A Study On Customer Satisfaction Towards Asian Paints

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A Study on Customer Satisfaction towards Asian Paints
Research Project Report (Babu Banarasi Das University)
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RESEARCH REPORT
(BBA-2603)
On
“A Study on Customer Satisfaction towards Asian
Paint”
Towards partial fulfillment of
Bachelor of Business Administration (BBA)
(BBD University, Lucknow)
Guided By: Submitted by:

Ms. Richa Mishra Gaurav Upadhyay
Upadh
Roll No. 1190671170
Session 2018-2019
School of Management
Babu Banarasi Das University
Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India

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DECLARATION
I do hereby declare that all the work presented in the research report entitled “A
Study on Customer Satisfaction towards Asian Paint‖ is carried out and being
submitted at the school of management for the award of BBA is an authentic record
of Gaurav Upadhyay. The work is carried out under the guidance of Ms. Richa Mishra
(faculty guide). It hasn‘t been submitted at any other place for any other academic
purpose.
(Gaurav Upadhyay)

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ACKNOWLEDGEMENT
Before I get into the thick of the things I would like to add a few heartfelt words for the
people who were part of this research report in numerous ways and people who gave
unending support right from the stage the project was started, appreciated and encouraged
when being depressed.
In this context I would like to express my gratitude towards my parents and family
members who have constantly supported and played a pivotal role in shaping my career.
I would firstly like to express my gratitude toward Dean Prof. Dr. Sushil Pande of
BBDU, Lucknow and I also owe my sincere gratitude towards faculty guide Ms. Richa
Mishra of BBDU, LUCKNOW for extending the support towards the completion of the
Research Report. And finally I would like to thank my friends for their unending support.
(Gaurav Upadhyay)

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PREFACE
Research Report is an important part of the Management studies. It bears immense
important in the field of Business Management. It offers the student to explore the
valuable treasure of experience and an exposure to real work culture followed by the
industries and thereby helping the students to bridge gap between the theories explained
in the book and their practical implementations.
Research plays an important role in future building of an individual so that we can
understand the real world in which he has to work in future. The theories greatly enhance
our knowledge and provide opportunities to blend theoretical with the practical
knowledge where researcher gets familiar with certain aspect of research. I feel proud to
get myself to do research at topic “A Study on Customer Satisfaction towards Asian
Paint”.
(Gaurav Upadhyay)

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TABLE OF CONTENT
Certificate i
Declaration ii
Acknowledgement iii
Preface iv
Chapter Content Pg. No.
1. (a) Introduction 1
(b) Literature Review 20
(c) Company Profile 32
2. (a) Area of the study 58
(b) Scope of the study 59
(c) Objectives of the study 60
3. (a) Research Methodology 62
(b) Problems and limitation 66
4. (a) Data Analysis & Interpretation 68
(b) Findings 82
5. (a) Recommendations 85
(b) Conclusion 87
6. (a) Bibliography 89
(b) Annexure 91

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INTRODUCTION

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INTRODUCTION
Business always starts and closes with customers and hence the customers must be
treated as the King of the market. All the business enhancements, profit, status, image etc
of the organization depends on customers. Hence it is important for all the organizations
to meet all the customers‘ expectations and identify that they are satisfied customer.
Customer satisfaction is the measure of how the needs and responses are
collaborated and delivered to excel customer expectation. It can only be attained if the
customer has an overall good relationship with the supplier. In today‘s competitive
business marketplace, customer satisfaction is an important performance exponent and
basic differentiator of business strategies. Hence, the more is customer satisfaction; more
is the business and the bonding with customer.
Customer satisfaction is a part of customer’s experience that exposes a supplier’s
behavior on customer’s expectation. It also depends on how efficiently it is managed
and how promptly services are provided. This satisfaction could be related to various
business aspects like marketing, product manufacturing, engineering, quality of products
and services, responses customer‘s problems and queries, completion of project, post
delivery services, complaint management etc.
Customer satisfaction is the overall essence of the impression about the supplier by the
customers. This impression which a customer makes regarding supplier is the sum total
of all the process he goes through, right from communicating supplier before doing any
marketing to post delivery options and services and managing queries or complaints post

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delivery. During this process the customer comes across working environment of various
departments and the type of strategies involved in the organization. This helps the
customer to make strong opinion about the supplier which finally results in satisfaction or
dissatisfaction.
Customer‘s perception on supplier helps the customer choose among the supplier on basis
of money value and how well the delivered products suit all the requirements. The
supplier‘s services never diminishes after the delivery as customer seeks high values post
marketing services which could help them use and customize the delivered product more
efficiently. If he is satisfied with the post marketing services then there are good chances
for supplier to retain the customers to enhance repeated purchases and make good
business profits.
It is necessarily required for an organization to interact and communicate with
customers on a regular basis to increase customer satisfaction. In these interactions
and communications it is required to learn and determine all individual customer needs
and respond accordingly. Even if the products are identical in competing markets,
satisfaction provides high retention rates. For example, shoppers and retailers are
engaged with frequent shopping and credit cards to gain customer satisfaction, many high
end retailers also provide membership cards and discount benefits on those cards so that
the customer remain loyal to them.
Higher the satisfaction level, higher is the sentimental attachment of customers with the
specific brand of product and also with the supplier. This helps in making a strong and
healthy customer-supplier bonding. This bonding forces the customer to be tied up with

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that particular supplier and chances of defection very less. Hence customer satisfaction is
very important panorama that every supplier should focus on to establish a renounced
position in the global market and enhance business and profit.
The field of my research is Customer Satisfaction which focuses on customer‘s
perceptions. Many firms are interested in understanding what their customers thought
about their shopping or purchase experience, because finding new customers is generally
more costly and difficult than servicing existing or repeat customers. Such researches
provide a wider scope to the firms in the terms of high customer satisfaction.
Definition:
Customer Satisfaction
―Customer Satisfaction, business term of how the products and the services supplied by
the company meet or surpass the customer expectation. It is the key performance
indicator within the business.‖ By, Berlin Asong
Customer satisfaction can greatly achieved by imparting Customer Relationship
Management (CRM) in the company.
Business Techniques of Customer Satisfaction
 One of the key customer satisfaction techniques is the need to provide front line
employees with the ability to respond to customer situations quickly without the need
to ‗ask for permission‘.
 Innovation drives customers' satisfaction. As customers' needs keep changing, an

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innovation-driven company is capacitated to exceed customers' expectations.
 To provide after sale services.
 Listen actively and carefully.
 Anticipate that the customer will be asking questions. They may be easy, they be
hard. But encourage them anyway. If you cannot provide an answer, promise to find
out the answer from someone who can.
 Be patient, look from the customer's point of view and work from there. This point of
view will always give you the best outlook on the situation.
 Always keep a smile on your face when dealing with customers which can lead to
customer satisfaction. This positive attitude can rub off and turn a potentially negative
situation into a positive experience
Recent Methods That Today’s Firm Adopt to Increase the Customer
Satisfaction
In order to stay competitive and remain profitable, businesses have to focus on the
quality of their customer service. Companies that invest time, energy and money into
developing and nurturing quality so customers can have a satisfactory experience are
going to be more profitable and better likely to experience more sustained growth over
the long-term.
Customer-Centric Attitude
Operations should be customer-centric meaning that the customer's best interests should
always be foremost. Service should be offered in a helpful way and with a smile. Both

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management and employees should show interest towards the customer and strive to give
them a good experience.
Today's companies must strive even harder than abiding by this golden rule of customer
service.
Customer care
Is something which is done even after the product is purchased? Many companies are
interested in knowing the reason why consumers have purchased the goods and services
or even the goods are not purchased. Managers interested in customer care try to collect a
database as to why the customers have purchased the competitors product and service and
what will be the level of satisfaction if it is introduced in our product or service. And also
to find the level of expectations and their level of dissatisfaction.
Customer focus
Is attained when everyone in the organization make efforts to focus the activities towards
the satisfaction of the customers right from the stage of new product planning and to
product modification to the stage of elimination of the goods and services everything
revolves around the customers. All the activities are focused on the customer satisfaction.
Customer Service Training
Another strategy to improve customer satisfaction is to invest in customer service
training. All employees should be on board with how to treat customers and help them

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gain a valued experience. The quality of customer service can easily make or break a
business.
The experience the people have received is the most important aspect in selling pure
services or services with tangible goods. Once the customers are satisfied with the
service his loyalty towards that product or company is at its peak.
Companies today are doing a lot of self- introspection that they are really giving the said
services to the customers. The important question asked is ―Is service our top Priority? ‖
Are the customers satisfied?‖ Are we improving on the quality of the services
regularly?‖
Companies are spending more money and time to see that the services are evaluated and
improved as per the expectations of the customers. In fact, the companies globally known
for their services are always in the process of finding opportunities to improve on the
quality of the services.
Better results can be seen when the organizations makes use of external, internal, and
interactive marketing.
Communication
Communication with customers is also important. It's a good idea to always provide
customers with ways they can contact you and offer ways to contact them (if they
choose). Offering e-mail, telephone line, web contact or other ways for customers to offer
comments and/or complaints is of value.

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Customer Relationship Management Software
Customer Relationship Management is a process of managing detail information about
individual customer and carefully managing all the customers touch points with the aim
of maximizing customer satisfaction and customer loyalty.
Customer Relationship Management Software. Customer relationship management
(CRM) software has become a strategy many companies employ to help increase
customer satisfaction. Through using CRM tools and accompanying philosophy,
businesses can examine and analyze what customers want and strive to meet this demand
before they even walk in the door.
Benefits
CRM aims at individual customers. It tries to develop customers relationship by looking
into his needs and requirements.
 CRM helps in two way communication by understanding the messages of the
customers and responding to it. Thereby gaining customer loyalty.
 CRM helps to customize the products and thereby reducing the rate of customer
defection.
 CRM tells the company what product or service the customer needs today and what it
will need in future.

