“A STUDY ON CUSTOMER SERVICE TOWARDS

V-MART PATNA”

SUMMER INTERNSHIP REPORT

Submitted by
JITENDRA KUMAR
ERP 0181MBA103
MBA III SEM
BATCH 2018-2020

UNDER THE GUIDANCE OF

DR. NOOR MOHAMMAD KHAN
In partial fulfillment for the award of
MASTER OF BUSINESS ADMINISTRATION

DOON BUSINESS SCHOOL

122MI, BEHIND PHARMA CITY, SELAQUI, DEHRADUN
248001, UTTARAKHAND
AFFILIATED TO UTTARAKHAND TECHNICAL UNIVERSITY,
DEHRADUN

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 BONAFIDE CERTIFICATE

This is to certify that the project report A STUDY ON CUSTOMER SERVICE TOWARDS V-
MART PATNA has been prepared out by Mr. JITENDRA KUMAR under my supervision and
guidance. The project report is submitted towards the partial fulfillment of 2 year, full time
Master of Business Administration or Post Graduate Diploma in Management.

Signature of HOD …….

Name of HOD ……….

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 Declaration

I JITENDRA KUMAR Roll no180366500023 student of MBA of Doon Business School,

Dehradun, hereby declare that the project report on A STUDY ON CUSTOMER SERVICE
TOWARDS V-MART DEHRADUN is an original and authenticated work done by me. The
project was of 45 days duration and was completed between.

I further declare that it has not been submitted else where by any other person in any of the

institutes for the award of any degree or diploma.

Name of the student

Date

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 ACKNOWLEDGEMENT

On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards
all the personages who have helped me in this endeavor. Without their active guidance, help,
cooperation & encouragement, I would not have made headway in the project.

I am ineffably indebted to Dr. B. P. Pethiya {Director} for conscientious guidance and

encouragement to accomplish this assignment.

I am extremely thankful and pay my gratitude to my faculty guide DR. NOOR

MOHAMMAD KHAN or his valuable guidance and support on completion of this
project in its presently.

I extend my gratitude to DOON BUSINESS SCHOOL, DEHRADUN for giving me this

opportunity.

I also acknowledge with a deep sense of reverence, my gratitude towards my parents

and member of my family, who has always supported me morally as well as
economically.

At last but not least gratitude goes to all of my friends who directly or indirectly helped
me to complete this project report.

Any omission in this brief acknowledgement does not mean lack of gratitude.

JITENDRA KUMAR

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 CONTENTS

S.No Chapter Page No.

1 INTRODUCTION 6
2 REVIEW OF LITERATURE 28
3 RESEARCH METHODOLOGY 31
4 DATA ANALYSIS & INTERPRETATION 39
5 FINDINGS 50
6 SUGGESTIONS 52
7 CONCLUSION 54
8 BIBLIOGRAPHY 56
9 QUESTIONNAIRE 57

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 INTRODUCTION

Customer service is the support you offer your customers — both before and after they buy and
use your products or services — that helps them have an easy and enjoyable experience with
you. Offering amazing customer service is important if you want to retain customers and grow
your business. Today’s customer service goes far beyond the traditional telephone support agent.
It’s available via email, web, text message, and social media. Many companies also provide self-
service support, so customers can find their own answers at any time day or night. Customer
support is more than just providing answers; it’s an important part of the promise your brand
makes to its customers. Customer service is the provision of service to customers before, during
and after a purchase. The perception of success of such interactions is dependent on employees
"who can adjust themselves to the personality of the guest". [1] Customer service concerns the
priority an organization assigns to customer service relative to components such as product
innovation and pricing. In this sense, an organization that values good customer service may
spend more money in training employees than the average organization or may proactively
interview customers for feedback.

From the point of view of an overall sales process engineering effort, customer service plays an
important role in an organization's ability to generate income and revenue. From that perspective,
customer service should be included as part of an overall approach to systematic improvement.
One good customer service experience can change the entire perception a customer holds
towards the organization.

Why is customer service important to the success of your business?

Customer service is critical to competing effectively.In the past, people chose which companies
they did business with based on price, or the product or service offered, but today the overall
experience is often the driver. “89% of companies now expect to compete mostly on the basis of
customer experience.”

GARTNER RESEARCH

Great customer support drives an amazing customer experience, especially when your support
team moves beyond just reacting to problems and toward anticipating customers' problems.
When support agents are empowered to go above-and-beyond with customers, or have a help

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desk solution that makes it easy for them to upsell or cross-sell relevant services, they can create
winning experiences that help you stand out from the competition

Customer service can have a big impact on your bottom line.

It’s often said that it’s cheaper to keep existing customers than to find new ones. (It’s even been
estimated that acquiring customers costs 6–7x more.) And it’s true: Bad customer service is a key
driver of churn. The U.S. Small Business Administration reports that 68% of customers leave
because they’re upset with the treatment they've received. Don’t let that happen to
you. Prioritizing customer service support helps you attract and retain loyal customers, and can
have a big impact on your company’s bottom line.

Customer service can make or break your reputation.

It’s no surprise that as today’s social, mobile consumers have grown accustomed to getting what
they want, when they want it, their expectations have risen accordingly. In fact, in a recent
poll, 82% of CEOs reported that customer expectations of their companies were “somewhat” or
“much” higher than they were three years ago. What’s more, today’s customers are quick to share
negative experiences online, where they can quickly reach large audiences. It’s more important
than ever to support customers on every channel from day one and establish what good customer
service looks like internally and externally

Support is an integral part of the product experience.

The line between products and services is blurring, and customer experience has become part of
the product or service itself. (Think Amazon Mayday button — it’s a totally seamless way for
customers to get help.) It may seem like only a big technology company thing, but even small
companies are building product into their customer experiences. Some online businesses start by
integrating their support centers into their website’s headers and footers or by adding links to
relevant support articles to specific pages on their site. And many app companies are adding a
way for customers to log tickets within their product experience. In-product support is the wave
of the future for customer service.

Customers are willing to pay more for a better experience.

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Focusing on the customer experience isn’t just the latest trend — it’s also smart business. It turns
out that making every touchpoint great doesn’t just make customers love you; it can also increase
your profits. Surveys have shown that 86% of consumers would pay more for a better customer
experience. You may decide to tier your customer base if some are willing to pay more for
premium experiences, including premium support, early access to features, or other benefits.
Either way, good customer service experiences will benefit your bottom line.

Eight ways to provide excellent customer service.

Since customer service is a key driver of business success, it’s time for businesses to stop
thinking of support as a cost center, and start recognizing customer service for what it is: an
opportunity waiting to happen.

Every person or company will have their own definition of what good customer service means.
No matter how you define it, these eight tried-and-true customer service principles can help you
transform your support operations and deliver the best customer service experience every time.

1. Work as a team

2. Listen and share

3. Friendly, empathetic support

4. Be honest

5. Improve empathy

6. Deep product knowledge

7. Timeliness

8. Identify ways to improve processes

1. SUPPORT CUSTOMERS AS A TEAM.

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Customer service is a team sport — and not just for your customer support team. Accept that
you'll never have a perfect grasp of every issue coming into the support center. Keep up with the
big picture by maintaining open lines of communication with your team. And train every
employee on your help desk software so they can all pitch in during busy times. Sure, you’ll
want to pass highly technical cases to the experts, but everyone needs to be able to help out.
Successful startups can tell you that when everyone spends time on the front lines, it’s easier to
stay aligned around customers and maintain service levels when things get busy

2. LIS TEN TO CUSTOMER S (AND S HAR E THEIR FEEDBA CK).

There's nothing like talking to a support agent who really listens on all cylinders. Take time to
understand issues and how they affect the customer's business. When people know you value
their needs, they're more likely to stay with your brand. Encourage service agents to ask
questions when interacting with customers. The more your agents know about your customers
and their needs, the more of an asset those agents are to both your company and your customers.
Your customer support team can also be an amazing source of product innovation. Some
successful startups have the customer support team present customer feedback at every company
meeting

3. OFFER FRI ENDLY, PERS ON ABLE SERV ICE.

Robots are cool, but people would rarely choose to have a conversation with one. Show
customers you aren't a machine. At the end of the day it's how you make people feel that matters
the most. Don’t be afraid to add personality to your service, and encourage agents to add it to
their emails. Or to fill the quiet time when they need to pull up account information by asking
customers how the weather is or who their favorite sports teams are — basically anything that
adds a personal, friendly face to your support operations

4. BE HON ES T ABOU T WHAT Y OU D ON’T KN OW.

Nobody likes being lied to. A customer can't expect anything more than the truth. When you
maintain an open dialogue and keep your customer informed at all times, you'll earn their
commitment to your business. If your agents aren't sure how to troubleshoot a problem, it's okay
for them to let the customer know they’ll get in touch with the right person and circle back when

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they have an answer. Maintain an open dialogue with your customers and keep them informed at
all times; it’ll earn your customers’ respect and commitment.

