PROJECT REPORT

(Submitted for the Degree of [Link]. Honours in Accounting & Finance

under the University of Calcutta)

Consumer Relationship
Management (CRM)
Submitted by

Name of the Candidate : Akash Dey

Registration No. : 043-1111-0159-19

Name of the College : Heramba Chandra college
College Roll No. :

Supervised by
Name of the Supervisor : Prof. Priyanka Banik

Name of the College : Heramba Chandra College

Month & Year of Submission

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 CHAPTER 1: INTRODUCTION

1.1 BACKGROUND
Customer Relationship Management is a concept or strategy to solidify relationship with current customers,
attracting more customers and at the same time reducing cost and enhancing11productivity and profitability
in business. An ideal CRM system holds collection of all data sources under an organization and provides an
atomistic real time vision of customer information concerned mainly with the needs and demands of the
customers. A CRM system is vast and significant, but it be can implemented for small business, as well as
large enterprises also as the main goal is to assist the customers efficiently.

Usually an organization consists of various departments which predominantly have access to customer’s
information either directly or indirectly. A CRM system piles up this information centrally, examines it and
then makes it addressable within all the departments. Every business unit emphasizes on spurting a long term
relationship with customers to nurture its stability in today’s blooming market. Customer’s expectations are
now not only limited to get best products and services, they also need a face-to-face business in which they
want to receive exactly what they demand and in a quick time. CRM system provides a well-defined platform
for all business units to interact with their clients and fulfil all their needs and demands very effectively and
to build long-term relationship. Customer Relationship Management in a business is like concrete for a
building, which lays a solid relationship between the clients and the organisation that results into customer
satisfaction, growth of market, loyalty of customers, attraction of investors etc. ultimately facilitating rapid
growth in the business and its development. CRM systems leverage technology to organize and synchronize
marketing, sales, customer service, and technical support processes, helping organizations reduce costs and
improve efficiency. Forrester provides advice on how to plan, justify, evaluate, implement, and improve areas
like sales force automation and sales effectiveness, customer service and support, customer self-service and
assisted service, and multichannel management. Research coverage includes CRM architecture, strategy,
deployment, and services.

FEATURES OF CUSTOMER RELATIONSHIP MANAGEMENT:

In the age of the customer, good customer experiences are the only sources of competitive differentiation.
Few basic features of customer relationship management are as follow ---

 Understanding customer needs

 Attending and acknowledging customer complaints
 Collecting customer response
 Attaining customer satisfaction
 Achieving customer loyalty
 Successful customer retention
 Attracting new customers  Increasing the market ORIGIN:
Customer Relationship Management originated in the early 1970s when the business organisation learned
that customers are the essence and decided to shift their focus from ‘product emphatic’ to customer emphatic’.
Originally CRM was based on three major principles: protecting current customers, attracting new customers,
increasing asset value of each customer. With time the concept of CRM developed and was backed by
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highend technology and software. The focus grew out of mere retention and attraction of customers and
expanded to facilitate reduction of business cost and investment with a higher rate of growth and a faster
formation of a wider market.

1.2 IMPORTANCE
Customer Relationship management is a strong and efficient approach in maintaining and creating
relationships with customers. Customer relationship management is not only pure business but also ideate
strong personal bonding within people. Development of this type of bonding drives the business to new levels
of success. Over the years the importance of CRM has increased rapidly, new methods and techniques have
been chosen to develop the concept further.

Over the period of time and with growth and development in every sector of the economy, the idea of CRM
has received immense heed because of several reasons. A few reasons that have elevated the need of CRM
are as follows:--
 CRM contains each and every bit of details of a customer, hence it is very easy to track a customer
accordingly to cater to their demand and needs and can also be used to determine which customer can
be profitable and which not.
 A CRM system is not only used to deal with the existing customers but is also useful in acquiring new
customers. The process first starts with identifying a customer and maintaining all the corresponding
details into the CRM system. The Sales and Field representatives then try getting business out of these
customers by sophistically following up with them and attending to their demands which might come
out as shortfall of the company. All this is very easily and efficiently done by an integrated CRM
system.
 CRM does not only help in developing the marketing area of the business by retaining and attracting
customers but it has immensely helped in controlling extra expenses and reduced operation time with
increasing productivity.
 A CRM system being centralised has all the data available at fingertips at any given time which
increases productivity and reduces cost and time.
 CRM helps in uplifting the position of a business in the market by capturing a large part of the market
through loyal customers and in turn attracts even more. It helps to attract investors and in all pushing
forward the overall growth of the business.
 CRM when used efficiently helps to attend the needs of customers resulting in customer satisfaction
which in turn helps in increasing profitability and turnover of the business.

