Republic of the Philippines CENTRAL LUZON STATE UNIVERSITY College Of
Transcript of Republic of the Philippines CENTRAL LUZON STATE UNIVERSITY College Of
Republic of the PhilippinesCENTRAL LUZON STATE UNIVERSITY
College of Business Administration and AccountancyScience City of Muńoz, Nueva Ecija, 3121
IN PARTIAL FULFILLMENT IN ISSUES AND TRENDS IN MANAGEMENT (MNGT 245)
Customer Relations Management of Supermarkets in San Jose City, Nueva Ecija
MARLON F. BAITECARDIE V. CABICO
EMILIE O. MAGTALAS
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATIONMAJOR IN MANAGEMENT
S.Y. 2009-2010
INTRODUCTION
In order to compete effectively in the market, organizations must be customer-
focused and because of this reason there is a need for an organization to establish a
customer relationship management (CRM). Customer Relationship Management (CRM)
is to create a competitive advantage by being the best at understanding, communicating,
delivering, and developing existing customer relationships, in addition to creating and
keeping new customers. It has emerged as one of the largest management exhortation. In
this era of fierce competition, both on a local and a global level, it becomes increasingly
important to ensure that a business is "customer-centered”. Organizations should realize
that retaining customers is more profitable than crating a new customer. Providing good
service and then finding a way to leverage the good will created by quality service a
company can tie deeply into a consumers mind and develop a strong business/client
relationship. However, technology as an enabler with very low cost has come to the
rescue of organizations to meet ever-changing need of customers.
Objectives
This study aims to:
1. Identify the reasons for customer complaints.
2. Enumerate the benefits of the organization in having CRM.
3. Find out the actions being undertaken by the management.
4. Determine the awareness of customers regarding the CRM of an organization.
Statement of the Problem
General Problem:
What are the importances of having a customer relationship management in an
organization?
Specific Problems:
1. What are the reasons for customer complaints?
2. What are the benefits of the organization in having CRM?
3. What are the actions being undertaken by the management?
4. How aware the customers regarding the customer relationship
management of an organization?
Significance of the Study
This study will clearly reveals the importance of a CRM in an organization
especially in a supermarket and/or department stores. This study wants to inform the
management of an organization that complaints are one of the most important forms of
communication between a business and its customers, and constructive responses to
complaints can help retain customers who would otherwise be lost.
Conceptual Paradigm
Data Collection Method
The data collection method being used in this research is interview method
guided by constructed questionnaire that will answer the main purpose of the research.
The approach that has been undertaken in doing the research is the purposive sampling,
wherein the people interviewed by the researchers are the ones which are presently there
DEPENDENT VARIABLES
Customer Satisfaction
Customer Dissatisfaction and Complaints
Customer Relationship
Consumer, and Management Benefits
INDEPENDENT VARIABLES
Customer Relation Management
Customer Services/Programs
Customer Awareness
Management
during the conduct of the interview. The people interviewed composed of customers who
purchased in the supermarkets understudy and the managers of the said supermarkets.
Scope and Limitations
The study is bound to know what current practices are of supermarket stores in
San Jose City Nueva Ecija; the importance of customer relation management and the
benefits and how to handle it.
Locale
Supermarkets in San Jose City, Nueva Ecija constitutes the locale of this
research. These towns are in Nueva Ecija in Central Luzon. The supermarkets that are
involved in the research are the following: NE Bodega Supermarket, the CVC
Supermarket, the Magic Supermarket, and the Friendship. the aforementioned
supermarkets will be the ones in which the researchers will get the information that they
need.
REVIEW OF RELATED LITERATURE
Evaluation of Customer Relationship Management
Customer Relationship Management (CRM) is to create a competitive advantage
by being the best at understanding, communicating, delivering, and developing existing
customer relationships, in addition to creating and keeping new customers. It has
emerged as one of the largest management buzzword. Popularized by the business press
and marketed by the aggressive CRM vendors as a panacea for all the ills facing the firms
and managers, it means different things to different people. CRM, for some, means one to
one marketing while for others a call centre. Some call database marketing as CRM.
There are many others who refer to technology solutions as CRM. If so, what is CRM?