5. PRA CTIC E EMPATHY.

Put yourself in the customers' shoes, especially in tough situations. Not only will customers
appreciate it; your empathy will become a competitive advantage. A company cannot be
successful with a culture of apathy. Your service agents especially must master the lost art of
empathy to deliver effective customer service. Ask agents to put themselves in the shoes of the
customer when working on a case. Their empathy will show, and customers will appreciate them
for it.

6. KN OW Y OUR PR OD UCT.

The more your customer support team knows about your product, the better they’ll be at
servicing it. Make training a key part of your customer support operations. Some companies
onboard every new employee — not just their sales reps — with a one-week product boot camp
to ensure they know their products inside and out. Be sure to prepare them for every new release,
too.

7. REMEMBER THAT EVERY SEC OND C OUN TS.

Customers hate to wait. They gain confidence when you respond quickly and solve their
problems for good, and then are more likely to have an ongoing relationship with your brand.

So give your agents the tools they need to support customers as efficiently as possible. After all,
reducing the time it takes to assist a customer directly reduces the time other customers must
wait, too. At the same time, be sure to motivate agents to solve each problem completely; speed
is important, but resolution times should never trump customer satisfaction

8. IMPR OV E AS YOU GO.

Seeing the same issues time and again? It may be that there’s an issue with your product or
service, and you need to alert other teams to fix it. Or it may be a problem with your manuals or
support content. Dig into what's unclear and update your knowledge base or FAQs. By clarifying
your messaging, you can reduce contacts for many repetitive issues and improve customer
satisfaction. Be sure to track any drop in service load and share your results.

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Customer Satisfaction

Customer Satisfaction is the key principle in every organization. Today consumer is looking out
for value for money. The challenge before the marketers is to identify what value would appeal
and convince the customer. Marketers are trying to enhance the concepts of value through unique
delivery methods. Customer satisfaction is a continuous process which does not begin or end
with a purchase. It covers the entire ‘ownership experience from selecting a product, to purchase,
through aftercare to repeat purchase. Customer satisfaction or dissatisfaction is the feeling
derived by the customer when he compares the products actual performance with the
performance that he expects of it. Customers form their expectations on the basis of past buying
experiences, advice of their reference group and the promises of the marketers and their
competitors.

When the product performance matches the expected performance, the customer experiences
satisfaction; when it falls short of the expectation, he experiences dissatisfaction. And when the
performance exceeds expectations, the customer is highly satisfied or delighted. It becomes
easier for a company to serve a delighted customer. As a delighted customer may become loyal,
bringing more business to the firm, he will be less likely to switch to a competitor’s product; and
so, he becomes brand loyal.

Customer satisfaction can be measured using different techniques like questionnaires and direct
interviews. A customer feedback program should be viewed as an operating tool rather than as
market research. Customer satisfaction means giving the customers what they really want, when
they want it and the way they want it. It involves understanding customer expectations and
meeting them fully.It can be defined as” an outcome of purchase and use resulting from the
buyer’s comparison of rewards and the costs of the purchase in relation to the anticipated
consequences.

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

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

 Competitive prices
 Service

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 Whether the buyer is satisfied after purchase depends on the offer’s performance in
relation to the buyer’s expectations.

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

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

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

expectation. If the performance falls short of expectations, the customers, the customer is
dissatisfied. If the performance matches the expectations, the customers are satisfied. If the
performance exceeds expectations, the customers are highly satisfied or delighted.

Many companies are aiming for high satisfaction because customers who are just
satisfied still find it easy to switch when a better comes along. Those who are highly satisfied are
much less ready to switch. High satisfaction or delight creates an emotional bond with the brand,
not just a rational performance. The result is high customer loyalty. Xerox’s senior management
believes that a very satisfied or delighted customer is worth 10 times as much to the company as
a satisfied customer. A very customer is likely to stay with Xerox many more years and buy more
than a satisfied customer will.

There are five major factors, which affected satisfaction

1. Problems Experienced:
2. Service Advisor:
3. Service Performance:
4. Service Timing:
5. Facility Appearance: -

SATISFACTION IN 7 STEPS

1. Encourage Face-to-Face Dealings

This is the most daunting and downright scary part of interacting with a customer. If you're
not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured, though,
it does get easier over time. It's important to meet your customers face to face at least once or
even twice during the course of a project.

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2. Respond to Messages Promptly & Keep Your Clients Informed
This goes without saying really. We all know how annoying it is to wait days for a
response to an email or phone call. It might not always be practical to deal with all customers'
queries within the space of a few hours, but at least email or call them back and let them know
you've received their message and you'll contact them about it as soon as possible. Even if you're
not able to solve a problem right away, let the customer know you're working on it.
3. Be Friendly and Approachable
A fellow Site Pointer once told me that you can hear a smile through the phone. This is
very true. It's very important to be friendly, courteous and to make your clients feel like you're
their friend and you're there to help them out. There will be times when you want to beat your
clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you
keep a clear head, respond to your clients' wishes as best you can, and at all times remain polite
and courteous.
4. Have a Clearly-Defined Customer Service Policy
This may not be too important when you're just starting out, but a clearly defined
customer service policy is going to save you a lot of time and effort in the long run. If a customer
has a problem, what should they do?
If the first option doesn't work then what? Should they contact different people for billing and
technical enquiries? If they're not satisfied with any aspect of your customer service, who should
they tell? There's nothing more annoying for a client than being passed from person to person, or
not knowing who to turn to. So make sure your customer service policy is present on your site --
and anywhere else it may be useful.
5. Attention to Detail

Have you ever received a Happy Birthday email or card from a company you were a
client of? Have you ever had a personalized sign-up confirmation email for a service that you
could tell was typed from scratch? These little niceties can be time consuming and aren't always
cost effective, but remember to do them.
Even if it's as small as sending a Happy Holidays email to all your customers, it's something. It
shows you care; it shows there are real people on the other end of that screen or telephone; and
most importantly, it makes the customer feel welcomed, wanted and valued.

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6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.

7. Honor Your Promises

It's possible this is the most important point in this article. The simple message: when you
promise something, deliver. Clients don't like to be disappointed. Sometimes, something may not
get done, or you might miss a deadline through no fault of your own. Projects can be late,
technology can fail and sub-contractors don't always deliver on time. In this case a quick apology
and assurance it'll be ready ASAP wouldn't go a miss.

