A
Project Study Report
On
Training Undertaken
“Bhatia & Company (Maruti Suzuki India Ltd.)”
Titled
“A Study on Performance Measurement”
Submitted in partial fulfilfilment for the Award of degree of
Master of Business Administration
Submitted By: - Submitted To:-
Neha Jain Mr. Hitesh Sharma
MBA 2nd year Asstt. Prof.
2010-2012
SIKKIM MANIPAL UNIVERSITY
Project Report Evaluation
It is to certify that Mr. Mahendra Pratap Singh of MBA 4th SEM has undergone summer
training at BHATIA & COMPANY KOTA. Her title for the project was” A STUDY ON
CUSTOMER SATISFACTION AT BHATIA & COMPANY KOTA. We have evaluated the
project report and her Project work is satisfactory.
Signature of external examiner Signature of internal examiner
Date.
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PREFACE
Mana Management of modern business requires an appreciation of multidisciplinary
concept and in depth knowledge of specific analytical tools, geared to the solution of real
life problems. No doubt every real situation is unique but a set of theoretical tools of
knowledge, itself based on empirical foundation, can help in developing the mechanism for
handling such situation. So the MBA curriculum has been desired to provide to the future
managers ample practical exposure to the business world.
Summer Internship Program is essential for the fulfillment of MBA curriculum; it
provides an opportunity to the student to understand the industry with special emphasis on
the development of skills in analyzing, interpreting practical problems through application of
management.
The project study “A STUDY ON CUSTOMER SATISFACTION AT BHATIA &
COMPANY KOTA” will be helpful in analysis of the Performance Measurement of the staff
of Bhatia & Company with 360-degree approach.
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ACKNOWLEDGEMENT
I would like to acknowledge and extend my gratitude to the following Persons who
have made the completion of this project possible:
First of all I would like to thank our Project Coordinator Miss Swati Gupta for her
great help. As she is being my Project Coordinator she provided me very necessary and
important guidance and support until the submission of my project.
Secondly, I would like thank Mr. Ram J. Bhatia Sir, Chairman of Bhatia &,
Company and Mr. Manmohan Bhatia & Mr.Prakash Gupta General Manager of the
company, to provide us such a very exiting opportunity and for their good help to provide a
better coordination and control among all the activities related to completion of the project.
Again I would like to thank all the members of our Placement Cell to help me and
other students to get placed in good and reputed company for the Summer Project.
I also thank to Mr.Sanjay Sharma, Assistant Sales Manager –
to provide me right kind of training and information helpful to my project. I also thank all my
Seniors and Friends to give me proper guidance and support for preparing the Project.
Lastly, I would like to be very thankful to the whole Family of Bhatia & company for
their continuous effort in making the whole Project Activity very much learning and
Interesting.
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EXECUTIVE SUMMARY
With the advent of globalization age, geography has become part of history. The
world is shrinking technology transfer has taken place from developed countries to the
developing countries; one has mad possible for the people in every part of world to enjoy
the latest trend with minimal time difference. This led to emergence of a transparent and
efficient market, the mutual fund market has no exception to this new mutual fund market is
up growing market of India which was rigid and traditional market.
The success of industry in other part of world has promoted Indian giants to make
foray in this segment. The major players who have captured the Indian market are Maruti
Suzuki, Tata Motors, Ford, M&M, & others. Couple of MNC’s has joined these giant after
seeing potential market of India.
Out of these, Maruti Suzuki is one of the largest market players in India’s
Automobile Industry’s. Right from its launch it has made an impression in market and
become successful only in more than 20 Years.
The research objective state that what information is needed to solve the problem.
Here the objective of the research is “Awareness and Knowledge of performance
measurement for the staff to measure their performance to achieve the organization goals
with the help of 360º approach and balance scorecard”.
The current business environment is very different from what it was five or even ten
years ago. Technology and customer requirements have evolved, changing the
competitive landscape and continuing the focus on operational efficiencies. Performance
measures, implemented properly will drive greater accountability, visibility, and
transparency. Not only do measures provide managers and executives with a tool to gauge
organizational progress, but when well crafted and implemented, they can also inspire and
motivate all employees, set direction for the organization, and encourage alignment from
top to bottom.
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From the analysis of the responses received from the employers a majority of
employees are found to be conscious and enlightened regarding their better performance
for the progress of the company.
The actual performance of the marketing staff should meet the standard or desired
performance, which has to be inclined towards the objectives.
So my findings are that should make little more efforts to trap the potential investors,
like building a good relationship with potential business, moreover friendly guidance.
Employees of marketing staff must use marketing tools like point of purchase,
advertisement through Mass Media like loading Newspapers, Magazines, Television,
Exhibition, Fairs, SMS on Mobiles, advertisement on the internet.
Hence, Performance Measurement plays a vital role for the development of the
employees as well as company.
TABLE OF CONTENTS
CHAPTER I Industry& Organization profile 7-19
Industry profile 9-11
Organization or Company profile 12-14
Organization Structure 15-19
CHAPTER II SWOT Analysis 20-22
CHAPTER III CUSTOMER SATISFACTION 23-32
CHAPTER IV Research Methodology 33-385
Objective 34
Methodology 35-37
Limitation 38
CHAPTER V Analysis and interpretation of
Performance Measurement 39-69
CHAPTER VI Findings 70-72
CHAPTER VII Conclusion 73-74
CHAPTER VIII Recommendation 75-76
CHAPTER IX Questionnaire 77-82
CHAPTER X Bibliography 83-84
CHAPTER- IINDUSTRY &
ORGANIZATIONPROFILE INTRODUCTION:-Maruti Udyog Limited (MUL) was established in Feb 1981
through an Act of Parliament, to meet the growing demand of a personal mode of
transport caused by the lack of an efficient public transport system. It was established
with the objectives of - modernizing the Indian automobile industry, producing fuel
efficient vehicles to conserve scarce resources and producing indigenous utility cars for
the growing needs of the Indian population. A license and a Joint Venture agreement
were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki
acquired 26% of the equity and agreed to provide the latest technology as well as
Japanese management practices. Suzuki was preferred for the joint venture because of
its track record in manufacturing and selling small cars all over the world. Maruti
created history by going into production in a record 13 months. Maruti is the highest
volume car manufacturer in Asia, outside Japan and Korea, having produced over 5
million vehicles by May 2005. Maruti is one of the most successful automobile joint
ventures, and has made profits every year since inception till 2000-01. In 2000-
01.EVOLUTION :-Maruti’s history of evolution can be examined in four phases:
two phases during pre-liberalization period (1983-86, 1986-1992) and two phases
during post-liberalization period (1992-97, 1997-2002), followed by the full privatization
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of Maruti in June 2003 with the launch of an initial public offering (IPO).The first phase
started when Maruti rolled out its first car in December 1983. During the initial years
Maruti had 883 employees, a capital of Rs. 607 mn and profit of Rs. 17 mn without any
tax obligation. From such a modest start the company in just about a decade (beginning
of second phase in 1992) had turned itself into an automobile giant capturing about
80% of the market share in India. Employees grew to 2000 (end of first phase 1986),
3900 (end of second phase 1992) and 5700 in 1999. The profit after tax increased from
Rs 18.67 mn in 1984 to Rs. 6854.54 mn in 1998 but started declining during 1997-
2001.During the pre-liberalization period (1983-1992) a major source of Maruti’s
strength was the wholehearted willingness of the Government of India to subscribe to
Suzuki’s technology and the principles and practices of Japanese management. Large
number of Indian managers, supervisors and workers were regularly sent to the Suzuki
plants in Japan for training. Batches of Japanese personnel came over to Maruti to
train, supervise and manage. Maruti’s style of management was essentially to follow
Japanese management practices. HISTORY OF MARUTI :-Maruti Suzuki
Established in feb.1981
It is inaugurated by Indira Gandhi 14 dec. 1983
The first car Maruti 800 is delivered to Mr. Harpal Singh.
