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Discussion, Analysis and Interpretation of data Study Limitations Conclusion

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Chapter 1 Abstract: Introduction: It focuses on the research conducted on Max New York Life Insurance across town classes, SEC and geographies amongst both pension plan buyers and non-buyers a few stark facts emerged. The research brought out facts about the youngsters of our country. It brought out the fact they are too lazy to give time for acquiring pension plans, which is there ultimate help during their old hood days. There is a lack of motivation among sales agents to market pension policies in India. Literature Review: It revolves around Indian insurance industry as a whole. There are light thrown on different aspects of this industry. The focus is on the insurance agents who are responsible for selling the insurance policies to the customers. There has been also a study of customer-orientation behavior and level of motivation. Methodology: The sample of the pilot study consists of 30 part time and full time agents doing insurance from companies which do not participate. There will usage of mixed method approach in our project. Discussion, Analysis and Interpretation of data: These inventions have developed many significant results. Previously, it has been seen that customer management behavior are different according to their character. But the present study says that the value of customer based policy by insurance agents is affected by the standard of managerial commitment and general influence. Conclusion: Many aspects came into out purview which would be helpful in generating sales of insurance policies which would there by increase sales. Many methods came out which would be helpful in motivating the insurance agents to sell move policies and results also came out pointing the drawbacks in the management of insurance companies.

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Chapter 2:- INTRODUCTION Introduction: Contact personnel play a pivotal role in the delivery of high contact services. The service employee often represents the organisation in the eyes of the customer. Due to this, the role of employee is both complex and multi-dimensional. Management must be aware of the difficulties associated with this role and consequently the need for internal marketing, focusing on the area of motivation, which is required for a successful service experience. The paper outlined, will highlight the role of the service employee in the service process, the challenges which this presents to the boundary spanning employee. The paper will then address the manner in which, management can use internal marketing to motivate employee to provide the best possible service to customers. Internal marketing and the use of motivation in the service context, will lead to lower turnover rates, improved performance, increased customer satisfaction and increased communication levels within the organisation. The project discusses about motivating insurance agents to sell insurance product like pension schemes which is still an underdeveloped concept in India. It is the general perception among masses that life after post-retirement needs to be an idle phase, where there is no work and life is only for enjoyment. They want to relive those days and moments which they missed when they were working. This is their thinking but do we know what the reality, does this ever happen? It is seen that the lives after retirement becomes struggle some. Their regular income stops, which leads to a series a problems such cost cutting measures and change in the lifestyle. Thing becomes worse if they have some dependents with them. Such things can be avoided to a great extent if retirement is planned systematically. Planning for retirement well before time is advisable because this gives some time in buffer and you can think of the retirement in a relatively better manner. If we are talking about Indians, then planning for systematic retirement needs sooner than others countries because a majority of the Indias workforce (425 million) does not have any pension cover. The problem does not end here as there is absence of social security in India and what adds to the problem is ever increasing inflation. As a result of inflation, there has been an

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increase in the cost of healthcare, which cannot be borne by our senior citizens. With all these problems the life rarely seems to be idyllic instead the complications keep rising with each passing day. This is one of the reasons many people dread post retirement days and keep avoiding as much as possible. However, there is always a ray of hope when all the things seem bleak. For those people who are vying for retirement insurance plans come as a ray of hope and this is one of the reasons why there has been a constant in such life insurance plans. In recent times, many reputed names and brands have thrown in their hats in this field. However, it is essential to consider as per the perspective of consumers and it is obvious that they do not have proper information regarding the plans or in other words they are ignorant. The following is the research performed by Max New York Life Insurance across different towns, cities, geographies and SEC amongst people who buy insurance and individuals who dont. The result was revelation of sorts. 1) Youngsters consider retirement as a distant subject and prefer avoiding it as much as possible. They major concern is focusing on short term goals, where they can get faster returns. Their investments include discretionary spending, automobiles etc. They just dont want to even think of retirement. 2) When the eventuality sets in, they turn into late thirties or forties, and then they start pondering about retirement. However, the time is lesser so its certain that things complicate and they make a sound plan for their retirement. 3) The basic problem with consumers is that they dont have a proper scale or a criterion, which helps them to measure the approximate amount of money required for maintaining their present lifestyle post retirement. This is one of the basic reasons why pension plans are making merry in the Indian markets. 4) Most of the consumers are aware that with the time the value of money would diminish but they dont have any calculator, which assists them to calculate the inflation rate. 5) Over the years, pension plans were perceived to be taking care of just roti in the basic three necessities for survival which are (roti, kapda aur makaan). Pension plans for past