Merchants and traders have been practicing customer relationship for centuries. Their
business was built on trust. They could customize the products and all aspects of delivery
and payment to suit the requirements of their customers. They paid personal attention to
their customers, knew details regarding their customers’ tastes and preferences, and had a
personal rapport with most of them. In many cases, the interaction transcended the
commercial transaction and involved social interactions. Even today, this kind of a
relationship exists between customers and retailers, craftsmen, artisans – essentially in
markets that are traditional, small and classified as pre-industries markets.
These relationship oriented practices have changed due to industrial revolution.
Businesses adopted mass production, mass communication and mass distribution to
achieve economics of scale. Manufactures started focusing on manufacturing and
efficient operations to cut costs. Intermediaries like distributors, wholesalers and retailers
took on the responsibilities of warehousing, transportation, distribution and sale to final
customers. This resulted in greater efficiencies and lower costs to manufacturers but
brought in many layers between them and the customers. The resulting gap reduced direct
contacts and had a negative impact on their relationships.
Technological Advancement
More information, communication and production technologies have helped
marketers come closer to their customers. Firms operating in diverse sectors ranging from
packaged goods to services started using these technologies to know their customers,
learn more about them, and then build stronger bonds with them through frequent
interactions. Marketers could gain knowledge about customers, which helped them
respond to their needs through manufacturing, delivery, and customer service.
Technology also enabled ordering and product-use related services. Though the
emergence of CRM in recent times coincided with the information age, one must
remember that technology is just an enabler. Technology enabled marketers overcome
several long felt shortcomings of mass marketing. Some of these included:
- Inefficiencies of mass marketing: 1980s and early 1990s witnessed some of the
most radical business transformations that resulted in cost reductions in almost all
functional departments except marketing. Manufacturing and related operations costs
were reduced through business process reengineering, human resource costs were
reduced through outsourcing, restructuring and layoffs, financial costs were reduced
through financial reengineering but marketing costs kept increasing due to increased
competition and product parity in virtually every industry.
- Lack of fast, effective and interactive models of customer contact, feedback and
information.
- Lack of consolidated information about customer interactions, purchase
behavior and future potential.
Intensive Competition
In competitive markets, specially the ones that were maturing and witnessing slow
or no growth, marketers found it more profitable to focus on their existing customers.
Studies have shown that it costs up to 10-12 times more to attract a new customer than to
retain an existing customer. Marketers have now started focusing on the lifetime value of
customers. They are moving away from just trying to sell their products to understanding,
customers needs and wants and then satisfying their needs. This has led to a relationship
orientation which creates opportunities to cross sell products and services over the
lifetime of the customer.
Growing Importance of the Service Sector
The service sector contributes to over two-third of the GDP of most advanced
economies. In India, the services sector contributes to over 50 per cent of the economy.
One of the characteristics of the service industries is the direct interaction between the
marketer and the buyer. In services, the provider is usually involved in the production as
well as delivery directly. For example, professional service providers like a doctor or
consultant are directly involved in production as well as delivery of their services.
Similarly, the customers are directly involved in production in the purchase and
consumption of these services. These direct contacts create opportunities for better
understanding, a better appreciation of needs as well as constraints and emotional
bonding all of which facilitate relationship building.
Therefore it should come as no surprise when you see the service firms pioneering
many of the customer relationship initiatives. Firms operating in the financial services,
hospitality business, telecom, and airlines are the early adopters and extensive users of
CRM practices.
Adoption of total Quality Management (TQM) Programs
Total quality management programs help companies offer quality products and
services to customers at the lowest prices. To enable this value proposition, organizations
needed to work closely with their customers, intermediaries as well as suppliers thus
fostering close working relationships with members of the marketing system. Companies
such as Intel, Xerox, and Toyota formed partnering relationships with suppliers and
customers to practice TQM.
Other developments such as an increase in the number of demanding customers,
increased fragmentation of markets, and generally high level of product quality forced
business to seek sustainable competitive advantages. A competitive advantage is
sustainable only when it is not easily replicated. One such sustainable competitive
advantage is the relationship that a firm develops with its customers.
Schools of Thought on CRM
The relationship marketing is supported by the growing research interest in
different facets of this concept. Researchers in different countries observed this shift in
marketer’s orientation towards customer relationship and started exploring the
phenomenon. The initial approaches to CRM can be broadly classified as:
1. The Anglo-Australia Approach,
2. The Nordic Approach, and
3. The North American Approach.
The Anglo-Australian approach integrated the contemporary theories of quality
management services marketing and customer relationship economics to explain the
emergence of relationship marketing.
