New Report of Propsal

8/12/2019 New Report of Propsal

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Table of contents

Acknowledgmen.1

Introduction2

Literature Review...3

Problem Statement.8

Research Objectives & Questions..9

Theoretical Framework9

Methodology..10

Data Analysis.10

Limitaton of the study.17

Definitions of the Key Words.17

References..18

Appendix.21

Questionnaire.22


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Acknowledgment:

l have taken efforts in this project. However, it would not have been possible without the kindsupport and I help of many individuals and organizations. I would like to extend my sincere

thanks to all of them. I am highly indebted to (customer retention in management) for their

guidance and constant supervision as well as for providing necessary information regarding the

project & also for their support in completing the project.

I would like to express my gratitude towards my parents & member of (customer retention in

management)for their kind co-operation and encouragement which help me in completion of this

project.I would like to express my special gratitude and thanks to industry persons for giving me

such attention and time.

My thanks and appreciations also go to my colleague in developing the project and people who

have willingly helped me out with their abilities.

Customer Retention ManagementProcesses

1: INTRODUCTION:

The sole purpose of a business Peter Drucker (1973) once famously claimed was tocreate a

customer. However, keeping the customer has become regarded as equally, ifnot more

important, since Dawkins and Reichheld (1990) reported that a 5 per centincrease in customer

retention generated an increase in customer net present value ofbetween 25 per cent and 95 per

cent across a wide range of business environments.

This finding generated a huge amount of interest and activity in academic andbusiness

communities, as researchers and consultants attempted to examine and verifythese claims. There


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was a growing recognition that customers, like products, have alife-cycle that companies can

attempt to manage. Customers are acquired, retained andcan be grown in value over time. They

climb a value staircase (Gordon, 1998) or valueladder (Christopher et al., 1991) from suspect,

prospect and first-time customer, tomajority customer and ultimately to partner or advocate

status. A number of marketing scholars have begun to explore the link between the practicesof

customer management and shareholder value (Doyle, 2000; Payne et al., 2001; Guptaet al.,

2004). In particular, the connections between customer retention and shareholder value have

been subject to scrutiny. Gupta et al. (2004), for example, found that a 1 percent increase in

customer retention had almost five times more impact on firm value thana 1 per cent change in

discount rate or cost of capital. As a result of this research, thebusiness case for marketers to

focus on the management of customer retention isbecoming more clearly established. However,

the mainstream marketing literature offersvery little guidance on specific managerial practices

that are associated with high levelsof customer retention (DeSouza, 1992). This gap is the focus

of our research.

2: LITERARTURE REVIEW:

Relationship marketingAlthough a number of authorities have suggested that relationship

marketingrepresents a paradigm shift (Christopher et al., 1991; Sheth and Parvatiyar, 1995)

froma longer established transactional orientation to customer management, Gronroos(2000, p.

23) noted that the relational perspective on marketing is in fact older than thetransaction

perspective in marketingand is probably as old as the history of tradeand commerce.

Gronroos (2000, p. 22) concluded that the management of customerrelationships in business is

not a new phenomenonalthough the term relationshipmarketing was only recently introduced to

marketers by Berry (1983).

For over 20 years there has been growing interest in relational aspects of customermanagement.

Conventionally, relationship marketing has been seen to be particularlyrelevant to industrial

(Hakanss, 1982; Ford, 1997) and service markets (Berry, 1983;


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Gronroos, 1990). For example, business-to-business relationships have been found to

berelatively stable and enduring, and to exhibit adaptation to the other partys requirements

(Ford, 1980). Adaptations act as structural bonds, and serve as investments in arelationship,

which may or may not be recovered when a relationship breaks down

(Turnbull and Valla, 1986). In many service environments there is face-to-face

interactionbetween service providers and customers from which social bonds may develop.

Arelational perspective fits well within these contexts, where there is an opportunity

forcompanies to promote longer customer tenure, and gain the associated economic benefits.

However, research by Nicole Coviello and her colleagues has called into question these

conventional beliefs about relationship marketing. Coviello et al. (1997, 2001,2002) have

developed an empirically-derived taxonomy of marketing practices thecontemporary marketing

practices (CMP) framework which generally supports theidea that relational aspects of

marketing are implemented in all types of firms(Coviello et al., 2002, p. 42, emphasis added).