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many years were never seen as the post retirement option instead they were meant to fulfill daily requirements. 6) The most striking aspect of this research was that consumer was not willing to be dependent on their children post retirement. It was awkward to find that consumers were not willing to take any assistance from their children and did not want themselves to be looked after their children post-retirement. Most of them referred to Baghban movie to support their decision. The thoughts and trend of our society is changing to a great extent and it is certain that it may have a huge impact on the rise in the demand of pension plans in the coming future. It is interesting to know that pension plans in most of the developed countries forms a majority of capital in their countries. In the countries such as US, the pension plans constitutes to a large section and also the source of financial capital. What amazes many is that there are certain countries where the aggregate or total value of pension funds exceeds the GDP (gross domestic of the country) Over the years, the debate regarding the reforms of pension plans has been intensifying. People are giving example of financial sector reforms, which has led to a significant progress in different spheres such as banking, capital as we currency markets. Therefore, most of the people second that there is need of reforms in the pension plans, which can revolutionize this sector and give it a breather. There is need of a comprehensive policy, which helps in the revamp of this sector and for past some time now people are demanding for the same. It is seen that most of the major retirement schemes such as pensions and provident funds are covering only workers from organized sector, which only constitutes to about 10 percent of the overall workforce. It is to be believed that a majority of workers which amounts to approximately 90% are into the unorganized sector and are not having any access to postretirement security. As stated earlier, they must be enlightened in order to avail these plans and here, agents have to do their part. It is seen that a majority of agents selling the pension plans lack that passion or killer instinct required in marketing such plans because their commissions are way too low, they lack complete

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knowledge and lackadaisical approach shown by the consumers. It is important that these schemes generate lesser commission for agents so there is motivating factor which can drive them towards giving them their best. The best part of this report is that it focuses on the generation of interest in agents, which is the most important aspect if they are the backbones of this industry and completely responsible for the sales of plans. The pension scheme in India is under developed and there are expectations that it would be growing up to 20% by 2015. This project focuses on the creation of a plan useful for internal marketing, which may help in developing the strategies useful for motivating the agents, which helps them in selling the plans to the prospective consumers. This is highly beneficial for the entire India given the fact that since agents will be motivated to sell the pension plans and they would ensure to sell some of them, which would thereby result in secure and sound future of Indians post-retirement. Limitations Shortage of the time limit GD i.e. Group discussion could not be focused properly. An expert panel of at least 4 panels could not be drawn. Sample Sample would be random and heterogeneous The gender would be neutral and the age limit would be 16 to 60. Strategical Internal marketing tools and techniques Internal marketing is a process where the companys functional processes aligns and empowers all the employees at all management levels to convey a satisfactory customer satisfaction. Employees play a very important role in this internal marketing. The ultimate motto of this is that you should extract the total resource in your employees by increasing the sales at its best. You should tune them in such a ways they their behavior shall get totally changed and shall devote for the welfare of the company. The most important things behind this internal marketing are that it is a process of continuous upgrading of skills and aligning them according to the organizations purpose. Employees must realize the core values of the company. Thus it is important to motivate, reframe and empower