Maruti Suzuki got top rank in 2000 to 2006 and no.1 in-
a) Sales satisfaction
b) Product quality
c) Product appeal
d) Total customer satisfaction
Maruti Suzuki has been awarded in Ruler Marketing in the Paris.
Maruti Suzuki has been awarded for highest growth.
Maruti Suzuki got 11th rank in all over world.
Models of Maruti Suzuki:-
1. Maruti -800
2. Omni
3. Alto7
4. Estillo
5. Wagon-R
6. Swift
7. Versa
8. Grand Vitara
9. Gypsy
10.A-Star
11.Ritz
12.SX4
13.Eeco
Value added services of Maruti Suzuki:-
Maruti insurance
Maruti finance
Extended warranty
Maruti genuine accessories
Maruti genuine part
True value
Overview:-
Maruti Udyog’s (Maruti) corporate history has witnessed many changes in
management system and process. Our dealerships have kept pace with the changing times
and Market conditions.
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The combined efforts of Maruti and its dealerships have resulted in sustained high
market share. Maruti is selling almost five lake cars per year and servicing in excess of six
lake cars per month.
The competition and customer expectations are rising in the automobile industry.
While the technology, product and sales schemes are almost at par, the only differentiating
factor between competitors is the quality of interface through the dealership employees are
responsible for creating the positive image of the company and our products in the
company and our products in the mind of our customers. All this demands a customer
focused work force that is highly committed and motive towards our business goals.
In view of the above, Maruti recommends a basic HR frame to be implemented at the
dealerships. The framework was will help to attract develop and maintain a team of
motivated and talented employees who will ensure that the dealership targets are met.
ORGANIZATION: - BHATIA & COMPANY
History:-
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Bhatia and company started 25 years back on the auspicious occasion of maker
sakranti 14th january in the year 1979 by obtaining the dealership of ‘KIRLOSKAR
TRACTOR’.
The founder of Bhatia and company. Late Mr. J.C. Bhatia, a retired Supdt. Engineer,
Irrigation Deptt. Govt of Rajasthan had grounded the seed in the automobile field with his
elder son Mr. Ram J.Bhatia, a graduate electrical engineer.
Simultaneously, were also awarded the dealership of “ENFILED MOTOR CYCLE”
which was known as the best motorcycle at that time.
Looking to tremendous performance and vast experience in the automobile field
“MARUTI UDYOG LTD.” a renowned car manufacturing co. awarded their dealership to
Bhatia and co. in the year 1986. Since then Bhatia and Company is the leaders in selling
Maruti cars in Kota region.
Facility available in Bhatia and company
Separate quarters for staff of sales & workshop are available.
We are celebrating employee’s birthday and anniversary.
P.F. & E.S.I. facility available for secure staff future.
Celebrating company anniversary.
Recall outsider for employee motivation outsider for employee motivation activity.
For motive sales Staff Company organize different abroad trip like “Singapore –
Malaysia Trip” “Hit the cock, go Bangkok & South India Trip” etc.
Annual picnic are also organize for staff.
Suppliers of Bhatia & Company: - Maruti Suzuki
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Major Customer :
Corporate Areas
DCM fertilizer and Rayon’s
Instrumentation Limited
Life Insurance Corporation
Banks
Businessman
Quality Policy :
The organization is committed to provide the sales & service for the Maruti Udyog
Limited cars for the complete satisfaction of its customer with continuous improvement in
quality of service including provision for eco friendly performance of maintaince. To achieve
these targets following are the quality objective of the organization.
Quality Objective:
1. To provide time frame service.
2. To increase customer satisfaction level.
3. To minimize problem repetition job.
4. To reduce customer complaints.
Core Values and beliefs:-
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Bhatia’s core values and beliefs are reflection of its commitment to build a world
class, learning organization. Striving for excellence in all its endeavors.
Customer Focus: Be sensitive to the needs of the customer: develop superior customer
insight.Commitment to surplus expectations and deliver superior value.
Innovation and Excellence: Strive to think differently and promote creativity.Make
continuous improvement a way of life: drive excellence
Development People: Continuously improve and upgrade the skills and competencies of
our people.Support people to realize their potential.
Team work: Work closely as a cohesive, well – knit team. Inculcate a spirit of openness
and collaboration, Relationship and Human Dignity, Value people and partnerships. Nurture
understanding, compassion, trust and respect in all relationships.
Social Responsibility and Ethics: Be a socially responsible corporate, addressing the
needs of the community and environment. Conduct business ethically. Maintain highest
standards of personal integrity.
ORGANIZATION STRUCTURE
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Organizational structure defines the critical roles & responsibilities the dealership.
It gives an overview of functional and reporting dealership.
T.V- True value
Fin. - Finance
HR- Human resources
The above diagram shows the top management of a regular dealership in the
organization chart.
STRUCTURE OF SALES DEPARTMENT
CEO
GMT.V.
Adm.Head
HR.Mgr.
DGMSales
DGM Service
Fin.Head
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GM- General manager
DSA- Dealers of sales associates
CCM- customer care manager
TL- team leader
STRUCTURE OF SERVICE DEPARTMENT
CEO
DGMSales
CCMgr.
AccessoyMgr.
SalesMgr.
DeliveryMgr
Corp.Sales Mgr.
DSAMgr.
