Customer Relationship Management of Achiever Edge

8/16/2019 Customer Relationship Management of Achiever Edge

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CONTENTS

1. Introduction of the topic

2. Brief profile of the Organization

3. Objectives Of The Training

4. Research ethodolog!

". #ata anal!sis and Interpretation

$. %inding and Observation

&. 'u((ar! and )onclusion

Bibliograph!

*nne+ure

1


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Introduction of the topic

2


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INTRODUCTION OF THE TOPIC

Introduction to the topic

Customer relationship management ,CR- consists of the processes a co(pan! uses to trac

and organize its contacts /ith its current and prospective custo(ers. )R soft/are is used to

support these processes0 infor(ation about custo(ers and custo(er interactions can be entered

stored and accessed b! e(plo!ees in different co(pan! depart(ents. T!pical )R goals are to

i(prove services provided to custo(ers and to use custo(er contact infor(ation for targeted

(areting.

hile the ter( )R generall! refers to a soft/arebased approach to handling custo(er relationships (ost )R soft/are vendors stress that a successful )R effort reuires a holistic

approach.516 )R initiatives often fail because i(ple(entation /as li(ited to soft/are

installation /ithout providing the conte+t support and understanding for e(plo!ees to learn

and tae full advantage of the infor(ation s!ste(s.526 )R can be i(ple(ented /ithout (ajor

invest(ents in soft/are but soft/are is often necessar! to e+plore the full benefits of a )R

strateg!.

Other proble(s occur 536 /hen failing to thin of sales as the output of a process that itself needs

to be studied and taen into account /hen planning auto(ation546.

O!er!ie"

%ro( the outside custo(ers interacting /ith a co(pan! perceive the business as a single entit!

despite often interacting /ith a nu(ber of e(plo!ees in different roles and depart(ents. )R is

a co(bination of policies processes and strategies i(ple(ented b! an organization to unif! its

custo(er interactions and provide a (eans to trac custo(er infor(ation. It involves the use of

technolog! in attracting ne/ and profitable custo(ers /hile for(ing tighter bonds /ith e+isting

ones.

)R includes (an! aspects /hich relate directl! to one another7

3

http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Holistichttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-0http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-1http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-Selden_1996-2http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-Selden2000-3http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Holistichttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-0http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-1http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-Selden_1996-2http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-Selden2000-3


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• %ront office operations 8 #irect interaction /ith custo(ers e.g. face to face (eetings

phone calls e(ail online services etc.

• Bac office operations 8 Operations that ulti(atel! affect the activities of the front

office ,e.g. billing (aintenance planning (areting advertising finance

(anufacturing etc.-

• Business relationships 8 Interaction /ith other co(panies and partners such as

suppliers9vendors and retail outlets9distributors industr! net/ors ,lobb!ing groups

trade associations-. This e+ternal net/or supports front and bac office activities.

• *nal!sis 8 :e! )R data can be anal!zed in order to plan target(areting ca(paigns

conceive business strategies and judge the success of )R activities ,e.g. (aret share

nu(ber and t!pes of custo(ers revenue profitabilit!-.

;erhaps it is i(portant to note that /hile (ost consu(ers of )R vie/ it as a soft/are


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obtain this infor(ation directl! fro( the custo(er. Reaching to the custo(er at right ti(e at right

place is preferable.

Operational )R processes custo(er data for a variet! of purposes7

• anaging ca(paigns

• Anterprise areting *uto(ation

• 'ales %orce *uto(ation

• 'ales anage(ent '!ste(

%nal#tical CR

*nal!tical )R anal!zes custo(er data for a variet! of purposes7

• #esigning and e+ecuting targeted (areting ca(paigns

• #esigning and e+ecuting ca(paigns e.g. custo(er acuisition crossselling upselling

• *nal!sing custo(er behavior in order to (ae decisions relating to products and services

,e.g. pricing product develop(ent-

• anage(ent infor(ation s!ste( ,e.g. financial forecasting and custo(er profitabilit!

anal!sis-

*nal!tical )R generall! (aes heav! use of data (ining and other techniues to produce

useful results for decision(aing

Sales Intelligence CR

'ales Intelligence )R is si(ilar to *nal!tical )R but is intended as a (ore direct sales tool.