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them in all the ways. Management inside and outside must be efficient. On the whole, the output must be positive customer satisfaction. Internal marketing concepts and communication skills are very important to sustain as employee in this present day world. Most of the banks and finance companies are following this internal marketing formula in which every staff member will be assigned targets and they should build up their targets from every step in to the bank. (Internal Marketing -Pervaiz K. Ahmed , Mohammed Rafiq) The following are the various tools, steps and strategies of empowering employees through Internal Marketing 1. Interaction between marketing department and employees It is the responsibility of every employee to upkeep the hope of employer there by understanding what you are doing, what you should do to increase the profits of the company, what are your existing targets and what shall you do to compete with the toppers of the market. You should visualize the target before your marketing department hints. Marketing department should interact with the employees from time to time to enhance their skills. Communication with team of employees gives realistic results. (Relationship Marketing:-Ian H. Gordon) 2. Training sessions for staff development: Training builds confidence in the employees and staff development can be possible. Effective internal communication skills can be implemented and can be extracted through various training sessions. Their knowledge about the understanding of customers will be enhanced through multiple training sessions. Every person will have marketing skills. But extracting them is a great art and one can achieve with multiple training sessions. (The ASTD Training and Development Handbook -Robert Craig) 3. Leadership needs to "second" what marketing is doing Firm management has to be vocal about supporting marketing, and the overhead expenses that come with it. There are times when overhead is questioned in any architecture firm or construction company, but it is leadership's responsibility to assure everyone that there is a strong sense of purpose and that the expenses yield results in the long term. A well-crafted marketing plan is always a good thing for leadership to point back to. The though and concept of leadership should not come in ones thought. All are treated equally and all should work like wheels of a vehicle. Successful Internal co-ordination leads to successful internal marketing. ( The Future of Leadership Development- By Jordi Canals) 4. Needs Project meetings at regular intervals

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Mobilization of all the employees at regular intervals is very important. Diversification of their thoughts and answering their problems increases their efficiency. It may not seem like marketing necessarily, but it is important. Sitting in on a few project meetings has several benefits. First, it builds trust amongst the team. Doing it once won't work, but if it becomes a regular thing it will improve communications. Second, you learn more about what the firm really does. Even for more senior marketers that may understand the industry very well, there is much to be said for learning a little bit about the specific projects and headaches that your coworkers face. Finally, you may get some ideas about new ways to market the firm. You never know what problems may pop up during a conversation that you can help solve through a new communications piece, additional market research or even a blog post. Meeting leads to discussion and discussion gives rise to new hopes and new thoughts. Thus, the relation between various department employees must co-ordinate and should be helpful to work in friendly environment. (The Manager's Guide to Effective Meetings by Barbara J. Streibel) 4. Marketing internally builds external customer relationships No doubt to say that internal marketing helps to build strong outer customer relationships. Break down those cubicle walls and begin a better dialog with your coworkers to help you understand more about your clients. Train the employees to find out the nature of customers. 5. Managing the implementation of internal marketing The empowerment of employees in internal marketing is possible by following the acronym AOSTC which means better analysis, attaining objectives, following various strategies, inducing various business tactics and control over their thoughts can surely extract the internal marketing skills. 6. Set objectives for internal marketing is part and parcel of strategic internal marketing.' Tactics would include an internal application of the marketing mix, and could include staff forums, presentations, an intranet, away days, and videos, personal visits by company directors or newsletters. (Contemporary Marketing By Louis E. Boone, David L. Kurtz) Evaluation would consider the take up of PRP against your objectives, attendees at away days, visits to an intranet page, and so on.. Firstly we should identify our internal customers. As with your external customers, they will have their own buyer behavior, or way of 'buying into' the changes which you are charged to implement. The similarities in differing groups of internal customers allows you to segment them, you can target three different segments namely 'supporters,' neutral,' and finally 'opposers.' Each group requires a slightly different internal marketing mix in order that your internal marketing objectives can be achieved. Ignoring some

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customers who are opposing is highly suggestible. Most of the people are supporters and there exists no problem with such people. Some people will be neutral in which they dont deal anything and complete their work calmly. Very few people will be opposers in which you should be calm enough to complete the transactions with them peacefully. Thus internal marketing will be successful with strategic internal co-ordination of various employees developing the commitment and co-operation in them to work out externally. Though time taking, the strategies will surely work out. The following are the various suggestions to implement internal marketing Always make sure that you have thought through your approach before starting the implementation. Make sure that you have created a cultural climate that is willing to accept change. Appoint a change agent, or champion for change that will help to ease your changes through. Audit the skills and capabilities of your team at regular intervals. Train and develop the employees at your best. Your team must be built around you with the objective as the focus for you all. The change must be correctly marketed to your target audience using an approach such as Jobbers.' Decide what the change will be. Give it boundaries. Work out a realistic budget and stick to it. Try to anticipate the arguments against change, and decide how to counteract them positively. Function as a continual internal up-skilling process and align the organizations purpose with employee co-operation. Balance the core values of the organization by all employees. The four important things which every employer should remember for effective internal marketing are Motivation, Co-ordination, information and education which can give out sure success. You should always maker sure about the knowledge of employee, his attitudes and behavior. It is the duty of employer to make right selection, providing excellent training, giving motivation and directing them to achieve the success of internal marketing. However, the responsibility and accountability of employees empowers the internal marketing. Appreciation boosts up the new energy levels in the employees. Thus very often, they should be appreciated for all their achievements. Internal marketing integrates the business culture, customer retention, human resource management in an efficient way. Internal marketing should develop human potential by the companys best training and organizational goals shall be met through achieving individual goals. Consistency in action and word is important at every level of management for getting good success rate. By this internal marketing, every employees service can be accessible at anytime, anywhere.