DirectorYash P. BhatiaPers.sec
DSAExec.
CC Exec.
Procc.Associates
T.L. 1 T.L.2
Support staff service advisor
T.L.1 T.L2
Mgr. insurance & call center
DSEs
DSEs
DGMMktg.
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PDI- pre delivery inspection
FI - finance inspection
CC - customer care
F/V - finance verification
STRUCTURE OF MGA DEPARTMENT
CEO
GM Serviceee
Pers.sec.
Director
Spares Mgr.
PDI in charge
Works Mgr.
CC Mgr.
Body shop Mgr.
Spares Exec.
Pickers
PDIExec.
Group F.I.
CC Exec.
Service Advisor
Supervisor Claim F/V
Painters Deters
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Group structure under works manager should have 3 service advisor, 1 supervisor, 1
technical advisor and 7 technicians. In a dealership if the body shop handles 250 or more
vehicles per month then it should have a G.M. (Body shop)
There will be a separate PDI department if the number of sales is greater than or
equal to 500 per month.
BOARD OF DIRECTOR
CEO - Mr. Ram J. Bhatia
Director of sales department -Mr. Yash j. Bhatia
Director of service department - Mr. Prem J. Bhatia
Director of MGA /MGP department - Mr.Harish J. Bhatia
Director (MGA/MGP)
Asst. Manager (MGA)
Asst. Manager (MGP)
Supervisor
Pickers Mechanics
Supervisor MarketingExecutive
Pickers
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WORK CULTURE IN BHATIA & COMPANY
Work culture is defined the way of life in the dealership. This is the strongly
influenced by the leadership style and top management believes.
The system and processes can be copied but culture is always unique to every
dealership. The environment of the dealership must safe and conducive to work.
1. Dealership should provide to his employees.
System related
Behavior related
2. Dealership should expect from the employees.
Discipline related
Safety related
Behavioral related
Managing Work related
Phone Etiquettes related
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CHAPTER- II
“SWOT ANALYSIS”
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STRENGTHS
1. Brand Name: The biggest strength is the tag of Maruti is going to be the largest
group of industries.
2. Compatible Price: Prices of different products of Maruti Suzuki are much more
compatible than others.
3. Easy Approach: We have open-ended approach so avalibility of desired product.
WEAKNESS
1. Tough Competitions: There is a very tough competition because of large number of
Automobile dealers are available in market.
OPPORTUNITIES
1. Hoarding: Most of the Indians have black money that too in huge amount i.e. they do
not have money in banks so approaching them is beneficial.
2. Indian Capital Market is Growing: So more & more new investors are interested in
investments.
3. Branch Expansion: Large no. Of branches are opening day by day and even we are
trapping the countries having almost same type of socio-economic condition & even same
culture etc.
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THREATS
1. Tough Competition: As there are so many mutual fund companies having almost same
kind of schemes, so it’s tough to compete with.
2. Changing Scenario: Our market scenario is changing day-by-day i.e. our market is
fluctuating, so this makes investor hard to invest
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CHAPTER-IV
Chapter 2
Project profile
Customer satisfaction
2.1 Introduction
Customer satisfaction, a term frequently used in marketing, is a measure of how products
and services supplied by a company meet or surpass customer expectation. Customer
satisfaction is defined as "the number of customers, or percentage of total customers,
whose reported experience with a firm, its products, or its services (ratings) exceeds
specified satisfaction goals."
It is seen as a key performance indicator within business and is often part of a Balanced
Scorecard. 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.
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Within organizations, customer satisfaction ratings can have powerful effects. They focus
employees on the importance of fulfilling customers’ expectations. Furthermore, when these
ratings dip, they warn of problems that can affect sales and profitability. These metrics
quantify an important dynamic. When a brand has loyal customers, it gains positive word-
of-mouth marketing, which is both free and highly effective.
Therefore, it is essential for businesses to effectively manage customer satisfaction. To be
able do this, firms need reliable and representative measures of satisfaction.
In researching satisfaction, firms generally ask customers whether their product or service
has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction.
When customers have high expectations and the reality falls short, they will be disappointed
and will likely rate their experience as less than satisfying. For this reason, a luxury resort,
for example, might receive a lower satisfaction rating than a budget motel—even though its
facilities and service would be deemed superior in “absolute” terms.
The importance of customer satisfaction diminishes when a firm has increased bargaining
power. For example, cell phone plan providers, such as AT&T and Verizon, participate in an
industry that is an oligopoly, where only a few suppliers of a certain product or service exist.
As such, many cell phone plan contracts have a lot of fine print with provisions that they
would never get away if there were, say, a hundred cell phone plan providers, because
customer satisfaction would be way too low, and customers would easily have the option of
leaving for a better contract offer.
There is a substantial body of empirical literature that establishes the benefits of customer
satisfaction for firms.
2.2 Purpose
A business ideally is continually seeking feedback to improve customer satisfaction.
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Customer satisfaction provides a leading indicator of consumer purchase intentions and
loyalty. Customer satisfaction data are among the most frequently collected indicators of
market perceptions. Their principal use is twofold:
1. Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have
a positive experience with the company’s goods and services.
2. Although sales or market share can indicate how well a firm is performing currently,
satisfaction is an indicator of how likely it is that the firm’s customers will make
further purchases in the future. Much research has focused on the relationship
between customer satisfaction and retention. Studies indicate that the ramifications
of satisfaction are most strongly realized at the extremes. On a five-point scale,
individuals who rate their satisfaction level as “5” are likely to become return
customers and might even evangelize for the firm. (A second important metric
related to satisfaction is willingness to recommend. This metric is defined as "The
percentage of surveyed customers who indicate that they would recommend a
brand to friends." When a customer is satisfied with a product, he or she might
recommend it to friends, relatives and colleagues. This can be a powerful marketing
advantage.) Individuals who rate their satisfaction level as “1,” by contrast, are
unlikely to return. Further, they can hurt the firm by making negative comments
about it to prospective customers. Willingness to recommend is a key metric relating
to customer satisfaction.
2.3 Measuring and Tracking Customer Satisfaction
How satisfied are your customers? Are they more or less pleased with your company than
they were last year? How does your customer satisfaction level compare with that of your
competitors? What impact does it have on your company’s profits?
How do you know?
Guesswork and hunches won’t cut it. You need hard data. You need to measure and
monitor customer satisfaction—consistently and regularly. You need a customer
satisfaction research strategy and program.
You can do it yourself, but there are a few things you need to consider. This paper gives
you the benefit of the experience and lessons learned by industry experts to help you
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design, distribute, and analyze your customer satisfaction research. We want you to act on
insight, not instinct.
