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IJMP2009
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2008 INTERNATIONAL BUSINESS AND TOURISM
SOCIETY PUBLISHING GROUP
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2009 INTERNATIONAL BUSINESS AND TOURISM
SOCIETY PUBLISHING GROUP
INTERNATIONAL JOURNAL
OF MANAGEMENT PERSPECTIVES
CONTENTS PAGE
Indigenous Customer Relationship Management
Practices in Indian Automobile Companies:
Strategic Implications
Sajal Kabiraj, Joghee Shanmugan
Women in Leadership and Gender Equity in Alba-
nia: Case of Vlora Region
Etleva Leskaj, Klaudja Guga
Institutional features and entrepreneurship devel-
opment in Romania. A case study on
the North-East region
Andreea-Oana Iacobu, Livia Baciu and Laura Asan-
dului
Challenges of Leadership in Corporate
Management and Turnaround
Amos Adeoye Idowu
Encouragement, Punishment, Offering New
Solutions
S. M. Abdollahi Keyvani and Mehrdad Mozafari
...1
...26
...37
...56
...74
VOLUME 1 - IJMP - ISSUE 4 / 2009
ISSN: 1307 - 1629
EDITOR
HUSEYIN ARASLI
ABSTRACT
IJMP is a publication of International Business and Toursim Society
www.ib-ts.org/ijmp.htm 2009 All rights reserved.
Indigenous Customer Relationship Management Practices
in Indian Automobile Companies: Strategic Implications
Sajal Kabiraj*,
Department of Management,Skyline University College,University City of Sharjah,UAE
Joghee Shanmugan*
Department of Management,Skyline University College,University City of Sharjah,UAE
Maintaining relationships with customers and offering them complete customer sat-
isfaction seems to be the foremost agenda on the minds of automobile companies these
days. Customer Relationship Management (CRM) seems to offer the much needed strat-
egy and solution to keep customers happy, smiling and connected with the organiza-
tion across their lifetime. CRM has multiple facets and implications for the automobile
companies who always seem to be eager to go that extra mile in order to be able to
retain their customer base, prevent cannibalization from competitors and for keeping
their loyal customers coming back to them for more.The authors have studied two cases
of competing automobile (car) companies in India and the effect of implementation of
CRM strategy and practices. It was observed that customer satisfaction increased with
the successful implementation of CRM practices across the organization. Repeat buying
through exchange schemes and loyalty additions on old cars were more accepted by the
customers who were happy with their previous buying experiences and post sales ser-
vice from the car company. Expansion of the customer base through retention (if size-
able market share exists), and through promotions and value-added offerings (incase
of new product introduction / entrants) was the order of the day. It was also observed
through the study that effective word of mouth contributed to higher sales and it was
easier to cross-sell new offerings to existing customers than to acquire new customers
and convince them about the product benefts and offerings. Lessons from the same have
been drawn and implications suggested through this research study
Keywords: Customer Relationship Management, Competition, Opportunity Cost, Key
Account Management.
* Corresponding author: Sajal Kabiraj, Joghee Shanmugan
Tel: +971 6 5441155 Ext 219
E-mail: skabiraj@skylineuniversity.com,
jshanmugan@skylineuniversity.com
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INTRODUCTION
Customer Relationship Management is as old a concept as marketing itself. Firms in
both business to business and consumer markets have always (whether by accident or
by design) made attempts to encourage repeat buying from regular and frequent con-
sumers. However, as markets worldwide become highly competitive, companies are
desperately looking for ways and means to differentiate their offerings from those of
their competitors. Customer Relationship Management seems to have emerged as a
strategic management tool which is being adopted by most companies to retain custom-
ers, lest they should shift their loyalties to another company.
In todays context, Customer Relationship Management is based on two principles:
(i)It makes the opportunity cost of getting out of the relationship somewhat prohibitive
for the customer.(ii)It is more proftable to keep customers for a long term; that it makes
a great deal of sense to keep existing customers happy rather than devoting high levels
of marketing effort on acquiring new ones.
RESEARCH GAP AND OBJECTIVES
In recent months, Maruti has been losing its position as the market leader to Hyundai,
with the sales of Hyundai Santro overtaking those of Maruti. Apart from technologi-
cal superiority and an aggressive marketing and advertising strategy, Hyundai has suc-
ceeded in differentiating itself in terms of creating and retaining relationships with its
customers. Although MSIL has had a customer-service orientation and built the largest
network of dealers, showrooms and service centres in the country, it still lags behind in
customer satisfaction. We made an attempt to study reasons for the same and make rec-
ommendations to MSIL for an effective Customer Relationship Management program.
Our primary objective of conducting this research is to measure the impact of indig-
enous customer relationship management (CRM) practices for the automobile compa-
nies in India. And this research tries to concentrate on evaluation and measuring the
performance of CRM processes.
The associated research objectives are:
To examine the impact of CRM practices on business processes, technology and stra-
tegic integration.
To enhance the excellence in CRM and to discover the imperative factors those per-
suade the customer relationship management.
This research study chooses to make recommendations for improving the CRM strate-
gies for the selected automobile companies, so that they can build and sustain long-term
trusting relationships with its customers, suppliers and vendors across the entire value
chain.
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CUSTOMER RELATIONSHIP MANAGEMENT
Customer Relationship Management is about attracting, maintaining and enhancing
customer relationships. It focuses on the lifetime value of the customer instead of a
single transaction. Customer Relationship Management is not a different kind of adver-
tising model; it is a different kind of business model. It is about enabling the brand to
use hard data to understand and guide the relationship that exists between the brand and
its customers- both present and future. A business relationship requires identifcation
of good customers, who want a reciprocal relationship to create new value for mutual
long-term beneft. Customer Relationship Management is an on-going process of iden-
tifying and creating new value with individual customers, and then sharing the benefts
over a lifetime of association. It involves understanding, focusing and management of
on-going collaboration between suppliers and selected customers for mutual value cre-
ation and sharing through interdependence and organizational alignment.
Unlike most advertising, CRM does not end with getting the potential customer ready
to buy. It does not even end with the actual sale. It goes beyond that to post-purchase
experience, customer retention, cross selling and more.
Once a sale is made, companies should not sit back and lose the opportunity of con-
verting a customer into a customer for life. E.g. a company representative may call
a customer a week before the warranty period is over and offer to rectify any problems
that may have cropped up. This is an opportunity not only to remind the customer that
you care but also to create referrals, repurchase or sell a related product/ service.
Customer Relationship Management moves beyond customer satisfaction to cus-
tomer delight. If a travel agency were able to offer a family a holiday to the right place,
at the right time at the right price. If they could arrange for an extra bed for the 5-year
old without being asked and even get a pizza delivered at the doorstep when the family
returns from the holiday, too tired to cook. In the process it would ensure not only a
lifelong customer but also a loyal ambassador.
It should, however, be kept in mind that CRM does not mean having a call center
only; it does not mean having just a database of consumers for sending direct mail or
establishing just a social relationship with the consumer or for that matter having an
eternal price-discount procedure. For all these to make any sense, appropriate strategies
should also be in place.
NEED AND IMPORTANCE OF CUSTOMER RELATIONSHIP MANAGE-
MENT
Markets worldwide have become more and more competitive. Consumers today de-
mand a continually expanding range of options, models, types, sizes, colours and cus-
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S. Kabiraj, J.Shanmugan
tomizations. The following scenarios are resplendent in todays markets: Few compa-
nies enjoy long-lasting or meaningful product differentiation.
Targeting market segments provides neither relief from competition nor material value
creation for customers.
Consumer pull (where advertising and other promotion used to foster demand), has
been substantially replaced by trade push, in which distribution channels help to sell
the product or service.
Companies are increasingly going direct to the market rather than incurring the cost
and challenge of using channel intermediaries.