CUSTOMER LOYALTY
Obtaining a thorough understanding of customer loyalty is a prerequisite for the
execution of the research at hand. For that, the development of customer loyalty research within
the framework of relationship marketing will be presented first, before different customer loyalty
concepts will be introduced. From these concepts, a definition of customer loyalty for use in this
study will be derived, before both consequences and antecedents of customer loyalty will be
portrayed.
Since the beginning of the 1990s, customer loyalty has gained importance both in
relationship marketing research and in business. In business, this can be attributed to changing
market- and competition-environments. Due to a shift from a sellers’ to a buyers’ market and
because of an increasing degree of globalization, most industries find themselves confronted
with new challenges. In a first phase, firms tried to face these challenges by focusing on their
internal processes and organizational structures, trying to achieve cost reductions by
concentrating on internal improvements. A second phase of external focus followed, where firms
directed attention to their customers, trying to retain existing ones and to win over new ones
(churning). Since “acquiring new customers is much more expensive than keeping them”. And
“loyal customers are the bedrock of any business”. A loyal customer base represents a barrier to
entry, a basis for a price premium, time to respond to competitor innovations, and a bulwark
against deleterious price competition. Loyalty is critical to brand volume, is highly correlated to

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market share, and can be used as the basis of predicting future market share; consequently,
understanding loyalty appears critical to any meaningful analysis of marketing strategy.
In marketing research, two trends mark the development of customer loyalty. While
individual transactions initially were in the center of marketing research, the focus shifted
towards analyzing relationships states that the ‘traditional’ marketing concept of the marketing
mix with its ‘4 Ps’, developed in the middle of the last century, had been the established
approach until the 1990s.
This approach, how-ever, focuses solely on transactions, a deficit tackled by the relationship
marketing approach. At the core of it is the study of relationships between buyers and sellers of
goods or services, in contrast to merely examining transactions. An often cited and
comprehensive definition of relationship marketing is provided “Relationship marketing refers to
all marketing activities directed toward establishing, developing, and maintaining successful
relational exchanges.” Therefore, the relationship marketing approach pro-vides a suitable
environment in which customer loyalty research can be nested.
While the development of relationship marketing began in the early 1970s, it was not
until the late 1980s that works from the ‘Nordic School of Services’. Initiated a paradigm shift
that geared marketing towards the creation, conservation, and extension of buyer-seller
relationships. Although relationship marketing today is widely accepted among marketing
researchers, its promoters do not postulate the replacement of the transactional approach, but
rather juxtapose the two approaches. For example, delineates a strategy continuum, in which
different goods require different degrees of transaction- and relationship-based marketing
strategies. As a result of the focus on relationships in marketing research, customer loyalty
gained importance within research.
Before determining which stream the present study can be associated with, however, it is
important to create a clear understanding of different customer loyalty concepts prevalent in
research. This will be accomplished in the following section.

Customer Loyalty Concepts

Reviewing research, it becomes obvious that the notion of customer loyalty is blurred. At
its core, customer loyalty deals with relationships between suppliers and their customers and can
be distinguished from other loyalty aspects, such as brand loyalty, which refer to a more abstract

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attachment, such as that towards a brand. Within German customer loyalty literature, the notion
of customer loyalty is even more faceted, encompasses both ‘customer loyalty’ and ‘customer
retention’ distinguishes an active, supplier-focused component and a passive, customer focused
component of customer loyalty.
In the supplier-focused perspective, customer loyalty is seen as a bundle of measures that
aim at improving relationships with customers. The supplier is in the center of attention and the
customer is only regarded as the factor at which success of customer loyalty becomes manifest.
Here it becomes clear that this approach contains a conceptual deficit. It is the customer who
eventually decides on whether customer loyalty management is successful or not, because all
activities undertaken by a supplier can only be geared at influencing customers to be loyal. A
customer-focused perspective therefore has to be added to evaluate the success of customer
loyalty management.
Within the customer-focused perspective, customer loyalty is conceptualized taking into account
customers’ complex characteristics. These can either be approached as customers’ directly
observable actions and/or take into account their attitudes and intentions. Since customers’
actions are directly influenced by their attitudes and intentions, it is obvious that these have to be
scrutinized to understand and manage loyalty. A third perspective is a synthesis of the former two
approaches. The relationship-focused perspective directly examines the relationship between
suppliers and customers. Accordingly, the objects of study in this perspective usually are buying
behavior in retail contexts and long-term relationships marked by frequent interaction between
suppliers and buyers in industrial contexts.

Behaviorist customer loyalty concepts

Behaviorist concepts of customer loyalty have been at the core of early marketing
research and focus on customers’ observable behavior, as e.g. in purchasing behavior.
Accordingly, customer loyalty is established, when customers demonstrate consistency in their
choice of supplier or brand. “Hard-core” loyalty, when one product alternative is exclusively
repurchased and of “reinforcing” loyalty, when customers switch among brands but repeat-
purchase one or more alternatives to a significant extent. Similarly, customer loyalty as “the
proportion of times a purchaser chooses the same product or service in a specific category
compared to the total number of purchases made by the purchaser in that category“. Pegging

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customer loyalty to purchasing behavior, however, is very critical; there can be a multitude of
factors affecting purchasing behavior, such as product availability or special deals, which are not
grasped by looking at purchases alone. A main deficit of the behaviorist approach thus is that it
does not look at the drivers’ behind purchasing behavior. Another disadvantage of behaviorist
customer loyalty concepts is their ex-post approach. When loyalty is only expressed through
purchases, information on customers’ actual loyalty status in between purchases is not available.
Consequently, decreasing loyalty is only recognized after it manifests itself through changed
purchasing behavior. Only in relationships with frequent interaction can a supplier integrate
further aspects, such as complaints, into customer loyalty management. The reason, why
behaviorist concepts may still be valuable, is because the measurement of customer loyalty in
this approach does not necessitate involvement by the customer. The assessment of attitudes and
intentions would always imply customers’ cooperation through participation in surveys. By
simply recording purchases, e.g. through delivery records in the industrial context or customer
cards in a consumer context; the assessment of customer loyalty poses little difficulty.
Particularly in areas, where most purchases can be easily ascribed to individual customers, as is
the case with mail-ordering or book-stores on the internet, the behaviorist approach is useful for
identifying different customer groups and their characteristics. Such firms, however, can only
assess purchases of their own products, while purchases of competing products go unnoticed.
Firms can therefore neither draw conclusions about relative changes of purchasing behaviors, nor
evaluate their comparative market position.

Neo-behaviorist customer loyalty concepts

These narrow technical definitions do not adequately capture the richness and depth of
the loyalty construct implicit in a relational framework.” Consequently, neo-behaviorist customer
loyalty concepts start at the shortcomings of the behaviorist approach by examining the causes of
loyalty. As early as 1969, Day concluded that “loyalty should be evaluated with both attitudinal
and behavioral criteria” otherwise accidental repeat-purchases, merely resulting from situational
exigencies, would be regarded as indicators of loyalty. There is no agreement, however, on the
question, whether attitudes are part of customer loyalty or merely an antecedent of it. Some
authors propose that only positive attitude can lead to ‘true’ customer loyalty. If attitude then is a
necessary prerequisite of customer loyalty, some drivers of loyalty cannot be explained.
Transaction cost theory, for instance, provides the concept of asset specificity. Relationship-

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specific investments create economic switching barriers and therefore increase customer loyalty.
However, the mere repeat purchase of goods or services for reasons of economic constraints
would not qualify as loyalty, as positive attitudes are not involved. In order to avoid the outlined
problem, it is useful to abstain from defining positive attitude to be a necessary antecedent of
loyalty. Instead, researchers usually consider intentions and observable behavior to be the
constituting elements of customer loyalty.

Determinants of Customer Loyalty

In order to be able to gear marketing activities towards the creation of customer loyalty, its
determinants and their precise effects have to be known. Accordingly, many researchers have
investigated this topic. In order to gain an overview of the determinants identified in these works,
they can be structured in three dimensions:
(1) Company-related determinants refer to the supplier itself or to the goods or services
offered. It is a prerequisite for the existence of customer loyalty that the offered goods or
services create utility for the customer and that they are available. In this respect, an
assessment is usually performed by examining quality. In order to evaluate the price-
performance ratio, customers will pay attention to prices. Customer loyalty will also be
influenced by the reputation a company has and ultimately by customer loyalty programs
offered.
(2) Relationship-related determinants play a significant role in long-term relationships.
Factors regarding the interaction between supplier and customer, such as relationship
quality, previous experiences, and trust are important. Commitment, which provides evidence
of emotional closeness and moral or normative feelings of obligation, takes a central
role in relationships. Specificity and dependence can lead to economic, psychological and social
switching barriers.
(3) Customer-related determinants are mainly influenced by customers’ characteristics. In
this respect, affect and involvement, and consequently also the importance of the good or service
to the customer, are important.
Addition to the above delineated areas, the effects of the market environment and competition
are researched, as is the link between satisfaction and loyalty, which plays an important role
in the research of customer loyalty and is often placed in one of the three dimensions. However,

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as most other determinants influence satisfaction, it cannot be clearly separated and should
therefore be listed as a distinct category.

