Marketing Intelligence

ASHER GREENE F1210003

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Lecturer: Mr Kunal Mehta 08 February 2013

Marketing Intelligence -Task A LO. 1.1 & 1.2

The customer decision making model is important for Chan's Ltd when making marketing decisions. It forces the marketer to consider the whole buying process rather than just the purchase decision (BPP Learning Media, 2010).

The customer decision making model implies that customers pass through all stages in every purchase decision. However, in more routine purchases, customers often skip or reverse some of the stages (Mehta, 2012).

For example, a customer buying a pest control would recognise the need (pest control) and go right to the purchase decision, skipping information search and evaluation. The buying process starts with need recognition. At this stage, the buyer recognises a problem or need .A customer then needs to decide how much information (if any) is required. If the need is strong and there is a product or service that meets the need close to hand, then a purchase decision is likely to be made there and then. If not, then the process of information search begins.

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1. Step 1 Need is most important factor which leads to buying of products and services. Need is the catalyst which triggers the buying decision of individuals. In terms of Chans Ltds customers, the need would be to have a hygienic house and also be considered socially acceptable. Safety and hygiene are the key factors here (Mehta, 2012). 2. Step 2- when an individual recognize his or her need for a particular product/ service he tries to gather as much information as he can. For Chans Ltd, such sources would be: Personal sources: He might discuss his need with his family, friends, neighbours, members, co workers and other acquaintances. Commercial sources: advertising; salespeople; retailers; dealer; point-of-(it could be the store manager), packaging of a particular product in many cases prompt individuals to buy the same, Displays Public sources: newspapers, radio, television, consumer organisations; specialist magazines so many more. 3. Step 3- the next step is to evaluate the various alternatives available in the market. An individual after gathering relevant information tries to choose the best option available as per his need, taste and pocket. 4. Step 4- after going through all the above stages, customer finally purchases the product. 5. Step 5- the purchase of the product is followed by post purchases evaluation. The purchase evaluation refers to a customers analysis whether the product was useful to him or not, whether the product fulfilled his need or not. In the evaluation stage, the customer must choose between the alternative brands, products and services. Marketer can make products available for evaluation and provide comparative information about competing products: the important thing, though, is to get the product onto the short-list of options. 6. Step 6 - Post-purchase evaluation: The final stage is the post-purchase evaluation of the decision. It is common for customers to experience concerns after making a purchase decision. The customer, having bought a pest control, may feel that an alternative would have been preferable. In these circumstances that customer will not repurchase immediately, but is likely to switch brands next time. To manage the post-purchase stage, it is the job of the Chan's Ltd marketing team to persuade the potential customer that the pest control will satisfy his or her needs. Then after having made a purchase, the customer should be encouraged that he or she has made the right decision.

Experience feeds back to the beginning of the process, providing positive or negative reinforcement for the purchase desertion. If the consumer is dissatisfied, he or she will be back at the problem recognition stage again. This may lead to further seer each for information about the

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brand and changes in beliefs. If the customer is satisfied, the next decision process for the product may be cut short and skip straight to the decision, on the basis of loyalty (or, in a more complex model, expectations and learning constructs).

Fig 1: Applied DMP for B2C

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Source: Mehta (2012)

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Figure 2 -The Decision Making Process- Organization

Source Mehta (2012)

Marketing Intelligence - Task

Q -lo .

The terms B2B and B2C are short forms for Business-to-Business (B2B) and Business-toConsumer (B2C). Both describe the nature and selling process of goods and services. While B2B products and services are sold from one company to another, B2C products are sold from a company to the end user. While almost any B2C product or service could also be a B2B product, very few B2B products or services will be used by consumers. For example, carpet cleaner a typical B2C product, can be seen as a B2B product if it is bought in larger quantities by a hotel for their restrooms and guestrooms. However, few people will buy an excavator for their private use.

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Most B2B products are purchased by companies to be used in their own manufacturing, producing goods and services to be sold on. The value added product can then be either sold to yet another company; or to the consumer. Any consumer product would have gone through numerous values-add processes before it is being purchased by the final user. Numerous suppliers from various industries would have contributed to the finished product.