%eatures include alerts sent to sales staff regarding7

• )rossselling9pselling9'/itchselling opportunities

• )usto(er drift

• 'ales perfor(ance

• )usto(er trends

• )usto(er (argins

"

http://en.wikipedia.org/w/index.php?title=Enterprise_Marketing_Automation&action=edit&redlink=1http://en.wikipedia.org/wiki/Sales_Force_Automationhttp://en.wikipedia.org/w/index.php?title=Sales_Management_System&action=edit&redlink=1http://en.wikipedia.org/wiki/Cross-sellinghttp://en.wikipedia.org/wiki/Up-sellinghttp://en.wikipedia.org/wiki/Pricinghttp://en.wikipedia.org/wiki/Product_developmenthttp://en.wikipedia.org/wiki/Management_information_systemhttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/w/index.php?title=Customer_drift&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Enterprise_Marketing_Automation&action=edit&redlink=1http://en.wikipedia.org/wiki/Sales_Force_Automationhttp://en.wikipedia.org/w/index.php?title=Sales_Management_System&action=edit&redlink=1http://en.wikipedia.org/wiki/Cross-sellinghttp://en.wikipedia.org/wiki/Up-sellinghttp://en.wikipedia.org/wiki/Pricinghttp://en.wikipedia.org/wiki/Product_developmenthttp://en.wikipedia.org/wiki/Management_information_systemhttp://en.wikipedia.org/wiki/Data_mininghttp://en.wikipedia.org/w/index.php?title=Customer_drift&action=edit&redlink=1


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• )usto(er align(ent

Campaign anagement

)a(paign (anage(ent co(bines ele(ents of Operational and *nal!tical )R. )a(paign

(anage(ent functions include7

• Target groups for(ed fro( the client base according to selected criteria

• 'ending ca(paignrelated (aterial ,e.g. on special offers- to selected recipients using

various channels ,e.g. e(ail telephone '' post-

• Tracing storing and anal!zing ca(paign statistics including tracing responses and

anal!zing trends

Colla&orati!e CR

)ollaborative )R covers aspects of a co(pan!@s dealings /ith custo(ers that are handled b!

various depart(ents /ithin a co(pan! such as sales technical support and (areting. 'taff

(e(bers fro( different depart(ents can share infor(ation collected /hen interacting /ith

custo(ers. %or e+a(ple feedbac received b! custo(er support agents can provide other staff

(e(bers /ith infor(ation on the services and features reuested b! custo(ers. )ollaborative

)R@s ulti(ate goal is to use infor(ation collected b! all depart(ents to i(prove the ualit! of

services provided b! the co(pan!.5$6

Consumer Relationship CR

)onsu(er Relationship '!ste( ,)R'- covers aspects of a co(pan!@s dealing /ith custo(ers

handled b! the )onsu(er *ffairs and )usto(er Relations contact centers /ithin a co(pan!.516

Representatives handle inbound contact fro( anon!(ous consu(ers and custo(ers. Aarl!

/arnings can be issued regarding product issues ,e.g. ite( recalls- and current consu(er

senti(ent can be traced ,voice of the custo(er -.

$

http://en.wikipedia.org/wiki/Enterprise_Campaign_Managementhttp://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-5http://en.wikipedia.org/wiki/Consumer_Relationship_Systemhttp://en.wikipedia.org/wiki/Voice_of_the_customerhttp://en.wikipedia.org/wiki/Enterprise_Campaign_Managementhttp://en.wikipedia.org/wiki/Technical_supporthttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-5http://en.wikipedia.org/wiki/Consumer_Relationship_Systemhttp://en.wikipedia.org/wiki/Voice_of_the_customer


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Strateg#

'everal )R soft/are pacages are available and the! var! in their approach to )R.

>o/ever as (entioned above )R is not just a technolog! but rather a co(prehensive

custo(ercentric approach to an organization@s philosoph! of dealing /ith its custo(ers. This

includes policies and processes frontofhouse custo(er service e(plo!ee training (areting

s!ste(s and infor(ation (anage(ent. >ence it is i(portant that an! )R i(ple(entation

considerations stretch be!ond technolog! to/ard the broader organizational reuire(ents.