Of the five forms of marketing identified intheir research, four database marketing, network

marketing interaction marketingand e-marketing have a strong relational component. The fifth

form is transactionalmarketing which is more widely practise in manufacturing firms than

service firms,and consumer rather than business-to-business firms (Coviello et al., 2002). The

CMPresearch program confirms the ubiquity of relational approaches to customermanagement

across all commercial environments: business-to-business,business-to-consumer, manufacturers

and service producers. Customer retention

Customer retention has been shown to be a primary goal in firms that practicerelationship

marketing (Gronroos, 1991; Coviello et al., 2002). While the precisemeaning and measurement

of customer retention can vary between industries and firms (Aspinall et al., 2001) there appears

to be a general consensus that focusing oncustomer retention can yield several economic benefits(Dawkins and Reichheld, 1990;

Reichheld, 1996; Buttle, 2004). As customer tenure lengthens, the volumes purchasedgrow and

customer referrals increase. Simultaneously, relationship maintenance costsfall as both customer

and supplier learn more about each other. Because fewercustomers churn, customer replacement


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costs fall. Finally, retained customers may payhigher prices than newly acquired customers, and

are less likely to receive discountedoffers that are often made to acquire new customers. All of

these conditions combine toincrease the net present value of retained customers. Lindgreen et al.

(2000, p. 295), forexample, compute that it can be [up to] ten times more expensive to win a

customerthan to retain a customer and the cost of bringing a new customer to the same levelof

profitability as the lost one is up to 16 times more..

Given the opportunity afforded by the four relationally-oriented forms of marketingidentified by

the CMP research team, and the economic arguments in favor of customerretention, we became

interested in examining how companies actually managed theircustomer retention processes. A

number of organizational processes can be associatedwith customer retention, including the

following: customer satisfaction measurementprocess, customer retention planning process,quality assurance process, win-backprocesses and the complaints-handling process. Our research,

however, focuses on twoof these processes: the customer retention planning process and

thecomplaints-handling process, for reasons explained below. We investigate which ofthese two

processes is more strongly associated with excellent customer retentionoutcomes.

Customer-retention planning process. The notion that companies should engage inplanning if

they want to achieve desired business outcomes is deeply embedded inmodernist management

literature. Kotler (2003), forexample write that successful companies. . . practice the art ofmarket-oriented strategic planning, with the clearimplication that failure can be traced to

artlessness in planning disciplines. Mostmarketing management texts contain material on the

development aimplementation of marketing plans. Although critics of the strategic planning

schoolsuch as Mintzberg (2000) promote a more fluid and emergent approach to strategy,

Miller and Cardinals (1994) review of management research finds that formal

planningprocessesinvolving executive responsibility and budgeting are generallyassociated

with better business performance.There has been very little specific research into the

development and content ofcustomer retention plans, per se (DeSouza, 1992). However, there

have been somereports indicative of the relative weight attached to customer retention budgets.

According to Weinstein (2002, p. 259) most companies spend a majority of their time,energy

and resources chasing new business. He suggests that 80% or more ofmarketing budgets are


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often earmarked for getting new business(Weinstein, 2002, p. 260) Thisis in line with Payne

and Frown(1999) finding that only 23 per cent ofmarketing budgets in UK organizations is

spent on customer retention. Aspinall et al.(2001), in contrast, found that 54 per cent of

companies reported that customerretention was more important than customer acquisition.

Our research tests three hypotheses grounded on these modernist principles ofmanagement. We

specify these later, but broadly we expect companies that have adocumented customer retention

plan, or a dedicated budget or an executive with Customer-retention planning process. The

notion that companies should engage inplanning if they want to achieve desired business

outcomes is deeply embedded inmodernist management literature. Kotler (2003), for example,

writes thatsuccessfulcompanies. . . practice the art of market-oriented strategic planning, with

the clearimplication that failure can be traced to artlessness in planning disciplines.Mostmarketing management texts contain material on the development andimplementation of

marketing plans. Although critics of the strategic planning schoolsuch as Mintzberg (2000)

promote a more fluid and emergent approach to strategy,

Miller and Cardinals (1994) review of management research finds that formal planningprocesses

involving executive responsibility and budgeting are generallyassociated with better business

performance.