Some characteristics of organizational buying / selling behaviour in detail:

For consumer brands the buyer is an individual. In B2B there are usually committees of people in an organization and each of the members may have different attitudes towards any brand. In addition, each party involved may have different reasons for buying or not buying a particular brand. Since there are more people involved in the decision making process and technical details may have to be discussed in length, the decision-making process for B2B products is usually much longer than in B2C. Companies seek long term relationships as any experiment with a different brand will have impacts on the entire business. Brand loyalty is therefore much higher than in consumer goods markets. While consumer goods usually cost little in comparison to B2B goods, the selling process involves high costs. Not only is it required to meet the buyer numerous times, but the buyer may ask for prototypes, samples and mock ups. Such detailed assessment serves the purpose of eliminating the risk of buying

The wrong product or service

It is very important for the marketers in Chan's Ltd to know the motives influencing the consumer as they initiate and direct all human behaviour (including consumer behaviour). Many psychologists such as William McGuire and Henry Murray have tried to list human motives; the motives listed by them are relevant to a marketer in studying consumer behaviour as well. While McGuire used a four point model to explain marketers that a consumer is affected by a

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combination of needs and not a single need, Murray tried to list 27 motives and stated that people have a similar set of needs, however they prioritize them differently. Theories of motivation also help Chan's Ltd marketers in understanding how consumers' consumption is influenced by their needs. Abraham Maslow tried to arrange such significant needs into a hierarchy of five levels, depending on the relative importance of the needs to a person. The five levels of needs given by him are 1) physiological needs, 2) safety needs, 3) social needs, 4) egoistic or self esteem needs and finally 5) self actualization needs. The trio of needs (another theory of motivation) deal with three kinds of needs viz., need for power, need for affiliation and need for achievement. These needs play an important role in influencing consumer behaviour. Motivational conflict is a concept which deals with the conflicting motives of the customers. Here the marketer tries to project the product as a solution to such conflicts. With motivation being such a major influence on consumption pattern of the customer, there is a strong need to study it as part of marketing research. Qualitative techniques of observation, focus groups and in-depth interview and analysis are used to understand the latent motives of a consumer. The level of involvement (how interested the consumer was about a product) determines the degree of motivation a consumer had to buy that product. The source of stimulation and the particular situation the consumer is in when he or she comes into contact with the product also determine the level of involvement. Big marketers, at times, may also employ a full market coverage strategy, which may further be differentiated (different marketing mix for different products) or undifferentiated (single marketing mix for all products). Sometimes marketers adopt too many micro segments, which later become redundant.

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Marketing Intelligence -Task A- Q3 LO 1.4 To: Mr. Nitin CEO of Chans Ltd From: The marketing manager Subject: Corporate Image and Repeat Purchase Date: 08 February 2013 Summary for the week of December 20th. Chan's Ltd pest control project, evaluating the relationship between corporate image and repeat purchase. Chan's Ltd marketing has an excellent brand loyalty, comprises of a consumer's commitment to repurchase the brand and can be demonstrated by repeated buying of manufactured goods or services or other positive conducts such as word of mouth advocacy. True brand loyalty involves that the consumers are willing, at least on event, to put aside their own needs in the interest of the brand. Brand loyalty is more than simple repurchasing, however. This is because customers may repurchase a brand due to situational constraints, a lack of viable alternatives, or out of convenience. Such loyalty is referred to as "spurious loyalty". When customers have a high relative attitude toward the Chans product, which is then exhibited through repurchase behaviour. This type of loyalty can be a great asset to the firm: customers are willing to pay higher prices, they may cost less to serve, and can bring new customers to the firm. For example, we have some customers have brand loyalty to Chan's Ltd company they will purchase Chan's Ltd products even if other Companies are cheaper and of a higher quality. Chan's ltd Brand loyalty is always developed post purchase. Chan's ltd knows their niche market, target them, support their product, ensure easy access of their product, provide customer satisfaction, bring constant innovation in their product and offer schemes on their product so as to ensure that customers repeatedly purchase the product (BPP Learning Media, 2010). Accomplishments Types of Pest Control. Chans Ltd offers lots of the safest remote ignition pest control systems that lets off a precise mixture of explosive gases underground to rid of the pest control problems.

