population for measurement. The sample should be representative of the
population to ensure that we can generalise the findings from the research
sample to the population as a whole.

Sample Unit
A sampling unit is one of the units into which an aggregate is divided for the
purpose of sampling, each unit being regarded as individual and indivisible
when the selection is made.

4.3 Methods of Data Collection

The process of gathering and analysing accurate data from various sources to
find answers to research problems, trends and probabilities, etc., to evaluate
possible outcomes is Known as Data Collection.
There are Two Methods of Collecting the Data: -
Primary Data
As the name implies, this is original, first-hand data collected by the data
researchers. This process is the initial information gathering step, performed
before anyone carries out any further or related research. Primary data results
are highly accurate provided the researcher collects the information. However,
there’s a downside, as first-hand research is potentially time-consuming and
expensive.

Secondary Data
Secondary data is second-hand data collected by other parties and already
having undergone statistical analysis. This data is either information that the
researcher has tasked other people to collect or information the researcher has
looked up. Simply put, it’s second-hand information. Although it’s easier and
cheaper to obtain than primary information, secondary information raises
concerns regarding accuracy and authenticity. Quantitative data makes up a
majority of secondary data.
 In This Project Both Primary and Secondary Data Have Been Used.

I. Sample Unit: We will collect data from company managers to whom the
workshops are provided to know how much satisfied they are from Hello
Excellence Consulting’s services.

II. Sample size: The sample size is 10.

III. Data Analysis Method- Pie charts

LIMITATIONS

 The study was done for a short period of time, which might not hold true
in a long run.
 The study is only limited to limited areas of Delhi and NCR.
 Sample size was small.
 The respondents were reluctant to answer.
 CHAPTER 5
DATA ANALYSIS AND INTERPRETATION

Ques1. Have you observed any behavioural change in the people around you
after organising workshops in the company which are conducted by Hello
Excellence Consulting?
Table-5.1: Behavioural change
Options No. of respondents Percentage of
Respondents
Yes 7 70%
No 1 10%
Not sure 2 20%
Total 10 100%

Fig-5.1: Behavioural change

Interpretation: The survey suggests that it was observed that there are 70%
said that they saw behavioural change in the in the people around them, 20%
respondents have said that they are not sure about it, whereas the rest 10%
respondents have said that they have saw no change.
Ques2. Does your organisation productivity improved due to Hello Excellence’s
individual coaching and workshops?

Response No. of Percentage of

respondents Respondents
Productivity has gone down 0 0%
because of the workshops
Productivity has not changed 4 40%
because of the workshops
Productivity has slightly 2 20%
improved because of the
workshops
Productivity has 4 40%
significantly improved
because of the workshops
Total 10 100%
Table-5.2: Improvement in Productivity

Fig-5.2: Improvement in Productivity

Interpretation: The survey suggests that it was observed that there are 40%
respondents said that they saw a significant improvement in the productivity of
organisation, 20% respondents have said that they saw a slight improvement in
the productivity of organisation whereas the rest 40% respondents have said that
they have saw no change in the productivity of organisation.
Q3. Is the information being presented in workshops new to you?

Table-5.3: Information
Response No. of respondents Percentage of
Respondents
Yes 9 90%
No 0 0%
Not sure 1 10%
Total 10 100%

Fig-5.3: Information

Interpretation: The survey suggests that it was observed that there are 90%
respondents said that the information presented in workshop is new to them,
10% respondent have said that he/she was not sure that the information
presented in workshop is new to them.
Q4. Do you think it’s worth investing your time in the Hello Excellence’s
workshops?