In today’s world, practice of dealing with existing customers and thriving business by getting more customers
into loop is predominant. Installing a CRM system can definitely improve the situation and help in
challenging the new ways of marketing and business in an efficient manner. Hence in the era of business
every organization should be recommended to have a full-fledged CRM system to cope up with all the
business needs.

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 1.3 LITERATURE REVIEW
Many researchers have conducted studies in measuring service quality in the past twenty years. In 1982,
McCleary and Weaver indicated that good service is defined on the basis of identification of measurement
behaviours that are important to customers. Zemkeand Albrecht (1985) suggested that service plays an
important role in defining a restaurant’s competitive strategies and identified systems and strategies for
managing services exactly like that in a business.

As stated by Mendoza et al. (2006) the CRM concept has evolved in such a way that nowadays it must be
viewed as a strategy to maintain a long-term relationship with the customers. Michael et al (2005) suggested
that companies have to move in accordance to the customer behaviour if they want to thrive in coming world.
They have to come along with new customer loyalty programmes and build more comprehensively among
partners and vendors, enabled by technology, to bring mutually beneficial relationships.

In a report by Kate Leggett, she has elaborated saying that in the age of the customer, good customer
experiences are the only sources of competitive differentiation. Organizations use customer relationship
management (CRM) as a foundational building block in their customer experience strategy. CRM has the
potential to transform customer relationships, but companies have only started to tap into the true power of
these solutions. Her report has also summarized the top trends that application development and delivery
(AD&D) professionals need to take into account when planning for CRM success in the future.

According to Peppers and Rogers (1999) in some organizations, CRM is simply a technology solution that
extends separate databases and sales force automation tools to link sales and marketing functions in order to
improve targeting. Other organizations consider CRM as a tool specifically designed for one-to-one customer
communications, only responsibility of sales/service, call centres, or marketing departments.

Goldenberg (2000) said attempting to connect the customer with the product can be achieved by automating
a series of processes within the organization that allow the creation of that connection. Ciborra and
Failla(2000) said it is apparent that the CRM concept has a technological component, but evidently involves
other aspects of the organization.

Although as per Rudolph (1999), it is important to understand that the organization must be viewed from a
systemic perspective. So Light (2001) stated that this confusion about the definition of CRM is also a likely
contributor to the problems faced by organizations. They need to understand the theoretical and practical
implications of the business perspective of CRM before initiating a CRM system project. CRM systems must
be considered as, potentially, a key component of the operation of a CRM strategy –not the only component.

Basically Customer relationship management is a corporate level initiative, focusing on creating and
maintaining relationships with customers. Manual as well as computer based data is taken by the
organizations to reap the benefits of CRM initiatives holistic approach to an Organization’s philosophy,
placing the Emphasis firmly on the customer.

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 1.4 OBJECTIVES
1.4.1 Objectives of CRM:
Implementing and using CRM software is meant to bring together customer data from across the company.
This is the primary goal and objective, and this translates into all staff having the access they need to
meaningful information. This information, in turn, can be acted upon to develop and maintain profitable
customer relationships. Keep in mind that any CRM implementation should result in enhancements to
customer visibility that meet or even exceed the expectations and requirements the business has for customer
data needs. The key is to find a way to integrate front office data with back office data and vice versa.

 The main objective of CRM process is to originate new methods, software and tools for customer
retention.
 CRM process is built with the focus of prioritizing the customers to increase market as well as cost
control and effective growth within the business.
 The goals of CRM are to achieve more profit and increase turnover in the business via customer
satisfaction by fulfilling the demands and catering to their issues and gaining customer loyalty.