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Farm Pest Control: some growers have estimated that wild rabbit damage on their arable farms equates to 25/acre over their entire cropped acreage! Combined with other pests like moles and rats and the cost of not using pest control can be huge! Prevention of damage from these pests will save money in the long term and is something that the farmer should never overlook. Golf Course Pest Control: Golf courses suffering from poor pest control can expect to see ruined courses and a loss of business. Pests like Wild Rabbits, moles or rats can cause huge damage to well looked after courses and destroy years of work overnight with burrows. Rabbit Control: In economic terms, the European wild rabbit (Oryctolagus cuniculus) is the No. 1 mammal pest in UK agriculture, which sustains losses estimated at a staggering 100 million annually, mainly through direct crop grazing damage alone. The extent of damage to individual crops varies enormously however, depending on timing, severity and proximity to rabbit harborage. Regards

Marketing Manager

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Marketing Intelligence Task B_ LO2.1_LO.2.2_LO2.3and Lo2.4 Market Research Brief To: Research agencies chosen to submit a proposal From: xxxxx, C.E.O, Mr. Nitin Chans Limited Date: 08 February 2012 I am delighted to invite you to propose for a major study we will be acting. While the enclosed brief gives clear guidelines, we are open to new ideas. We have send information that we think is relevant to your response. The analyze is important to Chan's limited and we hope that it will give an essential insight into. Pest control service to take decision-making. I look forward to hearing your response. Best wishes xxxx

Aim of this research The demand for particular brands of Chan's limited and users' satisfaction with their pest control product are issues of growing, we continue to package specific makes / brands of pest control product with our network offerings. The main aim of the research is to identify brand awareness; plus the perceived quality; value and satisfaction for each of the main brands currently in use. Levels of market share and loyalty for each of the main brands will also be estimated, with the view to monitor market changes over time as to which brands are the most / least popular By observing changes / trends in the ranking of brands, we can then develop competitive strategies to possibly modify our pricing & positioning strategy for brands marketed by us. Analysis of the results will form an input to the development of our deals / packages, and brands of Chan's services.

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Background Chan's Limited was started its operations in South London four years ago. its founder, and the current C.E.O, Mr. Nitin founded the company with his wife after being made redundant from Bliss PLC, an international blue chip company based in Manchester, ending a career of over 20 years as a management accountant. With his redundancy payment of 15,000 and some personal saving of 4,000 from his wife and business partner, Mr. .Nitin started Chan's company to provide pest control service to home owners in the West London. In the last three years, Chan's limited has grown in the area and now provides pest control service to local business, schools and industrial estates. The company is estimated to be worth 500,000, with last year's per-tax turnover 200,000. Project rationale In the UK, Chan's supplies its pest control to south London but he has struggled to expand his business to cover the Greater London area within M25. This is not the case in Chan's limited, where Chan's limited has been selling to the mass market for several years. Chan's limited is now considering the possibility of offering the same quality of pest control that it currently supplies to schools and industrial estates. The company now wishes to commission research to help decision-making. Objectives We feel it is necessary to investigate customers behaviour and attitudes towards the pest control and brands in this sector. This research should aim to gain a clear understanding of cus tomers perceptions and expectations. Their attitudes should be measured against relevant indicators. We believe that, there might be some other pest contorts with a similar to our products, which confuse Customers and we would like that aspect to be investigated. After numerous internal discussions, we have agreed that the overall objective is to examine attitudes to expanding Chan's limited service to the Greater London area within M25. This has been broken into the following sub-objectives that are SMART: 1. To examine how pest control is used in domestic settings. 2. To determine promotional platforms that can be used to launch additional our products.

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Possible methodology The agency chosen for the research must have experience with foodstuffs. Furthermore, we expect both qualitative and quantitative capabilities because we expect to use both approaches. Please consider existing pest control users, rather than non-users, because that is our immediate target audience. Data will be provided on all area we serve directly and also wholesalers we supply. This will include schools and industrial estates or wholesaler name, address and telephone number; we do not wish to supply the names of individuals to avoid any possible complications with the Data Protection Act.

Reporting and presentational requirements Following this brief, a research proposal will be required. We would be pleased to have a meeting to discuss this written brief; alternatively, please use email or the telephone to clarify any issues. A brief email describing your thinking would be most welcome. When the project is underway, we would like regular progress reports. At a suitable point during fieldwork, we would like an interim report and meeting. A formal presentation of the research findings to the board of directors will be required, supported by a final written report.

Timing the project timeframe must respect the needs of the product launch and the availability of sales Staff involved. Important signpost dates include: 15 May 2013. Proposal deadlines 1 June 2013. Go-ahead given End of October 2014. Expected presentation date November 2013. Annual sales conference (we would like to repeat the presentation at this) May 0 4 Pest control new product and service launch expected.