There has been very little specific research into the development and content ofcustomer

retention plans, per se (DeSouza, 1992). However, there have been somereports indicative of the

relative weight attached to customer retention budgets.

According to Weinstein (2002, p. 259) most companies spend a majority of their time,energy

and resources chasing new business. He suggests that 80% or more ofmarketing budgets are

often earmarked for getting new business(Weinstein, 2002, p. 260). This is in line with Payne

and Frows (1999) finding that only 23 per cent ofmarketing budgets in UK organizations is

spent on customer retention. Aspinall et al.2001), in contrast, found that 54 per cent of

companies reported that customerretention was more important than customer acquisitionOur

research tests three hypotheses grounded on these modernist principles ofmanagement. We

specify these later, but broadly we expect companies that have adocumented customer retention

plan, or a dedicated budget or an executive with specific responsibility for customer retention


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management to generate better customerretention outcomes than companies that have none of

these characteristics. Thus, weexamine the impact of fundamental planning structures and

processes on customerretention outcomes.

Customer retention metrics and segments. Despite the scarcity of research intocustomer retention

planning, investigators and commentators have begun to reporton a number of related questions,

such as how to define and measure customerretention, how to segment customers for customer

retention efforts, and whatstrategies to employ to recover at-risk or lost customers. We review

some of thatresearch now, and later we report some of our own descriptive data connected to

thisbody of knowledge.Aspinall et al. (2001) investigated the issue of definition and

measurement ofcustomer retention. They found that customer retention was particularly an issue

inlarger companies, and those serving business-to-business markets, but that relativelyfew

respondents [whatever their served markets] claimed to have an agreed definitionof customer

retention(Aspinall et al., 2001, p. 83). Nonetheless, more than half therespondents in their

survey stated that they measured customer retention. Clearly theabsence of measurable indicators

makes it harder to gauge the impact of strategyimplementation. Buttle (2004) found that

companies can employ one or more of severaltypes of retention-related KPIs raw, sales-

adjusted, or profit-adjusted customerretention metrics. Companies that adopt raw customer

retention metrics focus on theretention of a given percentage or number of customers, regardless

of value. Companies that use sales- or profit-adjusted retention metrics will focus their efforts

oncustomers that generate higher levels of sales or profit. Coyles and Gorkeys (2002)research

also notes the significance of focusing on the retention of profitable customers,than all

customers. They suggest that it may be more important for companiesto focus on managing the

overall downward migration of customer spending thancustomer retention in its own right. They

note that many more customers change theirbehavior than defect, so the former typically

account for larger changes in value(Coyles and Gorkey, 2002, p. 80). They report the case of

one bank that lost 3 per cent ofits total balances when 5 per cent of checking account customers

defected in a year, butlost 24 per cent of its total balances when 35 per cent of customers reduced

the amountsdeposited in their checking accounts. The need to manage migration rather

thandefection is particularly true when customers engage in portfolio purchasing bytransacting

with more than one supplier.


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Another question that researchers have attempted to answer concerns the focus of customer

retention efforts (Koch, 1998; Ganesh et al., 2000). Shouldretention of every customer be the

goal, or should retention efforts be focused onsubsets or even individuals? A report by

PricewaterhouseCoopers (2002) observes thatpoor management of customer churn is a major

value destroyer and that the key toprevention is to predict and avert attrition of the right

customers. The rightcustomersare those that contribute most significantly to the achievement

of thecompanys objectives. The implication of there being rightand wrongcustomers

toretain is that companies are advised to segment their customer base for retentionefforts in much

the same way that they would segment the market for acquisition efforts (Weinstein, 2002).