1.4.2 Objectives of the study:

The Objective of this study is as follows:

 This study is to present and to bring insight and deeper understanding into the objectives, strategies
and the expected benefits of CRM initiatives by organizations, with reference to DMart .
 This study is also objected with the purpose of throwing light in relation to the major benefits and
drawbacks of CRM in connection with that of DMart .
 To understand and identify the Customer Relationship Management Practices followed by the retail
stores.
 To study the satisfaction level of customers with regard of DMart.
 To study the various CRM techniques adopted by organised retail firms and stores.
 To study the benefits of CRM to the retailers and customers.
 To find out the buying behaviour of the customers coming in to .
 To analyse how the mix influence the customer satisfaction level.
 To conclude on the extent and level to which customer relationship management is required.

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 1.5 METHODOLOGY
1.5.1 RESEARCH METHODOLOGY:

Methodology adopted for study

Using simple statistical data’s and presentation through bar charts and pie charts.

 Discussion with the executives, managers, employees.

 Visiting & surfing different websites of company.

Area of study

The study is exclusively done in the area of marketing. It is a process requiring care, sophistication,
experience, business judgment, and imagination for which there can be no mechanical substitutes.

Sources of Data

 Primary Source

 Secondary Source

Primary Source- The primary data was collected by means of a survey. Questionnaires were prepared and
customers of the DMart were approached to fill up the questionnaires. The questionnaire contains 15
questions which reflect on the type and quality of services provided by the DMart to the customers. The
response of the customer is recorded on a grade scale of outstanding, excellent, good, average, and bad for
each question.

Secondary Source- In order to have a proper understanding of the customer service of DMart a depth study
was done from the various sources such as books; a lot of data is also collected from the official websites of
the DMart and the articles from various search engines like Google, yahoo search and [Link].

1.5.2 DESIGN OF STUDY:

 Conceptual overview

 Analysis of collected data

 Finding

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  Conclusion and recommendations

Revenue Model Of DMart

1.6 LIMITATIONS
The major limitations of the presented study are given below:-
 The primary limitation is the uncontrollability of some variables like cultural impact on the buying
behavior of customers.

 There is possibility of sample respondent bias in their reporting of perceptual and attitudinal
underpinnings on certain statements.

 There is a problem in generalizing some findings as there are some unique variables at play.

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  There has also been a problem of sufficient homogenous data from different sources. For example, the
time series used for different variables, the averages are used at certain occasions. Therefore, the
trends, growth rates and estimated regression coefficients may deviate from the true ones.

The study is only for the DMart confined to a particular location and a very small sample of respondents.
Hence the findings cannot be treated as representative of the entire retail industry. Data’s are secondary and
therefore collection in and nature extractions are difficult. Processing of the data takes time; unnecessary time
consumed which makes it cumbersome and lengthy. Since it is secondary data can general and vague and
may not help in important decision making. Also data may not be accurate due to lack of trustworthy sources.

Respondents may give biased answers for the required data. Some of the respondents did not like to respond.
Respondents tried to escape some statements by simply answering -“Average” to most of the statements.
This problems were faced, and it was little difficult to analyse and come at a right conclusion. A lot of money
is spent in printing and visiting internet cafes.

In our study we have iinclude 30 customers because of time limit. Time constraint and limitation was a big
hurdle in completion of the project.

1.7 CHAPTER PLANNING

The paper has been further divided into following chapters:
 Chapter 2-Conceptual framework
 Chapter 3-Analysis and findings
 Chapter 4-Conclusions and recommendations
 Chapter 5-Bibliography
 Chapter 6-Annexures (Questionnaire)

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 Chapter 2:Conceptual Framework

2.1A CONCEPT OF THE TOPIC

Customer Relationship Management Customer relationship management (CRM) is an approach to
managing a company's interaction with current and potential future customers. The CRM approach tries to
analyse data about customers' history with a company, to improve business relationships with customers,
specifically focusing on customer retention, and ultimately to drive sales growth.

One important aspect of the CRM approach is the systems of CRM that compile information from a range of
different communication channels, including a company's website, telephone, email, live chat, marketing
materials, social media, and more. Through the CRM approach and the systems used to facilitate CRM,
businesses learn more about their target audiences and how to best cater to their needs. However, adopting
the CRM approach may also occasionally lead to favouritismm within an audience of consumers, resulting
in dissatisfaction among customers and defeating the purpose of CRM

2.1.1 TYPES
Operational
The primary goal of customer relationship management systems is to integrate and automate sales, marketing,
and customer support. Therefore, these systems typically have a dashboard that gives an overall view of the
three functions on a single page for each customer that a company may have. Operational CRM is made up
of 3 main components: sales force automation, marketing automation, and service automation.