OBJECTIVES OF CUSTOMER SATISFACTION PROGRAMME

Our Programs are research based, built on the three corner stone’s of customer satisfaction:
product quality, process and procedural quality, and relationship quality. Our typical program
assesses specific issues under each component, for example:

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

Procedural Quality
• ease of ordering
• accurate fulfillment
• inventory meets needs
• on time delivery
• environmentally friendly packing
• packaged to prevent damage in shipment
• ease of tracking
• appropriate adjustment/return policy
• order-through-delivery process bests competition
Relationship Quality
• product knowledgeable contacts
• knowledgeable about client needs
• communicates at client knowledge level
• one-stop problem resolution

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 • problems solved at the root cause
• legendary customer service benchmarks competition

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

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

It accurately quantifies your competitive strengths and weaknesses from your customers'
perspective. Using the data, it will help you focus strategic efforts to retain and increase market
share. The programs also provide direct measure of the effectiveness of initiatives your
organization has implemented during prior year (after first year's participation). That is, you will
have quantifiable internal benchmarks (in addition to the external competitive benchmarks) on
the repeat annual surveys to judge progress based on actions you have taken during the previous
12 months.

TABLE SHOWING KEY FACTORS FOR CUSTOMER SATISFACTION

COMPANY FUNCTION QUALITY FACTORS

Product
Sales Knowledge

Brochure detail
Marketing Mailing frequently

Order Delivery time

Distribution Order Completeness

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 Problem Response Time
After Sales Time to Resolve

Accuracy
Accounts Problem Response
Courtesy

CUSTOMER CARE AND SALES PROCESSES

Service organizations are particularly dependent on levels ofcustomer care, as the ‘people’
element in the marketing mixreflects. Customer care can play an equally important role,
however,in manufacturing, production and other organizations providinggoods and services. For
customer care programs to be successfulthey need to span the entire organization. Popular
guarantees 100% customer satisfaction and has, over theyears, developeda more conscientious
approach to individualcustomers. There is Customer care training provided. Though thismay
initially be a very lengthy process as the ball starts rollingthrough all sectors of the organization
and costs will grow too, asfurther investment is required to update and maintain the initiativein
the future. To provide an effective customer care services, everyemployee is highly motivated.
There are frequent internal newsletters circulated which strengthens the bond throughout
theorganization. Frequent performance appraisal throughout theorganization is conducted to
evaluate the employees and providecareer developmental opportunities to potential employees.
The customer care program at Popular mainly have six main stages, as follows:

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

2. Current situation analysis: Present industrial trend is observed closely and various
promotional offers are introduced to boost sales if there is a chance for a slump in sales.
Also, a customer service audit is conducted both internally and externally. Monthly sales
targets fixed by the Sales Manager.

3. Strategy development: Develop a strategy for raising levels of bothcustomer service and
sales from the current to the desired standardbased upon any change in trends and the

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 economic conditionsprevailing. Each region is divided into 4 zones. Each zonal level
willbe under the charge of a supervisor under whom there are foursales executives.It is the
duty of these sales executives to generate on fieldenquiriesand to follow up the customers
basedon the appointment fixed.

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

sessions or teambuilding exercise to executethe strategy. Daily, a meeting ofall the staffs at
their respectivebranch is convened. Here they discuss their daily programs andtargets to
meet plus they also discuss about their previous day’swork among the team. They consider
the response of all theindividual customers met.

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

The prospective customers are segregatedand the issues raised by certain customers will
also be addressed.Some customers may not be satisfied with the present offers andprice. In
such cases efforts will be put up to make maximumadjustments and convert it to sales.

6. Monitoring: Results are tested through customer and employeesurveys and evaluation
ofthe training methods is also conducted.The program is improved and updated on a
continuous basis.

HANDLING CUSTOMER COMPLAINTS

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

• Service Content, Delivery or Quality • Response Time

• Documentation • Personnel
• Billing • Communication

• Follow Up • Requests

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

 Focus on the Customer

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If you can’t immediately solve the problem, respond to the customer and identify an “owner”
who will be responsible for final resolution. Complete the communications loop with customer.
If you’ve referred the complaint to others, make sure there’s closure. If you’ve left the customer
hanging without a response, you’ve become part of the problem.

 Focus on the Complaint

Collect all complaints from all external customers and categorize them in a way that allows you
to analyze data to see trends, patterns, concentrations, tendencies, etc.

 Focus on Process Improvement

Use the database of complaints to define processes that are important from the customer’s
perspective and to improve the most critical ones. Based on analysis of the database, make
appropriate investments to prevent issues that result in customer complaints. If you can think of
complaints as useful data for making process improvements in your organization, you will go a
long way towards making changes that will differentiate you and make your work life easier,
more fun, and more responsive to customer needs.

SIX STEPS TO DEALING WITH DIS-SATISFIED CUSTOMERS

1. Listen carefully to what the customer has to say, and let them finish-Don't get defensive.
The customer is not attacking you personally; he or she has a problem and is upset. Repeat back
what you are hearing to show that you have listened.

2. Ask questions in a caring and concerned manner-The more information you can get from
the customer, the better you will understand his or her perspective. I’ve learned it’s easier to ask
questions than to jump to conclusions.

3. Put yourself in their shoes-As a business owner, your goal is to solve the problem, not argue.
The customer needs to feel like you’re on his or her side and that you empathize with the
situation.

4. Apologize without blaming-When a customer senses that you are sincerely sorry, it usually
diffuses the situation. Don't blame another person or department. Just say, "I'm sorry about that.”
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5. Ask the customer, "What would be an acceptable solution to you?"-Whether or not the
customer knows what a good solution would be, I’ve found it’s best to propose one or more
solutions to alleviate his or her pain. Become a partner with the customer in solving the problem.

6. Solve the problem, or find someone who can solve it— quickly!-Research indicates that
customers prefer the person they are speaking with to instantly solve their problem. When
complaints are moved up the chain of command, they become more expensive to handle and
only add to the customer's frustration.

Measuring Customer Satisfaction

Organization are increasingly interested in retaining existing customers while targeting

non-customers; measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace. Customer satisfaction is
an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will
vary from person to person and product/service. The state of satisfaction depends on a number of
both psychological and physical variables which correlate with satisfaction behaviors such as
return and recommend rate. The level of satisfaction can also vary depending on other options
the customer may have and other products against which the customer can compare the
organization’s products. Because satisfaction is basically a psychological state, care should be
taken in the effort of quantitative measurement, although a large quantity of research in this area
has recently been developed. Work done by Berry, Brodeur between 1990 and 1998 [3] defined
ten ‘Quality values’ which influence satisfaction behavior, further expanded by Berry in 2002
and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality,
value, Timeliness, Efficiency, Ease of access, Environment, Inter-departmental Teamwork, Front
line Service Behaviors, Commitment to the customer and Innovation. These factors are
emphasized for continuous improvement and organizational change measurement and most often
utilized to develop the architecture for satisfaction measurement as an integrated model. Work
done by Parasuraman, Zeithaml and Berry between 1985 and 1988 provides the basis for the
measurement of customer satisfaction with a service by using the gap between the customer’s
expectation of performance and their perceived experience of performance. This provides the
measurer with a satisfaction “gap” which is objective and quantitative in nature . work done by

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Cronin and Taylor propose the “confirmation/disconfirmation” theory of combining the “gap”
described by Parasuraman, Zeithaml and Berry as two different measures (perception and
expectation of performance ) into a single measurement of performance according to
expectation. According to Garbrand, customer satisfaction equals perception of performance
divided by expectation of performance. The usual measures of customer satisfaction involve a
survey with a set of statement using a Likert Technique or sale. The customer is asked to
evaluate each statement and in term of their perception and expectation of the performance of the
organization being measured.