Why Measure Customer Satisfaction?
Customer satisfaction is tied directly to profitability. If your customers are happy, they tend
to be loyal. And if they’re loyal they not only buy more, they refer other customers. 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's six to seven times more expensive to gain a new customer than it is to retain an
existing customer."
"A 5% increase in customer retention can increase profits by 25% to 95%."
Moreover, one bad experience can outweigh a whole lot of good experiences. Because of
e-mail and instant messaging, that bad experience can quickly be broadcast to dozens,
hundreds, or thousands of other customers, magnifying its impact. So if your business is
doing something that frustrates customers, you need to know right away.
It is critical to give customers the opportunity to provide feedback about their overall
satisfaction level and specific likes and dislikes. It is equally important to consistently
measure and monitor that input. Without an effective customer satisfaction research
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program in place, your company will be losing business, missing opportunities, and putting
itself at a competitive disadvantage.
2.4 CUSTOMER SATISFACTION SURVEYS: TIPS AND PRACTICAL ADVICE
The first steps in establishing a customer satisfaction program are determining when to
distribute your survey, how many customers will be invited to respond, and how to deliver
the survey to them. We’ll take a closer look at how to formulate your survey questions in the
next section.
1. When to Conduct Customer Satisfaction Research
Many managers wonder how frequently they should conduct customer satisfaction surveys.
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:
Transactional surveys solicit feedback directly from the product or service user
about that particular encounter. They are conducted immediately after each
customer transaction. For example, a survey may be administered after a call center
experience.
Relationship surveys collect input from people who have an ongoing relationship
with the company and have had multiple transactions. They are regularly scheduled
surveys often quarterly. The respondents typically are responsible for deciding
whether to continue the working relationship.
Transactional surveys are sent out at the discretion of whoever has contact with customers
—but the data should be collected immediately after the interaction while the experience is
still fresh in the customer’s mind.
Relationship surveys should be spread out over the course of a year. Here are a couple of
points to keep in mind:
If there is only one data point for each year, a single event could have a large impact
on results.
Research in the hotel industry reveals that satisfaction ratings are consistently higher
in the spring than in the fall.
For companies with a sufficiently large customer base—at least 10,000—relationship
surveys can be conducted on a continuous basis but reported on a monthly basis to
address the effects of seasonality or single events.
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In many cases conducting both transactional and relationship surveys may be appropriate.
For example, a company may conduct transactional research for customer service
purposes and relationship research for routine checkups on the health of the business.
2. How Many Customers to Survey
For companies with a small customer base—for example, 2,000 or fewer—interview as
many customers as possible. If your budget allows it, offer an incentive such as company
merchandise or a small gift certificate to compensate respondents for their time.
If your company has more than 2,000 customers and it is not economically feasible to
survey all of them, you can survey a subset. In this case you’ll need to consider the
following concepts relating to sample selection and accuracy of results:
Random selection. First, it is essential that a random selection of customers be
contacted to avoid introducing bias into how the customers were selected—and to
help ensure that the sample of customers is representative of the entire customer
base. For example, if a company surveyed only customers who contacted customer
service, those individuals may be very different from customers who have not
contacted customer service.
Margin of error. Next you need to establish the level of precision you want to have
in the accuracy of the results. The margin of error (also known as a confidence
interval) is an indicator of sample accuracy for random samples. It is the plus-or-
minus figure that is commonly reported with news polls, such as “plus or minus four
points.” In a customer satisfaction example, if the reported result is 80% satisfaction
with a 4-point margin of error, that means the true answer is somewhere between
76% (80 – 4) and 84% (80 + 4) assuming the whole population of customers had
been asked. The larger the sample size, the more accurate the results (or the
smaller the confidence interval).
Confidence level. Then you need to determine how certain you want to be that the
survey results are within the margin of error. The confidence level indicates the level
of certainty that the survey results are within the confidence interval for random
samples. Typically, researchers use the 95% confidence level.
Together, the confidence level and margin of error together describe the certainty you have
in the precision of the data. For example, for a reported result of 80% satisfaction at the
95% confidence level with a 4-point margin of error, you can say that you are 95% certain
that percentage of satisfied customers is between 76% and 84%.
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Another important consideration in determining the sample size is how much analysis will
need to be done on groups of customers. To analyze customers in particular industries or
regions, the sample size should be adjusted to at least 75 people in each group.
A number of online sample-size calculators are available that will provide the sample size
necessary for a particular confidence interval, or the margin of error for a particular sample
size. Just search “sample size calculator” with your search engine of choice on the Internet.
3. How to Distribute Your 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.
Depending on the nature of the customer contact, an in-person, telephone, or online survey
may be appropriate. 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. Because customer satisfaction results are used
to identify problems and fix them, the faster responses arrive, the faster they can be
addressed. In contrast, mail surveys suffer from long lag times and low response
rates, as low as 5%. Telephone surveys take longer because of declining response
rates. Refusal rates for phone interviews have reached 60% (AC Nielsen, 2004).
With the ease of answering online surveys, they can be completed faster and a
broader segment of the customer base can be reached. Depending on a number of
variables—the relationship with the survey recipients, the length of the survey,
whether a reminder is sent, and whether an incentive is offered—response rates for
online surveys can be upward of 35%. Even for online surveys in which there is no
prior relationship with recipients, response rates can be 23% to 31% (Quirk’s
Marketing Research Review, 2005).
Candor. People are more honest when their answers are not filtered through
someone on the phone. This is essential for research on sensitive subject matter
where studies indicate people are more likely to answer questions on the Web than
they are on the phone or in personal interviews. (Quirk’s Marketing Research
Review, 2003). The removal of interviewer bias and the elimination of the wait time
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for an interviewer to record results also yields more candid and complete responses
to open-ended questions. This is particularly important when customers volunteer
additional information to explain their satisfaction ratings. Such responses provide
insight into what a company is doing well and frequently provide warning signs about
the health of the business relationship.
Cost. The Internet eliminates many of the costs associated with traditional marketing
research. Online surveys avoid 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 so the cost of offering
incentives can be reduced.
Online and offline methods of data collection can also be combined. If offline methods are
necessary for part of the customer base, the data for customers who can be reached only
via mail, in person, or by telephone can be input to an online survey tool. That way all
survey results can be captured, reviewed, and analyzed together.
2.5 HOW TO DESIGN AN EFFECTIVE CUSTOMER SATISFACTION SURVEY
Most businesses and organizations embrace a philosophy of continuous improvement. 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 is to use
Zoomerang’s Customer Satisfaction Survey templates. If the survey will be designed from
scratch, follow Zoomerang’s recommended design principles. For an example survey
demonstrating these principles,
1. 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.