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Ask for Feedback
Being interested in customer feedback is always a valuable practice to engage in to
increase customer satisfaction. What better strategy and technique to find out how to
satisfy your customers than to ask them?
Surveys, questionnaires, talking to customers as they shop, and then following up with
calls or e-mails are all good ways to get feedback.
Quality Control
Quality is important to customer satisfaction and the level of quality directly plays into a
business' ability to meet customer expectations. Quality should be monitored for both
service and the type of products offered; as a part of this guarantees and the willingness
to stand behind service and/or products is necessary.
Creating Customer Delight
Customer delight is when the standard of the goods and services are much higher than the
expectations of the customers; this not only satisfies them but ssurprise and delights
them. To create customer delight the company will not only increase the standard of
service but will train its personnel to deliver in its best possible manner the services as
expected by the customers.
Customer delight depends on the reliability factor oif the company. This is the ability to
perform what has been promised to the customer. Companies who focus on customer
delights should be dependable and have accuracy in delivering the services to the
customers.

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Companies with much attitude of empathy and always paying individual attention to its
customers which in turn builds customer delight. The advantage is manifold because it
creates brand loyal and customer loyalty.
Significance of Customer Satisfaction Research
In a competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy. Customer satisfactions not only create loyalty among the customers but
it increases the goodwill of the company by uplifting the market value of the brand.
Customer researches are conducted to answer who our customers are? What do they like
to buy? when do buy and how do they buy?, it examines the taste, preferences and the
attitude of the customers. Mostly it tends to become qualitative motivational research of
customer behavior. Here, the self concept, ego, personality and life style of the
consumers are studied. There is an attempt to study beliefs, opinions of the customers.
By conducting such researches the company can minimize its defects in the field of
production and can deliver high quality of services in relation to its competitors. Such
researches can be carried by conducting surveys through interviews and questionnaire
methods. These questionnaire methods form a path of getting the customers positive and
negative feedback. The company can then respond to feedback and can retain the existing
customers as well preventing them from shifting to other brands.
A customer complaint could be the insight you have been seeking to learn why a certain
product isn't moving. It can also be an indicator of personnel problems. If a customer
mentions that an item does not work properly, you can research and try to recreate the
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problem, potentially finding a fix that will increase sales. A customer's complaint about
an employee's lack of knowledge may reveal a need for more extensive training, while a
grievance about poor customer service provides the chance to address it with your staff.
By doing so it creates confidence among the customers, leading to word-to-mouth
publicity which is more effective rather than t.v. commercials.
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Why measure the Customer Satisfaction?
Customer satisfaction is tied directly to profitability. Well-established research by Bain &
Company found that, for many companies, an increase of 5% in customer retention can
increase profits by 25% to 95%. The same study found that it costs six to seven times
more to gain a new customer than to keep an existing one.
It is important to consistently measure and monitor that input. Without an effective
customer satisfaction research program in place, the company will be losing business,
missing opportunities, and putting itself at a competitive disadvantage.
In order to measure the customer satisfaction a Customer Satisfaction Survey has to be
carried out.
A closer look at how to formulate survey questions.
1. When to Conduct Customer Satisfaction Research?
The answer depends on the size of the customer base and the purpose of the research.
There are two key types of surveys, and they serve very different purposes:
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Transactional surveys. Solicit* feedback directly from the product or service user about
that particular encounter. They are conducted immediately after each customer
transaction.
Relationship surveys. collect input from people who have an ongoing relationship with
the company and have had multiple transactions. The respondents typically are
responsible for deciding whether to continue the working relationship.
In many cases conducting both transactional and relationship surveys may be appropriate.
2. How to distribute the survey?
The best means of distributing a survey depends on whether it is a transactional or
relationship survey. A transactional survey is conducted at the point of customer contact.
Relationship surveys, on the other hand, are most cost-effectively conducted online.
Online data collection offers significant advantages over other modes of interviewing
customers, and you should use it whenever possible. The advantages include:
Speed. The Internet offers instantaneous distribution of survey and real-time
accumulation and tabulation of results. This allows for immediate data analysis, even
while the survey is still in progress. The faster responses arrive, the faster they can be
addressed. In contrast, mail surveys suffer from long lag times and low response rates.
Candor. This is essential for research on sensitive subject matter where studies indicate
people are more likely to answer questions honestly on the Web than they are on the
phone or in personal interviews. (Quirk‘s Marketing Research Review, 2003). Such
responses provide insight into what a company is doing well and frequently provide
warning signs about the health of the business relationship.
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Cost. The Internet eliminates postage and telephone costs as well as basic materials like
paper, staples, envelopes, and printing. Because it is self-directed, there is no interviewer
cost. Finally, it‘s more convenient.
3. Design an Effective Customer Satisfaction Survey?
A well designed customer satisfaction survey will help measure your progress toward
that goal. A quick way to get started and ensure a successful survey design.
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a) Ask Overall Satisfaction Early in the Survey
Ask the general satisfaction question at the start of the survey to avoid bias. This will
allow measurement of customers‘ overall impressions of a company or an organization
prior to prompting them to think of specific aspects of the relationship. For example :The
first question should be ―Overall, how satisfied are you with bank X? ‖ Then ask for
specifics: their teller experiences, the availability of ATMs, etc
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b) Use a 5-point Satisfaction Scale
Question scales should have descriptive labels associated with the numbers, and the top
of the scale should mean that customers are truly ―wowed.‖ The use of ―5-point
Satisfaction Scale‖ provides a sense of intensity of customer‘s happiness with a product
or service.
An insightful alternative to the 5-point satisfaction scale for customer service is a 5-point
expectations scale. It provides clear direction and allows customers a polite way to
suggest that a company has not done a great job.
The 5-point Expectations Scale for Service
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c) Be Consistent in Your Questions
Consistency is critical in customer satisfaction research.. The key measures of customer
satisfaction, including the overall satisfaction question and those asking about specific
aspects of the relationship, should all use the same scale. For example, if a 5-point
satisfaction scale is used for the overall satisfaction question and 7-point scales are used
for other questions about timeliness of service or product quality, it will be challenging to
quickly uncover weaknesses in the business
d) Keep the Survey Short and Focused
Avoid the temptation to ask everything you‘ve ever wanted to know. The more ground
you try to cover, the more likely it is that respondents will abandon the survey.
If you build your own survey be sure to include all the key questions:
 Overall satisfaction
 An open-ended probing into the reason for the satisfaction rating
 Likelihood of recommendation
 An open-ended probing into the reason for the likelihood of recommendation
 Likelihood of repeat purchase
 Satisfaction with specific attributes of the product or service
 An opportunity to provide additional feedback
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e) Ask Demographic or “Firmographic” Questions
Inquiring about demographics or firmographics (company or industry type and size)
enables you to analyze the data by different subgroups—such as new customers or
regional customers.
Interpreting Survey Results
When you‘re analyzing customer satisfaction survey results, the most important goals
are:
 Minimizing the low scores and improving the top scores.
 It is important to monitor the ―top two-box‖ satisfaction number, percentage of those
who are very or somewhat satisfied.
 To call out to management the proportion of customers who are dissatisfied and to
reduce those percentages. This is found by learning what those who provide high
ratings have to say and reviewing the results of those who are dissatisfied with
performance.
f) Present Findings and Action Items
Collecting customer satisfaction data is useful only if there is a process established to
deliver recommendations, implement action plans, assign plan owners, and monitor plan
execution, the resources allocated to meet that goal should be determined. Once the
results have been compiled and analyzed, they should be presented to management with
recommendations for resolving the identified weaknesses. There should be periodic
meetings to evaluate progress.
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g) Contact Customers
If possible, dissatisfied customers should be personally contacted to see if there is
something that can be done to improve their perception of the business. This is important
to prevent negative word of mouth. The personal contact itself may succeed in doing that.
Additionally, a discount or free product should be considered. If policies or products are
changed based on customers‘ feedback, those customers should be contacted to let them
know about those changes and that their feedback was taken seriously.
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LITERATURE REVIEW
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LITERATURE REVIEW
Customer satisfaction, as a construct, has been fundamental to marketing for over three
decades. As early as 1960, Keith (1960) defined marketing as ―satisfying the needs and
desires of the consumer”. Hunt (1982) reported that by the 1970s, interest in customer
satisfaction had increase to such an extent that over 500 studies were published. This
trend continued and by 1992, Peterson and Wilson estimated the amount of academic and
trade articles on customer satisfaction to be over 15,000.
Several studies have shown that it costs about five times to gain a new customer as it
does to keep an existing customer (Naumann, 1995) and this results into more interest in
customer relationships. Thus, several companies are adopting customer satisfaction as
their operational goal with a carefully designed framework. Hill and Alexander (2000)
wrote in their book that ―companies now have big investment in database marketing,
relationship management and customer planning to move closer to their customers”.
Jones and Sasser (1995) wrote that ―achieving customer satisfaction is the main goal for
most service firms today‖.
Increasing customer satisfaction has been shown to directly affect companies‘ market
share, which leads to improved profits, positive recommendation, lower marketing
expenditures (Reichheld, 1996; Heskett et al., 1997), and greatly impact the corporate
image and survival (Pizam and Ellis, 1999).
Parker and Mathew (2001) expressed that there are two basic definitional approaches of
the concept of customer satisfaction. The first approach defines satisfaction as a process
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and the second approach defines satisfaction as an outcome of a consumption experience.
These two approaches are complementary, as often one depends on the other.
Customer satisfaction as a process is defined as an evaluation between what was received
and what was expected (Oliver, 1977, 1981; Olson and Dover, 1979; Tse and Wilton,
1988), emphasizing the perceptual, evaluative and psychological processes that
contribute to customer satisfaction (Vavra, 1997, p. 4).
Parker and Mathews (2001) however noted that the process of satisfaction definitions
concentrates on the antecedents to satisfaction rather than satisfaction itself.
Satisfaction as a process is the most widely adopted description of customer satisfaction
and a lot of research efforts have been directed at understanding the process approach of
satisfaction evaluations (Parker and Mathews, 2001). This approach has its origin in the
discrepancy theory (Porter, 1961), which argued that satisfaction is determined by the
perception of a difference between some standard and actual performance.
Cardozo (1965); and Howard and Sheth (1969) developed the contrast theory, which
showed that consumers would exaggerate any contrasts between expectations and product
evaluations.
Olshavsky and Miller (1972); and Olson and Dover (1979) developed the assimilation
theory, which means that perceived quality is directly increasing with expectations.
Assimilation effects occur when the difference between expectations and quality is too
small to be perceived.
Anderson (1973) further developed this theory into assimilation-contrast theory, which
means if the discrepancy is too large to be assimilated then the contrast effects occur. The
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assimilation-contrast effects occur when the difference between expectations and quality
is too large to be perceived and this difference is exaggerated by consumers.
According to Parker and Mathews (2001), the most popular descendant of the
discrepancy theories is the expectation disconfirmation theory (Oliver, 1977, 1981),
which stated that the result of customers‘ perceptions of the difference between their
perceptions of performance and their expectations of performance. Positive
disconfirmation leads to increased satisfaction, with negative disconfirmation having the
opposite effect. Yi (1990) expressed that customers buy products or services with pre-
purchase expectations about anticipated performance, once the bought product or service
has been used, outcomes are compared against expectations. If the outcome matches
expectations, the result is confirmation. When there are differences between expectations
and outcomes, disconfirmation occurs. Positive disconfirmation occurs when product or
service performance exceeds expectations. Therefore, satisfaction is caused by positive
disconfirmation or confirmation of customer expectations, and dissatisfaction is the
negative disconfirmation of customer expectations (Yi, 1990).
While several studies support the disconfirmation paradigm, others do not. For instance,
Churchill and Surprenant (1982) found that neither disconfirmation nor expectations had
any effect on customer satisfaction with durable products.
Weiner (1980, and 1985); and Folkes (1984) proposed the attribution theory, which stated
that when a customer purchases a product or service, if the consumption is below
expectation, the customer is convinced that the supplier causes the dissatisfaction. The
complaining customer is focused on restoring justice and the satisfaction outcome is
driven by perceived fairness of the outcome of complaining.
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Westbrook and Reilly (1983) proposed the value-percept theory, which defines
satisfaction as an emotional response caused by a cognitive-evaluative process, which is
the comparison of the product or service to one's values rather than an expectation. So,
satisfaction is a discrepancy between the observed and the desired.
Fisk and Young (1985); Swan and Oliver (1985) proposed the equity theory, which stated