Price is used tactically to help secure short-term advantage amid chaotic competition
in the market place.
Marketers therefore, are increasingly thinking less and less about markets and more
and more about customers. Technology and process innovation has enabled them to
create, develop and maintain stronger relationships with each of their customers and
deliver greater value to them.
The importance of Customer Relationship Management is further emphasized by the
higher proftability of long tem customers, as indicated by the following statistics :
20% of the customers give a company 80% of its sales
It is 10 times easier to retain a customer than to get a new one
Customer satisfaction can boost repurchase by up to 25%
An individual customer, retained over her lifetime is more valuable than 10 one-
timers.
MARKET THEORIES REDEFINED
The old rules- the four Ps of marketing (product, place, promotion and price), do not
provide a way forward for todays marketer. If few market segments offer shelter from
the competitive storm, deciding on which customers to focus is the most important act
in new marketing, giving birth to the 11 Cs of Customer Relationship Management.
Customer: The Company should identify its best, average and worst customers and
ensure that each receives appropriate value. By giving average value to all, most com-
panies would be rewarding the worst and penalizing its best customers. Objectives and
strategies should be formulated for each customer.
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Categories: The scope of product and service offerings for each customer should be
defned. Companies can decide to sell only what they make, or what their customers
think appropriate to buy from them.
Capabilities: The range of capabilities that will exist in a company, like process, tech-
nology, people and knowledge/ insight, need to be planned. These would be needed to
identify the best customers, see how they are doing, predict what they will buy next, etc.

Cost, Proftability and Value: Customer proftability, customer costs and customer
value perceptions need to be focused on. A company may sell a product even at a loss
to better the overall relationship.

Control of Contact to Cash Process: Time should be made one of the key metrics in the
company- the time taken to go to market, to get an order, to get a product to a customer
on receipt of an order, etc.

Collaboration and Integration: A customers technology, people and business should be
integrated with the companys to fully implement Customer Relationship Management.
Customization: Individual customers should be engaged and the value that they want
should be provided to them.
Communications, Interaction and Positioning: Two-way communications should be
tailored to the customers ears and actions. Communication is the most important aspect
of marketing. Communication need not be creative; it needs to be relevant to the context
of each customer.

Customer Measurements: Time for each aspect of customer engagement (inquiry,
order fulfllment, cash remittance, etc.) should be measured. The proftability of each
customer should be tracked, and the best, average and worst customers identifed, and
decide who to invest in, who to reward, who to discard, etc. Customer satisfactions
should also be tracked with metric and year-to-year comparisons made.
Customer Care: A customer care philosophy should be developed throughout the orga-
nization, which dispels the notion that customer service is only after-sale.
Chain of Relationships: A company should ensure that employee relationships align
with customer relationships.
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MODELS OF CUSTOMER RELATIONSHIP MANAGEMENT
The Customer Relationship Cycle Model
This model is also known as the A-CLASS Model, consists of the following sequence
of steps- Analyze, Connect, Learn, Act, Sell and Satisfy.

Analyze: The cycle begins with an analysis of the brand (what category it competes
in, what value it delivers, etc.), and the demographics, psychographics as well as the
specifcs about individual customers.
Connect: This includes building a database by systematically collecting or buying in-
formation about consumers of ones brand, and competing brands in the same category,
from advertising, inquiries, sales outlets, etc.

Learn: The cycle continues with continually revising and refning the demographic
and psychographic information database and identifying trends, patterns, buying cycles,
etc; creating customer profles, and mapping the lifetime value of different customers.
This information is then used to prioritize the value of every customer and decide how
much can be invested in her.
Act: Once the present and potential customers have been identifed, something has to
be done to make them feel special and valued, which would form the beginning of a
long-lasting relationship.

Sell: This becomes easy once everything else is in place. Companies can actually in-
crease the value to customers by cross-selling. The Customer Relationship Management
program of AA is an example of the same.