COMPANY PROFILE
PROFILE & ORGANIZATION STRUCTURE OF THE COMPANY

V-Mart is a complete family fashion store that provides its customers true value for their money.

We offer our customers a great shopping experience each time they visit V-Mart store by offering
a vast range of products under one roof. Maintaining high standards in quality and design, V-
Mart offers fashion garments at down-to-earth prices and over a period of time has emerged as
the destination of choice for bargain hunters and the fashionable alike.

We primarily operate in tier II & tier III cities with the chain of “Value Retail” departmental
stores. Our stores cater to the needs of the entire family altogether by offering apparels, general
merchandise and kirana goods.

“Price Less Fashion” is the main motto through which we believe in providing the latest trends to
the upwardly mobile Indians at the best possible price.

We have 228 stores across 178 cities in 17 states and union territories, with a total retail area of
1.5 Million sq. ft (1894106 Sq. Ft.). Our stores are located in prime states/cities such as Bihar,
Chandigarh, Gujarat, Haryana, Jammu and Kashmir, Madhya Pradesh, Assam, New Delhi,
Punjab, Rajasthan, Uttarakhand and Uttar Pradesh. We are among the pioneers in setting up

Page 25
modern ambiance stores or large retail malls across various small towns and cities like including
Sultanpur, Ujjain, Motihari and more.

First incorporated as Varin Commercial Private Limited under the Companies Act in 2002 in
West Bengal. Then in 2003, we opened our maiden store in Ahmedabad (Gujarat).

In the Year 2004 we have opened our first store in capital city, New Delhi. Further in 2006 we
have crossed 1 lac sq.ft. retail space and subsequently renamed to V-Mart Retail Private Limited.

In the year of 2008, we hit the base by registering V-Mart Retail as a public limited entity and
also crossed the turnover of 1,000 million INR As the time passes by we took the shape of a
renowned family brand that caters the needs of whole family by offering high quality retail
products. Along with growing customers, we achieved a turnover of over INR 2,000 million in
2011-12 In the Year 2012 we have crossed the retail space of 5 lac Sq. Ft.

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 REVIEW OF LITERATURE
Customer service is the provision of service to customers before, during and after a
purchase. According to Turban et al. (2002), "Customer service is a series of activities designed
to enhance the level of customer satisfaction – that is, the feeling that a product or service has
met the customer expectation."
The importance of customer service may vary by product or service, industry and
customer. The perception of success of such interactions will be dependent on employees "who
can adjust themselves to the personality of the guest," according to Micah Solomon. From the
point of view of an overall sales process engineering effort, customer service plays an important
role in an organization's ability to generate income and revenue. From that perspective, customer
service should be included as part of an overall approach to systematic improvement. A customer
service experience can change the entire perception a customer has of the organization.
Some have argued that the quality and level of customer service has decreased in recent
years, and that this can be attributed to a lack of support or understanding at the executive and
middle management levels of a corporation and/or a customer service policy. To address this
argument, many organizations have employed a variety of methods to improve their customer
satisfaction levels, and other key performance indicators (KPIs).

Customer support is a range of After Sales Services to assist customers in making cost
effective and correct use of a product. [5] It includes assistance in planning, installation, training,
trouble shooting, maintenance, upgrading, and disposal of a product.
Regarding technology products such as mobile phones, televisions, computers, software products
or other electronic or mechanical goods, it is termed technical support.

Customer service may be provided by a person (e.g., sales and service representative), or
by automated means. Examples of automated means are Internet sites. An advantage with
automated means is an increased ability to provide service 24-hours a day, which can, at least, be
a complement to customer service by persons.
Another example of automated customer service is by touch-tone phone, which usually
involves a main menu, and the use of the keypad as options (i.e. "Press 1 for English, Press 2 for
Spanish", etc.)

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 However, in the Internet era, a challenge has been to maintain and/or enhance the
personal experience while making use of the efficiencies of online commerce. "Online customers
are literally invisible to you (and you to them), so it's easy to shortchange them emotionally. But
this lack of visual and tactile presence makes it even more crucial to create a sense of personal,
human-to-human connection in the online arena.
Automated means can be based entirely on self service, but may also be based on service
by more or less means of artificial intelligence. An automated online
assistant with avatarproviding automated customer service on a web page.
Examples of customer service by artificial means are automated online assistants that can
be seen as avatars on websites. It can avail for enterprises to reduce their operating and training
cost. These are driven by chatterbots, and a major underlying technology to such systems
is natural language processing.

Recently, many organizations have implemented feedback loops that allow them to
capture feedback at the point of experience. For example, National Express, one of the UK's
leading travel companies, has invited passengers to send text messages whilst riding the bus.
This has been shown to be useful, as it allows companies to improve their customer service
before the customer defects, thus making it far more likely that the customer will return next
time. Technology has made it increasingly easier for companies to obtain feedback from their
customers. Community blogs and forums give customers the ability to give detailed explanations
of both negative as well as positive experiences with a company/organization.
A challenge in working with customer service, is to ensure that you have focused your
attention on the right key areas, measured by the right Key Performance Indicator. There is no
challenge to come up with a lot of meaningful KPIs, but the challenge is to select a few which
reflects your overall strategy. In addition to reflecting your strategy it should also enable staff to
limit their focus to the areas that really matter. The focus must be of those KPIs, which will
deliver the most value to the overall objective, e.g. cost saving, service improving etc. It must
also be done in such a way that staff sincerely believe that they can make a difference with the
effort.
One of the most important aspects of a customer service KPI is that of what is often
referred to as the "Feel Good Factor." Basically the goal is to not only help the customer have a

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good experience, but to offer them an experience that exceeds their expectations. Several key
points are listed as follows:
1. Know your product – Know what products/service you are offering back to front. In other
words, be an information expert. It is okay to say "I don't know," but it should always be
followed up by "but let me find out" or possibly "but my friend knows!" Whatever the situation
may be, make sure that you don't leave your customer with an unanswered question.
2. Body Language/Communication – Most of the communication that we relay to others is
done through body language. If we have a negative body language when we interact with others,
it shows that we don't care. Two of the most important aspects of positive body language are
smiling and eye contact. Make sure to look your customers in the eye. It shows that we are
listening to them and hearing what they are saying. And of course smiling is more inviting than a
blank look or frown.
3. Anticipate Guest Needs – Nothing surprises your customer more than an employee going the
extra mile to help them. Always look for ways to go above and beyond the expectations of your
customer. In doing so, it helps them to know that you care and it will leave them with a "Feel
Good Factor" that we are searching for.

The last few decades have seen a growing trend toward aggressive global competition,
increased marketplace demands, and accelerated technological changes. These developments are
forcing organizations to take closer look at their marketing channel strategy including addressing
the issue of how to distribute their products and offer associated after-sales service support. Many
value-conscious consumers are demanding that a company’s products offer more value than its
competitor’s products not only in its design and manufacturing, but also in product delivery and
support. Increasingly, distribution and service support options available for a product are key
determinations in consumers’ product purchase decision (Loomba, 1998).
Products sale and distribution issues typically involve specific mechanisms for pricing a
product and distributing it to the end consumer. On the other hand, after-sales service support
issues entail all activities undertaken by service support providers (manufacturers, retailers, and/or
independent services) to ensure that a product is available for trouble-free use to consumers over
its useful life span. Management experts and marketing channel analysts alike agree that
distribution and after-sale service support functions do increasingly warrant significant attention

Page 29
because they make up for an integral part of the product package (Loomba, 1998).