that individuals compare their input and output ratios with those of others and feel
equitable treated. Equity judgement is based on two steps; first, the customer compares
the outcome to the input and secondly, performs a relative comparison of the outcome to
the other party.
Pizam and Ellis (1999) reported that there are two additional distinct theories of customer
satisfaction apart from the seven aforementioned ones and these include:
1. Comparison-level
2. Generalized negativity; and
The outcome approach of the customer satisfaction is defined as the end-state satisfaction
resulting from the experience of consumption. This post- consumption state can be an
outcome that occurs without comparing expectations (Oliver, 1996); or may be a
cognitive state of reward, an emotional response that may occur as the result of
comparing expected and actual performance or a comparison of rewards and costs to the
anticipated consequences (Vavra, 1997, p. 4).
Furthermore, Parker and Mathews (2001) expressed that attention has been focused on
the nature of satisfaction of the outcome approach which include:
1. Emotion - Satisfaction is viewed as the surprise element of product or service purchase
and or consumption experiences (Oliver, 1981), or is an effective response to a specific
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consumption experience (Westbrook and Reilly, 1983). This acknowledges the input of
comparative cognitive processes but goes further by stating that these may be just one of
the determinants of the affective ―state‖ satisfaction (Park and Mathews, 2001).
2. Fulfillment –The theories of motivation state that people are driven by the desire to
satisfy their needs (Maslow, 1943) or by their behaviour aimed at achieving the relevant
goals (Vroom, 1964). However, satisfaction can be either way viewed as the end-point in
the motivational process. Thus ―consumer satisfaction can be seen as the consumer's
fulfillment response‖ (Rust and Oliver, 1994, p. 4).
3. State – Oliver (1989) expressed that there are four framework of satisfaction, which
relates to reinforcement and arousal. ―Satisfaction-as-pleasure‖ results from positive
reinforcement, where the product or service is adding to an aroused resting state, and
―satisfaction-as-relief‖ results from negative reinforcement .In relation to arousal, low
arousal fulfillment is defined as ―satisfaction-as contentment‖, a result of the product or
service performing adequately in an ongoing passive sense. High arousal satisfaction is
defined as ―satisfaction as either positive (delight) or negative surprise‖ which could be a
shock (Rust and Oliver, 1994).
The other customer satisfaction definitions include: Satisfaction is “the cognitive state of
the buyer about the appropriateness or inappropriateness of the reward received in
exchange for the service experienced (Howard and Seth, 1969, pp. 145); the evaluation of
emotions (Hunt, 1977, p. 460); the favorability of the individual's subjective evaluation
(Westbrook, 1980, p. 49); a positive outcome from the outlay of scarce resources
(Bearden and Teel, 1983a, p. 21); an overall customer attitude towards a service provider
(Levesque and McDougall, 1996, pp.14); is a judgment that a product or service feature,
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or the product or service itself, provided (or is providing) a pleasurable level of
consumption-related fulfillment, included levels of under- or overfulfillment (Oliver,1997,
p. 13); is an experience-based assessment made by the customer of how far his own
expectations about the individual characteristics or the overall functionality of the
services obtained from the provider have been fulfilled (Homburg and Bruhn, 1998); the
fulfillment of some need, goal or desire (Oliver, 1999); an emotional reaction to the
difference between what customers anticipate and what they receive (Zineldin, 2000); is
based on a customer’s estimated experience of the extent to which a provider’s services
fulfill his or her expectations (Gerpott et al. 2001)‖.
For this study, customer satisfaction definition used is that of Homburg and Bruhn (1998)
which is “an experience-based assessment made by the customer of how far his own
expectations about the individual characteristics or the overall functionality of the
services obtained from the provider have been fulfilled”.
The relevance of this definition to this study is that it indicates that customers assess the
mobile services based on experience of use and the rating is done in accordance with the
mobile services attributes. In this study, customer satisfaction with the Nigerian mobile
services will be evaluated based on customer‘s experience of network quality, billing,
validity period and customer care support.
The Global System of Mobile Communications (GSM) is a second-generation digital
technology, which was originally developed in Europe and in less than ten years after the
commercial launch, it developed into world‘s leading and fastest growing mobile
standard (GSM Assoc., 2006). Lonergan et al. (2004) reported that at the beginning of
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2004, there were over 1.3 billion mobile phone users worldwide and by 2007, the demand
for mobile services would have grown at an average annual rate of 9.1%. The GSM
Association estimates that the GSM technology is used by more than one in five people
of the world's population, representing approximately 77% of the world‘s cellular market
and is estimated to account for 73% of the world‘s digital market and 72% of the world‘s
wireless market (GSM Assoc., 2006). This growth principally results from the
establishment of new networks in developing countries rather than from an increase in
mobile access lines in developed countries (Serenko and Turel, 2006). African countries
are actively involved in the establishment of the mobile services and specifically, Nigeria
is the focus of this study.
Gerpott et al. (2001) wrote that since 1990s, the telecommunications sector has become
an important key in the development of the economy of developed countries. This results
from the saturated markets, de-regulation of telecommunications industry (removal of
monopoly rights, especially enjoyed by state-owned telecoms networks), increasing
number of mobile service providers, enormous technical development and intense market
competition. Szyperski & Loebbecke (1999) wrote that this increasing economic
importance and benefits of telecommunications firms motivated many management
scholars (especially marketing experts) to devote attention to this sector. Wilfert (1999);
Gerpott (1998); and Booz. Allen and Hamilton (1995) pointed out that marketing
strategies are very important in telecommunications services because once customers
have subscribed to a particular telecommunications service provider, their long-term link
with this provider is of greater importance to the success of the company than they are in
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other industry sectors. Hence, service providers need to form a continous lasting
relationship with their customers to know them better and satisfy their needs adequately.
Studies conducted to explore factors affecting satisfaction, loyalty and retention in mobile
telecommunications industry include: Gerpott et al. (2001) investigated customer
satisfaction, loyalty and retention in the German mobile telecommunications among 684
respondents and reported that customer retention can not be equated with customer
loyalty and/or customer satisfaction, rather a two-stage causal link can be assumed in
which customer satisfaction drives customer loyalty which in turn has impacts on
customer retention. However, these three factors are important for superior economic
success among telecommunication service providers. Kim et al. (2004) investigated the
effects of customer satisfaction and switching barrier on customer loyalty among 350
respondents in Korea and reported that call quality, value-added services and customer
support have significant impact on customer satisfaction. Thus, to maximize customer
satisfaction, focus should be on service quality and customer-oriented services. Switching
barrier on the other hand is affected by switching costs (e.g. loss cost, move-in cost, and
interpersonal relationships) and was revealed to have an adjustment effect on customer
satisfaction and customer loyalty. Serenko and Turel (2006) investigated customer
satisfaction with mobiles services in Canada and reported that perceived quality and
perceived value are the key factors influencing satisfaction with mobile services.
Customer care is reported to be negatively related to customer satisfaction, which means
that a more satisfied customer is less prone to complain. Hence, they concluded that
customer satisfaction is the only single measure that better capture the range of services,
prices and quality and moreso, this measure is an important performance indicator useful
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for both regulators and mobile service providers. In summary, these studies support the
theory that highly satisfied customers stay longer, buy more, less sensitive to price
increases from their providers or price decreases from competitors.
Nigeria, a developing country, in 1992 introduced its first mobile phone services, through
the joint venture between NITEL and DSL of Canada to form Mobile
Telecommunications Service (MTS), (Ndukwe, 2005, pp 26). In January 2001, the
regulatory body NCC, modernised and expanded the mobile telecommunications network
and services by granting GSM license to three service providers; MTN Nigeria, Econet
Wireless (now Vmobile), and the first national carrier, NITEL (initially MTS, privatised
to form Mtel). In 2002, the second national carrier, Globacom was also granted license to
commence operation. Since the launch of the GSM, the number of subscribers in Nigeria
has greatly increased. Ndukwe (2005, pp 37-38, 40) reported that between 1998 and
2000, the number of mobile lines was 35,000 but grew to over 11 million as of March
2005, with a growth rate of more than a million lines annually since 2002. This translated
to an increase from the total density of 0.4 lines per 100 inhabitants in 1998 to 9.47 lines
per 100 inhabitants currently. Additionally, this sector has attracted an investment of over
US $8 billion and has greatly increased the number of employed people directly (those
working with the GSM companies) or indirectly (this includes various levels of
dealerships, cell phone vendors, repair shops, suppliers of accessories, fixed and mobile
call shops and street recharge card hawkers) (Hoff, 2006). The number of the employed
people is reported to be over 300,000 Nigerians in 2005 (Ndukwe, 2005). Other benefits
include easy, affordable and quick access to phone by different categories of the
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lOMoARcPSD|36892723
population, reduced frequency of travelling, etc (Adomi, 2003), and all these benefits
contribute to the socio- economic development of the country.
Based on the annual growth rate of the subscribers, and increasing teledensity, Nigeria is
one of the fastest growing telecoms market in Africa (Hoff, 2006). Additionally, the
population count of over 130 million people and GDP per capita and PPP valuation of US
$1,776 (estimated in 2005) (OECD, 2006) presents a massive growth potential for the
mobile telecoms sector and the customer base is estimated to reach 23 million subscribers
in 2007 and 32 million subscribers in 2009 (Hoff, 2006). This anticipated increase in the
customer base will translate into better social and economic development, resulting from
more financial investments from the service operators.
Despite the economic and social benefits of the mobile telecommunications to Nigerian
economy and market, unlike the developed countries, there is no marketing or
management research attention to this sector. However, it is probable that the mobile
operators conduct satisfaction surveys and other marketing research but contact with the
mobile operators for any useful information yielded no response . This limitation affected
this study in that there are currently no literature materials on customer satisfaction of the
Nigerian mobile telecoms industry to consult. The majority of literature available (few in
number) focuses on the study of the impact and development of the telecommunications,
mobile telephony, communications, etc.
This lack of adequate research in the mobile telecoms sector may prevent it from
acquiring knowledge useful for development. According to Serenko and Turel (2006),
customer satisfaction measurement addresses both users and public interests and such
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lOMoARcPSD|36892723
studies can assist in economic and social development. Therefore, there is need to gain
more understanding in the area of customer satisfaction.
Consumers normally implement preferences when they go for comparing different
alternatives and choices. Preference based on scientific evaluation is always a reasonable
one. Real-life marketing primarily revolves around the application of a great deal of
common-sense dealing with a limited number of factors, in an environment of flawed
information and limited resources complicated by vagueness. Use of traditional
marketing techniques, in these circumstances, is inevitably partial and unequal. Now a
day the role of marketing has becoming an essential part for any product. Marketing
plays the pivotal role after establishing target specifications, concept generation, and
concept selection through concept screening matrix and concept scoring matrix, and
finally testing of concept selection. Marketing has been comprehensively classified into
two categories such as product selling and concept selling. The marketing of any product
might be reached only because of concept selling. The role of the concept selling is to sell
the concept to the customers after getting their feedbacks through face to face
interactions, Electronic mails, panel discussions, interaction with extreme users, end
users, lead users, written survey and word of mouth advertising. Above described
methods might be congruous and helpful for concept generation too. It will help the
marketers to market the product more gullible, notable and plausible.
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lOMoARcPSD|36892723
COMPANY
PROFILE
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COMPANY PROFILE
Asian Paints Ltd
Industry Chemicals
Founded 1942
Champaklal H. Choksey
Suryakant C. Dani
Founders
Arvind R. Vakil
Chimanlal N. Choksi
Headquarters Mumbai, Maharashtra, India
Area served Worldwide
Ashwin Choksi (Non Executive Chairman)
Ashwin Dani (Non Executive Vice Chairman)
Key people
K. B. S. Anand (CEO & MD)
Abhay Vakil (Non Executive Director)
Basic and industrial chemicals, decorative paints, industrial
Products
(re)finishing products, coatings
Revenue 15,852 crore (US$2.4 billion) (2018)
Operating income 2,808 crore (US$420 million) (2018)
Net income 1,779 crore (US$260 million) (2018)
Total assets 6,205 crore (US$920 million) (2018)
Number of employees 6,067 (2016)
Website www.asianpaints.com
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lOMoARcPSD|36892723
Asian Paints Limitedis an Indian multinational paint company headquartered inMumbai,
Maharashtra. The Company is engaged in the business of manufacturing, selling and
distribution of paints, coatings, products related to home decor, bath fittings and
providing of related services. Asian Paints is India's largest and Asia's third largest paints
corporation.As of 2015, it has the largest market share with 54.1% in the Indian paint
industry. Asian Paints is the holding company of Berger International.
History
The company was set up in a garage in Mumbai by four friends Champaklal Choksey,
Chimanlal Choksi, Suryakant Dani and Arvind Vakil in February 1942. During the World
War II and Quit India Movement of 1942, a temporary ban on paint imports left only
foreign companies and Shalimar Paints in the market. Asian Paints took up the market
and reported annual turnover of 23 crore in 1952 but with only 2% PBT margin. By 1967
it became the leading paints manufacturer in the country.The four families together held
the majority shares of the company. But disputes started over the global rights in 1990s
when the company expanded beyond India. The disputes resulted in Choksey selling their
13.7% shares and exiting in 1997. Champaklal died in July 1997 and his son Atul took
over. After failed collaboration talks with the British company Imperial Chemical
Industries, Choksey's shares were mutually bought by the remainder three family and
Unit Trust of India. As of 2008, the Choksi, Dani and Vakil families hold a share of
47.81%.
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lOMoARcPSD|36892723
Marketing and advertising