The Nordic approach views relationship marketing as the confluence of
interactive network theory, services marketing and customer relationship economics.
The interactive network theory of industrial marketing views, marketing as an
interactive process in a context where relationship building is an area of primary concern
for marketers.
In contrast, the initial focus of the North American scholars was on the
relationship between the buyer and seller operating within the context of the
organizational environment which facilitated the buyer seller relationship.
One of the broader approaches to CRM emerged from the research conducted by
academics at the Centre for Relationship Marketing and Service Management at the
Cranfield University, U.K. The broadened view of relationship marketing addresses a
total of six key market domains, not just the traditional customer market. It also
advocated for a transition for marketing from a limited functional role to a cross-
functional role and a shift towards marketing activities for customer retention in addition
to the conventional customer retention in addition to the conventional customer
acquisition.
The six markets are as follows
1. Customer markets – existing and prospective customers as well as
intermediaries.
2. Referral markets – existing customers who recommend to other prospects, and
referral sources or ‘multipliers’ such as doctors who refer patients to a hospital or
a consultant who recommends a specific IT solution,
3. Influence markets – government, consumer groups, business press and financial
analysts.
4. Recruitment markets – for attracting the right employees to the organization,
5. Supplier markets – suppliers of raw materials, components, services, etc., and
6. Internal markets - the organization including internal departments and staff.
Customer Relation-Profile
When mapping the quality of a customer relationship, we use the following model
where the head symbolize the competencies we exchange. The Heart symbolizes our
communication and co-operation, and the Legs concern the responsibility and
professionalism with which we implement or deliver the competencies we have agreed
upon.
Model for Customer Relationship
The essence of this process is mutually to discover weak, strong and wanted sides
of the organizations, in order to improve future relations. Using the Customer Relation
Profile, organization should be able to identify the terms of relationship with others and
the profile will indicate what to focus on if organizations want to develop it further. If
organization wants an "easy to use tool" to realize how organization can maximize
business relations, this is the tool for organization and organization.
RESULTS AND DISCUSSION
Based on the survey undertaken by the researchers in supermarkets located in San
Jose City, the following were the results of the statements of the problem:
Question #1: What are the reasons for customer complaints?
Results:
Most customers complain because they purchased a product or service with
certain expectations and, for any number of reasons, those expectations was not met.
Some of the research done by organizations found the following to be among the major
causes of consumer complaints.
MAJOR CAUSES OF CONSUMER COMPLAINTS:
A. Product Service Causes:
1) Poor product quality.
2) Maintenance difficulties.
3) Inadequate or poor repair work.
4) Delays in delivery of goods or services.
5) Failure to fulfill product or service warranties.
6) Incompetent or discourteous employees
B. Accounting Causes:
1) Billing errors
2) Failure to provide timely refunds and adjustments, as promised
C. Sales Practice Causes:
1) Deceptive or inaccurate advertising
2) Advertising products that are not available, or are in limited supply
3) Misleading or false representations by sales staff
Rude, unfriendly, uncooperative, or inappropriate behavior on the part of company
representatives who are in direct contact with customers may translate into loss of
business, regardless of the quality of the goods or services the company has to offer.
Furthermore, customers who encounter this type of treatment are likely to tell others
about their experience, who in turn, will not be very interested in dealing with that
particular company, thereby magnifying the extent of customer loss (actual and
potential).
In sum, the general reason for the customer complaints is the dissatisfaction. The
supermarkets are not able to meet the expectations of their customers. The expectations
of the customers’ lies on the results formulated in the major causes of customer
complaints. These expectations should be met in order to achieve success in the
organization.
Question #2: What are the benefits of the organization in having CRM?
Results:
a. Customers are Profitable over a period of time
A customer becomes more profitable with time because the initial acquisition cost ex-
ceeds gross margin while the retention costs are much lower. When an organization re-
tains the customer, it gets a larger share of the customers’ wallet at a higher profit-one
percent increase in sale to existing customer increase profits than with new customer.