Consider the example of a bank’s customer satisfaction survey. 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. Otherwise, the customers’ answers to the overall
satisfaction question will be influenced by their satisfaction with specific attributes of that
relationship that they may not have thought about until they were asked.
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2. Use a 5-point Satisfaction Scale
Question scales should have descriptive labels associated with the numbers, and the top
end of the scale should mean that customers are truly “wowed.” If the ends of the scale are
simply “satisfied” and “dissatisfied,” it will not provide a sense of the intensity of customers’
happiness with a product or service. A customer who is simply “satisfied” just hasn’t found a
better deal yet.
The 5-point Satisfaction Scale
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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.
3. Be Consistent in Your Questions
Consistency is critical in customer satisfaction research. Question scales should be
consistent within a particular questionnaire as well as over time. 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. That way an apples-to-
apples comparison can be made and it is readily apparent where a particular part of the
business may need improvement. 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. If the survey reveals that 80% give a top rating in overall satisfaction on a
5-point scale but only 62% do so for a particular attribute on a 7-point scale, how much of
that difference is a result of the difficulty of meeting a higher threshold on a larger scale?
Similarly, question content and scales should remain consistent over time. Customer
satisfaction scores are typically evaluated on a quarterly basis or at regular intervals; and if
the questions and the scales change, evaluating performance over time is compromised.
Note: Scales can have a dramatic effect on satisfaction ratings, so be wary of writing
questions to drive up the numbers—especially if results are being used for compensation
purposes. Be cautious about interpreting competitors’ claims of satisfaction scores. Know
how the question was asked before jumping to any conclusions about the health of the
business.
4. Keep the Survey Short and Focused
Focus on getting a read on your customers’ relationship with you. 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. This can also result in inflated
satisfaction scores because those customers willing to spend that much time answering
your survey are probably the ones with positive feelings toward you.
An expedient way to develop a short, focused survey instrument is to rely on Zoomerang’s
Customer Satisfaction Survey templates.
If you build your own survey be sure to include all the key questions:
30
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
For an example survey demonstrating these questions, Think of the customer satisfaction
survey as part of an ongoing conversation with your customers. Rather than cramming
every question you have into a single survey, do multiple surveys throughout the year on
different topics.
5. 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. Consider hypotheses about customer profiles that may affect satisfaction and
include questions that capture that data.
2.6 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, which is the combined percentage of those saying they are
very or somewhat satisfied. It is essential, however, to call out to management the
proportion of customers who are dissatisfied and to reduce those percentages. Insights into
how to do that are found by learning what those who provide high ratings have to say and
reviewing the results of those who are dissatisfied with performance.
1. Trends in Satisfaction Score
Observing the top-two box percentage over time will reveal where a company is improving
and provide warning signs of what needs improvement. Percentages are a useful means of
communicating results in customer satisfaction research because they are readily
understood by most people. Moreover, they are more aligned with business objectives
(increasing the percentage of people who are satisfied and minimizing those who are
dissatisfied).
31
2.7 Example of Trend Report in Overall Satisfaction
A succinct way to measure how well a company is succeeding in minimizing low scores and
improving top scores is to calculate the satisfaction differential by subtracting the bottom
two-box score—the combined percentage of those saying they are very or somewhat
dissatisfied—from the top two-box score. A company that is successful on this metric will
see this number increasing over time. The table below illustrates that score for the example
trend report.
Competitive benchmarks for customer satisfaction can be difficult to come by because this
is typically proprietary information. Moreover, competitors’ results cannot be accurately
interpreted without knowing the specifics of question wording and the scales used. The
satisfaction ratings for the recipients of the Malcolm Baldrige Quality Award given by the
U.S. Department of Commerce, however, provide some insight into those companies that
have been recognized for achievements in quality and performance.
2.8 Malcolm Baldrige Quality Award Recipients’ Satisfaction
Ratings
32
2. Find Sources of Dissatisfaction
To increase the top two-box score next quarter, it is critical to understand what is driving the
bottom two-box scores. There are two easy ways to do that:
Review the open-ended comments. Reading the volunteered comments following
up on the rationale for the satisfaction rating is essential. The remarks among the
most satisfied customers will shed light on what a company is doing well. They may
also provide early warning signs if satisfied customers voice concerns with a service,
product, or customer support experience. Dissatisfied customers will be vocal about
the rationale for their satisfaction rating and will provide actionable suggestions for
how to improve.
Cross-tabulate by satisfaction rating. A key analysis includes looking at the
people who are really happy and those who are not happy. Cross-tabulation features
make comparisons between satisfied and unsatisfied customers fast and easy. The
tendency in analyzing customer satisfaction results is to focus on those company,
product, or service attributes that elicit the greatest dissatisfaction overall—price, for
example. Most customers will want a lower price regardless of their satisfaction level.
It is more revealing to compare how satisfied and dissatisfied customers feel about
various aspects of the product or service relationship. The gap in satisfaction ratings
for each attribute will help prioritize areas for improvement—the areas with the
greatest difference should have the highest priority. In the example cross-tabulation
table below, price has the lowest top two-box satisfaction score among all
customers. The gap between satisfied and dissatisfied customers, however, is
biggest for customer service, so that is the area with the most impact on overall
satisfaction.
33
Example Cross Tabulation by Satisfaction Rating
3. 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. Once the results have been compiled and analyzed, they should be presented to
management with recommendations for resolving the identified weaknesses. The
recommendations should be actionable – reduce response times to four hours for example
– and the person responsible and the resources allocated to meet that goal should be
determined. There should be periodic meetings to evaluate progress on the action plan and
the next customer satisfaction survey should evaluate progress on that goal.
4. 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
not simply to increase the odds of keeping that customer but also 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.
2.9 Customer Service and Satisfaction:
When we talk about customer service and/or satisfaction, we talk about creativity. Creativity
allows us to handle or diffuse problems at hand or later on rather in the process of
conducting the everyday business. We talk about how, or what, does the organization have
to do to gain not only the sale but also the loyalty of the customer. We want to know the
payoff of the transaction both in the short and long term. We want to know what our
customers Want? We want to know if our customers are satisfied. Satisfaction, Of course,
34
means that what we delivered to a customer met the customer’s Approval. We want to
know if customers are delighted and willing to come
Back, and so on. Fleiss 2 and Feldman 3 present examples of that delightfulness in their
writings. Fleiss has written about Ben and Jerry’s ice cream and Feldman has discussed
excellence in a cab ride. As important as delightfulness is, some of us minimize it, or even
totally disregard it. At this point, we fail. Some of the issues that will guarantee failure in
sales, satisfaction, and loyalty are:
Employees must adhere to a rigid chain of command
Employees are closely supervised
Conflict—in whatever form—is not allowed
Rewards are based on carrot-and-stick principles
Wrong objectives are measure.