The objectives of a )R strateg! (ust consider a co(pan!Cs specific situation and its

custo(ers@ needs and e+pectations. Infor(ation gained through )R initiatives can support the

develop(ent of (areting strateg! b! developing the organization@s no/ledge in areas such as

identif!ing custo(er seg(ents i(proving custo(er retention i(proving product offerings ,b!

better understanding custo(er needs- and b! identif!ing the organization@s (ost profitable

custo(ers.5&6

)R strategies can var! in size co(ple+it! and scope. 'o(e co(panies consider a )R

strateg! onl! to focus on the (anage(ent of a tea( of salespeople. >o/ever other )R

strategies can cover custo(er interaction across the entire organization. an! co((ercial )R

soft/are pacages provide features that serve the sales (areting event (anage(ent project(anage(ent and finance industries.

%ro( this perspective )R has for so(e ti(e been seen to pla! an i(portant role in (an! sales

process engineering efforts5D6.

&

http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Retentionhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-crmunplugged-6http://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-Selden_1997-7http://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Retentionhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-crmunplugged-6http://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Sales_process_engineeringhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-Selden_1997-7


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Implementation issues

an! )R project


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ar'et structures

The follo/ing table lists the top )R soft/are vendors in 2FF$2FF& ,figures in (illions of '

dollars- published in a Gartner stud!.51F6

(endor)**+

Re!enue

)**+ Share

,-.

)**/

Re!enue

)**/ Share

,-.

0*/10*+ 2ro"th

,-.

Oracle 131E.D 1$.3 1F1$.D 1"." 2E.D

'*; 2F"F.D 2".3 1$D1.& 2$.$ 22.F

'alesforce.co( $&$." D.3 4"1.& $.E 4E.D

*(docs 421.F ".2 3$".E ".$ 1".1

icrosoft 332.1 4.1 1&$.1 2.& DD.$

Others 32DE.1 4F.$ 2DD1.$ 43.& 14.1

Total 34*3567 8** /49+763 8** )768

The follo/ing table lists the top soft/are vendors for )R projects co(pleted in 2FF$ using

e+ternal consultants and s!ste( integrators according to a 2FF& Gartner stud!.5116

(endor Percentage of implementations

'iebel ,Oracle- 41H

'*; DH

Apiphan! ,Infor - 3H

Oracle 3H

;eople'oft ,Oracle- 2Hsalesforce.co( 2H

*(docs 1H

)hordiant 1H

icrosoft 1H

'*' 1H

Others 1"H

one 22H

* 2FF& #ata(onitor report 5126 lists Oracle ,including 'iebel- and '*; as the top )R vendors

/ith )hordiant Infor and 'ales%orce.co( as significant s(aller vendors.

Free and Open Source CR Soft"are

*s the enterprise )R (aret gro/s (an! co(panies and s(all groups of developers are

focusing on creating )R soft/are that is distributed freel! on the Internet or offered at a

E

http://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-9http://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Amdocshttp://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-10http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-10http://en.wikipedia.org/wiki/Siebel_Systemshttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Epiphany,_Inc.http://en.wikipedia.org/wiki/Infor_Global_Solutionshttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/PeopleSofthttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Amdocshttp://en.wikipedia.org/wiki/Chordianthttp://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/SAS_Institutehttp://en.wikipedia.org/w/index.php?title=Datamonitor&action=edit&redlink=1http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-11http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-11http://en.wikipedia.org/wiki/Open_Source_CRM_Softwarehttp://en.wikipedia.org/wiki/Internethttp://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-9http://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Amdocshttp://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-10http://en.wikipedia.org/wiki/Siebel_Systemshttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/SAP_AGhttp://en.wikipedia.org/wiki/Epiphany,_Inc.http://en.wikipedia.org/wiki/Infor_Global_Solutionshttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/PeopleSofthttp://en.wikipedia.org/wiki/Oracle_Corporationhttp://en.wikipedia.org/wiki/Salesforce.comhttp://en.wikipedia.org/wiki/Amdocshttp://en.wikipedia.org/wiki/Chordianthttp://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/SAS_Institutehttp://en.wikipedia.org/w/index.php?title=Datamonitor&action=edit&redlink=1http://en.wikipedia.org/wiki/Customer_relationship_management#cite_note-11http://en.wikipedia.org/wiki/Open_Source_CRM_Softwarehttp://en.wikipedia.org/wiki/Internet


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fraction of the price of classic enterprise )R soft/are. >o/ever (an! vendors charge for

support. The soft/are t!picall! offers si(ilar features to popular enterprise soft/are pacages.