This huge difference is explained by the fact that for most companies the cost of acquir-
ing the customer is very high. It costs six to eight times more to sell to a new customer
than to sell to an existing one. A company can boost its profit up 85 per cent by increas -
ing its annual customer retention by only 5 per cent. Thus, the time, the effort and the
costs of selling are much lower for an existing customer.
b. Marketing Benefits of CRM
CRM will gradually reduce organization’s dependence on periodic surveys to gather
data. Collection of data related to buying and consumption behavior will be an ongoing
process. In many cases, the transaction data is automatically collected some times real
time as in the e-commerce transaction. This rich repository of customer information and
knowledge updated through regular interactions and actual customer transactions and
purchase behavior will help marketers to develop and market customer centric products
successfully. Customized promotions-based customer preferences and purchase patterns
will substantially reduce the wasteful expenditure of mass communication and even di-
rect mailing. As a customized promotion are more focused and are based on a deeper in-
sight of existing customers, they have a greater chance of conversion to sales.
c. Service Benefits of CRM
The customers do not bother to complain, they just take their business else where.
Most loyal customers take time to complain. This enables the product / service provider
to improve and ensure that such mistake does not recur. Through this, the organization
will improve based on the complaint that has been brought by the loyal customers.
Mostly, the aim of the loyal customers in complaining is to improve the service of the or -
ganization, and not to destroy the image of the company where he/she had bought a de-
fective product. A typical dissatisfied customer will surely tell many others about his/her
dissatisfaction that he/she had gone through, and he will tell about his satisfaction in the
same company, lesser than the number of people which he/she had told about his dissatis-
faction. As a matter of fact, most customers who complain will do business with a com-
pany again if it quickly takes care of a service problem.
Question #3: What are the actions being undertaken by the management?
Results:
Based on the results of the survey, the following are the steps that are being undertaken
by the supermarkets in San Jose City in dealing with customer complaints:
Complaint Handling Procedures :
Complaint handling system, which is structured from customer relations policy,
must operate simply, effectively, and quickly. Speed is essential in responding to
customer dissatisfaction. Customer should be assured that organization care and that
prompt remedial action will be taken to resolve any reasonable problem. A sound
complaint handling system should include the following essential procedures. There
should be a formal procedure for recording the date a complaint is called for attention,
along with a record of pertinent information. For example, the type of product or service;
manufacturer/brand name; model name/number; date of purchase/contract; warranty
expiration date; salesperson; cost of product/service; date problem occurred; and a
description of the problem should be listed. This will allow organization to exercise
control, and assure proper follow-through. Customer's explanation of a problem can
provide much information. Nevertheless, to assure we have all the information needed for
a thorough review of the facts involved, by researching in-house records on the customer;
requesting receipts, or other records; inspecting the product, or service performed; and
following-up with the customer for any necessary additional information.
When organization cannot resolve an issue immediately, it is important to let
customer know that the matter is receiving attention. Prompt acknowledgment will set
customer at ease, demonstrate that organization care, and begin the process of preserving
goodwill. Whenever possible, tell customer how long it will take to complete action on
the complaint. If there is further delay, be sure to advice customer why and when
organization expects to have an answer.
Solution must be consistent with established customer relations policy and should
take into account a number of important criteria. Organization should consider
contractual and/or warranty obligations, the customer's expectations, expectations of the
customer, the cost/benefit of alternative solutions, the probability and cost of customer
seeking redress in some other way, the comprehensiveness and fairness of solution,
ability to perform the solution; and what to do if the customer rejects solution.
The response should be clear and appropriate. The customer must understand the
response, and the response must address the issues raised in the customer's original
complaint. The supermarkets in San Jose City avoid "stock" language and form letters
when an individual response is needed, and refrains from using excessive technical
jargon. An explanation of decision may preserve the goodwill of customer, even if the
decision itself is adverse.
Contact customer following response to verify whether or not the matter has been
resolved satisfactorily.
If customer is unhappy with response, supermarkets refer the matter to a third party
dispute resolution mechanism for assistance.
If the supermarkets intend to seek the assistance of a third party, they assure to give
the customer a name and telephone number of the person, or office to be contacted.
The follow-up step is critical to ensure the effectiveness of system. While
organization may never satisfy everyone, this contact will provide direct feedback, and
can be extremely valuable in making customer relations the best possible.