Satisfy: Companies must use the opportunity to convert a one-time customer into a
customer-for-life, by actively seeking to satisfy, rather delight the customer after the
sale has been made.
The Customer Relationship Timeline Model
The Relationship timeline is a model to map relationships. This is done by system-
atically using all the information available about a particular customer. Every possible
source of information is integrated into it.

The Basic Timeline: Almost every customer moves through several stages of her rela-
tionship with the company, from Unaware to Aware to Informed to Interested to
Involved to Prospect to Customer to Evangelist. Tracking of the stage each con-
sumer is passing through is important because each stage requires a different approach
and a different communication.
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Segmentation: Once a basic program for tracking and mapping Relationship Timeline
is in place, the next step is to superimpose segmentation information on it.
To build such a database requires an enormous amount of dedication, attention to
detail and commitment. However, a scheme which uses Timeline information can lead
to highly effective communications, which can move an individual up the relationship
timeline. It can also track the success of the communication and subsequently refne and
fne-tune it as well as make it more cost effective.
Customer Response, Retention and Valuation Model: The RFM Model
The RFM model ranks customers on three attributes- Recency, Frequency and Mon-
etary Value of purchase. It involves tracking customer records so that customers who
had bought the most recently, most frequently and spent the most money, are labeled
as the best, while those at the bottom of the list are labeled as the worst. The group
that ranks as best in all three categories is most likely to show the highest response and
sales rates, while the opposite is true for low RFM customers. Thus RFM techniques
help in calculating the LTV (Lifetime Value) of customers, which can be used as a proxy
for the future proftability of the business. High RFM customers represent future busi-
ness potential, because the customers are willing and interested in doing business with a
company, and have a high LTV. These are the customers the company needs to focus on,
in terms of building close relationships with. Low RFM customers represent dwindling
business opportunity, a low LTV, and something needs to be done with these customers
to increase their value.
The KAM Approach
KAM is an approach to business development, based on an understanding of the stra-
tegic value of Key Account Management (KAM). This approach is particularly useful
in the business to business markets. The emphasis is placed on the proft earned through
account retention and development, i.e. by placing emphasis on account lifetime val-
ue. Under this approach, success is not measured in terms of transactions, but in terms
of the quality and longevity of collaboration. The approach has emerged as a leading
management issue in recent years, as organizations have now understood the impor-
tance of building closer and mutually benefcial relationships with customers. The point
of contact between supplier and customer has changed from being focused on a limited
number of personnel in case of traditional sales based approach to a larger number now.
TECHNONOLGY AND CUSTOMER RELATIONSHIP MANAGEMENT: E-
CRM
The Internet doesnt just provide a better, faster and more effcient way of doing busi-
ness. It is redefning commerce, creating new industries, and changing how we reach
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across business, social, political, and geographic boundaries. It is creating new ways of
working, communicating and organizing businesses itself.
The web has lead to decreased cost of doing business, increased revenues, and proft-
able relationships. These three are not exclusive of each other e.g. a better relationship
will also lead to cost savings and increased revenues too. Even then, not many organiza-
tions in India have deployed a serious Internet strategy.
The web is ideally suited for developing and managing complex relationship manage-
ment programs that result in customer loyalty and create high switching barriers for the
customer, and even high entry barriers for the competitors. Management of such rela-
tionship management programs may often be impossible through other media.
Benefts offered in respect of building relationships with the customers
Once a good website is in place, an organization can know a lot about its customers,
there likes, dislikes, their needs, values and problems. Often this interaction provides
data better than a lot of research. The database hence acquired is of immense use, and
actually constitutes the frst step of successful Customer Relationship Management. But
one should keep in mind that it is not just a matter of having a website in place, rather
it is about how the web strategy is integrated with the overall way of doing business.

Web provides an ability to access worldwide audiences at costs that wouldnt have
been dreamt of before. The access on one hand helps an organization in acquiring new
customers at reduced costs, and on the other hand helps in staying in touch with the old
customers.
The web can be used very effectively to create brand awareness and communicate
deep knowledge about a product/service. Hence the customer would have easy access
to all the information he requires, and would not have to take the trouble of searching
for the same.
The web allows for a real time response while the prospect is still hot. This ensures
that the customer does not have to wait for his doubts to be cleared and his problems are
solved immediately in real time, e.g. the chat site created by Fabmart.
By delivering enhanced customer support, service and customization, an organization
can achieve added customer satisfaction, and potential future revenues either from the
same person or through referrals. Thus, word of mouth publicity can also be enhanced
through a successful and meaningful web strategy.

Another advantage that web can provide is through cross selling of products- a prac-
tice that is being successfully implemented by Amazon.com.
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An organization can improve their chances for online success if they:

Promote ease of navigation; making it simple for customers to shop at the store and
fnd the items they want- making the entire shopping experience fun and fast.
Incorporate value-added services, like gift reminders and address fnders to stimulate
repeat purchases. E-Commerce (in business to consumer) should necessarily have a fo-
cus on value benefts. Value in this context could be the additional price discount offered
by the e-store. Hence there is a need to combine information oriented non-transactional
programs with low price strategies.
e.g. Amazon.coms prices are 30-40% lower than those associated with brick and mor-
tar stores.

Provide superior customer service that exceeds the customers expectations.

Facilitate rapid checkout through storing of customer profles and buying histories and
include features such as wallets that add to ease of purchasing.