'o(e of the (ore popular include7

• ABI eutrino R1 )R java

• OpenAR; p!thon

• )o(piere java

• *de(piere java

• Openbravo java

• Ofbiz java

• +Tuple integrated AR; )JJ

• KtigerL)R php

• 'ugar)R php

• )ivi)R php

• Opentaps java

• M=suite rub! ,Rub!OnRails- full stac )R and AR; s!ste(

• Noho)R

• Info>and )R IT php

This chapter /ill outline and overvie/ the research topic and rational of this stud! the objectives

and the reason for the personal interest of the author for this stud! and /ill help readers to

understand /hat is going to follo/ in this project

Definitions and theoretical concept framework

)usto(er lo!alt! has been e+a(ined b! (an! researchers in the past and (an! of the( have

given various definitions around this concept. *ccording to >esett ,2FF2- custo(er lo!alt! has

been regarded as the sina qua non of an effective business strateg!. #ic and Basu ,1EE4 p.EE-

give a stronger conceptualization for custo(er lo!alt!. The! vie/ it as the “strength of the

relationship between an individual’s relative attitude towards an entity (brand, service, store, or

vendor) and repeat patronage”.

1F

http://www.ebineutrino.org/http://en.wikipedia.org/wiki/OpenERPhttp://en.wikipedia.org/wiki/Compierehttp://en.wikipedia.org/wiki/Adempierehttp://en.wikipedia.org/wiki/Openbravohttp://en.wikipedia.org/wiki/Ofbizhttp://en.wikipedia.org/wiki/XTuplehttp://en.wikipedia.org/wiki/Vtiger_CRMhttp://en.wikipedia.org/wiki/SugarCRMhttp://en.wikipedia.org/wiki/CiviCRMhttp://en.wikipedia.org/wiki/Opentapshttp://en.wikipedia.org/w/index.php?title=XLsuite&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=ZohoCRM&action=edit&redlink=1http://www.omnis-systems.com/crm-info-at-hand/informazioni-generali.htmlhttp://www.ebineutrino.org/http://en.wikipedia.org/wiki/OpenERPhttp://en.wikipedia.org/wiki/Compierehttp://en.wikipedia.org/wiki/Adempierehttp://en.wikipedia.org/wiki/Openbravohttp://en.wikipedia.org/wiki/Ofbizhttp://en.wikipedia.org/wiki/XTuplehttp://en.wikipedia.org/wiki/Vtiger_CRMhttp://en.wikipedia.org/wiki/SugarCRMhttp://en.wikipedia.org/wiki/CiviCRMhttp://en.wikipedia.org/wiki/Opentapshttp://en.wikipedia.org/w/index.php?title=XLsuite&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=ZohoCRM&action=edit&redlink=1http://www.omnis-systems.com/crm-info-at-hand/informazioni-generali.html


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Customer satisfaction

%or several decades the /ord or concept custo(er satisfaction /as of crucial i(portance for

(areting (anagers and the organizations and it is regarded toda! central issue to (an!

definitions ,;arer and athe/s 2FF1-. The O+ford =ibrar! of ords and ;hrases ,1EE3-

e(phasize satisfaction as a Prelease fro( uncertaint!Q. )usto(er satisfaction can be defined in

(an! /a!s. :otler ,2FFF pg.3$- defines custo(er satisfaction as one of /hich is “a person's

feelings of pleasure or disappointment from comparing a product's perceived performance (or

outcome) in relation to his or her expectations”. *nother conceptualization given fro( >o(burg

et al. ,2FF"- is that custo(er satisfaction is a cu(ulative /orld/ide assess(ent based on

different e+periences /ith a fir(. 'i(ilarl! :otler ,1EE1- and %ornell ,1EE2- characterized

satisfaction as an evaluation of ualit! of products after custo(ers purchase the( and he argues

that “high customer satisfaction ratings are widely believed to be the best indicator of a

company’s future profits” ,:otler 1EE1 pg.1E-.