We must understand customer expectation levels concerning quality. We must also
understand the strategy for customer service quality, and next we must understand the
measurement and feedback cycles of Customer satisfaction.
The customer is the person or unit receiving the output of a process on the system. In fact,
it is worth emphasizing that a customer can be the immediate, intermediate, or ultimate
customer Also, a customer may be a person or persons, or a process or processes.
Customer satisfaction, however, is when the customer is satisfied with a product/service
that meets the customer’s needs, wants, and expectations.
There are at least three levels of customer expectations about quality:
Level 1. Expectations are very simple and take the form of assumptions, must have, or take
it for granted. For example, I expect the airline to be able to take off, fly to my destination,
and land safely. I expect to get the correct blood for my blood transfusion and I expect the
bank to deposit my money to my account and to keep a correct tally for me.
Level 2. Expectations are a step higher than that of level 1 and they require some form of
satisfaction through meeting the requirements and/or specifications. For example, I expect
to be treated courteously by all airline personnel. I went to the hospital expecting to have
myhernia repaired, to be in some pain after it was done, to be out on the same day, and to
receive a correct bill. And I went to the bank expecting the bank teller to be friendly,
informative, and helpful with my transactions.
Level 3. Expectations are much higher than for levels 1 and 2. Level 3 requires some kind
of delightfulness or a service that is so good that it attracts me to it. For example, an airline
gives passengers traveling coach class the same superior food service that other airlines
35
provideonly for first-class passengers. In fact, I once took a flight where the flight attendants
actuallybaked cookies for us right there on the plane. When I went to the hospital, I
expected staff to treatme with respect and they carefully explained things to me. But I was
surprised when theycalled me at home the next day to find out how I was doing. And at my
house closing, thebank officer, representing the bank holding my mortgage, not only treated
me with respectand answered all my questions about my new mortgage, but just before we
shook hands toclose the deal, he gave me a housewarming gift.
Customer satisfaction surveys help to:
Improve customer, client, or employee loyalty.
React quickly to changes in the market.
Identify and capitalize on opportunities.
Beat the competition.
Retain or gain market share.
Increase revenue.
Reduce costs.
36
CHAPTER- II
“RESEARCH- METHODOLOGY”
37
RESEARCH - OBJECTIVES
Aim of the studies:
The study helps to know about the performance of Employees of Bhatia &
company Kota. To judge their performance and measuring, how much they are capable
to sell and promote the products to the costumers.
The main aim of undertaking this study is to accomplish the following
objective:
To understand the concept of performance measurement.
To study the implementation of the performance measurement in Bhatia & company.
Conducting a survey for marketing staff and understanding their performance in
Bhatia & Company.
Proper understanding the measurement techniques.
38
RESEARCH - METHODOLOGY
The objective of the present study can be accomplished by conducting a systematic
employee’s survey. Market Research is a systematic design, collection, analysis and
reporting of data and finding that are relevant to different market situation facing by the
company. The marketing research processes that will be adopted in the present study
consist of the following stages:
Defining the problem and research objective:
The research objective state that what information is needed to solve the problem.
Here the objective of other research is awareness and Knowledge of performance
measurement. To measure their performance to achieve the organization goals of Bhatia &
Company with the help of 360º approach and balance scorecard.
Developing research plan:
Once the problem is defined, the next step is to prepare a plan for getting the
information needed for the research. The present study will adopt exploratory approach
where in there is a need to gather a large amount of information before making a
conclusion if required. The descriptive and casual approaches may also be used.
Collection and Sources of Data:
To collect the data, relevant information is necessary as regards to the project; as a
result using two ways collected data:-
A. Primary Data
B. Secondary Data.
39
Primary Data:
In this the information is being possessed with first hand information, which is new
and fresh.
The tools used by us for the primary data are:
Questionnaire
Face-to-Face Interview
Observation
Secondary data:
The information that is received with the help of Journals, Magazines, Financial
reports or which is already present with the company.
References used from management books.
Gathered information through World Wide Web (www).
Support and knowledge provided by Faculty and Company guide.
Sampling Plan:
Sampling unit: I have done the study on 10 employees from marketing staff in the
company and I also considered 40 direct selling agents so it became 50 respondents for the
survey.
Sampling size: A survey has conducted for the employees. The size was 10
employees and 40 direct selling agents.
40
Analyze the collected information:
This involves converting raw material in to useful information. It involves tabulation of
data and using statically measures on them for developing frequency distribution and
calculating the averages and dispersions.
Report research findings:
This phase will mark the culmination of the marketing research efforts. The report
with the research finding is a formal written document.
41
LIMITATIONS OF RESEARCH
Though the present study aimed to achieve the above-mentioned objectives in full
earnest and accuracy, it was hampered due to certain limitations. Some of the limitations of
this study may be summarized as follows:
Getting accurate responses from the respondents due to their inherent problems was
difficult. They were partial, and refused to cooperate.
Very few people have knowledge about performance measurement in a proper
manner.
At the duration of my study company has launch New Variants of there of there
products like Alto flash. So all the employees were busy in that.
Locating the target respondents were very time consuming.
Sample size was limited due to the limited period of 45 days allocated for the survey.
42
CHAPTER-V
“ANALYSIS FOR PERFORMANCE
MEASUREMENT”
43
Questionnaire for Front - line Marketing Staff
Q.1 Employees who comes under Income Group?
Less Than 10,000 :
10,000 - 20,000 :
20,000 - 30,000 :
More than 30,000 :
Income Group
Less than
10,000 10,000-20,000 20,000-30,000 More than 30,000
No. of
Employees 20 5 15 10
44
Interpretation-
Above bar graph depicts that employees who comes under income
group of less than 10,000 is 20%. Which is highest? It means they are not very much able
to achieve the targets given by their superiors. Their salary increase in proportion to their
achievements.
45
Q.2 How many employees are accountable for specific job- related matrices like
knowledge, skills and attitude?
Less than 2
2 – 5
5 – 8
More than 8
Year of
AccountabilityLess than 2 2-5 5-8
More than
8
No. of
Employees22 7 8 13
46
Interpretation: -
The no. of employees who are accountable for specific job- related matrices like
knowledge, skills and attitude is less than 2 years are 22% that those who have experience
more than 8 years. The figure shows that as they experience, skills and knowledge and
attitude towards job also developed. They can perform in better manner.