In 1950s the company launched a "washable distemper", which was a balance between
the cheap dry distemper that peeled easily and the more expensive plastic emulsions.
Promoting their brand Tractor Distemper, the company used "Don't lose your temper, use
Tractor Distemper" in their advertisings.[In 1954, "Gattu" – a mischievous boy with a
paint bucket in his hand – was launched as mascot. Created by R. K. Laxman, the mascot
found appeal with the middle-classes.[ He was used only in print advertisements and
packaging till 1970s and by 1990s was also seen on television advertisements. Gattu
helped in bringing the commodity-led business of painters to the actual end users of
home-owners.
Ogilvy & Mather, the advertising agency associated with Asian Paints, launched
marketing strategy by focusing on festive occasions in 1980s with their tag line "Har
Ghar Kuch Kehta Hain" (Every home says something about its owner). Relating with
festivals and important life events like marriages and child birth, the company advertised
it as an occasion to paint homes by connecting on emotional level. In 1990s, the
advertisements focused on the home exteriors focusing on how the paints could keep the
exteriors timeless.
The company revamped its corporate identity in 2000s and axed Gattu as their mascot
and later changed its "Asian Paint" logo to a shorter "AP".
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lOMoARcPSD|36892723
Name Age Since Current Position
Ashwin Choksi 71 2009 Non-Executive Chairman of the Board
K. B. S. Anand 2013 Chief Executive Officer, Managing Director
Ashwin Dani 74 2009 Non-Executive Vice Chairman of the Board
Chief Financial Officer, Compliance Officer,