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Customer perception of value

Theoretical concept framework and definitions

The creation of consu(er value has been taen into consideration fro( (an! (anagers during

the 1EEFs and it /as the result of co(paniesC need to be (ore co(petitive and to fulfill the

increasing custo(er de(ands ,)ravens and ;ierc! 2FF3-. )onsu(er perceived value depends on

“how the customer perceives the benefits of an offering and the sacrifice that is associated with

its purchase” ,obber 2FF4 pg.13-. ThatCs /h! onroe ,1EE1- and '/eene! ,1EE4- define

custo(er perceived value as the ratio bet/een perceived benefits and perceived sacrifice. *lso

onroe and )hap(an ,1ED&- suggest that perceived value is a /eighted su( of acuisition and

transaction value.

“ustomer perceived value can be broadly defined as the customer’s overall assessment of the

utility of a product based on perceptions of what is received and what is given” ,Neitha(l 1EDD

p. 14-.

Importance of customer perception of value

an! discounters retail stores and super(arets no/ focus to the offering of valueaddedservices and highlight the i(portance of the( to beco(e (ore co(petitive ,:i( and in 2FF2-.

A+a(ining the effects and i(pact of consu(ersC perception of value generall! value is ver!

i(portant and crucial to (areters for the success of co(panies ,#odds 1EE10 %rederics and

'alter 1EE"-.

The relationship between customer perception of value and customer satisfaction

c#ougall and =evesue ,2FFF p. 3E4- argued that “customers who perceive they received

value for money are more satisfied than customers who do not perceive they received value for

money”.

*fter /e have referred to the Introduction ,)hapter 1- about the bacground of this research

project and deter(ine the research proble( that /e are going to anal!ze /e are (oving to the

part of the =iterature Revie/. In this chapter /e are going to find and sa! about the relevant past

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research in regard to our research proble( a fact that /ill help to the better understanding and

clarification of the topic and ho/ /e proceed in the ne+t chapters.

Shopping experience

Definitions and importance

Beginning fro( the definition of shopping is the “activity of going to shops and buying things”

according to the )ollins obuild !nglish "anguage #ictionary ,1EE3-.

Different specific shopping experiences

)o+ et al. ,2FF"- refer to si+ specific shopping e+periences7 the (ingling ,social interaction /ith

other shoppers-0 the bro/sing that is defined as $$% % % the examination of a store’s merchandise

for recreational or informational purposes without a current intent to buy % % %’’ ,Bloch and

Richins 1ED3 p. 3DE-0 the bargain hunting0 the sensor! e+perience /here the shoppers are

sti(ulated fro( different sensor! aspects of the retail and shopping environ(ent and derive

pleasure fro( it.

In-store shopping experience

%inall! Terblanche S Boshoff ,2FF4 pp.12- give the concept of the instore shopping

e+perience that is vie/ed as “all merchandise, service and other in&store factors that contribute

to the customer's assessment of the shopping experience”. Terblanche S Boshoff ,2FF4- arguethat the instore shopping e+perience is a (ultidi(ensional construct and that there are five

di(ensions /hich characterized the in store shopping e+perience na(el!7 (erchandise value

(erchandise variet! and classification personal interaction internal store environ(ent and

co(plaint handling ,'ee %igure 2.1-.

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Figure )68: The structure of the in1store shopping e;perience

Source: Terblanche . '. and Boshoff ). ,2FF4-. PThe instore shopping e+perience7 *

co(parative stud! of super(aret and clothing store custo(ersQ , outh frican ournal of

*usiness +anagement Kol.3" o.4 pp.111

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%TION

1"


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%TION

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OrganiBations Structure

1E

)hair (an

General anager

*ccounts#epart(e

nts

;roductio

n#epart(e

nt

;urchase#epart(e

nt

anages anages anages

*ssistant

anages

*ssistant

anages

Offices Offices

*ssistant*ssistant

'upervisor

*ssistant

anages

'illed

=abors

>elpers


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RESE%RCH

ETHODO=O2A

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RESE%RCH ETHODO=O2A

Research (ethodolog! is a ver! organized and s!ste(atic /a! through /hich a particular case or

proble( can be solved efficientl!. It is a stepb!step logical process /hich involves7

#efining a proble(.=a!ing the objectives of research.

'ource of data.

ethod of data collation.

Tabulation of data.

#ata anal!sis and processing.