Today competitive market caused that many company re-evaluate their strategy to be more
differentiate from others. After- sales service is one of the elements, which help all firms in this
matter. Many new breeds of high-tech companies are now discovering that they need to
differentiate themselves from rivals in appealing to customers and that technology alone will not
do it anymore. After-sales service support is being recognized as one of the competitive
differentiators for most firms, which now produce in the same low-cost regions of the world (Lele
and Sheth, 1987).
Herve Mathe (1999) also emphasizes on after-sales service as a strong marketing tools,
which help firms to be competitive in the market. He mentions; Service is proving to be a source
of competitive advantage that enables firms to remain leaders in a highly competitive market or to
create differentiation, which will enable a challenger to attack and overtake the leader. Therefore
for using this advantages in a best way specially in a depressed or highly competitive market, the
outcome of an inadequate balance between service function integration and separation brings
about conflicting objectives between the different parties involved in the ‘service chain’:
Marketing, Sales, R&D, Production, Supply, After sales, etc. This may lead to internal conflicts
which progressively intensify, thus reducing the effectiveness, and profitability, of direct and
indirect after sales support activities.
Pual (1993) believes an essential part of marketing strength is service support. When
customers buy a product, they expect certain levels of post purchase support to go along with it.
Defining those expectation is critical to marketing success and will be even more important when
markets mature.
However, industry experts caution that too many companies mismanage the total cost of
providing superior after-sales service support and so undo part of the competitive edge won via
technology and pricing (Landau, 1995).
According to Goffin (1999 & 2001) Customer support, which is also referred to as product
support, after-sales service, technical support, or simply service, is important for because it:
1. Can be a major source of revenue, although it often receives too little management
attention.
2. Is essential for achieving customer satisfaction and good long-term relationship – as

Page 30
 identified by a number of researches.
3. Can provide a competitive advantage. This is true in most high-tech industries but also in
some low-tech sectors. As product differentiation becomes harder in many markets,
companies are increasingly looking to customer support as a potential source of
competitive advantage. A number of examples of how companies have own market share
through good support can be found in the trade press.
4. Play a role in increasing the success rate of new products.
5. Needs to be fully evaluated during new product development, as good product design can
make customer support more efficient and cost- effective.
Increased competition within many industries has led to increased attention on customer
service. Various studies indicate that upset customers may have big effect on sales of company.
Therefore, all firms try to put all their attention to keep their customers satisfied and fulfill their
needs and wants as much as possible. One of the strong tools which help all companies in this
matter is providing best after-sales service.
In this regard Tore (2003) stats; companies developing products and services need to understand
what consequences and benefits product attributes have on customer needs and value, and how
they affect customer expectation and satisfaction. Customer satisfaction is, in other words, not
only decided by value and performance of hardware purchased, but by the total value received,
and by the quality of the interaction and relationship experience throughout the service life of the
product.
Service traditionally has been considered a post-sale capability, primarily focused on
problem resolution or providing technical assistance. Now, these definitions are too limited.
Customers – whether internal or external – consider service a collective, organizational
responsibility rather than a functional or departmental one. As the relationships customers have
with companies continue to widen, anyone who interacts with a customer is in a position either to
jeopardize or to enhance that relationship. To ensure quality service, every person who interacts
with customers in any way must have the appropriate skills to respond, efficiently and effectively,
to customer needs (Jennifer Potter, 1994).
Providing good and reliable product, which is another main target of each company can be
achieved by good after sales service. Avinder (1996) believes; increasingly, after sales customer
service is becoming the order-wining criteria for most firms and is now being recognized as an

Page 31
important research priority. According to a major study conducted by the conference Board, the
primary rationale of the manufacturers for offering after-sales service is the need to support their
products. In fact after sales service adds the product’s value and is often treated as integral part of
the product.

Proper after sales service helps companies in customer retention too. Many companies have begun
to align entire organization to deliver excellent service, since they know their investment will pay
off in terms of competitive advantage and customer retention. (Jennifer potter, 1994)
Customer long-term retention will really helps companies to be more competitive in the
market and enable them to implement their entire marketing plan. The recent and ongoing
changes in the business environment – most notably escalating competition, increasing
globalization of markets, and more demanding customers – are making it difficult to compete
effectively on the basis of traditional marketing mix variables alone. This reality is perhaps the
primary impetus for the increasing attention that relationship marketing has been receiving from
both practitioners and researchers. And, given that long-term customer retention is a key aim of
relationship marketing, the focus is now shifting from merely to customers to serving them
effectively. (Parasuraman, 1998)
After sales service is often in response to a customer problem, e.g. product failure
restoration, problem diagnosis, expert assistance to resolve a problem, problem with using the
product, etc. Therefore, after sales service is a recovery process that attempts to resolve a
customer problem, which, if not resolved, causes dissatisfaction and less satisfied customer. The
service function therefore attempts to recover the customer satisfaction to the level it was before
the occurrences of problems (Gronroos, 2000).
Finally, we may see the main important effects of after-sales service in improvement of
each firm by Paul (1993) classification, which expressed the four main important aspects of after
sales service as follows:

 First, service is perceived as high-profit, high-growth opportunity. With profit margins for
equipment sales under pressure from foreign and domestic competition, many U.S. firms target
after-sales service as a key area for investment, a sharp contrast to its historical image as a
backwater meriting little attention from top management.

Page 32
 Second, managers are also beginning to realize that customers will buy more often and
more quantities from a company they feel will support them and give maximum post sale
satisfaction. After sale service, therefore, is an important aspect of a company’s marketing mix to
build loyalty and repeat business. The after market is a crucial ingredient for success in
international marketing.

 Third, Companies are also realizing that technological and feature advantages are short
lived. The rapid diffusion of technological change makes it increasingly difficult to maintain a
competitive advantage based on product features or design. As a result, both customers and
manufacturers focus on service as the key differentiator. Moreover, firms’ abilities to provide
service support have increased significantly.

 Fourth, Customer expectations are increasing and buyers today are demanding ever-higher
levels of service support. Customer expectations will create opportunities for innovative products
that meet changing service support needs and will increase competitive pressures to continually
improve product reliability and serviceability. They will make conventional service contracts and
endangered species, force manufacturers to unbundled the prices of products and support services,
and create a major profit squeeze in key segments of such information age industries as
telecommunications, computers, and office automation.

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 RESEARCH METHODOLOGY

MEANING OF RESEARCH METHODOLOGY :

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

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

various steps that are generally adopted by a researcher in studying his research problem along
with the logic behind them.

OBJECTIVES OF STUDY

 To study and analyze customer service provided by V-Mart.

 To assess the behavior level of different type of customers service at V-Mart.
 To identify what type of strategies are suitable for the company to reach the targeted
customers.
 To find out the factors which influence the consumption of the products in V-Mart.
 To identify effective a advertising sources which are influencing customer purchasing
behavior at V-Mart.

SOURCES OF DATA COLLECTION:

Primary Data Collection:

PRIMARY DATA is data that has not been previously published, i.e. the data is derived from a
new or original research study and collected at the source, e.g., in marketing, it is information
that is obtained directly from first-hand sources by means of surveys, observation or
experimentation.

The method used by me for primary data collection is:

 Questionnaire
 Observation

Page 34
Secondary Data Collection:

It refers to the statistical material which is not originated by the investigator himself but obtained
from someone else's records, or when Primary data is utilised for any other purpose at some
subsequent enquiry it is termed as Secondary data. This type of data is generally taken from
newspapers, magazines, bulletins, reports, journals etc.

The method used by me for secondary data collection is:

 Project Report
 Internet
SAMPLE SIZE

 100
SAMPLE AREA

 Patna
SCOPE OF STUDY :-

It will help greatly in understanding the kind of information needed and maintained at the
Company level for comprehensive records of various material. It will offer quick accessbility to
latest status and further requirement of different material.

Research Design: Descriptive

Descriptive research is also called Statistical Research. The main goal of this type of research is
to describe the data and characteristics about what is being studied. The idea behind this type of
research is to study frequencies, averages, and other statistical calculations. Although this
research is highly accurate, it does not gather the causes behind a situation. Descriptive research
is mainly done when a researcher wants to gain a better understanding of a topic.

Page 35
 CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION

Page 36
 DATA ANALYSIS AND INTERPRETATION
Table 4.1 For how long you are part of V-Mart?