Jayesh Merchant
Company Secretary, President - Industrial JVs
Mahendra Choksi 1992 Non-Executive Director
Malav Dani 40 2013 Non-Executive Director
Abhay Vakil 2014 Additional Non-Executive Director
Amrita Vakil 2014 Non-Executive Director
Ramaswamy Seshasayee 68 2017 Additional Independent Director
Dipankar Basu 81 2000 Non-Executive Independent Director
Subramaniam Ramadorai 72 2009 Non-Executive Independent Director
Vibha Rishi 2014 Non-Executive Independent Director
Deepak Satwalekar 67 2000 Non-Executive Independent Director
Mahendra Shah 2001 Non-Executive Independent Director
M. Sharma 2012 Non-Executive Independent Director
Swaminathan Sivaram 68 2001 Non-Executive Independent Director
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Name Description
Ashwin Choksi Shri. Ashwin C. Choksi is the Non-Executive Chairman of
the Board of Asian Paints Limited. He obtained his Masters
degree in Commerce from Sydenham College, Mumbai. He
joined Asian Paints in 1965 and was initially inducted into
the materials function of the Company. He rose to the
position of the Managing Director in 1984 and went on to
become the Executive Chairman in the year 1997.
K. B. S. Anand Shri. K. B. S. Anand is the Chief Executive Officer,
Managing Director of the Asian Paints Limited. He was
Chief Executive Officer, Managing Director, Additional
Director of Asian Paints Ltd., since April 01, 2012. He
serves as a President of Decorative Business Unit.
Ashwin Dani Shri. Ashwin S. Dani is the Non-Executive Vice Chairman
of the Board of Asian Paints Limited. Shri. Ashwin Dani
started his career in 1967, as a Development Chemist with
Inmont Corp, (now known as BASF) Detroit, USA, a
supplier of automotive OEM and refinishes. He joined Asian
Paints in 1968 as Senior Executive and moved through
successive senior positions like Director – R & D, Works
Director, Whole-time Director and Vice Chairman. He
served as Vice Chairman and Managing Director of the
Company from December, 1998 to March, 2009. He is the
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lOMoARcPSD|36892723
past President of the Indian Paint Association (IPA) and has
received a number of awards for his contributions to the
Paint Industry. He was a member of the Central Board of
Trustees – Employees Provident Fund of the Govt. of India
and was also the President of the Board of Governors of the
UDCT Alumni Association, Mumbai. Currently, he is a
member of the Board of Management of Institute of
Chemical Technology (formerly UDCT). He completed his
B.Sc. (Hons) from the Institute of Science University of
Bombay and B.Sc. (Tech) (Pigments and Varnishes) from
U.D.C.T. University of Bombay. He holds Masters Degree
in Polymer Science from University of Akron, Ohio, USA
and Diploma in Colour Science from Rensellaer
Polytechnic, Troy, New York.
Mahendra Choksi Shri. Mahendra C. Choksi is the Non-Executive Director of
Asian Paints Limited. He has considerable knowledge and
experience in the Chemical industry, particularly in
Synthetic Resins. Mr. Mahendra Choksi was Director -
Production & Process Engineering till 1st March, 1973 in
Asian Paints Limited. He joined the Board in 1992 and prior
to becoming a Director on the Board of Asian Paints
Limited, he was holding the position of Managing Director
in Resins and Plastics Limited till 31st August, 2002.
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Malav Dani Shri. Malav A. Dani is the Non-Executive Director of the
Asian Paints Limited., with effect from 21st October, 2013.
He was working with GE for six years on key business
initiatives and has also worked on the customer centricity
initiatives with Asian Paints Limited. In the year 2007, he
joined Coatings Specialties (lndia) Limited as an Executive
Director. ln the year 2012, he was appointed as the
Managing Director of Hitech Plast Limited. Shri Malav Dani
was the honorary Director for the VOLACT program
initiated by SOSVA an NGO working with the Gates
Foundation to provide medical supplies for the AIDS
programme. He was also involved in the activities of Young
Leaders‘ Forum of the Indian Merchants‘ Chamber. Shri.
Malav Dani has completed his B.S. in Business
Management, from Purdue University in USA and MBA
from Columbia University, USA
Abhay Vakil Shri. Abhay A. Vakil is an Additional Non-Executive
Director of Asian Paints Limited. He has been associated
with the Company since 1974. Prior to becoming Managing
Director in 1998, he was holding the post of Wholetime
Director in the Company. He was overseeing the
Decoratives India SBU of the Company. He was in sole
charge of the supply chain/sales and marketing activities of
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lOMoARcPSD|36892723
the Decoratives Business Unit of the Company that included
procurement of raw materials, metal containers and other
packaging goods as well as branding and pricing strategies.
His role also included the containment of costs, maintenance
of quality and ensuring achievement of the targeted sales
and profits. He ceased to be the Managing Director of the
Company on 31st March, 2009 and with effect from 1st
April, 2009 he holds the position of Non-Executive Director
on the Board of Asian Paints Limited. Shri. Abhay Vakil is a
Science Graduate from Mumbai University and BS from
Syracuse University USA.
Amrita Vakil Ms. Amrita Vakil is the Non-Executive Director of the
Asian Paints Limited., with effect from 14th May, 2014. She
holds a Bachelor‘s of Science Degree in Human Resources
and Economics Degree from Michigan State University,
East Lansing, Michigan. She began her career at Asian
Paints Limited, in 2003 in the Human Resource department
and was responsible for end-toend training of the executives
of the Company. She was also instrumental in the launch of
employees‘ intranet portal of Asian Paints Limited. In 2005,
she joined Frost & Sullivan, an American Consulting
Company as a Senior HR Executive and managed a
Generalist HR profile. She handled HR operations for all
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lOMoARcPSD|36892723
their India & Middle East offices.
Dipankar Basu Shri. Dipankar Basu is the Non-Executive Independent
Director of Asian Paints Limited. He retired as Chairman of
State Bank of India (SBI) in August 1995. He concurrently
chaired the Boards of the commercial Banking subsidiaries
of SBI (seven in India and one each in UK, Canada & USA)
and three non banking subsidiaries. He spent his entire
professional career with SBI. He spearheaded its foray into
investment banking and was responsible for setting up SBI
Capital Markets and SBI Mutual Fund. While serving as
Chairman, SBI, Mr. Basu served on the Boards of several
apex financial institutions of India (e.g. IDBI, Export Import
Bank of India, GIC of India Ltd., NABARD, etc.) as also on
the Governing Boards of national level Banking Association
and Institutes. After retirement Mr. Basu served as a
member of the Disinvestment Commission set up by the
Government of India from 1996 to 1999. During 1997, he
was a member of Narasimham Committee on Banking
Sector Reforms. Mr. Basu currently serves on the Boards of
a number of Companies in India. He holds a Masters Degree
in Economics from Delhi University.
Subramaniam Ramadorai Shri. Subramaniam Ramadorai is the Non-Executive
Independent Director of Asian Paints Limited. As the
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lOMoARcPSD|36892723
Managing Director of Tata Consultancy Services Limited
(TCS), he was instrumental in building TCS to be a global
software and services company. He is now the Non-
Executive Vice Chairman of TCS. In recognition of his
commitment and dedication he was awarded the Padma
Bhushan by the President of India. In April, 2009, he was
awarded the CBE (Commander of the Order of the British
Empire) by Majesty Queen Elizabeth II for his contribution
to Indo- British economic relations. He is also an advisor to
the Prime Minister in the Prime Minister‘s National Skill
Development Council in the rank of Cabinet Minister. He
holds a Bachelors Degree in Physics from Delhi University,
a B.E. degree in Electronics and Telecommunications from
the Institute of Science, Bangalore and also a Masters degree
in Computer Science from the University of California –
UCLA, (USA).
Vibha Rishi Mrs. Vibha Paul Rishi is the Non-Executive Independent
Director of the Asian Paints Limited., with effect from 14th
May, 2014. Mrs. Vibha Paul Rishi is an alumnus of FMS,
Delhi. She started her career with the Tata Administrative
Services and was part of the founding team of Titan
Watches. Mrs. Rishi was an Executive Director – Brand and
Human Capital of Max India Limited. She is a seasoned
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lOMoARcPSD|36892723
marketing professional with extensive experience in Indian
and international markets, coupled with an abiding passion
for people. Her last role was as the Director, Marketing and
Customer Strategy at the Future Group, India‘s largest retail
group. Prior to this she spent 17 years at PepsiCo in
marketing and innovation roles in India, US and UK. She
was one of the founding team employees of PepsiCo when
they set up in India. She was also associated with Pratham, a
NGO that works to provide education to underprivileged
children in India.
Deepak Satwalekar Shri. Deepak M. Satwalekar is the Non-Executive
Independent Director of Asian Paints Limited. He was
appointed as a Dy. Managing Director of HDFC in 1990 and
became Managing Director in 1993. Presently he holds the
position of Managing Director & CEO of HDFC Standard
Life Insurance Co. Ltd. Has been a consultant to the Wortd
Bank, the Asian Development Bank, United States Agency
for International Development (USAID) and the United
Nations Centre for Human Settlement (HABITAT). He was
involved in policy work as a member of the Steering
Committee on Urban Infrastructure and Housing for the
Ninth Five Year Plan of the Govt. of India and Chairman of
the Working Group on avoidance of conflict of interest in
43

lOMoARcPSD|36892723
the financial services sector set up by the Reserve Bank of
India. He is a B.Tech. from the Indian Institute of
Technology (lIT), Bombay and has completed his post
graduation in business administration from the American
University, Washington DC.
Mahendra Shah Shri. Mahendra M. Shah is the Non-Executive Independent
Director of Asian Paints Limited. Mr. Shah was the
Managing Director of The Indian Card Clothing Co. Limited
from 1985 until his retirement in 2001. During his tenure, he
was also responsible for setting up the green"eld project of
Suessen Asia Limited, as its Managing Director concurrently
over 5 years. Earlier, Mr. Shah was the Managing Partner of
the India operations of the multi-national trading- cum-
"nance companies of The Pan-Africa/The Plenum Group,
headquartered in Hongkong, o#ering country lines of credit.
During his professional career, Mr. Shah was also Chairman
of several panels of the Textile Machinery Manufacturers‘
Associations representing the industry‘s interests with the
Government of India in formulation of Government policies.
He also led an all India Textile Machinery Manufacturers‘
delegation to Nigeria with distinction. Mr. Shah holds a
Bachelor‘s degree in Electrical Engineering from University
of Mumbai and a Master‘s degree in Industrial Engineering
44