Analytical

Analytical CRM systems use techniques such as data mining, correlation, and pattern recognition to analyse
the customer data. These analytics help improve customer service by finding small problems which can be
solved, perhaps, by marketing to different parts of a consumer audience differently. For example, through the
analysis of a customer base's buying behaviour, a company might see that this customer base has not been

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buying a lot of products recently. After scanning through this data, the company might think to market to this
subset of consumers differently, in order to best communicate how this company's products might benefit this
group specifically.

Collaborative

The third primary aim of CRM systems is to incorporate external stakeholders such as suppliers, vendors, and
distributors, and share customer information across organizations. For example, feedback can be collected
from technical support call, which could help provide direction for marketing products and services to that
particular customer in the future.

Main components

The main components of CRM are building and managing customer relationships through marketing,
observing relationships as they mature through distinct phases, managing these relationships at each stage
and recognizing that the distribution of value of a relationship to the firm is not homogenous. When building
and managing customer relationships through marketing, firms might benefit from using a variety of tools to
help organizational design, incentive schemes, customer structures, and more to optimize the reach of its
marketing campaigns. Through the acknowledgement of the distinct phases of CRM, businesses will be able
to benefit from seeing the interaction of multiple relationships as connected transactions.

Relational intelligence
Relational intelligence, or awareness of the variety of relationships a customer can have with a firm, is an
important component to the main phases of CRM. Companies may be good at capturing demographic data,
such as gender, age, income, and education, and connecting them with purchasing information to categorize
customers into profitability, but this is only a firm's mechanical view of customer relationships. This therefore
is a sign that firms believe that customers are still resources that can be used for up-sell or crosssell
opportunities, rather than humans looking for interesting and personalized interactions. Below is a diagram
of the steps when serving a client while using a CRM system.

2.1B Conceptual Relevance Of

The Crm in The Company
IMPORTANCE OF STUDY

It provides guidelines for further research in area for organized retail. Research says about customer buying
behaviour towards DMart. The research is also important to identify Market size, growth and Market
Potential of DMart. The research shows future Scenario of DMart in current perspective. The study shows
Opportunities and challenges for DMart respect of internal & external environment. Research says about
main competitors in the field of organized retail sectors. The study provides guideline to further extension of
DMart. The study provides help to know the customers satisfaction with DMart stores.

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SCOPE OF STUDY

The scope of this research is to identify the buying behaviour of customers of DMart. This research is based
on primary data and secondary data. This study only focuses on urban buying behaviour of customers. The
study does not say anything about rural buying behaviour of customer because rural norms/status/attitude &
acceptance of the rural customers differs with urban customers. It provides help to further the research for
organized retail sector. It aims to understand the skill of the company in the area like technological
advancement, competition in management.

2.2 NATIONAL SCENARIO

After 1960, with the advent of motivational research for understanding consumers, organizations were
compelled to shift their focus from the products to the customers. Earlier marketers could sell any product
produced without considering the needs, demands and preferences of customers. In present times, with new
products flooding the market place, multiple players craving for market share and customers having highly
unpredictable and constantly changing expectations, it is a war like situation to win a customer. The Indian
markets is now seeing better accessibility and more variety of products, a change in demographic and
psychographic profile of the consumer, and an increasing disposable of the consumers.

They will be juggling in understanding and knowing their customers on the one hand and creating customer
satisfaction to generate loyalties on the other. The younger generation tends to experiment more in product
usage patterns, as they appreciate novelty, however loyalty among young customers is a tough challenge for
the marketers, a trend that is being already witnessed in the current era and will only get tougher in times to
come.

Today, the Indian customers, in most product categories, are brand swingers instead of brand loyalists. They
have no inhibitions in experimenting with new products in the current post liberalized age.

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Almost all of the retailers are using various means to build good customer relationship management Festival
offers, regular feedbacks and after sale services constitute the major part of the practices used to build a
healthy relationship with customers. There are only 8% of the retailers who are making the use of all kind of

INTERPRETATION

The study shows that around 23% vendors use festival offers while 19% goes to feedback approach.15% of
the retailers after sale services while 12% membership cards and home delivery mode for Satisfying
customers .8% of the retailers use all the techniques to maintain good customer Relationship.