Table-5.4: worth to invest time

Response No. of respondents Percentage of
Respondents
Yes 7 70%
No 1 10%
Not sure 2 20%
Total 10 100%

Fig-5.4: worth to invest time

Interpretation: The survey suggests that it was observed that there are 70%
respondents said that investing their time in workshops is worth it to them, 10%
respondent have said that investing their time in workshops is worth it to them
whereas remaining 20% were not sure about that Investing their time in
workshops is worth it to them.
Q5. Would you recommend Hello Excellence’s trainings to others outside of the
company?
Table-5.5: Recommendation
Response No. of respondents Percentage of
Respondents
Yes 8 80%
No 1 10%
May be 1 10%
Total 10 100%

Fig-5.5: Recommendation

Interpretation: The survey suggests that it was observed that there are 80%
respondents said that they will recommend about the training outside the
company, 10% respondent said that they will not recommend about the training
outside the company whereas remaining 10% were not sure about that they will
not recommend about the training outside the company.
Q6. Do you see any improvement in your employee’s performance?

Table-5.6: Improvement in employee’s performance

Response No. of respondents Percentage of
Respondents
Yes 7 70%
No 1 10%
Not sure 2 20%
Total 10 100%

Fig.5-6: Improvement in employee’s performance

Interpretation: The survey suggests that it was observed that there are 70%
respondents said that they saw improvement in your employee’s performance,
10% respondent said that they saw improvement in your employee’s
performance whereas remaining 20% were not sure about that they saw
improvement in your employee’s performance.
Q7. Were the arrangements made during the workshop satisfactory?
Table-5.7: Arrangements of workshop
Response No. of respondents Percentage of
Respondents
Yes 8 80%
No 1 10%
Not Sure 1 10%
Total 10 100%

Fig-5.7: Arrangements of workshop

Interpretation: The survey suggests that it was observed that there are 80%
respondents were satisfied with arrangements of workshops, 10% respondent
were not satisfied with arrangements of workshops whereas 10% were not sure
about that they were satisfied with arrangements of workshop.
Q8. How professionally workshop is presented?

Table-5.8: Professionalism of workshop

Scale No. of respondents Percentage of
Respondents
very professional 4 40%
professional 3 30%
quite professional 2 20%
rather unprofessional 1 10%
unprofessional 0 0%
Total 10 100%

Fig.5.8: Professionalism of workshop

Interpretation: 90% of the respondents said that the workshops is provided

very professionally whereas 10% of the respondents said that the workshops is
rather unprofessional.
Q9. Would you like to conduct more sessions with Hello Excellence
Consulting?

Table-5.9: More sessions

Response No. of respondents Percentage of
Respondents
Yes 7 70%
No 1 10%
May be 2 20%
Total 10 100%

Fig-5.9: More sessions

Interpretation: The survey suggests that it was observed that there are 70%
respondents said that they would like to conduct mor sessions, 10% respondent
said that they don’t want to conduct more sessions whereas remaining 20%
were not sure about that they want to conduct more sessions.
Q10. Do you think Hello Excellence’s workshops are worth to
invest(monetary)?

Table-5.10: Worth investing in workshop

Response No. of respondents Percentage of
Respondents
Yes 6 60%
No 0 0%
Not sure 4 40%
Total 10 100%

Fig-5.10: Worth investing in workshop

Interpretation: The survey suggests that it was observed that there are 60%
respondents said that investing their money in workshops is worth it to them,
whereas remaining 40% were not sure about that Investing their money in
workshops is worth it to them.
Q11.What do you think about the duration of the workshops conducted by Hello
Excellence Consulting?

Table-5.11: Time duration of workshop

Response No. of Percentage of
respondents Respondents

Reasonable 8 80%

Long duration 1 10%

Short duration 1 10%

Total 10 100%

10%
10%

80%

Reasonable Long duration Short duration

Fig-5.11: Time duration workshop

Interpretation-: The survey suggests that it was observed that there are 80%
respondents said that the duration of workshop was reasonable,10% respondents
said that the duration of workshop was long, whereas remaining 10%
respondents said the duration of workshop was short.
Q12.How do you find the behaviour of trainer.