lOMoARcPSD|36892723
from New York University.
M. Sharma Shri. M.K. Sharma is the Non-Executive Independent
Director of Asian Paints Limited. Mr. M.K. Sharma began
his career with DCM Limited and subsequently joined
Hindustan Unilever Limited (formerly Hindustan Lever
Limited) (HUL) as Legal Manager. He joined the
Management Committee of HUL in April, 1990 as Vice
President, Legal & Secretarial and was inducted into the
Board of HUL in August, 1995 as a Wholetime Director and
served as the Vice Chairman from April, 2000 till his
retirement in May, 2007. He holds Bachelor‘s Degree in
Arts and Bachelors of Law Degree from Canning College
University of Lucknow. He has also completed Post
Graduate Diploma in Personnel Management from
Department of Business Management, University of Delhi
and Diploma in Labour Laws from Indian Law Institute,
Delhi.
Swaminathan Sivaram Dr. Swaminathan Sivaram is the Non-Executive
Independent Director of Asian Paints Limited. He is a
scientist of repute – his research interest being ―Polymer
Synthesis‖. Dr. Sivaram has over 30 years of experience in
research on polymer synthesis, high performance polymers
and surface chemistry of polymers. In a career spanning
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lOMoARcPSD|36892723
achievements in the field of ―Polymer Synthesi s‖, he has
been felicitated in recognition of his contribution, with
several awards and honours. He was bestowed with ―Padma
Shri‖ award by the President of India in January, 2006 for
his contribution in the field of science and technology. He
serves on the Editorial Board of several National and
International journals in chemistry and polymer science. He
is the Hon. Secretary of Society of Polymer Science, India.
He holds M.Sc. from Indian Institute of Technology,
Kanpur, Ph.D Purdue University, W. Lafayete, USA and
Research Associate from The Institute of Polymer Science -
Akron, USA.
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lOMoARcPSD|36892723
Marketing mix of Asian Paints
Asian Paints is an Indian, public ltd company, that has its headquarters in Mumbai, India.
The company deals in the manufacturing of paints that are used for decorative purposes
and has industrial usage.
This chemical company is the largest manufacturers of paints in India and third largest in
Asia. Besides India, Asian paints also serves a global market with the help of its
subsidiary companies like Berger International ltd and SCIB Paints.
The company was founded in the year 1942 and presently its MD is K.B.S Anand. Asian
Paints faces stiff competition in the market from its competitors. They are as follows
 Kansai Nerolac
 Berger Paints
 Jenson and Nicholson
 Shalimar Paints
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Product in the Marketing mix of Asian paints
Asian Paints manufactures as well as markets decorative and industrial coatings and it
provides solutions and services for home paintings. All the products of Asian Paints are
of acrylic type with properties such as washable, long-lasting, leak proof and sunlight
protected. Some of the main products of the company are as follows
 Industrial coatings include Road markings, floor coatings and protective
coatings.
 Decorative paints include metal surface paints, wood surface paints, exterior wall
paints and interior wall paints.
 Ancillaries include wood primer, exterior wall putty, wall primer and acrylic wall
putty.
 Asian paints Royale – An interesting offering by Asian paints where they
decorate your house with colors and Asian paints direct painters are involved in
the process.
Along with the above paints, Asian Paints has been in the market of automotive paints. It
is a joint venture with another company called PPG industries under the name PPG Asian
Paints. The products include the manufacturing of plastic coatings and body coatings.
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lOMoARcPSD|36892723
Place in the Marketing mix of Asian paints
Asian Paints has spread its operations across the globe in at least seventeen countries. In
every country, it has set up manufacturing facilities and in eleven out of the seventeen, it
has become the number one paint manufacturer.
The operations of Asian Paints are held through a network of five regions worldwide via,
Caribbean region, Middle East region, South Pacific region, South-East Asia and South
Asia. A massive research and development center has been opened in India.
The company has a manpower that is dedicated and well-organized and it enables the
company to harness all the available information and technology solutions in order to
increase the operations efficiently. Asian Paints has sidestepped the segment of bulk
buyer and has gone directly to the individual customer.
At first, it concentrated on the semi-urban and rural areas and later on the urban areas.
After entering the retail market, it initiated an open-door policy for the dealers and started
a nationwide marketing and distribution. It has 6 manufacturing locations and 70 sales
branches, 15,000 dealers and numerous warehouses. This intricate network along with
sales managers, the executives and the sales team handle all steps of manufacturing and
distribution.
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lOMoARcPSD|36892723
Price in the Marketing mix of Asian paints
In order to implement a balanced pricing policy Asian Paints has been keeping a close
watch on the markets. The pricing decisions lean heavily on raw materials, petro-
products, taxes, excise duty and various other factors. Even the increase or decrease in
the competitor‘s prices affects a brand heavily. That is why constant watch and periodical
evaluation of its pricing strategy has become necessary for a high-profile company like
Asian Paints.
Asian Paints has kept a very flexible pricing policy. It has created various sub brands for
the various sections of the society. The price range is kept according to the properties of
every brand. All the products are of very fine quality with some ad-on features with them.
The strategy has been kept of value based pricing policy with prices going up and down
as per market situation.
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lOMoARcPSD|36892723
Promotions in the Marketing mix of Asian paints
The mascot for Asian Paints is Gattu and the cartoonist R.K Laxman created it in the year
1954. Gattu, who had an endearing appearance with his hair locks dangling over his right
eye, became a very popular figure. After reigning for more than four decades, it was
phased out in a rebranding initiative in the year 2002.
Even the logo was changed to display an upmarket and contemporary look that denoted
technology and sophistication. All the promotional activities of Asian Paints are based on
the fact that the company is all about the family and its members along with their homes,
which are a reflection of each other.
The slogan ―Har Ghar Kuch Kehta Hai‖ is a prime example of the fact that the brand is
trying to connect with the emotions of the people. The famous actor pair of brother and
sister Saif Ali Khan and Soha Ali Khan have been endorsing its brand Royale. Actor
Akshay Khanna has also been a part of the promotional activities. Currently Deepika
Padukone has taken over the brand endorsement. The promotions also include incentives
to the painters, distribution of t-shirts and caps and added privileges to its members.
Finally, the best brand element for the brand is its wide distribution network, the quality
of its products and its repeated marketing communications which keep reminding the end
customer that Asian paints is the best paints brand out there.
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lOMoARcPSD|36892723
SWOT Analysis of Asian paints
Asian paints was founded in 1942 and is engaged in the business of manufacturing,
selling and distribution of paints, coatings etc. Asian Paints clocked a turnover of Rs
15,852 crores in 2016 and are the largest paint company in India. The company has
operations in over 19 countries with services available in over 65 countries. Asian Paints
is a holding company of Berger International. Indian Paints Industry is estimated to be at
Rs 406 bn of which organised sector accounts for about 65 % i.e. Rs 264 bn.
Market Share:
Asian Paints is the leading Paint manufacturing company in India with a market share of
over 54 percent.
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Strengths in the SWOT Analysis of Asian paints :
Strong Growth: Asian Paints has shown a healthy growth of around 8 – 12 % in the past
5 financial years. This has made sure that the company maintains the top spot as far as
market share is concerned. It is double the size of any other paint company in India.
Strong Global Presence: Asian Paints has a wide footprint on a globe operating in 19
countries and have 26 manufacturing units around the world. Asian Paints serves in over
65 countries and is the fourth largest paints company in Asia.
A wide range of Products: The Product portfolio of Asian Paints allows them to cater to
different segments and industries, they are present in the Industrial coatings, Decorative
paints, Ancillaries, Asian Paints Royale etc. This allows them to penetrate different
segments of business and sections of society which helps them maintain market share.
Brand Value: Asian Paints was ranked 20th in the Top 20 best brands in Interbrand
report by Economic Times. It also featured in the Top 20 World‘s Most Innovative
companies.
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Strong Supply Chain Management: Asian Paints has is a superior technology driven
company which has focused on integrating Supply Chain Management (SCM) and
Enterprise Resource Planning (ERP) solution from SAP.
Marketing campaigns – Asian paints has always had good marketing campaigns. It has
continued its association with Saif Ali khan over the years and had also roped in Soha ali
khan for a beautiful campaign. From time to time it has roped in other personalities for
ads but Saif Ali khan has been a constant. Recently, Deepika padukone has been chosen
as their brand ambassador for Asian paints Royale play. Their brand mascot – GATTU is
very famous too and is one of the most popular brand mascots of India.
Asian paints royale play – The Royale play was an amazing and breakthrough concept
launched in the market by Asian paints wherein painters from the company themselves
will paint your house using unique designs and colours. These painters were specially
trained and consumers relied on them because they came from the house of Asian paints.
Deepika Padukone is the brand Ambassador for the sub brand.
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Weaknesses in the SWOT Analysis of Asian paints :
Low Market Share in Industrial and Auto Paint: Asian paints has a low market share
in the industrial paint (about 15 percent) and auto sector (about 20 percent) when
compared to Kansai Nerolac and AkzoNobel.
Slow International Business: Except for Bangladesh, Nepal and UAE, Asian Paints
have been performing below par in other overseas countries.
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Opportunities in the SWOT Analysis of Asian paints :
Growth in Industrial Sector: It has a chance to acquire market share in the Industrial as
well as automobile sector as well considering the current market situations.
Growing Indian Economy: With growth in Indian Economy and developing
infrastructure, Asian Paints has a chance to increase revenue base and venture into
smaller cities, to increase sales.
Emerging Nations: Asian Paints‘ vision is to become one of the top five decorative
coatings companies in the world. This can be achieved by focusing on the emerging
economies of the world.
Adapting to consumer psyche – Change is always constant. So although Asian paints is
leading the market due to Royale play, there are other factors which it can bring in to
dazzle its customers and therefore keep the majority market share. Off course, easier said
then done.
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Threats in the SWOT Analysis of Asian paints :
The threat of Slowdown: Any Economic slowdown will have a direct negative impact
on the construction industry and consequently paint industry will also get affected.
Unorganised sector: The unorganised sector still has about 35 percent of the market
share and this can prove out to be a deterrent to the growth of the industry.
The scarcity of Raw materials: The raw materials required in the Paint industry control
the pricing of paint and scarcity can cause a jump in the prices, which can be a threat for
the Paint Industry.
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AREA OF THE STUDY