Excitement in the form of exclusive launches may be required to keep online custom-
ers coming back to the store.
e.g. Fabmart recently had an exclusive online launch.
Tying up an e-commerce site with original content is one defnitive way to satisfy the
audiences. And ensure that an organization does not necessarily sell at low-prices alone.
E-stores could expand their product categories even at the cost of focus as repeat cus-
tomers can spread the word-of-mouse through referrals. A 5% increase in customer-
retention leads to a 25-30% increase in profts, and hence CRM in this context should
show great care in segmenting customers and customizing offerings for these micro
niches.
e.g. Amazon.com sells books, music, grocery and gift items and has an infrastructure to
deal with 16 million stock keeping units.
To conclude, an effcient and effective use of IT in Customer Relationship Manage-
ment results in continuous consumer contacts. It is useful to track customers satis-
faction, measure attitudinal changes, scale preferences relating to product design and
review marketing effectiveness regularly to delight target consumers.
INTERNATIONAL SCENARIO
In the West, Customer Relationship Management has become a very evolved and
specialized concept, with a lot of agencies offering consulting in this feld. Several
organizations have seemed to perfect this art and adopted excellent Customer Rela-
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S. Kabiraj, J.Shanmugan
tionship Management programs, which could serve as an ideal model to any company
wanting to implement a Customer Relationship Management program. American Air-
lines frequent fyer program, Dell Computers mass-customization, Hertz, etc. are a few
examples.
Taking the example of AA, its focus on continually improving customer service has
distinguished it as a leader in the airline industry. American Airlines Advantage is the
worlds most popular Frequent Flyer Program. The program allows users to earn spe-
cial miles not only on AA fights but also on other airlines like Cathay Pacifc, Japan
Airlines, Midway Airlines, etc. Miles can also be earned by dining in restaurants, stay-
ing in hotels (like Marriott, Radisson, etc), or using certain services (like fower deliver-
ies, car rentals at Avis), which are a part of its program. Thus it uses cross selling very
effectively as a part of its CRM program. Earlier this year, AA and AOL joined forces to
create a revolutionary program- AOL Advantage Rewards, where members could earn
miles while doing everyday things like shopping online, which can be combined with
the Advantage miles and spent on videos, books, CDs, AOL subscriptions, car rentals,
hotels, travel, etc.
AAs award-winning website, www.aa.com, is among the top travel sites on the In-
ternet and is recognized as one of the largest e- commerce sites. When members enter
their PIN numbers, it provides news, information and specials that are personalized
to passengers preferred airports, destinations and Advantage program travel partners.
In addition, the site offers quick, easy and convenient travel reservations, wireless ac-
cess to fight information, online management of customers Advantage Travel Awards
Program accounts, and useful features like the Sale Alert that tells customers when
airfare for their preferred markets is ``on sale. Users can manage their own accounts,
view miles earned, update their addresses, change PIN numbers, lodge in requests for
mile credits, make claims against the miles earned, etc. This is an ideal example of
using cross selling and exploiting the potential of the Internet and E-CRM to develop,
maintain and enhance loyalty among customers and move from a transaction-focus to
loyalty building.
CUSTOMER RELATIONSHIP MANAGEMENT IN INDIA
The concept of Customer Relationship Management took time taking root in India
due to the underdeveloped nature of the Indian markets. India has traditionally been a
sellers market, with marketers primarily been concerned with producing enough, as
there were enough buyers. So mass production and a good distribution network were
suffcient in the 80s and 90s. However, today there is competition in every segment
and customers have a choice. The current scenario is characterized by an increased
competition among frms, many of them operating internationally, as also by increased
media clutter leading to a very gradual but increasing ineffectiveness of mass market-
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ing. Companies have started feeling the crunch. In recent times, quite a few Indian
companies have taken to Customer Relationship Management in some form or another,
though many of these are in the services sector. The hotel industry has traditionally been
following Customer Relationship Management. Banking services and the retailing sec-
tor are other industries leading in the practice.
Some consumer durable/ electronics marketers in the premium segment are also tak-
ing to this tool to retain their existing customer base. This sudden need to get back to
basics is explained by the fact that volumes in the premium segment are limited; and
product offerings are sophisticated, technologically advanced, and almost of the same
quality. So, it is the companys attitude toward the customer that will ultimately tilt
the balance in its favor. An example in this case is BPL, which has set up a club called
Wavelength for its microwave owners Its members have regular interactive sessions,
discussing various uses of the product, new recipes, best ways to use the product etc. It
is a part of the value added services that the company offers to its customers.
Citibanks life-stage marketing, Apollo Tyres The Apollo Membership Center, In-
dian Airlines and Air Indias frequent fyer program and Glaxo Indias Doctors da-
tabase approach shows efforts for retention and better customer relationship manage-
ment. Members of Sony Club, Discovery Club, Essar Club, etc. enjoy certain services
and products at concessional rates. Usha International offers a privilege card and Orissa
Cement Ltd. has developed a database for direct marketing. A number of companies like
ICI, Discover Channel, HDFC, General Motors, Mafatlal, American Express, Eureka
Forbes, Xerox, Motorola, Lakme, IBM, Wipro, Infosys and TCS, etc. have sharpened
their competitive edge with the help of Customer Relationship Management in India.
However there is no specifc theoretical model which companies seem to be following,
what they are following is overall company growth. Costs still remain a very important
consideration; though some do focus on the long-term benefts.
While most companies have begun Customer Relationship Management, they have
only scratched the surface of what this notion implies- offering freebies and discounts,
entertainment, holiday trips and the like. No doubts that these frills help in making the
customer think twice about switching brands. But they merely smack of discounts and
price-offs. For a relationship to actually translate into long-term profts, it has to be sus-
tainable in the long run. Companies need to calculate and focus on the lifetime value of
customers for which they need to understand them better.
Following are the details of the CRM practices of some companies we studied.
Maruti Suzuki India Limited
Maruti Suzuki India Limited (earlier known as Maruti Udyog ltd. (MUL) was a 40:60
Joint Venture between the Government of India and Suzuki Motor Corporation of Ja-
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S. Kabiraj, J.Shanmugan
pan), started off in 1982. For years, MSIL was the market leader in the small-sized car
segment, with its Maruti 800 model. In 1998, the competition in the Small and medium-
sized car markets intensifed, with the entry of Hyundai Santro, Daewoo Matiz, Fiat
Uno, and Tata Indica.
MSIL prides itself in transforming the concept of after sales service in the Indian
automobile industry. It is committed to the philosophy of ensuring that its relationship
with the customer does not end with the purchase of the vehicle. From its inception it
has been committed to providing an excellent network, that would facilitate its custom-
ers in purchasing vehicles, accessing spare parts, and getting their vehicles serviced. It
has built up the largest network of showrooms, dealer workshops, and authorized ser-
vice stations, in India, to ensure that no matter where you go, you are never far away