Budget There is a set budget of 50,000 for this project, which cannot be exceeded. We expect the proposal to show a breakdown of direct costs and staff time. Please separate the distinct elements of your proposal in the event that budget constraints do not allow us to commission your entire solution.

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xxxx
Market Research Manager Chans Limited Tel: 07726654613 Email:Chans@org.co.uk

Marketing Intelligence Task C-LO.3.1

Memo
To: Chans Ltd products and services From: xxxx Marketing Manager Date: 08 February 2013 Re: The potential market size and future demand for Chans Ltds products and services. Sources of Secondary Data the secondary data can be obtained through: 1. Internal Sources-these are within the organisation. 2. External Sources these are outside the organisation. Internal Sources of Data: may be obtained with less time, effort and money than external secondary data. In addition, they may also be more pertinent to the situation at hand since they are from within organization. The external sources include Accounting resources- this gives so much information which can be used by the marketing researcher. They give information about internal facts. Internal Reports and Analysis Stock Analysis Retail data-loyalty cards, till data

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External Sources of Data External Sources are sources which are out the company in a larger environment. Collection of external data is more difficult because the data have much greater variety and the sources are much more numerous. External data can be divided into following classes. Government Publications Eu-Euro Stat Trade publications Commercial Data- Gallup, Mintel: Marketing Week Household Expenditure Survey Magazine surveys such as trade press Other firms research such as those from Rentokil.com Research documents- publications , journals; white papers

Estimated market demand When you are operating a small business it is important to understand the demand for your product. If you product more products then the demand, you will lose money to unsold stock. In turn, if you produce too few goods, then you will lose money from missed sales. Calculate the demand for goods based on your sales, publicly available data or your own survey of consumers. Market growth and trends Historical data Changes in the market are important because they often are the source of few opportunities and threats. All trends are industry-dependent

Figure 3- the Marketing Mix

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Source: Mehta (2012) Marketing management: is a business discipline which is focused on the practical application of marketing techniques and the management of a firm's marketing resources and activities. Marketing Management packages and clearly communicates the best strategic thinking to meet the decision-making needs of knowledgeable executives managing real-world businesses. Designed to serve busy executives, Marketing Management focuses on strategic marketing issues that marketing managers face every day. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business's size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product. To create an effective, cost-efficient marketing management strategy, firms must possess a detailed, objective understanding of their own business and the market in which they operate.

Fig 4: Role as the Marketing Manager

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Source: Mehta (2012)

Marketing Intelligence -Task C- Q2-LO3.2

Introduction
Competitor analysis: secondary data, is a systematic attempt to identify and understand the key elements of a competitors strategy, in terms of objectives, strategies, resource allocation and implementation through the marketing mix (traditional and extended) . Sources of information for competitor analysis Recorded data: primary data, this is easily available in published from either internally or externally Good examples include competitor annual reports and product brochures;

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Observable data: Primary data, this has to be actively sought and often assembled from several sources. A good example is competitor pricing. Opportunistic data: primary data, to get hold of this kind of data requires a lot of planning and organisation. Much of it is anecdotal, coming from discussions with suppliers, customers and, perhaps, previous management of competitors.

Task C-LO 3.2 (M1) These are the tools Chans Ltd would like to know:
Overall sales and profile Sales and profile By market, Sales by main brand, Cost structure. To understand the competitor, compare. Market shares (revenues and volumes) Organisation structure. Distribution system Identity / profile of senior management Advertising strategy and spending Customer / consumer profile & attitudes Customer retention levels

Competitor analysis tools Competitor analysis refers to the assessment of the strengths and weaknesses of current and potential competitors. It is vital to the long term success of any business and provides helps to identify opportunities and threats for your business. Good competitive analysis allows you to track what your competitors are doing and can prove beneficial to several aspects of your business whether it is web design, SEO or social media. Media scanning and public relations

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Scanning competitor's ads can reveal much about what that competitor believes about marketing and their target market. Changes in a competitors advertising message can reveal new product offerings. New production processes, a new branding strategy. A new positioning strategy, a new segmentation strategy, line extensions and contractions, problems with previous positions, insights from recent marketing or product research , a new strategic advantage, or value migrations within the industry.