Table-5.12: Behaviour of trainer

Response No. of respondents Percentage of

Respondents

Good 8 80%

Bad 2 20%

Total 10 100%

20%

80%

Good Bad

Fig-512: Behaviour of trainer

Interpretation-: The survey suggests that it was observed that there are 80%
respondents found the behaviour of trainer was good, whereas 20% respondents
said that the behaviour of trainer was bad.
Q13.How satisfied you are with services of the Hello Excellence Consulting?

Table-5.13: satisfaction

Scale No. of respondents Percentage of

Respondents
Highly satisfied 4 40%
Satisfied 3 30%
Not satisfied/Not 2 20%
dissatisfied
Dissatisfied 1 10%
Highly dissatisfied 0 0%
Total 10 100%

dissatisfied
10%

not satisfied /not dissatisfied Highly satisfied

30% 50%

Satisfied
10%

Fig-5.13: satisfaction
Interpretation-: The survey suggests that it was observed that there are 70%
respondents are satisfied with the services, 20% respondents said that they are
not satisfied neither dissatisfied with services, whereas remaining 10% are not
satisfied with service
Q14. Which format helps you navigate your professional challenges better?

Table-5.14 (Format of workshop)

Response No. of respondents Percentage of

Respondents

Group Workshops 8 80%

Individual coaching 2 20%

Total 10 100%

40%

60%

Group Workshops Individual coaching

Fig-5.14 (Format of workshop)

Interpretation-: The survey suggests that it was observed that there are 60%
respondents found group workshops helpful, whereas remaining 40%
respondents said that they found individual coaching more helpful.

CHAPTER -6
FINDINGS

 The survey suggests that it was observed that there are 70% said that they
saw behavioural change in the in the people around them, 20%
respondents have said that they are not sure about it, whereas the rest
10% respondents have said that they have saw no change

 The survey suggests that it was observed that there are 60% respondents
said that investing their money in workshops is worth it to them, whereas
remaining 40% were not sure about that Investing their money in
workshops is worth it to them.

 The survey suggests that it was observed that there are 70% respondents
said that they would like to conduct more sessions, 10% respondent said
that they don’t want to conduct more sessions whereas remaining 20%
were not sure about that they want to conduct more sessions

 90% of the respondents said that the workshops are provided very
professionally whereas 10% of the respondents said that the workshops
are rather unprofessional.
 The survey suggests that it was observed that there are 80% respondents
were satisfied with arrangements of workshops, 10% respondent were not
satisfied with arrangements of workshops whereas 10% were not sure
about that they were satisfied with arrangements of workshop.

 The survey suggests that it was observed that there are 70% respondents
said that they saw improvement in your employee’s performance, 10%
respondent said that they saw improvement in your employee’s
performance whereas remaining 20% were not sure about that they saw
improvement in your employee’s performance.

 The survey suggests that it was observed that there are 80% respondents
said that they will recommend about the training outside the company,
10% respondent said that they will not recommend about the training
outside the company whereas remaining 10% were not sure about that
they will not recommend about the training outside the company.

 The survey suggests that it was observed that there are 70% respondents
said that investing their time in workshops is worth it to them, 10%
respondent have said that investing their time in workshops is worth it to
them whereas remaining 20% were not sure about that Investing their
time in workshops is worth it to them.
 The survey suggests that it was observed that there are 90% respondents
said that the information presented in workshop is new to them, 10%
respondent have said that he/she was not sure that the information
presented in workshop is new to them.
  The survey suggests that it was observed that there are 40% of
respondents said that they saw a significant improvement in the
productivity of organisation, 20% respondents have said that they saw a
slight improvement in the productivity of organisation whereas the rest
40% of respondents have said that they have saw no change in the
productivity of organisation.