2.3 INTERNATIONAL SCENARIO

Bob Parker, Group vice president of manufacturing insights an IDC company, discusses the market drives
for customer relationship management (CRM) system in manufacturing as well as the features and
functionality that manufacturers should look for in next-generation CRM platforms.

Cost reduction will continue to be a key driver for customer care centres, while at the same time achieving
greater customer intimacy through better service and responsiveness. Stephen Loynd, Research Manager of
Contact Centre Service for IDC, discusses key customer relationship management (CRM) processes and
strategies and the steps services companies must take to ensure they can attract, retain, and grow customers
over time.

The line between standard CRM application and case management for government agencies is blurry. What
government employees might better focus on is the potential value added from solution that improves both
government business processes and citizen satisfaction. Shawn McCarthy, research director for IDC

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Government insights, discusses special requirement for CRM in public sector implementation and whether
government employees need to differentiate between contract centre solutions and pure CRM solutions.

Strategies Of DMart

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 2.4 COMPANY PROFILE

DMart is a supermarket retail chain giant owned and managed by Avenue Supermarts Ltd. Do you
ever wonder what the ‘D’ in DMart stands for? It stands for Damani which is the surname of its founder Mr
Radhakishan Damani who is a billionaire investor, and businessman who founded DMart in the year 2002.

The founder’s main purpose to launch DMart was to provide affordable housing products to the public of the
Indian region. With continuing this aim, today DMart has gained immense popularity among people and it is
now competing successfully with veteran competitors in the market like Big Bazaar and Reliance.

It is also listed on NSE and BSE under ‘Avenue Supermart’ and is valued at around 1.95 Lakh Crores.
DMart aims to provide the best value possible to its customers offering goods at lower prices than MRP has
always been the USP of DMart. It has a successful business model which has helped it to flourish, beat the
competition and retain a high market share. What started as a single store in 2002 has expanded to 263 stores
all around India now.

Quick Stats on DMart

Founder Radhakishan Damani

Year Founded 2002

Origin Mumbai, Maharashtra, India

No. of Employees 38,952

Company Type Public

Market Cap $35.62 Billion (2021)

Annual Revenue $3.3 Billion (2020)

Net Income/ Profit $170 Million (2020)

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 CHAPTER 3 :
ANALYSIS AND FINDINGS

3.1 OBJECTIVES
CRM, the technology, along with human resources of the company, enables the company to analyze the
behaviour of customers and their value. The objective of doing this project is to see:

• Whether the company is providing better customer service.

• How they are discovering new customers.

• Steps taken to increase customer revenue.

• Whether they are cross selling products effectively or not.

The CRM processes should fully support the basic steps of customer life cycle. The basic steps are:

• Attracting present and new customers.

• Acquiring new customers.

• Serving the customers.

• Finally, retaining the customers.

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 3.2 METHODOLOGY
3.2.1 SAMPLE

Since it is not possible to study whole universe, it becomes necessary to take sample from the universe to
know about its characteristics.

• Sampling Units: Customers of DMart.

• Research Instrument: Structured Questionnaire.

• Contact Method: Personal Interview

3.2.2 DATA TYPE

Data is collected mostly from their official website and all other sources of secondary data available and
accessible to us. Data was also collected from primary source by preparing questionnaire.

3.2.3 DATA COLLECTION TOOL

Data is collected from various customers through personal interaction. Some other information is collected
through secondary data also. Data is collected through a structured questionnaire, Likert technique is used.
Likert scale is simply a statement which the respondent is asked to evaluate according to any kind of
subjective or objective Criteria. Generally the level of agreement and disagreement is measured Likert scaling
is a Bi-polar scaling method, measuring either positive or negative response to a statement. The questionnaire
consists of 15 questions taking 50 customers as respondent about the salesmanship, parking facility, billing
facility, the cleanliness and hygiene, product availability.