47
Q. 3 Do the employees satisfy their target customers or their clients?
Response
Strongly
Agree Agree Disagree Strongly Disagree
No. of Employees 15 18 10 7
48
Interpretation: -
The above graph depicts that 15% employees were strongly agreed and 18%
employees are moderately agree that they satisfy their target customers or clients. But
almost 10% employees were not able to satisfy their target customer because the area that
they assigned was household and most of the business class families reside there.
49
Q.4 Do the employees able to resolve the issue of costumers at a time?
a) Strongly Yes- 25 b) Moderately Yes- 20
c) Strongly No- 0 d) Moderately No- 5
Response Strongly Yes
Moderately
Yes Strongly No Moderately No
No. of Employees 22.00% 20.00% 3.00% 5.00%
50
Interpretation: -
The above graph depicts that the response of 22% employees were strongly said
yes that the employees were very much able to resolve the issue of customers at a time. It
shows that the employees have good knowledge about the product.20% employees were
moderately agree and rest 10% employees were partially disagreeing with the statement.
51
Q.5 Manager talk about performance measurement in a year?
a) Strongly agree c) Agree
b) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 25 10 8 7
52
Interpretation-
Above bar graph depicts that 25% employees are strongly agree that managers talk
about performance measurement at least once in a year. It is good to know that the staff is
performing well or not.
53
Q.6 Managers give performance feedback regularly.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 15 24 6 5
54
Interpretation-
Above bar graph depicts that 24% employees were agree and 15% employees were
strongly agree that managers give their feedback on daily bases. It means the manager or
the superior give assessments of employees regularly and every employee has to report
manager everyday.
55
“Questionnaire for Middle Level Managers”
Q. 1 Do the managers provide employees performance based bonus program.
a) Strongly Yes- 24 b) Moderately Yes- 6
c) Strongly No- 15 d) Moderately No- 5
Response Strongly Yes Strongly No Moderately Yes Moderately No
No. of Employees 24 15 6 5
56
Interpretation-
Above bar graph depicts that 20% employees were agree that they get bonus or
incentives out of their better performance. It means if they achieve the targets given by their
superiors they are rewarded. Employees salary increase in proportion to their
achievements.
57
Q. 2 What are the different modes to measure the performance of the employees,
rank them?
(a.) Competitive advantage [ ]
(b.) Quality of service [ ]
(c.) Flexibility [ ]
(d.) Resource utilization [ ]
(e.) Innovation [ ]
i) Only a – 10 ii) b and d – 12
iii) a and c- 8 iv) All 5 - 20
Response Only a b and d a and c All 5
No. of Employees 10.00% 12.00% 8.00% 20.00%
58
Interpretation: -
The above pie chart shows that 20% employers choose all the five modes to
measure the performance of the employees. Competitive advantage is the most common
response that I found in my research. They told me that there are so many mutual funds in
the market so they have to differentiate their products to competitors.
59
Q. 4 Average retention period of employees under your company?
Less than 1 :
1 – 2 :
2 – 3 :
More than 3 :
Response Less than 1 1-2 2-3 More than 3
No. of Managers 8 12 25 5
Interpretation: -
The above graph depicts that average retention period of employees 2-3 years. I
found the common response from the employees that the reason behind is so much work
pressure. They have to work hard to achieve the goals of the company. So they denied
sticking to one company.60
Q.5 How many employees promoted by performance measurement?
Less than 5 :
5 – 10 :
10 – 15 :
More than 15 :
61
Response Less than 5 5-10 10-15 More than 15
No. of Managers 6 8 12 24
Interpretation: -
The above graph depicts that more than 15 employees promoted by performance
measurement every year. It is very good sign for the company and the employees also.
The measurement process of the company benefits the employees and motivates them to
increase sales per year.
62
Q. 6 Are the employees satisfied with measurement process of the company?
a) Strongly Yes- 25 b) Moderately Yes- 15
c) Strongly No- 4 d) Moderately No- 6
63
Response Strongly Yes Strongly No Moderately Yes Moderately No
No. of Managers 25 6 15 4
Interpretation: -
The above graph depicts that 25% employees were strongly agree with the
statement that they were very much satisfied with the measurement process of the
64
company but some of the employees were not agree with the measurement process
because they think that managers are partial and process is biased to some employees.
Q. 7 Where performance has not meet the required standard action is take at an
early stage in order to seek improvements.
Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
65
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 30 5 10 5
Interpretation: -
The above graph depicts that 30% employers were strongly agree with the
statement. To improve the performance of the employees, managers check whether the
employees have met the required standard or not. If there is any variation between actual 66
and desired they take immediate action at very early stage. Some employees were not
satisfied with the statement.
Q.8 Systems are in place to monitor corporate service and individual performance
against plans and objectives and to take corrective action where required.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
67
Response Strongly Agree Agree Disagree Strongly Disagree
No. of Employees 12 22 10 6
Interpretation: -
The above graph depicts that 22% employees were agreed and 12% employees
were strongly agree with the statement. There is regular assessment of employees in
Reliance Mutual Fund. Individual performance needs to check against the plans and the
68
objectives set by the company. If they have not achieved up to the mark there should be
taken corrective actions so that they can give better results further.
Q.10 Are the managers consider employees greatest accomplishment over the past
years?
69
Interpretation: -
This is an open-ended question and response that I got is positive. Some of the
employees performed very well at the launching of New Fund Offer of the company. They
covered the whole market to promote the NFO of the company.
Q.11Do the employees have any question about their job responsibilities, as
outlined in their position description?
Interpretation: -
I found the most common response from the employees that they are fully loaded
with their responsibilities, given by superiors. They are doing more than what they asked to
do. There is a lot of work pressure and they have to work over time.
Q.12 Any additional training, education or recourses do you need to improve your
performance?
a) Yes b) No
Interpretation: -
It is an open ended question so the response that the employees needed training
session to accept the innovation and technical training was required to sustain in the
particular job. They also needed resources to improve the performance.
70
CHAPTER VI
-
“FINDINGS”
Findings for Customer Satisfaction of
71
Front-Line Marketing Staff
1. Almost all the employees of Bhatia & company are agree that managers talk about
quaterly performance measurement.
2. Almost all the employees are agree that managers or relation ship manager give
feedback to employees regularly as the employees report to manager everyday at
evening.
3. Most of the employees of Bhatia & company were agree that they get bonus or
incentives out of their target achievements and better performance.
4. All most all the employees of marketing staff consider all the five modes that are
competitive advantage, quality of service, flexibility, resource utilization, and
innovation to measure the performance. But competitive advantage and quality of
service is the most common response. Hence it is a good sign for the growth of the
company.