from a Maruti authorized Service Station.
Recently, it ranked frst in the 2007 JD Power Customer Satisfaction Study, 4 index
points above the industry average. It is the only company to consistently rank above the
industry average, and the only market leader to rank the highest in terms of Customer
Satisfaction. It refects the companys continuous efforts to work with dealers to im-
prove customer satisfaction.
Maruti provides its customers with a 24 Hour On-Road Service in various cities
across India, including Bangalore. If a customers car breaks down anywhere, he can
call up a mobile number for help. It also runs a free check up camp facility for Maruti
owners. The company has reduced the complaint redressal time from the previous 30
days to 10 days to 8 days at present.
The company tries to reach its customers through its website. It answers queries,
collects feedback, and personal information of its customers, and uses the information
gathered to build a database, which could then be used for market research.
It recently launched the Institute of Driver Training and Research (ITDR) in Delhi,
which has been set up on international standards and is Indias frst ever driver-training
institute incorporating the latest technologies.
MSIL has also launched a pilot Customer Information Centre for Delhi and Gurgaon
customers, through an outsourced Call Centre Partner (GE Capital). The customer has
the facility of calling up a toll free number, and get information on models, prices,
fnance options, dealer and service center locations, service related queries, and even
lodge complaints which would be redressed by regional Offces and Dealers in the city.
This is in line with todays approach to customer relationships which demands person-
alized customer interactions through primary focus on needs of customers throughout
the lifecycle of products and services.
Besides these, the company also regularly sponsors carnivals, car rallies to keep in
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regular touch with its users.
Hyundai Motors India Limited
Hyundai Motors India Ltd. rolled out the frst Santro- its largest selling car in 1998.
Since the very beginning, the companys policy was to make the customer feel that
when he bought a Santro, he didnt take a car, but actually a relationship, home. Thus,
all the initiatives of the company are customer focused, and aim to make their life sim-
pler.
Regular training to employees is provided by HMIL. The training is not only techni-
cal training, but also on handling of customer grievances, and dealing with customers.
When a customer walks in a Hyundai showroom he is properly greeted and made to
feel comfortable. The sales person speaks about the product, various features and the
corresponding benefts, and then discusses the issue of price. Incase the customer wants
a comparison with a product of another company, all the details are provided. On pay-
ment, customers are given the delivery immediately. Incase the customer asks for a
particular color which the dealer does not have, then the dealer keeps in touch with the
customer, and keeps him informed. Normally, most of the customers go in for fnance
schemes. The dealers follow up with the fnance company and ensure that the fnanc-
ing is through. The dealers act as a mediator between the fnance company and the
customer. The dealer collects the application document, checks the IT returns and does
other related jobs and ensures that the transaction is done fast.
Hyundai Motors India Ltd. writes letters to the customers asking for feedback re-
garding dealer service, presale service, after sales service, complaints etc. Hyundai has
appointed a National Customer Care Manager for this purpose. Hyundai gives enough
freedom to its dealers with respect to replacements. If a dealer is convinced that a par-
ticular part is defective, he has the freedom to replace it without referring to the com-
pany. The policy underlying this is that the customer should not be put through any kind
of hardship. Other companies have formal procedures. Dealers have to refer back to the
company and take its consent before taking any such decision.
With respect to servicing, for every eight vehicles there is a service advisor. As the
number of vehicles increases, the number of service advisors and workers in the work-
shop also increases. Dealers have a database starting from the point of sale. The data is
transferred to the workshop. They can always track back when the vehicle came for frst
servicing, what was the mileage then, any repairs in between, etc.
The dealers keep track of the customers for the frst 6 months after the time of pur-
chase. They would send two- three persons every alternate month to each and every
customer to know if they are facing any problems etc. This is not only to check whether
the customers are satisfed with the product but also to look for possible references
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S. Kabiraj, J.Shanmugan
(prospective customers) from existing customers.
The dealer acts as a mediator when a customer wants to upgrade and wants to sell his
old car. The company ensures that the customer gets the best price.
Hyundai, even during the sale of the vehicle involves the service people. This builds
a rapport with the customer right in the beginning. So the customer knows in case of
any service requirement whom to contact. Many car companies have a sales and service
center at different locations. But this is not the case with Hyundai. With a service cen-
ter at a different location, the customer does not get the desired attention. But since at
Hyundai the customer has been introduced to the service people in the beginning itself,
he feels quite comfortable. He would get the same attention from a service person as
from a sales person. As a result, customer complaints are resolved within 6-8 hours on
an average.
An important feature of Hyundais customer service is the 24-hour helpline. As part
of this service, a customer can call up Hyundai helpline at any point of the day for as-
sistance in case his car breaks down, anywhere. Another important feature is the option
of extended warranty. A standard 2-year warranty is given to all the customers. Beyond
that, a warranty for the third year could also be availed if the customer so desires, at a
very nominal cost.
All the above initiatives taken by HMIL, and its dealers, who have successfully incul-
cated the culture and philosophy of the company into their working, have resulted in a
vastly satisfed customer base. Because of it persistent efforts to improve and evolve its
customer service practices, HMIL, recently won the award for best customer services
from Hyundai International.
MARKET POSITION
A In recent months, however, Maruti Suzuki India Limited (MSIL) has been losing
its share to its archrival Hyundai, in the Bangalore city, with the bookings and sales of
the Hyundai Santro outnumbering Maruti Zen sales. Hyundais initial break came with
the Supreme Courts strict Euro II emission norms, which caught Maruti off-guard. Su-
perior technology (The Tall-Boy design) and aggressive advertising (Featuring Shah-
Rukh Khan, and the cola-type advertisements directed against Maruti) further boosted
its sales. Coupled with its superior services and customer care initiatives, Hyundai sales
increased challenging Marutis position as the market leader.
Customer Survey Analysis
Though Maruti has taken several initiatives under its Customer Relationship Man-
agement programme, and even won an award in respect of customer satisfaction, our
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survey reveals that vis--vis Hyundai Motors, customer satisfaction still remains at a
low level. Though many of the customers do appreciate its services, reliability and low
costs, there are many others whose expectations have not been fully met. The following
points merit attention:
Though the stated service time has been reduced to 7-8 days, there are many instances
where there have been glaring delays.
Even when complaints have been redressed within the stated time period, customers
believe that this period could further be shortened, based on the experiences of owners
of other brands of automobiles.
Some dealers have been found to be very uncooperative and their services have been
found lacking.
There have been instances of dealers overcharging the customers.