Response No. of Respondents %age of Respondents

Less than 6 Months 01 01%

Less than 1 Year 15 15%

Less than 2 Years 30 30%

More than 2 Years 54 54%

Total 100 100%

Figur 4.1 Graph showing customer of V-Mart

No. of Respondents %age of Respondents

Total 100 1

More than 2 Years 54 0.54

Less than 2 Years 30 0.3

Less than 1 Year 15 0.15

Less than 6 Months 1 0.01

Source: Questionnaire

Interpretation:

From the above graph it is clear that majority of the respondents are part of V-Mart from last two
years i.e. 54%; 30% of the respondents are part of V-Mart from the last year; 1% respondents
from 6 months and remaining 15% respondents are part of V-Mart for less than a year

Page 37
Table 4.2. What are reasons that attract you to be a customer of the V-Mart?

Response No. of Respondents %age of Respondents

Image 25 25%

Extra Services 25 25%

Services 45 45%

All of above 5 5%

Figure 4.2. Graph showing reasons that attract to be a customer of the V-Mart

No. of Respondents %age of Respondents

50
45
40
35
30
25
20
15
10
5
0
Image Extra Services Services All of above

Source: Questionnaire

Interpretation:

From the above graph it is clear that majority of the respondents i.e. 45% are become part of V-
Mart because of its services; 25% because of its image; 25% because of its extra services and
rest because of all the three factors.

Table 4.3 Are you aware of the different services offered by V-Mart?

Page 38
Response No. of Respondents %age of Respondents

Yes 91 91%

No 9 9%

Total 100 100%

Figure 4.3 Graph showing awareness of the different services offered by V-Mart

No. of Respondents %age of Respondents

100 1
Total

9 0.09
No

91 0.91
Yes

Source: Questionnaire

Interpretation:

From the above graph it is clear that majority of the respondents are aware of products and
services offered by V-Mart i.e. 91% and 9% respondents are not aware of services offered by V-
Mart

Table 4.4. Do you know about the Extra services being provided by the V-Mart?

Response No. of Respondents %age of Respondents

Yes 69 69%

Page 39
No 41 41%

Graph 4.4. Graph showing about the Extra services being provided by the V-Mart

Yes No

69% 41%
%age of Respondents

0%

Source: Questionnaire

Interpretation:

From the above graph it is clear that 69% of the respondents are known about the innovative
services and the rest is unknown about it.

Table 4.5. What is your perception about the service of the V-Mart?

Response No. of Respondents %age of Respondents

Good 80 80%

Page 40
Average 20 20%

Poor 00 00%

Graph 4.5. Graph showing perception about the service of the V-Mart

Average ; 20.00%

Good ; 80.00%

Source: Questionnaire

Interpretation:

From the above graph it is clear that 80% of the respondents found the service of V-Mart good,
20% found it average and nobody found it poor

Table 4.6. Are you satisfied with the dealing of the V-Mart officials?

Response No. of Respondents %age of Respondents

Yes 90 90%

No 05 5%

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To some extent 05 5%

Graph 4.6. Graph showing satisfaction with the dealing of the V-Mart officials

Yes No To some extent

5.00%
5.00%

90.00%

Source: Questionnaire

Interpretation:

From the above graph it is clear that 90% of the respondents are satisfied with the dealing of the
V-Mart officials, 5 % are not fully satisfied and 5% are dissatisfied.

Table 4.7. How likely are you to recommend V-Mart services to a friend or colleague?

Response No. of Respondents %age of Respondents

Very unlikely 8 8%

Somewhat unlikely 30 30%

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Neither likely nor unlikely 17 17%

Somewhat likely 35 35%

Very likely 10 10%

Graph 4.7. Graph Shwoing are you to recommend V-Mart services to a friend or colleague

Very likely

Somewhat likely

Neither likely nor unlikely %age of Respondents

No. of Respondents

Somewhat unlikely

Very unlikely

0 5 10 15 20 25 30 35 40

Source: Questionnaire

Interpretation:

From the above graph it is clear that 8% of the respondents are unlikely to recommend the
products of V-Mart to their friends and colleagues, 30% said somewhat unlikely, 17% said
neither likely nor unlikely, 35% said somewhat likely nor 10% said very likely.

Table 4.8. How will you rate the V-Mart in maintaining good customer relationship?

Response No. of Respondents %age of Respondents

Good 75 75%

Average 15 15%

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Poor 10 10%

Graph 4.8. Graph showing you rate the V-Mart in maintaining good customer relationship

No. of Respondents %age of Respondents

0.75 0.15 0.1

75 15 10

Good Average Poor

Source: Questionnaire

Interpretation:

From the above graph it is clear that 75% of the respondents said V-Mart is good in maintaining
customer relationship, 15% said it is average and rest 10said it is poor in the maintenance.

Page 44
Table 4.9. What is your overall satisfaction rating with our V-Mart

Response No. of Respondents %age of Respondents

Very dissatisfied 2 2%

Somewhat dissatisfied 9 9%

Neither satisfied nor dissatisfied 21 21%

Very satisfied 48 48%

Somewhat satisfied 20 20%

Graph 4.9. Graph showing overall satisfaction rating with our V-Mart

50
45
40
35
30
25
20
15
10
5
0
ed ed ed ed ed
tsf tsf tsf tsf tsf
a a a sa sa
iss di
ss
di
ss ry t
y d t r Ve ha
Ve
r ha no ew
ew ed
So
m
m sf
So at
s
er
ie th
N
No. of Respondents %age of Respondents

Source: Questionnaire

Interpretation:

From the above graph it is clear that 48% of the respondents are very satisfied with the V-Mart
20% are somewhat satisfied, 21% are neither satisfied nor dissatisfied, 9% are somewhat
dissatisfied and 2% are very much dissatisfied with the V-Mart

Table 4.10. Satisfied with the services of company?

Page 45
 RESPONSE RESPONDENTS %age of Respondents

Highly Satisfied 60 60%

Satisfied 10 10%

Average 13 13%

Dissatisfied 17 17%

Highly Dissatisfied - 100%

Graph 4.10. Graph showing Satisfied with the services of company

Chart Title
JOB SATISFACTION Highly Satsfed Satsfed
Average Dissatsfed Highly Dissatsfed

13.33%
10.00%
16.67%

60.00%

Source: Questionnaire

INTERPRETATION: In this 13% of the employees are highly satisfied. While 60% of the
respondents are satisfied, 17% are average and remaining 10% are dissatisfied .

Table 4.11. Awareness about the new products launched by the V-Mart?

RESPONSE RESPONDENTS %age of Respondents

Highly Satisfied 20 20%

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 Satisfied 50 50%

Average 27 27%

Dissatisfied 3 3%

Highly Dissatisfied - -

Graph 4.11. Graph showing Awareness about the new products launched by the V-Mart?

Chart Title
SCHEMES Highly Satsfed Satsfed
Average Dissatsfed Highly Dissatsfed

3.33% 20.00%
26.67%

50.00%

Source: Questionnaire

INTERPRETATION: In this out of 30 respondents 20% of them are highly satisfied while
50% are satisfied, 27% are average, 3% are dissatisfied.

Table 4.12. Are you satisfied with the company products quality?

RESPONSE RESPONDENTS %age of

Respondents

Highly Satisfied 17 17%

Satisfied 33 33%

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 Average 13 13%

Dissatisfied 20 20%

Highly Dissatisfied 17 17%

Graph 4.12. Graph Showing satisfied with the company products quality

Chart Title
BENEFITS Highly Satsfed Satsfed
Average Dissatsfed Highly Dissatsfed

16.67% 16.67%

20.00%
33.33%

13.33%

Source: Questionnaire

INTERPRETATION: In this out of 30 respondents 17% of them are highly satisfied while 33%
are satisfied, 13% are average, 20% are dissatisfied and remaining 17% are highly dissatisfied.

Table 4.13. Satisfied With Your Amount Which You Spent To Purchase The Product?