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 3.3 SWOT ANALYSIS OF DMART
The SWOT analysis of DMart discusses the strength, weaknesses, opportunities and threats for one of the
major retailers of India – DMart

Strengths:

 Digital Platform
 Discount Policy
 Family Experience
 National Presence
 Distribution Channels
 People-Centric Management

Weakness:

 Slow Growth
 Rented Assets
 No Frills Approach
 Focus On Certain places
 Dependent On One Nation
 Extended Focus On Low Prices

Opportunity:

 Growth Potential
 Quality Of Service
 Personalized Service
 Improving Technology
 Developing Economies
 Scope of Increasing Market Share

Threats:

o Online Startups o Unorganized

Retail o
Government Policies o
Online Competition o
Low Barriers to Entry

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 3.4 ANALYSIS OF DATA
D mart is a supermarket and hypermarket retail chain that is based out of India. The chain which is a
multicategory retailer offers a wide range of products under its umbrella. Some of the categories it deals with
include consumer goods, groceries, personal care products, home care solutions, deli, kitchenware, furniture
and home appliances.

The company was started by Mr. Radhakishan Damani with the objective of offering value-based products to
families across the country at affordable rates. The retailer is said to be modelling itself on Big Bazaar and
follows similar pricing strategy. The company that is headquartered in Mumbai also sells a lot of its private
labels such as D Mart Premia and D Mart Minimax.

D Mart has multiple stores at various location across India and also a fairly well spread out distribution
channel. The company registered an annual revenue of 1.86 billion USD in the year 2016 and the business is
expected to also showcase a steady growth.

If one looks at Indian bazaars, mandis, melas, they are environments created by traders to give shoppers a
sense of moment, of event, of place. They provide an inclusive environment where men and women from all
castes, creeds and classes can come and shop at the same place. The founders of DMart were from the
beginning very clear that they had to reflect the look and feel of Indian bazaars at their modern outlets, so
that no customer would feel intimidated with the surroundings.

In India most of us are not prepared for the consumerism that is setting in this country. We underestimate
how many people are going to fly and that’s why our airports get crowded. We underestimate how many
people will speak on the phone for how many billions of minutes and therefore our cell phone networks are
always congested. But the minds responsible for the huge success of DMart have captured and understood
the force of consumerism that is unfolding.

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DMart’s all over India attract a few thousand customers on any regular day, and a lot more if they are offering
something extra , which they normally are! And the sales force are DMart along with the executives is
prepared for them.

Graphical Interpretation Of Data

Ques. 1 What is the Frequency of visiting DMart ?

SCALE FREQUENCY

Twice in a week 5

Once in a week 12

During Special offers 10

Whenever the need arises 3

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INTERPRETATION

This is aimed at understanding how frequently customer visit shops & buy their product or avail their services.
The highest responses have been attributed to once a week shopping. Such customer can be presumed to have
high disposal income & may buy more daily &fashion products. Whereas 10 of them visit during special
offers, 3 when need arises , 5 twice in a week.

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Ques. 2 What is the Behavioural pattern of shopper assistant?

Helpful 20

Not helpful 6

Rude 4

INTERPRETATION

From the above table it is clear that most of the customers are satisfied with the service of DMart because
out of 30 customers 20 has given positive answer in favour of DMart.

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Ques.3 Locational comfort of DMart ?

SCALE FREQUENCY

Yes 17

No 13

INTERPRETATION

Dmart's physical location is comfortable. From this statement I found that 17 out of 30 customers are
happy with the location of DMart as compare to other 13 customers. It means that DMart is available at
most preferred places.

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Ques. 4 What is the Knowledge of staff about the product/services offered?

Scale FREQUENCY
EXCELLENT 6

GOOD 10

AVERAGE 8

FAIR 4

INTERPRETATION

Employees of DMart understand specific needs and have great knowledge of all product & services. With
this statement most of the respondent agreed . 17 among the 30 respondents rated good, 8 respondents
agreed with average and 6 for excellent, 4 for fair.

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Ques 5 Your shopping experience in DMart is always-

Scale Frequency
EXCELLENT 2
GOOD 10
AVERAGE 15
BAD 3

INTERPRETATION

Out of 30 customers, 10 had good shopping experience in DMart,15 had average and 2 customers has
excellent. But 3 had bad shopping experience. Maximum number of customers had a better experience of
shopping in DMart

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Ques. 6 Discount and offers served in DMart :

Scale Frequency
EXCELLENT 12

GOOD 9

AVERAGE 7

BAD 2

INTERPRETATION

Out of 30 customers, discount and offers served in DMart is good according to 9 customers, 12 felt
excellent . But 7 customers had an average satisfaction and 2 had a bad satisfaction by discounts and offers
served in the DMart.

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