There seems to be a lack of attention to detail, both in terms of the work done or the
services rendered.
The 24-hour anytime-anywhere facility is not really an anytime service.

There is a lack of adequate contact with the company, and no real correspondence or
communication with the company on a regular basis.
Thus the perception of MSIL is that it is more of a business-oriented than a customer
oriented company. There is no perceived pride in being a Maruti-owner, or a feeling
of belonging to a fraternity of Maruti drivers. Not many people interviewed wanted to
purchase any of the Maruti models as their next car, even though it offers a wide range
of choices like Zen, Wagon R, Alto, Esteem and Baleno, which are technologically at
par with many of the competing brands.
On the other hand, Hyundai seems to have succeeded in its policy of when you take
home a Santro, you are actually taking home a relationship. Customers in our survey
were fully satisfed with their car company and the dealers and many of them intended
purchasing a Hyundai car as their next vehicle also. The following points can be high-
lighted.
Hyundai dealers offer prompt and reliable services. They are extremely cooperative
and courteous and take a lot of pains to ensure customer satisfaction.
Hyundais 24-hour help line is extremely effcient.
The extra benefts like free extra guarantee of six months, automatic insurance on pur-
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S. Kabiraj, J.Shanmugan
chase of the car, frst-aid kit included in the car, delivering the car wrapped like a gift,
etc. are appreciated by the customers.
The company keeps in constant contact with the customers, calling them once in every
two weeks, and sending the feedback forms once in every two months to get customer
responses. This adds to the feeling of belonging and pride in owning a Hyundai.
It seems that Marutis market has become so large that it does not bother about one or
two customers. Hyundai, because of its newness to the market and the limited volumes
has been able to pay more attention to and take greater care of its customers. For them
every customer is important. It has thus succeeded in differentiating itself in terms of
creating and retaining relationships with its customers.
RECOMMENDATIONS FOR MSIL
Marutis biggest strength is its extensive network of dealers, showrooms and service
stations. The Maruti 800 is still the frst choice of frst-time car owners. MSIL offers a
wide range of choices from the Maruti 800 in the small-size car segment, to the Zen,
Alto and Wagon R in the small-medium segment, to the Maruti Esteem in the medium
segment to the Baleno in the premium segment. It thus offers a wide range of products
across all price segments, thus making relationship management all the more important
for the company, with respect to purchase of second cars and upgradation by existing
customers.
For this the company needs to develop a non-transactional orientation. Hence, it needs
to shift focus from a one-off transaction to a combination of strategies, which build the
relationship between the MSIL and its customers over a period of time. It should also be
willing to invest in infrastructure to implement and operationlise CRM.
Focus: The broad objective of MSILs CRM strategy should be to develop a sense
of belonging to the fraternity of Maruti-owners and a lifelong relationship with the
company. Owning a Maruti should be a thing of pride. There should be a philosophy of
customer care and customer service to ensure a delighted and loyal customer-for-life.
The company and its dealers should go out of their way to deliver extra value to the
customer so that he is not just satisfed, but delighted as well.
The following strategies can be implemented:
Better management and selection of Dealers: As evident from the customer survey,
certain dealers do not conform with MSILs philosophy of customer care, leading to
unsatisfed customers and bad word-of-mouth. Care should be taken to ensure that each
dealer fully understands the importance of customer service and customer satisfaction
and promptly deliver the same to the consumers.Dealers personnel may be trained by
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the company in courteous treatment of customers, so as that the customer experience
at all outlets is standardized.Regular surprise inspections of the dealer centres should
be made to make sure there are no slacks in services. Dealerships may be cancelled if
these slacks persist.A standardized policy of pricing, discount and incentive schemes
should be devised, so that there is no disparity in the deal received by the customers at
different outlets.