CHAPTER-7

CONCLUSION

The study aimed to understand the client satisfaction towards services offered
by Hello Excellence Consulting. To collect data, I took feedback from
Managers of Company to whom services was delivered. My findings showed
that the clients had a great satisfaction level with the services of Hello
Excellence Consulting. Many clients said that they would like to do more
session with us in future as well. Clients find that their employees performance
gets improved after the sessions and workshops. Some respondents found the
length of workshops a little short, but the length of the workshops is set to be
shorter since Hello Excellence does not want its workshops to feel like long
lectures. Most of respondents also like the behaviour and knowledge of trainer.
Moreover, they were pleased with Hello Excellence's unique training style and
considered it well worth their time and money. Several little problems exist as
well, but they can be fixed by working on them.
 CHAPTER-8

RECOMMENDATIONS & SUGGESTIONS

 Charges of the services may be adjusted as some of the clients are not
satisfied with pricing.

 Use of props will be more prevalent in workshops, since it helps

participants to grasp the concept more easily and it also keeps them from
becoming bored.

 Company should be focus more on sales and marketing.

 New training program should be developed as per the requirements of

clients.

 Workshop instructors should focus on acquiring more knowledge in order

to be able to present more innovative ideas.

 Company should analyse the practices followed by its competitors to gain

more strength in the industry.
 Bibliography

 https://eric.ed.gov/?id=ed463825
 https://www.taylorfrancis.com/books/mono/10.4324/9781315253107/
measure-client-satisfaction-nigel-hill-john-brierley
 https://journals.sagepub.com/doi/abs/10.1509/jmkg.71.2.133
 https://www.researchgate.net/profile/Adnan-Riaz-3/publication/
266888165_Factors_Affecting_Client_Satisfaction/links/
547e9b5c0cf2c1e3d2dc20bc/Factors-Affecting-Client-Satisfaction.pdf
 https://www.sciencedirect.com/science/article/abs/pii/
S0969698919313311
 https://www.tandfonline.com/doi/abs/10.1080/09544120100000009
 https://www.academia.edu/download/61052754/
Jurnal_International_Acai20191028-98696-f4lbhk.pdf
 https://journals.sagepub.com/doi/abs/10.1509/jmkg.2005.69.4.201
 https://pdfs.semanticscholar.org/3b95/
a56f5db3a01b446797ac11844486810105d0.pdf
 https://www.emerald.com/insight/content/doi/
10.1108/09604520010336704/full/html
 https://www.HelloExcellence.com
  MARKETING MANAGEMENT – 10th Edition
Philip Kotler

ANNEXURE

Questionnaire

Q1. Have you observed any behavioural change in the people around you after
organising workshops in the company which are conducted by Hello
Excellence Consulting?

 Yes
 No
 Not Sure

Q2. Does organisation productivity improved due to Hello Excellence’s

individual coaching and workshops?

 productivity has gone down because of the workshops

 productivity has not changed because of the workshops
 productivity has slightly improved because of the workshops
 productivity has significantly improved because of the workshop
Q3. Is the information being presented new to you?
 The information is not new to me
 Some information is new, while some is not
 Most of the information is new to me

Q4. Do you think it’s worth investing your time in the workshops?
 Yes
 No
 Not sure

Q5. Would you recommend these trainings to others outside of the company?
 Yes
 No
 May be

Q6. Do you see any improvement in your employee’s performance?

 Yes
 No
 Not sure

Q7 Were the arrangements made during the workshop satisfactory?

 Yes
 No
 Not Sure
Q8. How professionally workshop is presented?
 very professional
 professional
 quite professional
 rather unprofessional
 unprofessional

Q9. Would you like to conduct more sessions with Hello Excellence
Consulting?

 Yes
 No
 Not Sure

Q10. Do you think our workshops are worth to invest (monetary)?

 Yes
 No
 Not Sure

Q11.What do you think about the duration of the workshops conducted by Hello
Excellence Consulting?

 Reasonable
 Long duration
  Short duration

Q12.How do you find the behaviour of trainer.

 Good
 Bad

Q13.How satisfied you are with services of the Hello Excellence Consulting?

 Highly satisfied
 Satisfied
 Not Satisfied
 Dissatisfied
 Highly Dissatisfied

Q14. Which format helps you navigate your professional challenges better?

 Group workshops
 Individual workshops