Evans (2002) suggests that the right customers are those withthe highest residual lifetime valu

Problem statement:

Statistics released by the Life Offices Association (2007), indicated that in the second half of

2006, surrenders of policies increased. Lapsed premiums also increased by 18% compared to the

previous half-year, and by 31%compared to the corresponding period in 2005. The purpose of

CRM is to increase customer satisfaction, improve customer perception of service quality and

increase customer loyalty (Baran et al., 2008: 397). CRM applied correctly leads to customer

loyalty, and loyal customers are usually more profitable (Grnroos, 2003:

To retain existing customers in the current economic climate where customers acancelling their

short-term insurance policies because of the unsure economic future, short-term insurance

organisations will have to understand how two-way communication and conflict handling

through the application of CRM can contribute to customer loyalty. Larger portions of long-term

customers than short-term customers exhibit high profitability, therefore the theory of an overall

positive connection between customer loyalty and profitability cannot be rejected (Leverin and

Liljander, 2006: 235). Short-term insurance organisations will not be able to survive for much

longer in the competitive short-term insuranceindustry, battling the global recession, if they do

not understand the importance of these two variables influencing their CRM and how they can

improvecustomer loyalty. The article will focus on the importance for short-term insurance

organisations, to better understand the need for CRM and how that will lead tocustomer loyalty.


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3: RESEARCH OBJECTIVE

1)There was a growing recognition that customers, like products, have alife-cycle that companies

can attempt to manage. Customers are acquired, retained andcan be grown in value over time.

2)Thebusiness case for marketers to focus on the management of customer retention isbecoming

more clearly established

Theoratical Frame Work

Independent variable

Incentive

Packages

Benifits

Dependent variable

CUSTOMER RETENTION


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METHODOLOGY

Our methodology involved gathering data by mail-administered survey of a stratifiedrandom

sample of companies. Details of the sampling strategy, data collectionmethods, instrument

development and analysis follow.

Data Analysis:

Sampling

Since all companies in all sectors have been found to implement relational aspects ofmarketing

(Coviello et al., 2002), our population of interest was the full range ofprimary, secondary

(manufacturing) and tertiary (service) sectors of industry. Astratified random sample of 732

companies was selected from the Dun and Bradstreetdatabase of the top 1,000 companies in

Australia. The population was stratified intothree annual turnover groups: $50 to $99 million,

$100 to $500 million, and above $500million.

Data collection methods:

A mail questionnaire was developed. Following an initial telephonesolicitation to participate, the

instrument was mailed to the sample. Follow-up calls andreminders were issued after one month.

The invitation to participate was addressed tothe person in charge of customer relations,

customized by name where this was known.

We encouraged response by offering a summary report of the study. This has nowbeen

distributed to respondents.

Instrument

Items in the instrument were developed from the literature review, andpiloted and refined over

several versions of the questionnaire. The majority of thequestions measuring the independent


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variables were nominal in nature, and requiredyes, no, or do not knowresponses. These

questions investigated the presence orabsence of a range of customer retention management

practices, objectives and tactics.

As is clear in the hypotheses, we wanted to identify management practicesassociated with

excelling at customer retention. In the questionnaire, this dependentvariable, excellence at

customer retention, was operationalized thus: In the last 12company metyour expectations?

This variable was measured on a seven-point metric scale,anchored at three points. The point 1

anchor read greatly under-performedexpectations, the mi point (point 4) read met

expectationsand the point 7 anchorwasgreatly exceeded expectations. When a company

reported that their expectationshad been exceeded, this was recoded as excellent at

customerretention. Even though the dependent variable was measured on an interval scale (1-

7),non-parametric procedures were used throughout because all the independent variables were

measured on nominal scales (yes, no, do notknow);

Table no 1:

Reliability Statistics

Cronbach's

Alpha

N of Items

.408 12

Table no 2:

ANOVAa

Model Sum of Squares Df Mean Square F Sig.

1

Regression 24.103 7 3.443 5.133 .000b

Residual 34.880 52 .671

Total 58.983 59


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a.Dependent Variable: Overall retention in getting the job done.

b. Predictors: (Constant), Your age ( if you want to mention), In your opinion,

how have Retention satisfaction ratings changed at your organization in the past

year?, What sector of do you believe needs the most improvement in retention

and satisfaction satisfaction?, Going beyond what is expected of me to make

employees happy, How often does your organization take steps for retention?, In

your opinion, how important is retention at your organization?, The overall

quality of service that employees provide is:

Table no 3:

Correlations

Organization retention

organiztion

Pearson Correlation 1 .298*

Sig. (2-tailed) .017

N 64 64

retention

Pearson Correlation .298* 1

Sig. (2-tailed) .017

N 64 64

*. Correlation is significant at the 0.05 level (2-tailed).