5. 360-degree appraisal and balance scorecard is very well known criteria to measure
the performance of the employees of Bhatia & company. Most of the employees
agree that not only top level and middle level employees measure the performance
but peers also take part in measuring process.
6. In Bhatia & company average retention period of employees are 2-3 years. The
reason behind is so much work pressure of heart- core selling. They have to work
hard to achieve the goals of the company. So they denied sticking to one company.
7. More than 15 employees promoted by performance measurement every year. It is
very good sign for the company and the employees also. The measurement process
of the company benefits the employees and motivates them to increase sales per
year.
72
8. Some of the employees were very much satisfied with the measurement process of
the company but some of the employees were not agree with the measurement
process because they think that managers are partial and process is biased to some
employees.
9. To improve the performance of the employees, managers check whether the
employees have met the required standard or not. If there is any variation between
actual and desired they take immediate action at very early stage.
10. There is regular assessment of employees in Bhatia & company Individual
performance need to check against the plans and the objectives set by the company.
If they have not achieved up to the mark there should be taken corrective actions so
that they can give better results further.
11. Most of the employees were strongly agreed that the managers are responsible of
the performance of the employees.
12. Managers consider employees greatest accomplishments over the past
years. Some of the employees performed very well at the launching of New Alto
Flesh of the company. They covered the whole market to promote the new car of the
company.
13. Employees of Bhatia & company are fully loaded with their responsibilities, given by
superiors. They do more than what they asked to do. There is a lot of work pressure
and they have to work over time.
14. The employees needed training session to accept the innovation and technical
training was required to sustain in the particular job. They also needed resources to
improve the performance.
15. Most of the employees have some qualities like sound knowledge of market; making
strong relationship with the customers, decision making power etc.
73
CHAPTER VII
-
“CONCLUSION”
74
CONCLUSION
From the analysis of the responses received from the employers and front-line
marketing staff of Bhatia & company kota, a majority of employees are found to be
conscious and enlightened regarding their better performance for the progress of the
company.
Some of the employees have faced some problem regarding the frequent change in
their work profile, and other implementations of new technology. Most of the employees
have different competencies in them for the better performance of job.
We have very good market in Kota which comprises potential Customers, but due to
lack of proper guidance, these employees are not that much capable to achieve the targets
assigned to them. There should be continuous flow of information to their potential investors
and they should also keep in contact with the marketing head of the company.
The actual performance of the marketing staff should meet the standard or desired
performance, which has to be inclined towards the objectives.
So my findings are that marketing staff of Company should make little more efforts to
trap the potential investors, like building a good relationship with potential business,
moreover friendly guidance.
Hence, Performance Measurement plays a vital role for the development of the
employees as well as company.
75
CHAPTER VIII
-
“RECOMMENDATIONS”
76
RECOMMENDATIONS
There are some recommendations or suggestions for Bhatia & company after
the above findings of the analysis-
1. Company should set up some benchmarks or performance standards to analyze the
actual performance of the marketing staff.
2. Company should recruit the candidates according to their past performances.
3. Bhatia & company must lay down some sound strategies to retain efficient employees by
giving them more incentives and rewards for their better performances in comparison to
other companies.
4. Employees of marketing staff in Bhatia & company must use marketing tools like point of
purchase, advertisement through Mass Media like loading Newspapers, Magazines,
Television, Exhibition, Fairs, SMS on Mobiles, advertisement on the internet.
5. The organization is lacking on the parameters of motivation. It is recommended that the
organization must adopt the concept of motivation.
6. Bhatia & company should organize programs for employees’ awareness in developing
areas and establish a confidence and belief for the future growth of the company.
7. There should not be frequently change in the work profile of the employees. This
hampers the quality of the work.
77
CHAPTER IX
-
“QUESTIONNAIRE”
78
QUESTIONNAIRE
(For front-line marketing staff )
Name :
Age :
Designation :
Income Group
Less Than 10,000 :
10,000 - 20,000 :
20,000 - 30,000 :
More than 30,000 :
Q.1 Managers talk about performance measurement once a year.
a) Strongly Agree (b) Agree
c) Disagree (d) Strongly Disagree
Q.2 Managers give performance feedback regularly.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
79
Q. 3 Do the managers provide employees performance based bonus program.
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q. 4 Are the employees satisfied with measurement process of the company?
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q.5 Systems are in place to monitor corporate service and individual performance
against plans and objectives and to take corrective action where required.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Q.6 There is clear and unequal commitment from the top and middle level managers
and senior managers on the performance measurement of the employee.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
80
Q.7 Do the employees have any question about their job responsibilities, as
outlined in their position description? (OPEN ENDED)
Q.8 Any additional training, education or recourses do you need to improve your
performance?
a) Yes b) No
81
Questionnaire (FOR MANAGERS)
Name :
Age :
Designation :
Q.1 How many employees are accountable for specific job- related matrices like
knowledge, skills and attitude?
Less than 2
2 – 5
5 – 8
More than 8
Q. 2 Do the employees satisfy their target customers or their clients?
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q.3 Do the employees able to resolve the issue of costumers at a time?
a) Strongly Yes- b) Moderately Yes-
c) Strongly No- d) Moderately No-
Q. 4 What are the different modes to measure the performance of the employees,
rank them?
(a.) Competitive advantage [ ]
(b.) Quality of service [ ]
(c.) Flexibility [ ]
(d.) Resource utilization [ ]
(e.) Innovation [ ]
82
Q. 5 What criteria do you adopt to measure the performance of the marketing staff
specifically?
a. Behaviorally anchored rating scale
b. 360º appraisal
c. Balance score card
d. Work standard approach
Q. 6 Average retention period of employees under your company?
Less than 1 :
1 – 2 :
2 – 3 :
More than 3 :
Q.7 How many employees promoted by performance measurement?
Less than 5 :
5 – 10 :
10 – 15 :
More than 15:
Q.8 Where performance has not met the required standard action is taking at an
early stage in order to seek improvements.
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree
Q.9 Are the managers consider employees greatest accomplishment over the past
years? (OPEN ENDED)
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CHAPTER X
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“BIBLIOGRAPHY”
BIBLIOGRAPHY84
Book of Business research methodology of Govt Eng. College Jhalawar.
Book of Quantitative Methods of Govt. Eng. College Jhalawar.
Book of Performance Measurement and Reward Systems of Govt. Eng.College
Jhalawar
Michael Armstrong, “Human Resource Management Practices” Pg no. 785-789
Websites: -www.marutisuzuki.com
www.bhatia&company.com
www.economicstimes.com
www.google.com
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