 Selling process should be studied and improved.
 Customer satisfaction study has to be included.
 Product quality study should be done.
 This study can be extended by any paint manufacturer (Asian Paints, Nerolac or
even Berger Paints) to launch a new product in the market.
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SCOPE OF THE STUDY

 Selling process should be studied and improved.
 Customer satisfaction study has to be included.
 Product quality study should be done.
 This study can be extended by any paint manufacturer (Asian Paints, Nerolac or
even Berger Paints) to launch a new product in the market.
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Objectives of the
study
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OBJECTIVE OF THE STUDY
 To know the significance of customer satisfaction and to search an optimum

design for an effective customer satisfaction survey.
 To track and measure the customer satisfaction in relation to Asian Paints as a

product.
 To know the requirements of the customer satisfaction.
 To know the level of awareness of the Asian Paints as product.
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Research
Methodology
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RESEARCH METHODOLOGY
Methodology is the systematic, theoretical analysis of the methods applied to a field of
study Typically, it encompasses concepts such as paradigm, theoretical model, phases
and quantitative or qualitative techniques. A methodology does not set out to provide
solutions - it is, therefore, not the same as a method.
Research design -The research design refers to the overall strategy that you choose to
integrate the different components of the study in a coherent and logical way, thereby,
ensuring you will effectively address the research problem; it constitutes the blueprint
for the collection, measurement, and analysis of data.
Exploratory Research is research conducted for a problem that has not been clearly
defined. It often occurs before we know enough to make conceptual distinctions or to
posit an explanatory relationship. Exploratory research helps determine the best research
design, data-collection method and selection of subjects. It should draw definitive
conclusions only with extreme caution. Given its fundamental nature, exploratory
research often concludes that a perceived problem does not actually exist.
Universe- Lucknow
Sample Area – Chinhat and BBD Campus, Lucknow
Sample Size- 100
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Sample Design: A sample design is made up of two elements. Sampling method.
Sampling method refers to the rules and procedures by which some elements of the
population are included in the sample. Some common sampling methods are simple
random sampling , stratified sampling , and cluster sampling .
Judgmental Sampling Design: Judgmental sampling design is usually used when a
limited number of individuals possess the trait of interest. It is the only viable sampling
technique in obtaining information from a very specific group of people. It is also
possible to use judgmental sampling if the researcher knows a reliable professional or
authority that he thinks is capable of assembling a representative sample.
Sample Unit: Individuals
Data source- Primary data & Secondary Data
The two main sources of data for the present study have been primary data and
secondary data.
1. Primary Data:
Primary data consists of original information collected for specific purpose. The
primary data for this research study was collected through a direct survey with the
viewers guided by a structured questionnaire. The questions were structured and direct
as to make viewers understand easily.
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2. Secondary Data:
Secondary data consists of information that already exists somewhere, having
been collected for specific purpose in the study. The secondary data for this study
collected from various books, company websites, and from company brochures.
Data Collection Tools: Questionnaire
A questionnaire is a research instrument consisting of a series of questions and other
prompts for the purpose of gathering information from respondents. Although they are
often designed for statistical analysis of the responses, this is not always the case.
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LIMITATIONS
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LIMITATIONS
1. The study is limited to Lucknow City. So the study is subject to the limitation
of area.
2. The time period of the study was limited which may provide a deceptive
picture in comparison of the study based on long run.
3. Sampling size was of only 100, because only these people had attended soft
skill development training.
4. The study is based only on secondary & primary data so lack of keen
observations and interactions were also the limiting factors in the proper
conclusion of the study.
5. Lack of Research Experience.
6. Lack of resource.
7. Lack of Practical Knowledge.
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DATA
ANALYSIS
&
INTERPRETATION
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Analysis and Interpretation

(for general purpose)
Observing and studying the questionnaire No.1 the data collected from it is processed
into the following tabulation and graph form.
Figure - 1
INFERENCE:
From the above table , out of the 10 respondents, following is the inferences for different
elements.
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Overall Satisfaction: the overall satisfaction rate is 60%and the total dissatisfaction rate
is 40%. The gap between the two is 60% - 40% = 20%. This means the overall
satisfaction rate is 20% more than the dissatisfaction rate. That shows improvement but
not at the sufficient rate.
Sales Representative: the total satisfaction is 30% and the total dissatisfaction is 70%
out of which 20% are very dissatisfied. The gap between the dissatisfaction and
satisfaction is 70% - 30% = 40%. That means the dissatisfaction level is 40% more that
satisfaction level. This indicates that the company need more improvement in this area of
business activity.
Online Facility: the total satisfaction of the customers is 70%and dissatisfaction is 30%
.the satisfaction gap is 70% - 30% = 40%. It means the satisfaction rate is 40% more than
the dissatisfaction rate. This means the company‘s performance is better in this field. But
out of 30% , 10% are very dissatisfied and 20%are somewhat dissatisfied. The company
must find the reasons for such a dissatisfaction for the total success.
Price Level: here the total satisfaction level is 40% and the total dissatisfaction is 60% .
Therefore the gap rate is 60% - 40% = 20%.. This means the dissatisfaction rate is 20%
more than satisfaction level.
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Analysis and Interpretation of Questionnaire no.2