Task C- D2

Research
Social media has led to nothing short of a bloodless coup in research. Businesses are now able to tap into public opinion and discover what people really think about them, their ideas and their products. Online conversation yields a level of honesty and transparency that the old regime of surveys and focus groups could never hope to match. With the power of Brandwatch.com at your fingertips, filtering, segmenting and manipulating entire collective farms of information is easier than the most wide-eyed idealist ever imagined. Brands of the world, untie. You have nothing to lose but your limits. From the era of simply posting sentries on your keywords, march forward with Brandwatch towards the glorious next level of social media research. Imagine being able to segment automatically by mention-type: complaint, review, referral, buying signal or by authortype: customer, competitor, prospect, advocate, detractor, recidivist lickspittle lackey.

SOCIAL MEDIA:
Social Media marketing is one of the most powerful ways to promote and market your business on the Internet. The following tools will help you to track the performance of any business or

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social profile as well as to monitor the latest trends and hot topics of discussion. This can be very helpful for refining your social media marketing strategy using Facebook and Twitter especially. Face book Twitter Social Media Analysis SEO Analysis Visitor Analysis Traffic Analysis Link Analysis Content Analysis Revenue Analysis Server Analysis Source: www.brandwatch.com [accessed on 23 December 2012]

Task C Q3 LO. 3.3 Competitor analysis had several important roles in strategic planning: To help management understand their competitive advantages / disadvantages relative to competitors To generate understanding of competitors past present (and most importantly) future strategies To provide an informed basis to develop strategies to archive competitive advantage in the future To help forecast the returns that may made from future investments (e.g. how will co petitions respond to a new product or pricing strategy?)

Competitive strategy: Long-term action plan that is devised to help a company gain a competitive advantage over its rival. This type of strategy is often used in advertising campaigns by somehow discrediting the competition's product or service. Competitive strategies are

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essential to companies competing in markets that are heavily saturated with alternatives for consumers. A competitive strategy must answer: How do we define our business today and how will we define it tomorrow? In what industries or markets will we compete? How will we respond to the competitive forces in these industries or markets (from suppliers, reveals, new entrants, substitute products, customers)? What will be our fundamental approach to attaining competitive advantage (low price, differentiation, and niche)? What size or market position do we plan to achieve? What will be our focus and method for growth (sales or profit margins, internally or by acquisition)?

Task C-Q3 -3.3 SWOT analysis is a structured planning method used to evaluate the strengths, weaknesses, opportunities, and threats involved in a project or in a business venture. A SWOT analysis can be carried out for a product, place or person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective.

Strengths: characteristics of the business or project that give it an advantage over others: Specialist marketing expertise An innovative product or service The location of the business convenient for customer The reputation of the brand perhaps it is trusted or recognized as the highest quality

Weaknesses: are characteristics that place the team at a disadvantage relative to others

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Opportunities: elements that the project could exploit to its advantage: Lack of a clear product differentiation compared with competing products Weak distribution compared with competitors Inadequate online presence

Opportunities The use of technology to develop new products growing demand from overseas markets (e.g. China & India) The use of social media like Facebook and Twitter to reach new customer

Threats
Competitor introducing better products at lower prices Changes in the economic environment which encourage customers to be less loyal to established brands

Changes in customer tastes and fashions

Matching and converting One way of utilizing SWOT is matching and converting. Matching is used to find competitive advantages by matching the strengths to opportunities. Converting is to apply conversion strategies to convert weaknesses or threats into strengths or opportunities. An example of conversion strategy is to find new markets. If the threats or weaknesses cannot be converted a company should try to minimize or avoid them. The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company's unique value chain. SWOT analysis groups key pieces of information into two main categories: Internal factors The strengths and weaknesses internal to the organization. External factors The opportunities and threats presented by the external environment to the organization.

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The internal factors may be viewed as strengths or weaknesses depending upon their effect on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4Ps; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade its users to compile lists rather than to think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats. It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important. Use of SWOT analysis The usefulness of SWOT analysis is not limited to profitseeking organizations. SWOT analysis may be used in any decision-making situation when a desired end-state (objective) has been defined. Examples include: non-profit organizations, governmental units, and individuals. SWOT analysis may also be used in pre-crisis planning and preventive crisis management. SWOT analysis may also be used in creating a recommendation during a viability study/survey.

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Fig 5- The SWOT ANALYSIS

Source: Mehta (2013) In summary, the above SWOT factors can be applied to chans ltd.