)onclusion and reco((endation.

Pro&lem disco!er# and definition

*ccording to alhotra and Birs ,2FF3 p.31- proble( definition can be defined Pthe general

proble( and the identification of the specific co(ponents of the research proble(Q. ;arasura(an

,1EE1- refer that is critical to define the proble( in order to co((unicate it correctl! to both

decision (aers and researchers ho/ever at the sa(e ti(e /e should full! understand the

scope and the nature of the proble( avoiding an! (isconceptions.

Research design

PThe Research #esign is the UblueprintC that enables the investigator to co(e up /ith solutions to

these proble(s and guides hi( or her in the various stages of the researchQ ,ach(ias and

ach(ias 1EE$0 )hurchill 1EE1-. Research design involves different research techniues that

/e are going to use to get the infor(ation needed relevant to the proble( the (easure(ent and

scaling techniues for understanding the collected infor(ation the uestionnaire design etc

,=a/le! and Gardiner 1EEE0 alhotra and Birs 2FF3-. *lso Tull and >a/ins ,1ED&- argue

that one of i(portant research designCs goals is to (a+i(ize the accurac! of the gathered

infor(ation to create a proper budget level.

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Research design can be broadl! classified in so(e basic t!pes. One useful classification is the

one that is related /ith the (ain target of the research into three (ain categories /hich are7 ,i-

A+plorator! research ,ii- #escriptive research and ,iii- )ausal research ,e.g. )hurchill 1E&E0

Green and Tull 1E&D-.

Data Collection

86 Primar# Data Sources

Through interaction /ith custo(ers

Through uestionnaires filled fro( the consu(er.

)6 Secondar# data sources:

• Through internet various official sites of the co(panies.

• Through pa(phlets and brochures of the co(panies.

• ournals S agazine

PERIOD OF STUDY : 45 days

S%P=E SI>E: 7*

SAMPLING DESIGN

The sa(ple of the research /ill be taen fro( the Bhopal in .;.

%RE% OF STUDA7 Bhopal.

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D%T% %N%=ASIS %ND

INTERPRET%TION

2"


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D%T% %N%=ASIS %ND INTERPRET%TION

%or an! research the purpose of achieving the objectives is a ver! i(portant criterion. nless the

infor(ation dra/n fro( the surve! is properl! interpreted and e+plained the ver! purpose of a

research cannot be served. >ence data anal!sis and interpretation is a ver! i(portant aspect in a

project report. *nal!sis of data is the process of orderl! research objectives. The pri(ar! data

collection is in accurate for( that is not read! for anal!sis. 'o the researcher (ust tae so(e

(easures to bring the data to a for( /here it can be easil! anal!zed. The various steps include

editing ,(odif!ing correcting the collected data- coding and tabulation ,arranging si(ilar data

together-. The anal!sis is carried using statistical tools lie percentages. ;ercentage is a special

ind of ratio. ;ercentage is used in (aing co(parison bet/een t/o or (ore series of data. Thusthe anal!sis is totall! based on freuenc! and percentage calculation. %inall! (eaningful

infor(ation is e+tracted fro( the anal!sis. The collected data is illustrated using pie

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86 @hat t#pe of ser!ice ha!e #ou ta'en from %chie!er Edge P!t =td

Aducation ebsite design onl! 'oft/are develop(ent onl! Both ebsite

design S 'oft/are develop(ent

Ta&le No6 8

Aducation D

ebsite design onl! "

'oft/are develop(ent onl! 4

Both ebsite design S 'oft/are develop(ent 3

Total 3F

Interpretation:1 It has been found that 2$.$H of respondent have taen educational service fro(

*chiever Adge ;vt =td.

2&


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76 Ho" "ill #ou rate the ser!ice of %chie!er Edge P!t =td

Ta&le No6 7

Option No6 of Respondents Percentage

a.E;cellent 7 8*

&. (er# 2ood 8* 77

c. 2ood 8+ 9+

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4. Ho" ha!e #ou found the ualit# of soft"are in terms of speed4 accurac# and

processing

Ta&le No6

Option No6 of Respondents Percentage

a.E;cellent 87-&. (er# 2ood 3 )+-

c. 2ood 83 /*-

d.


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Documents

Customer Relationship Management of Achiever Edge