(for specific purpose)
Observing and studying the questionnaire No.2 the data collected from it is processed
into the following tabulation and graph form.
Figure- 2.1
INFERENCE:
From the above table, out of the 100 respondents, following is the inferences for
different elements;
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Colour, texture and smell: the total satisfaction level is 50% and the total dissatisfaction
is 50%. But out of the total rate of dissatisfied customers 40% are somewhat dissatisfied
and 30% somewhat satisfied. And therefore the gap between the former and the latter is
40% - 30%= 10% . It means that the dissatisfaction rate is 10% more than satisfaction
level.
Though the very satisfied customers are 20% who, are totally satisfied and have no
complains regarding this element.
Smooth wall surface: total satisfaction level of the customers is 70% ,therefore 30%
totally dissatisfied . The gap between the two is 70% - 30% = 40%. This means that the
satisfaction level is 40% more than the dissatisfaction level.
This shows 70% of the customers agree that after using Asian Paints they get a smooth
wall surface.
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Figure - 2.2
INFERENCE:
From the above table , to my analysis, out of the 10 respondents, 10% of the respondents
have experienced Adhesion on their walls after using Asian Paints.
While the 90% of them have given a positive response, this shows the level of increased
improvement.
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Figure: 2.3
INFERENCE:
From the above table, to my analysis, out of the 10 respondents, 10% of the respondents
have experienced blistering on their walls after using Asian Paints.
While other 90% of them have no complains for this factor.
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Figure- 2.4
INFERENCE:
From the above table, to my analysis, out of the 10 respondents, 10% of them have
experienced yellowing of the wall after using Asian Paints.
While 90% of them have given a positive response.
But the company must take find the reasons for such yellowing of the walls.
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Figure- 2.5.1
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INFERENCE:
From the above table (2.5) , out of the 10 respondents , 20% and 70% of them are aware
of the Asian Paints Primers and Decorative paints respectively.
Further 80% and 30% do have much idea regarding the usage of the Asian Paints
primers and decorative paints respectively.
From the table (2.5.1) , out of the 10 respondents, following is the inference for the
different elements:
Primers : total satisfaction is 10% and the other 10% are very dissatisfied due to the
inhalation of its strong fumes.
Decorative Paints: total customers aware are 70%.out of which 40% are dissatisfied
customers and total satisfaction is 30%. Therefore the gap that prevails between the two
is 40% - 30% = 10% . This means that the dissatisfaction is 10% more than satisfaction
rate.
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Figure: 2.6
INFERENCE:
From the above table , to my analysis, out of the 10 respondents, 30% are not satisfied
and do not find the makeover and decorative ideas provided by the Asian Paints useful ,as
they feel the Ideas do not work out as is shown in the t.v. commercials.
While 70% of the respondents have provided with positive response.
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Figure: 2.7
INFERENCE:
From the above table , to my analysis , out of the 10 respondents, 60% of the respondents
feel that the t.v. commercials shown by the Asian Paints are misleading. As they found
problems of colour fadedness, blistering, yellowing of the walls etc.. This may bring
them on verge of brand shifting. Hence the company must overcome this problem as
soon as possible.
While other 40% have provided a positive response.
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Figure- 2.8
INFERENCE:
Regarding the Service Sector of the Asian Paints, to my analysis, out of the 10
respondents,
For Response to Complaints: 60% of the respondents have given do find optimum
satisfaction from this sector of the company, out of which 20% are very dissatisfied, as
they have not received any response to their complaints.
While 40% have given a positive feed back.
After Sales Service: 50% of the respondents have derived optimum satisfaction but the
other half are not satisfied by the after sales services provided by the company. Out of
which 20% are very dissatisfied.
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Figure- 2.9
INFERENCE:
Form the above table , out of the 10 respondents, 60% of them are giving more
preference to the other paints company like NEROLAC Paints company. As they have
found satisfaction for a longer period of time in terms of paint quality as well as in price
level.
While 40% of the respondents have preferred Asian Paints over other paints.
Therefore this shows an alarming situation for the company, where the company may
lose their existing customers.
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Findings
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FINDINGS
The findings from this research shows that the company is working hard to maintain the
quality of its paints as the least number of the customers have some problems regarding
blistering , adhesion or yellowing of the wall. Almost 70% of the respondents have
agreed that after using Asian Paints they get a smooth wall surface.
But the certain dissatisfaction still prevails regarding the texture and smell of the
primers. One out of the ten respondents is totally disinclined towards Asian Paints the
reason found out was the fumes of the primers affecting the health. Another have
experienced cracks in the wall paints and have complained against the durability of the
paints. Such dissatisfied customers have shown positive inclinition towards other brands
such as Nerolac paints.
Regarding the service department of the Asian Paints. This include, the services
provided by sales representative of which the total satisfaction prevailing is just 30% and
the level of the dissatisfaction is 40%, more as the respondents have reported, the local
dealers and team leaders are care free and do not respond to their complains.
And in the fields of feedback to the complains, 20% more of dissatisfaction is prevailing
than satisfaction. The After Sales Services shows equal levels total satisfaction and total
dissatisfaction but 20% of then show that they are very dissatisfied.
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Incase of Online Facilities the respondents have provided with positive feedback. 40%
rate of satisfaction level is more than the dissatisfaction level. This shows that the online
facilities have upward moving scale.
Regarding the promotional activities, 6:10 is the ratio for dissatisfaction . That means out
of ten respondents undertaken six respondents feel that the commercials are misleading
because according to them they have not got the same effects as shown in the t.v.
commercials. And the other activities such as innovative ideas and makeovers
its satisfactory ratio is 7:10 which shows effective efforts are being taken.
Regarding the price level, 60% of the respondents feel that the prices of the Asian Paints
are high. Out of which 20% are very dissatisfied as they are reluctant after comparing the
prices with end results.
Regarding the inclination towards the Asian paints brands , 6:10 respondents prefer Asian
Paints over other paints. But still there are four other respondents who are preferring
other paint brands.
The overall satisfaction of the Asian Paints ltd in general judged by the respondents and
brought down in this report is, 20% more than the overall dissatisfaction.
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Recommendations
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Recommendations
 Asian Paints must improve its service sector. If there are any complaints
regarding the product of the Asian paints, the line officers must follow up with
calls or emails , if required they must send their workers to repair the damaged
caused due to the company's product.
 There are complaints by the customers regarding the care- free behavior of the
team leaders, resulting in poor customer satisfaction. To avoid this the
management must try to change the behavior of the officers as well as team
leaders. This can be done by bringing Change Management.
 Asian Paints Co. must re-treat its primers, in its research laboratories to avoid the
inhalation of the harmful fumes and make the products eco-friendly.
 Asian Paints is one of the best paints , but certain weaknesses still persist,
regarding its colour fadedness, adhesion & smoothness. Therefore to avoid this
the company must have a regular check on its production department and quality
department and every activity related to the development of the product. They can
do this on regular intervals by adopting techniques like Kaizen technique and
Total Quality Management.
 The customers feel that the advertisements are misleading and fraud. Therefore to
remove this negative attitude of the customers the company can demonstrate how
to use a particular product and how to utilize and maintain it at its maximum
level. At last how to obtain an advertisement look.
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CONCLUSION
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CONCLUSION
Asian paints is largest exporter in India dealing with paints its exports all over 26
countries. Due to changes in policies it greatly effects the business. Also they have to
operate in international market, so they have to curb themselves accordingly to their
policies & customs.
If in the market there was no competition Asian Paints would have monopolized the paint
market. Due to competition day by day it is coming upon with new innovation & schemes
for the same and is working constantly on its brand name and goodwill . This resulted in
listing Asian Paints in 25th position among the whole industries in India and 1st among
paint industry.
To keep abreast with technology it has been computerizing its various operation for more
than 25yrs. Its implementation of advanced planning and optimization software has
reaped the informational flow for planning decision making & control , thus resulting in
stoppage of inventory piling and eliminating lapses between two production function.
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BIBLIOGRAPHY
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BIBILIOGRAPHY
Books :
 Kothari. C.R (2004): Research Methodology Methods & Techniques‟, New Age
International Publishers, New Delhi, 2nd Edition.
Websites:
https://www.asianpaints.com/more/about-us.html
https://www.asianpaints.com/more/about-us/corporate-information.html
https://en.wikipedia.org/wiki/Asian_Paints_Ltd
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QUESTIONNAIRE
Name :
Age:
Gender:
Occupation:
1. What is your overall satisfaction rating with Asian Paints ltd
4 3 2 1
Very satisfied somewhat satisfied somewhat very dissatisfied
Dissatisfied
2. Please rate your level of satisfaction with your sales representative in the following
areas.
4 3 2 1
Dissatisfied
Responsiveness
Professionalism
Understanding my needs
3. Are you satisfied by online facilities provided by Asian Paints?
4 3 2 1
Dissatisfied
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4. Regarding the price level fixed by Asian Paints did you find it satisfactory?
4 3 2 1
Dissatisfied
5. Are you satisfied by the quality of the Asian paints in the terms of smell, shine , texture,
colour?
4 3 2 1
Dissatisfied
6. Are you satisfied by the smooth wall surface you get after using Asian paints?
4 3 2 1
Dissatisfied
7. Do you experience paint peeling or poor adhesion?
YES NO
8. Are you facing problems of blistering?
YES NO
9. Do you experience sags and runs?
YES NO
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10. After using Royale Asian Paints do you experience Yellowing of the wall color?
YES NO
11. Do you experience microbial growth on the walls after using Asian Paints?
YES NO
12. Have you used Asian Paint Primers ?( Asian Paints Acrylic Wall Putty, Primer ST,
Primer WT, etc)
YES NO
OR
If yes, do you find the Asian Paints Primers satisfactory?
4 3 2 1
Dissatisfied
13. There are various Decorative Paints for Exterior walls, Interior walls, Metal surfaces,
Wood surfaces. Have you used any of them ?
YES NO
OR
If yes, did you find it satisfactory?
4 3 2 1
Dissatisfied
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14. Asian Paints provide expert help in makeovers and decorative ideas. Did you find it
useful?
YES NO
15. Do you feel the T.V. commercials of Asian Paints Company are misleading?
YES NO
16. Asian Paints ltd provide a separate section for complaints.

Did you ever had a complain for Asian Paint‘s products or its services?
YES NO
OR
If, yes did you find the response given, satisfactory?
4 3 2 1
Dissatisfied
17. Do you feel satisfied by the after sales services provided by Asian Paints ,in terms of
tips on the post application and maintenance, invoice, warranty card, etc.
4 3 2 1
Dissatisfied
18. Do you think Asian Paints are more satisfactory than other paints?
YES NO
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19. Would you like to give any suggestions to the Asian Paints regarding their product or
services?
YES NO
OR
If yes, please write in the given box:
96

A Study On Customer Satisfaction Towards Asian Paints

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A Study on Customer Satisfaction towards Asian Paints

Research Project Report (Babu Banarasi Das University)

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when being depressed.

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Research Report is an important part of the Management studies. It bears immense

in the book and their practical implementations.

Research plays an important role in future building of an individual so that we can

get myself to do research at topic “A Study on Customer Satisfaction towards Asian

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business marketplace, customer satisfaction is an important performance exponent and

is the business and the bonding with customer.

Customer satisfaction is a part of customer’s experience that exposes a supplier’s

behavior on customer’s expectation. It also depends on how efficiently it is managed

business aspects like marketing, product manufacturing, engineering, quality of products

delivery services, complaint management etc.

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It is necessarily required for an organization to interact and communicate with

customers on a regular basis to increase customer satisfaction. In these interactions

the customer remain loyal to them.

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position in the global market and enhance business and profit.

The field of my research is Customer Satisfaction which focuses on customer‘s

indicator within the business.‖ By, Berlin Asong

Customer satisfaction can greatly achieved by imparting Customer Relationship

Management (CRM) in the company.

Business Techniques of Customer Satisfaction

to ‗ask for permission‘.

 Innovation drives customers' satisfaction. As customers' needs keep changing, an

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innovation-driven company is capacitated to exceed customers' expectations.

 To provide after sale services.

 Listen actively and carefully.

out the answer from someone who can.

situation into a positive experience

Recent Methods That Today’s Firm Adopt to Increase the Customer

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them a good experience.

to find the level of expectations and their level of dissatisfaction.

Customer Service Training

Another strategy to improve customer satisfaction is to invest in customer service

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service his loyalty towards that product or company is at its peak.

quality of the services.

comments and/or complaints is of value.

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Customer Relationship Management Software

Customer Relationship Management is a process of managing detail information about

of maximizing customer satisfaction and customer loyalty.

Customer Relationship Management Software. Customer relationship management

customer satisfaction. Through using CRM tools and accompanying philosophy,

before they even walk in the door.

CRM aims at individual customers. It tries to develop customers relationship by looking

into his needs and requirements.

 CRM helps in two way communication by understanding the messages of the