Task D: Q1LO4.1 Primary research permits us to measure customer satisfaction. Identify and evaluate two techniques for assessing the level of customer satisfaction for Chans Ltd. First technique: Questionnaires (individuals only) Online Hard copy Open/closed Sentence completion Multiple choices Posted, faxed, emailed, text massage and social media

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The second technique: Interviews Telephone, face-to-face, Skype, virtual Asked on the day after the job is done Perhaps a call can be made from Chans Ltd after the worker has left? Can always be applied to individual and industry, there is not an enormous difference.

Disadvantages of interviews The main disadvantages of interviews are: They can be very time-consuming: setting up interviewing transcribing, analyzing feedback, reporting They can be costly Different interviewers may understand and transcribe interviews in different ways.

Disadvantages of Questionnaire Questionnaires can distort the way respondents answer they may therefore lack validity. Respondents can be influenced to answer in certain ways by the researcher or the questions. If the questionnaire is a postal questionnaire, there can be a high level of people who decline to answer. Responders are very low. Questions may be interpreted by respondents in ways the researcher did not foresee or intend. Some questionnaire can be miss understood The staff when they answering the questionnaire, they will not working for you

Source: Adapted from Mehta (2012).

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Task D - (M and D included) 08 February 2013 Dear Participant, I am a researcher of Chans Ltd, Iam trying to understand the level of customers satisfactions please answer the entire questionnaire. On 01 February you received by post. We thank you for your participation. We would like to receive some additional Information regarding the Pest control that you received. Enclosed is a questionnaire that we are asking you to complete. The questionnaire is very brief and will take about five minutes to fill out. Instructions for completing the questionnaire can be found on the form itself. We would appreciate it if you would complete the questionnaire and return it in the enclosed postage-paid envelope as soon as possible, preferably within the next week. If you are unable to complete the questionnaire, please Contact the Chans Ltd office. Please be assured that all information you provide will be kept strictly confidential. Your name or other identifying information will not appear on any reports. Do not hesitate to call the Chans Ltd office at 0 0869 45 if you have any questions or

Concerns about the questionnaire. Your participation represents a valuable contribution to pest control research, and we thank you again for your Cooperation.

Sincerely yours,

xxx

xxx Researcher of Chans Ltd

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Marketing Intelligence Task D: Q1- LO 4.2 & LO 4.3

Animal and Pest Control Consumer Satisfaction Questionnaire

Please place a tick in one box per question, with the exception of questions 10 and 11.

1. How did you find out about our Service?

[ ] Telephone directory [ ] Council Publicity [ ] Media [ ] Other ___________________________________________ 2. How easy was it to make your first contact with us? [ ] Very easy [ ] Fairly easy [ ] Fairly difficult [ ] Very difficult

3. How informative did you find our staff? [ ] Very good [ ] Fairly good [ ] Fairly poor

4. Did we treat you fairly at all times? [ ] Yes [ ] No

5. Was your complaint/enquiry dealt with promptly?

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[ ] Yes [ ] No

6- Have you ever ordered pest control from Chans Ltd? [ ] yes [ ] No [ ] Dont know 7-Overall, how would you rate Chans Ltd? [ ] Excellent [ ] Good [ ] Average [ ] Poor [ ] Terrible 8-How satisfied are you with your service from Chans Ltd? [ ] Extremely satisfied [ ] Very satisfied [ ] Neutral [ ] very dissatisfied [ ] Extremely dissatisfied

9-Would you recommend Chans Ltd pest control to a friend? [ ] yes [ ] No

10- Do you have any further comments to make about our Animal and Pest Control services? Please detail below:

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11- If you are happy for us to contact you to discuss any matters you have highlighted in this questionnaire please provide contact details: Name: Address: Telephone number:

Thank you for your help your assistance in showing where our service is good and where it needs improvement is greatly valued.

References

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BPP Learning Media (2010) Marketing and Promotions. London. BPP Learning Media Mehta. (2012a) Marketing Intelligence. [Lectures]. Fairfield School of Business. 14 November 2012.

Mehta, K. (2012b) Marketing Intelligence: Research [Lecture]. Fairfield School of Business. 21 November 2012.

Mehta, K. (2012c). Research Techniques and Methods [Lecture]. Fairfield School of Business 27 November 2012.

Mehta, K. (2012d). Marketing Intelligence Review. [Lecture]. Fairfield School of Business 12 December 2012.

Mehta. K. (2012e) Market Size and Demand. [Lecture]. Fairfield School of Business 20 December 2012.

http://www.brandwatch.com/social-media-monitoring [accessed on 13 January 2013] www.Marketingweek.co.uk [ accessed on 12 November 2012 ]

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