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Table no 4:

Item Statistics

Mean Std. Deviation N

In your opinion, how have

Retention satisfaction

ratings changed at your

organization in the past

year?

3.3125 1.07498 48

Has your organization

initiated programs to

improve Retention

satisfaction within the past

year?

2.0417 .87418 48

we meet the target

rtentionqoutas and goals.2.4167 1.04847 48

Overall retention in getting

the job done1.8750 .98121 48

Going beyond what is

expected of me to make

employees happy

2.5208 1.12967 48

The overall quality of service

that employees provide is:2.7917 1.23699 48

In your opinion, how

important is retention at your

organization?

2.4167 1.02798 48

Does your organization

have managers/staff

dedicated to patient-

retention matters?

2.0417 .79783 48

How often does your

organization take steps for

retention?

2.6667 4.44509 48

What sector of do you

believe needs the most

improvement in retention

and satisfaction

satisfaction?

2.3750 1.02366 48


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What is the most compelling

reason for your organization

to improve retention?

2.6042 1.10588 48

In your opinion, has

retention of employees been

shown to have a direct

effect on your organization's

bottom line?

1.7708 .75059 48

Table no 4:

Model Summaryb

Model R R Square Adjusted R

Square

Std. Error of the

Estimate

Durbin-Watson

1 .639a .409 .329 .81900 1.869

a. Predictors: (Constant), Your age ( if you want to mention), In your

opinion, how have Retention satisfaction ratings changed at your

organization in the past year?, What sector of do you believe needs the

most improvement in retention and satisfaction satisfaction?, Going

beyond what is expected of me to make employees happy, How often

does your organization take steps for retention?, In your opinion, how

important is retention at your organization?, The overall quality of service

that employees provide is:


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b. Dependent Variable: Overall retention in getting the job done

Table no 5

Statistics

Gender: Your age ( if you

want to mention)

Your Pay if you

want mention

NValid 48 48 48

Missing 0 0 0

Mean 1.6250 2.2917 2.3750

Median 2.0000 2.0000 2.0000

Mode 2.00 1.00 1.00

Table no 6

Gender:

Frequency Percent Valid Percent Cumulative

Percent

Valid

male 18 37.5 37.5 37.5

female 30 62.5 62.5 100.0

Total 48 100.0 100.0

Your age ( if you want to mention)


Percent

Valid

20year 16 33.3 33.3 33

25year 10 20.8 20.8 54

30year 14 29.2 29.2 83

more than 40year 8 16.7 16.7 100

Total 48 100.0 100.0


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Your Pay if you want mention


Percent

Valid

Rs20000 15 31.3 31.3 31.3more than Rs30000 10 20.8 20.8 52.1

Rs35000 13 27.1 27.1 79.2

Rs50000 10 20.8 20.8 100.0

Total 48 100.0 100.0


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Limitation of the study:

There are two notable limitations to this study. First, it was conducted in a singlegeographic

region, and the results therefore may not transfer into a differentgeography. Second, it employs

self-reports from executives charged with responsibilitymanaging customer relationships.Their

self-reports have not been objectivelycorroborated.

Given the significance that this research attaches to documented customercomplaints handling

processes, there is potential for future research into theeffectiveness of ISO 10002. with ISO

10002) achieve better customer retention outcomes than companies that either

Definition of key word:

Customer retention, Complaints


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References:

.Aspinall, E., Nancarrow, C. and Stone, M. (2001), The meaning and

measurement of customerretention, Journal of Targeting, Measurement

and Analysis for Marketing, Vol. 10 No. 1,

pp. 79-87.

Berry, L.L. (1983), Relationship marketing, in Berry, L.L., Shostack,

G.L. and Upah, G.D.(Eds),

Emerging Perspectives on Services Marketing, American Marketing

Association, Chicago,

IL, pp. 25-8.

Brown, S.W., Cowles, D.L. and Tuten, T.L. (1996), Service recovery:

its value and limitations as aRetail strategy, International Journal of

Service Industry Management, Vol. 7 No. 5,

pp. 32-46.


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Buttle, F. (2004), Customer Relationship Management: Concepts and

Tools, Elsevier, Oxford.

Christopher, M., Payne, A. and Ballantyne, D. (1991), RelationshipMarketing,

Butterworth-Heinemann, Oxford.