Question #4: How aware the customers regarding the customer relationship management
of an organization?
Results:
Based on the results, not all the customers who answered the questionnaires is
aware of the customer relationship management that is being implemented by the
supermarkets. This may mean that the CRM of these supermarkets are ineffective, and
that it does not add to the profits of the company.
Most of the customers, when they purchased a product in the supermarket, and the
good/s that they had purchased is defective, or they were not able to achieve their
expectations with the products and within the organization as a whole, they do not remind
the supermarket about this issue, and they just shift from one supermarket to another,
where they could satisfy their expectations.
The customers are reluctant to inform the organization about their complaints
because they are ashamed to do it. Their thinking is that, the organization may not answer
their complaint, or that the organization may refuse to give what the customer is asking.
Other customers fear rejection that is why customer complaints are being taken for
granted, and their remedy is not to purchase anymore in that store.
There are some customers who answered that they informed the supermarkets
about their complaints regarding the service and the products of the supermarkets. When
they inform the supermarket about their complaint, some organization responds promptly
and courteously. The others respond but the issue is not resolved because it had taken a
long time to resolve the issue.
The Customer Relationship Management is the root of the loyalty of the
customers. The supermarkets with high customer relationship have a higher possibility of
customer loyalty. Since the supermarkets are friendly with customers, they create a
higher degree of customer relationship with their customers. Their customers would feel
very important and being taken cared when they enter the store.
CONCLUSION
Based on the results of the study, the researchers found out the following:
The reasons for the customer complaints are divided into three subsections; the
product service causes, accounting causes, and sales practice causes. The product service
and the sales practice causes are the major causes of customer complaints.
Product and service causes are the sources of complaints that include the way in
which the employees treat the customers. The accounting causes include billing errors
and failure to provide timely refunds and adjustments, as promised. Sales practice causes
are the causes which includes all the efforts of the supermarkets in advertising their prod-
ucts and sales.
The reason for the customer complaints comes from the unmet expectations of the
customers. The attitudes of employees in treating the customers affect greatly the cus-
tomer satisfaction. This scenario affects greatly the sales of the company. For instance, a
certain customer might do not want the way a certain employee treats him/her, this may
be a reason why that customer would refuse to buy to that store anymore. This is serious
issue which sources from the employee attitude.
Customer retention would give the supermarket additional profit. It was found out
that the supermarkets incur lesser losses in retaining a customer than in acquiring new
customers.
When the supermarkets were able to gain customer loyalty, the customer
complaints will give them additional ideas on how they will improve their service. A
customer, who is loyal in a certain supermarket, when he/she had experienced
dissatisfaction, will not tell other customers about the dissatisfaction that he/she had felt.
Instead, he/she will tell the supermarket about the issue, for the issue to be resolved and
to help the supermarket to be improved with the areas that are covered with the
dissatisfaction.
In handling customer complaints, the mentioned supermarkets undergo a certain
procedures in order to resolve the issue and to make improvements in the organization.
Not all the customers are aware of the customer relationship management that is
being implemented by the supermarkets. When a certain customer has a complaint with
the supermarket, the customer is hesitant to make a complaint with the involved
supermarket with the number of reasons but in general, the reason for the refusal of the
customers in making complaints is the fear of rejection.
The researchers were able to generate some principles regarding the Customer
Relationship and Complaints. First, the better the CRM, the more the customers. And
second, the higher the involvement of CRM, the higher the customer loyalty.
RECOMMENDATION
The foundation of customer goodwill is the existence, promotion, and practice of
a sound customer relations policy. Such a policy is a formal promise to customers
representing commitment to their satisfaction. A customer should not be forced to run
from department to department, or individual to individual to get satisfaction. The policy
should spell out specifically how, when, where, and who handles complaints or questions.
One person within the company should have ultimate authority and responsibility
for customer relations. In a small firm, it may be the owner, while in a large organization
it may be customer affairs executive. It is important that the person designated be readily
available, and authorized to act on behalf of the company in all customer relations
matters. The organization may want to consider incorporating a commitment to a third
party dispute resolution mechanism into customer relations policy. Even if organization
follows and carries out a sound customer relations policy, there still will be some
complaints that are difficult to settle, and a few customers whom the company cannot
seem to satisfy.