RESPONSE RESPONDENTS %age of Respondents

Highly Satisfied 21 21%

Satisfied 38 38%

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 Average 27 27%

Dissatisfied 7 7%

Highly Dissatisfied 7 7%

Graph 4.13. Graph Showing Satisfied With Your Amount Which You Spent To Purchase
The Product

Chart Title
SALARY PACKAGE Highly Satsfed Satsfed
Average Dissatsfed Highly Dissatsfed

6.90% 20.69%
6.90%

27.59%

37.93%

Source: Questionnaire

INTERPRETATION: In this out of 30 respondents 21% of them are highly satisfied while
38% are satisfied, 27% are average, 7% are dissatisfied and remaining 7% are highly
dissatisfied

Table 4.14. Satisfied with the relationship with company?

RESPONSE RESPONDENTS %age of Respondents

Highly Satisfied 17 17%

Satisfied 63 63%

Average 10 10%

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 Dissatisfied 7 7%

Highly Dissatisfied 3 3%

Graph 4.14. Graph Showing Satisfied with the relationship with company

Chart Title
RELATIONSHIP Highly Satsfed Satsfed
Average Dissatsfed Highly Dissatsfed

16.67%
6.67%3.33%
10.00%

63.33%

Source: Questionnaire

INTERPRETATION: In this out of 30 respondents 17% of them are highly satisfied while
63% are satisfied, 10% are average, 7% are dissatisfied and remaining 3% are highly
dissatisfied.
Table 4.15. Satisfied with marketing strategies of company

RESPONSE RESPONDENTS %age of Respondents

Highly Satisfied 20 20%

Satisfied 34 34%

Average 20 20%

Dissatisfied 13 13%

Highly Dissatisfied 13 13%

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 Graph 4.15. Graph showing Satisfied with marketing strategies of company

Chart Title
PERFORMANCE APPRASIAL Highly Satsfed
Satsfed Average
Dissatsfed Highly Dissatsfed

13.33%
20.00%

13.33%

20.00% 33.33%

Source: Questionnaire

INTERPRETATION: In this out of 30 respondents 20% of them are highly satisfied while
34% are satisfied, 20% are average, 13% are dissatisfied and remaining 13% are highly
dissatisfied.

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 CHAPTER 5
FINDINGS,
RECOMMENDATIONS,
CONCLUSION

Page 52
 FINDINGS

 Majority of the customers are satisfied with V-Mart

 Majority of the customers are aware of services and extra services offered by V-Mart
 The majority of the customers found services of the V-Mart are good.
 Majority of the respondents are found the V-Mart is good in maintaining the good
customer relationship.
 The perception of the majority of the customer regarding the V-Mart is good because
majority of the customers are satisfied with the V-Mart and they also recommend the
products of the V-Mart
 The majority of the customers are satisfied with the dealing of the officials up to great
extent.
 Main factor that attract customers towards V-Mart is the services of the V-Mart

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 RECOMMENDATIONS

 Company should launch new schemes for customers.

 Company should launch attractive discount coupons of existing customers.
 Company should focus on their advertisement policy.
 Retail stores should use an area that is easily approachable.
 nvest in supply chain infrastructure
 Ease distribution
 infrastructure creation  It should take steps to convert the footfall in the Retail Stores
into sales by offering, “Catchy & Intelligent schemes”.
 The attitude of sales force must be helping & communication in formal way.
 Proper signage‘s should be used in retail store
 Exchange Policies of retail store should be properly communicated to customers during
Sale.
 Men‘s Accessories like Sunglasses and Bracelets can be added up in Accessories section.
 To solve the problem of alteration on Sunday, Company can provide the home delivery of
altered merchandise.
 Sizes of the merchandising should be standard.
 Sizes of merchandising should be easily visible or one rack can be made for each size of
different style.

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CONCLUSION

Page 55
 CONCLUSION
The past 4-5 years have seen increasing activity in retailing. And, various business houses have
already planned for few investments in the coming 2-3 years. And though the retailers will have
to face increasingly demanding customers, and intensely competitive rivals, more investments
will keep flow in. And the share of organized sector will grow rapidly. Retailing in India is surely
poised for a takeoff and will provide many opportunities both to existing players as well as new
entrants... The country is witnessing a period of boom in retail trade, mainly on account of a
gradual increase in the disposable incomes of the middle and upper-middle class households.
More and more corporate houses including large real estate companies are coming into the retail
business, directly or indirectly, in the form of mall and shopping centre builders and managers.
New formats like super markets and large discount and department stores have started
influencing the traditional looks of bookstores, furnishing stores and chemist shops. The retail
revolution, apart from bringing in sweeping, positive changes in the quality of life in the metros
and bigger towns, is also bringing in slow changes in lifestyle in the smaller towns of India.
Increase in literacy, exposure to media, greater availability and penetration of a variety of
consumer goods into the interiors of the country, have all resulted in narrowing down the
spending differences between the consumers of larger metros and those of smaller towns. Lastly
I want to conclude my project in some points-

 The customers are attracting towards shopping malls & retail outlets.
 The shopping malls & retail outlets are targeting to middle class customers because the
purchasing power of this class is rapidly growing as well as the class is also growing.
 The young generation is fashion & show-off conscious so retail outlets are mainly
focused on them.
 Most of the family wants to purchase from big showrooms and malls because there are no
bargaining system so they have a trust that there is no cheating.
 The main strength of most of the retail outlets are providing attractive offers to attract
customers.
 Big retail stores are running customer loyalty programmes which has increased profits
and number of customers.

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In my training program I learned what are the various customer demands and needs so that they
can be satisfied in the best possible ways. This internship helped me to get practical experience
of the retail sector and increase my knowledge. It also helped me to deal with various problems
faced by the organisation as well as an employee. I went through difficult challenges of retail
operations to check whether I am right fit for the sector.

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BIBLIOGRAPHY

Page 58
 BIBLIOGRAPHY

BOOKS

 Philip Kotler, ‘marketing management’ prentice Hall of NEPAL Pvt. Ltd. New Dehli.
 C. R. Kothari ‘Research methodology’, vishwa publication, New Delhi.
 Saxena Rajan ‘marketing management’ Tata Mcgraw-hill publicating Co. Ltd. New Delhi.
 H. V. Verma ‘marketing of services’ Global business press, New Delhi.
 Business today magazine of February issue,2008

Page 59
 QUESTIONNARIE

1. For how long you are part of V-MART?

Less than 6 Months

Less than 1 Year
Less than 2 Years
More than 2 Years
2. What are reasons that attract you to be a customer of the V-MART?

Image
Extra Services
Services
3. Are you aware of the different services offered by V-MART?
Yes
No
4. Do you know about the Extra services being provided by the V-MART?

Yes
No
5. What is your perception about the service of the V-MART?

Good
Average
Poor

6. Are you satisfied with the dealing of the V-MART officials?

Yes
No
To some extent

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7. How likely are you to recommend V-MART services to a friend or colleague?

Very unlikely
Somewhat unlikely
Neither likely nor unlikely
Somewhat likely
Very likely
8. How will you rate the V-MART in maintaining good customer relationship?

Good
Average
Poor
9. What is your overall satisfaction rating with our V-MART?

Very dissatisfied
Somewhat dissatisfied
Neither satisfied nor dissatisfied
Very satisfied
Somewhat satisfied

10. Satisfied with the services of company?

Highly Satisfied
Satisfied
Average
Dissatisfied
Highly Dissatisfied
11. Awareness about the new products launched by the V-MART?
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Highly Satisfied
Satisfied
Average
Dissatisfied
Highly Dissatisfied
12. Are you satisfied with the company products quality?

Highly Satisfied
Satisfied
Average
Dissatisfied
Highly Dissatisfied

13. Satisfied With Your Amount Which You Spent To Purchase The Product?

Highly Satisfied
Satisfied
Average
Dissatisfied
Highly Dissatisfied
14. Satisfied with the relationship with company?

Highly Satisfied
Satisfied
Average
Dissatisfied
Highly Dissatisfied

15. Satisfied with marketing strategies of company

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Highly Satisfied
Satisfied
Average
Dissatisfied
Highly Dissatisfied

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