Since many delays in complaint redressal are caused by unavailability of spares, a
better inventory control system may be devised, and each service center be require to
maintain a minimum inventory of all kinds of spares at all times.Each dealer and service
center should be required to conform to the maximum complaint redressal time and if
customer complaints to the contrary are received, they should be penalized.Reducing
Complaint Redressal Time: MSIL should make continuous efforts to further reduce the
complaint redressal time, from the present 8 days to 4-5 days, which is a beneft highly
valued by the customers (as shown by our survey).
Better Management of the Customer Information Database: The information col-
lected from the customers by the dealers, through the website and by market research
agencies, should be such that it enables the company to understand the customers, their
needs, values and perceptions, etc. better. Once the company can understand its custom-
ers and assess their lifetime value, career cycles etc., it can customize its communica-
tion to them accordingly, and build a relationship long lasting with them, which could in
the future result in the sale of the companys other models to them. On the basis of this
information it can also profle its typical customer better, and accordingly design its
advertising communication targeting frst-time customers. For e.g.A few months within
the purchase of a car, the company may offer a discounted upgrade to a customer who
purchased a basic model.A couple of years after the initial purchase, the company may
send an offer to a customer offering a discount on a higher-grade model.
Regular communication with customers: The company should try to keep in con-
stant touch with its customers both directly, as well as through its dealers. The dealers
can make regular phone calls to new customers about the performance of the cars,
satisfaction level, etc, and collect suggestions and feedback. The company itself can
regularly mail/ e-mail feedback forms to collect information on dealers, performance
of the automobile, complaints, etc. This would not only create a feeling of belonging in
the customers mind, but also an impression that the company cares. Besides generating
a positive word-of-mouth, this would go a long way in helping the company update its
database of users, and constantly modify and improve practices.
Integrated packages: At the time of sale of the car, the company dealer can sell a ser-
vice package, entitling the customer to a discount on the servicing of the car throughout
the life of the car. This would serve as a deterrent for customers from going to unauthor-
ized garages and repair workshops, thus strengthening the relationship between MSIL
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and its customers.Anywhere-Anytime Service Facility: Though this service is offered in
many cities, customers still experience diffculties, as it is not always easily available.
The company should show a dedication to this concept and invest in making this facil-
ity available in all major cities at all hours and at any location. The number of servicing
vehicles may be increased to minimize the time taken to respond to any request.
Going an extra mile: Certain initiatives can be taken to exceed customer expectations
and deliver extra value to them. To enumerate a few, new cars may be delivered to the
customers doorstep wrapped like a gift, including some extra gifts and a congratulatory
card.The service centre may pick up and deliver a car to the customers doorstep.The
company could provide a guarantee of the maximum time of servicing cars, which if
exceeded would entitle the customer to a discount on his bill.The company dealers may
be asked to keep a track of the birthdays and anniversaries of their customers and send
them greeting cards on these occasions.
Increase Online facilities: Though MSIL already uses its web site to keep in touch with
its customers, it must exploit all the opportunities that the Internet has to offer to create
and maintain relationships with its customers and increase the online facilities provided
to them.It can use its website to integrate its dealers, service centres and customers to
create an online community. The website may contain the names, addresses, telephone
numbers and links to websites of all its dealers and service centres city-wise, so that it
is easy for a customer to chose one that is most convenient for him.The content may
be enhanced to provide information for better maintenance and use of their cars to get
maximum benefts from its use.
From time to time, special offers/ discounts on new models, accessories/ services
etc. could be offered through this website to the members.Online chat facilities may be
introduced so that customers queries can be answered real-time.Each customer may be
provided a particular identifcation number, so that the company may keep track of the
history of each members visit, which would provide invaluable information about his
likes and preferences.Though the concept is still underdeveloped in India, over time, the
website can be used for online selling and booking of cars.
Single-Point Focus: MSIL must try to provide its customers with a one-stop shop
for any car purchaser. At the same contact point, a customer may get a loan for fnanc-
ing purchase of the car, an RTO permit, as well as auto insurance. For a company like
MSIL, providing this facility would be easy, being partly owned by the government.
The Customer Information Centre: Management of Customer Relations: The CIC at
Delhi is a good initiative for the management of customer relations. MSIL should try to
open similar centres in other cities as well, and offer greater services through them. For
e.g. On the basis of customer requirements, the operators could recommend a model, a
fnance plan, put him in touch with a loan agency, the nearest dealer, etc. Furthering the
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concept, the operators may also provide information on the deals and models offered
by competitors, how they compare technologically, etc. and help the customer make an
informed choice.
The Institute of Driver Training and Research: The ITDR is also a great avenue for
building and maintaining relations with customers. Since most learners are frst-time
car users, it is an ideal way to get in touch with actual users, understand their needs and
requirements and suitably customize communication to suit the same. Similar institutes
need to be opened up in more cities.
THEORETICAL CONTRIBUTION
Our broad recommendation is that managers should investigate using CRM to lever-
age relationship activities. However, it is recognised that there are a number of alter-
native CRM approaches that can be applied for automobile companies. Based on the
academic literature and practice within the CRM area we believe that there are fve
broad types of CRM programs that can be used, and each will impact on the level of
leveraging required. In all these cases, we provide examples of situations where main-
taining continuous relationship has served as the basis for a CRM-leveraging program.
PRACTICAL CONTRIBUTION
As can be observed from the present research study, the CRM programs are based on
four issues: What type of consumer is targeted (existing or new)? What type of customer
action is required (purchase or secondary action)? What is the frms fnancial commit-
ment (unlimited or capped)? What leveraging activities are required?
Broad-based CRM programs are the most basic form of CRM. In this way the program
targets all types of consumers (existing and new). Advertising is required for a lever-
aging activity. Although other promotional activities can also be used, which include
packaging information and/or point of sale information about the program. Leveraging
in promotion may also be used to update consumers, and thus strengthen the frm-cause
linkage.
A limited CRM program is a restricted version of the broad-based program that usu-
ally targets both new and existing customers. All this information would be incorpo-
rated into the fne print, although if a cap is set too low it may appear that the frm is
exploiting the linkage between the frm and cause.
Market-focused CRM programs allows the frm to target specifc types of consumers.