Alternatively, we may consider offering resolution through a third party
mechanism on a case-by-case basis. An independent and neutral third party will act as a
mediator, helping organization and customers communicate to reach an understanding. In
the event that an agreement is not reached, organization should be prepared to offer
arbitration. Arbitration is a process where a neutral person listens to both sides and makes
a final decision based on fairness and equity.
While acknowledging the benefits of CRM (a technology which would seem to be
mainly applicable to large organizations), it must be recognized that CRM covers only a
small percentage of what we refer to as "Customer Relations." Customer relations is a
multifaceted domain which ranges from business policies, practices and strategy at the
management level, to enthusiasm, eagerness to achieve customer satisfaction,
resourcefulness, flexibility, and a positive attitude towards customers on the part of
employees and company representatives who are in direct contact with customers or
clients.
Both management decisions and employee behaviorsp/interactions should be
governed by what is referred to as "organizational culture". It is the perceived internal
environment of the organization that has a major influence on how a organization
operates, values it espouses, and how it treats its employees. In a company culture that
stresses customer satisfaction, strives for excellence, values its employees, and is able to
instill in them a sense of mission, or of common purpose, all members of the organization
will recognize that their contributions play an important role in the overall success and
profitability of the organization of which they are a part.
Unfortunately, in many organizations, ambitious and well-meant plans are made
at the top management, while the behavior of employees who are in actual contact with
customers may be negatively influenced by a number of factors. Some of the factors are,
1) Feelings of not being appreciated by management,
2) Unwillingness to go beyond the basic requirements of their jobs and to tap into their
own resourcefulness/Entrepreneurship,
3) Seeming lack of interest in advancing the company's business through their
interactions with customers.
What seems to be misunderstood by people working for companies is that
everyone, from the business owner or manager to the telephone operator or receptionist
or the sales associate, plays an important part in how customers view a company. Rude,
unfriendly, uncooperative, or inappropriate behavior on the part of company
representatives who are in direct contact with customers may translate into loss of
business, regardless of the quality of the goods or services the company has to offer. It
has been estimated that 68% of business losses are because rude behavior of employees.
Furthermore, customers who encounter this type of treatment are likely to tell
others about their experience, who in turn, will not be very interested in dealing with that
particular company, thereby magnifying the extent of customer loss (actual and
potential).
In this era of fierce competition, both on a local and a global level, it becomes
increasingly important to ensure that a business is "customer-centered." There is an
abundance of merchandise available, and there is no shortage of businesses that offer the
same type of goods. It is therefore necessary for companies to try to set themselves apart
from their competitors by offering superb customer service. This can be achieved by
listening to customers' comments and suggestions; by upper management spending time
at the reception desk, at the service counter, or in the store, observing customers'
comments and reactions. Anyone associated with a company needs to see him/herself as a
company representative who contributes to the company's image. Of course, everyone
working for a company needs to receive recognition for special efforts, ingenuity, and
problem solving, geared towards achieving customer satisfaction.
No doubt, excellent plans are made at the management level of many companies,
but inadvertently, the message communicated to customers or potential customers often is
more akin to saying, "We do not really care whether the organization become or remain
our customer or not!" How else could one interpret the message that "Our computer
department is too busy to take order," or "We will let organization know when the item
you wish to purchase is in stock," and never getting back to the customer. Alternatively,
turning away a group of patrons in a restaurant, just because the kitchen will close in ten
minutes?
Similarly, customer complaints or suggestions do not seem to receive the attention
they deserve. It has been pointed out that customer complaints should be treated as gifts
because they enable a company to take corrective action and to make improvements.
Apparently, customer complaints are relatively rare--customers are inclined to tell their
friends and relations about negative experiences, rather than informing the companies in
question. For that reason, it seems incomprehensible that some large companies tend to
dismiss customer complaints and consider them immaterial (if one goes by the reactions
of the company representative receiving the complaint).
In order to ensure excellence in customer relations and customer service,
organizations need to assess all aspects of their operations, in order to determine whether
any of their business practices and interactions with customers needs to be improved.
Corrective actions could take the form of training or retraining staff, establishing a code
of conduct, empowering staff to apply company guidelines less rigidly, where warranted,
and keeping focused on the customer at all times.
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