Coviello, N., Brodie, R.J. and Munro, H. (1997), Understanding

contemporary marketing: development of a classification scheme,

Journal of Marketing Management, Vol. 13 No. 6,

pp. 501-22.

Coviello, N., Milley, R. and Marcolin, B. (2001), Understanding IT-

enabled interactivity in

contemporary marketing, Journal of Interactive Marketing, Vol. 15 No.4, pp. 8-33.

Coviello, N.E., Brodie, R.J., Danaher, P.J. and Johnston, W.J. (2002),

How firms relate to their

markets: an empirical examination of contemporary marketing

practices, Journal of

Marketing, Vol. 66 No. 3, pp. 33-46.


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Coyles, S. and Gorkey, T.C. (2002), Customer retention is not enough,

McKinsey Quarterly, No. 2,

pp. 80-9.

Dawkins, P.M. and Reichheld, F.F. (1990), Customer retention as a

competitive weapon,

Directors and Board, Vol. 14, Summer, pp. 42-7.

DeSouza, G. (1992), Designing a customer retention plan, Journal of

Business Strategy, Vol. 13

No. 2, pp. 24-8.

Dowling, G. and Uncles, M. (1997), Do customer loyalty programs

really work?, Sloan

Management Review, Vol. 38 No. 4, pp. 71-82.


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Appendix:

clients, on a good volume-client-product

combination, and a good distribution approach

-sell

ciency and the effectiveness of the sales

-channel approach

to a 'single view' and profitable client identification

oach and thus better client segmentation

How, if at all, does the CRM program influence the

different channels and products that are at the client's

disposal?

ication of the eventual incompatibility between the channels

How, if at all, does the CRM program influence the

technological and organizational infrastructure of the

bank business?

global group will choice the final software for the CRM data support


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Questionnaire

Customer Retention In Management

Employees Retention in an organization With due respect I am

SaqibRazzaq student of (Mba) BZU campussahiwal I want to ask you

some question and assure you that it might not cause any harm to your

worth I shall be thankful to you

1 Your name please write down

Gender:

Female

Male

Your age ( if you want to mention)

a)20 years

b)25 years

c)30 year or above

d)more than 40 years


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Productive time spent working on the tasks assigned to me.

Almost all of the time

Most of the time

Half of the time

1/4th of the time

less than 1/4th of the time

In your opinion, how have Retention satisfaction ratings changed at yourorganization in the past year?

Improved considerably

Improved somewhat

Has remained about the same

Has declined somewhat

Has declined considerably

Don't know

Has your organization initiated programs to improve Retention satisfaction withinthe past year?

Your Pay if you want mention

a) Rs 20000

b) More than Rs 30000

c) Rs 35000 d) Above Rs 40000


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Yes

No

Don't know

we meet the targetrtentionqoutas and goals.

Strongly Disagree

Somewhat Disagree

Neutral

Somewhat Agree

Strongly Agree

N/A

Overall retention in getting the job done

Excellent

Good

Average

Below average

Poor

N/A


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Going beyond what is expected of me to make employees happy

Yes, I always do so

Yes, occasionally

I work as much as is expected of me

I work less than what is expected of me

I respond quickly and courteously to fulfill organization' needs

Strongly Disagree

Somewhat Disagree

Neutral

Somewhat Agree

Strongly Agree

N/A

The overall quality of service that employees provide is:

Excellent

Good

Average

Below average

Poor


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In your opinion, how important is retention at your organization?

It's a high priority

It's a mid-level priority

It's a low priority

Don't know

Does your organization have managers/staff dedicated to patient-retention matters?

Yes

No

Don't know

How often does your organization take steps for retention?

Daily basis for each patient

Monthly or more often

Quarterly

Semiannually

Yearly or less often

We don't

What sector of do you believe needs the most improvement in retentionandsatisfaction satisfaction?

Hospitals

Physicians

Managed-care plans

Insurers

Nursing homes


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What is the most compelling reason for your organization to improve retention?

Fear of losing patients to competitors

Fear of losing employer contracts

Fear of increase regulation

Fear of damage to organization's reputation

Other

In your opinion, has retention of employees been shown to have a direct effect on yourorganization's bottom line?

Yes

No

Don't know

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