This may involve targeting new segments by selectively promoting the CRM program
(Meyer, 1999). Alternatively it might involve targeting new customers, although the
frm would need to identify sales to new customers. It may be diffcult for some frms
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S. Kabiraj, J.Shanmugan
to identify such sales and thus these programs might be limited to less frequently pur-
chased goods.
Market-focused programs can be capped or uncapped and require frms to undertake
very targeting leveraging activities that access these new consumers. Targeting new
segments may also involve secondary behaviour.
Replacement CRM programs allow frms to replace sponsorships and philanthropic
giving with sales triggered giving. These can be aimed at new or existing customers, but
are usually targeted at all types of customers.
Multi-phase CRM programs have been discussed to some extent above. These pro-
grams require that consumers purchase a good and then undertake a secondary activity,
like post in the products barcode. They can be aimed at either new or existing consum-
ers and can be unlimited or capped in nature. They require advertising and sales promo-
tion to facilitate the secondary behaviour.
Thus frms have a diverse range of strategic options when choosing to use CRM ac-
tivities. The most appropriate options will of course depend on the strategic objectives
that are to be achieved and assumes there is an appropriate frm-cause link. In addition
like all promotional activities the effectiveness of the program will be dependent on its
implementation.
MANAGERIAL IMPLICATIONS
In this paper we have overviewed how companies can identify whether they can
combine sponsorship with CRM. This paper has highlighted the potential for CRM
programs to be used to leverage sponsorship activities better. Thus, there needs to be
additional research to examine a diverse range of issues. Any examination of the ef-
fectiveness of CRM programs also needs to take into consideration a range of potential
moderating factors including: the perceptions of sincerity, involvement with cause and
product, perceived impact on the cause. As such any experiment would need to be suf-
fciently complex to examine or at least control for these factors.
The research study shows that CRM positively impact on understanding consumers
and targeting, customer satisfaction and customer retention. In-depth interviews with
automobile companies have revealed that in practice database marketing facilitates,
customer understanding and targeting, which is the base of CRM; Internet could bring
enhanced customer satisfaction to CRM though one to one interactive marketing pro-
vided that customer private information is well managed, and hence certain degree of
customer retention.
Managerial implications could be drawn from this study. Firstly, to understand con-
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sumers, which is one of the most important aspects of CRM, companies may apply
computer database to get customer preference information more effciently, and thereby
to target more accurately. What should be noted is that how to let customers control
their data and how enterprise can safeguard it from third parties need to be taken into
careful account in order to protect consumer privacy to forge their trust. In addition,
companies can establish one to one relationship with consumers by utilizing the data
collected, i.e., to provide tailored offerings for consumers according to their preference
and needs. Thus customer satisfaction could be enhanced, which will result in positive
word of mouth and certain degree of customer retention. However, companies need to
bear in mind that CRM does not lead to customer loyalty all the time, other variables
linking with loyalty, such as consumer buying behavior, need to be taken in to account
when forming CRM strategy.
Theories applied to CRM have been rooted in satisfaction/dissatisfaction theories
and theories for customer complaining behavior that has been proposed by traditional
marketers. This study also investigated models for customer satisfaction and complain-
ing behavior that examine factors affecting customer relationship management. This
paper focuses on the how to maximize customer satisfaction for successful CRM be-
cause it provides clues as to what managerial changes might have induced different and
more desirable behaviors, raising the issue of customer loyalty myopia. This myopia
stems from believing that consumer behavior can be created and sustained in and by
itself without careful regard to its underlying basis on the customer satisfaction side,
reviving the long-standing marketing dilemma of attitude and behavioral measures, and
how much attitudes infuence or predict behavior. This study also examined studies that
addressed the importance of customer complaints that also go beyond the customer
satisfaction concept and much more deeply into the underlying theories and models
that attempt to explain why people may or may not be satisfed. This study suggested
the ways to maximize customer satisfaction, such as improving customer loyalty and
resolving customer complaints.
This study provides implications for both academics and practitioners. Future study
will be needed to investigate mode of online customer satisfaction that are proposed by
Fournier and Mick (1999), including satisfaction-as-contentment, satisfaction-as-plea-
sure, and dissatisfaction-as-surprise. Future research exploring consumer satisfaction of
pure-play vs. multi-channel is also likely to be fruitful. Other issues that increase the
level of relationship between or within online customers and businesses will also be a
future research. Efforts toward the effective resolution of customer problems serve as
the basis for long-term product and successful CRM.
CONCLUSION
Customer Relationship Management is a very broad and extensive feld. This subject
cannot be dealt with in suffcient detail in a report of this magnitude. It is the process of
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S. Kabiraj, J.Shanmugan
building long-term, trusting, win-win relationships with customers, distributors, dealers
and suppliers. However, we have limited the scope of this report to Customer Relation-
ship Management (CRM), and concentrated on the process of establishing, maintaining,
enhancing and commercializing customer relationships.
The concept of CRM is slowly but surely evolving in India, where on one hand many
companies have taken several initiatives and achieved a lot of success in this area, while
others are waking up to its challenges, thanks to the evolving market scenario.
Customer Relationship Management is now giving way to Experiential market-
ing, where the experience stems right from the purchase stage, to using the product, to
dumping the used product. Therefore, it is not just the tangible and intangible benefts,
but also the overall experience which infuence the purchase decision. Today, a brands
duty is not just need fulfllment but experience satisfaction.
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Submitted: 25 May 2009
Revised version submitted: 15 June 2009
Accepted: 25 June 2009
Double-blind refereed anonymously
Author(s) Information:
Sajal Kabiraj is a Post Doctoral Fellow, PhD, MS, MBA, Bachelors in Chemical
Engineering and is now employed with Skyline University College, UAE. He obtained
his PhD from Indian Institute of Information Technology & Management, Gwalior, In-
dia (An Apex Govt of India Institute) and Masters in International Logistics and Supply
Chain Management from Jonkoping International Business School, Sweden. He is also
the recipient of ICFAI Best Teacher Award 2008 for teaching and research excellence.
He has published numerous papers in international refereed journals and has taught at
the post graduate level in universities in Sweden, Germany, Austria, Malaysia, Canada,
USA, UAE and India. He is also a registered PhD supervisor.
Joghee Shanmugan is now working with Skyline University College, UAE. He ob-
tained PhD degree from Bharathiar University, India and did his MBA from Bharathi-
dasan University. He was teaching various Marketing, Systems and Quality Manage-
ment papers at the post graduate level. He has also a good number of international
publications and he is a registered PhD examiner for many reputed universities.