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Chapter 3:- Literature Review

In recent years, a growing number of companies have invested considerable resources into programs for enhancing the customer-orientation of their customer contact employees (Stock & Hoyer 2002). Salespeople are encouraged to implement customer orientation behavior in their selling activities. Customer-orientation behavior focuses on the extent to which salespeople practice the marketing concept by helping their customers make purchase decisions that will satisfy their needs (Saxe & Weitz 1982). In many cases, customer contact employees, such as insurance agents are the first and only representation of the company in the eyes of customers. Thus, customers often base their evaluation of their satisfaction with a company largely on the services provided by the customer contact employees (Stock & Hoyer 2002). Consequently, there is an interest in determining factors which can lead to and increase the customer-orientation of these customer contact employees. However, despite numerous studies undertaken with respect to salespeople customer-orientation behavior, a complete understanding of its antecedents is presently lacking (Flaherty, Dahlstrom & Skinner 1999; Martin & Bush 2003) and inconsistent across different selling environment (Flaherty et al. 1999). Recognition of the need to bridge these gaps in knowledge regarding customer orientation is apparent in many calls for further empirical research in this area (Deshpande, Farley & Webster 1993; Kohli & Jaworski 1990; Saxe & Weitz 1982). We focused on insurance agents because as been has noted in the 21st century, customers expectations towards life insurance products have changed with time. They no longer buy life insurance products blindly but will make comparison between various policies offered. Today, they expect life insurance agents to analyze their personal and family needs before designing the most suitable policies for them. Therefore, insurance sales agents must fully understand the customers needs and requirements as well as build a trusting relationship between themselves and their clients to promote long-term mutually beneficial relationship (Crosby, Evans & Cowles 1990). Furthermore, in marketing life insurance, insurance agents are often considered to be marketing complex services (Nik Kamariah 1995). This is because insurance agents are involved in long-term commitment and a continual stream of interaction between buyer and seller. After the sale, agents provide follow-up service and help customers make policy changes in response

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to changing needs. This would justify the importance of continuous research to satisfy the customers in this dynamic marketing industry. Given the criteria above, it is readily apparent that investigation of customer-orientation behavior in life insurance industry is accentuated. A review of work in the area of customer-orientation indicates numerous studies have examined the antecedents of this selling approach. To date, this research has focused on situational and organizational variables which have been shown to influence the development of a customeroriented approach. For example, organizational factors such as market-orientation of the firm, leadership style, and incentive system, locus of decision making, supportive working environment and top management emphasis are among the factors that positively relate to customer-orientation behavior of salespeople (Boles, Babin, Brashear & Brooks 2001; Jaworski & Kohli 1993; Widmier 2002). Unfortunately, practitioners in particular, do not yet have a clear understanding of which, if any, individual factors that may influence customer-orientation behavior among salespeople (OHara et al. 1991; Widmier 2002). This is an important issue because identifying individual factors affecting customerorientation behavior can assist sales managers in recruiting and training of salespeople. Furthermore, the need to examine individual variables is important as researchers suggest that behind an individuals behavior lie a multitude of personal factors that impact a given choice (OHara et al. 1991). Therefore, in light of this research gap, the goal of this paper is to examine the impact of three individual related factors; namely, organizational commitment, self-monitoring and intrinsic motivation on customerorientation behavior of salespeople selling insurance policies. Apart from empirical studies that examined the influence of organizational situational factors as antecedents of customer-orientation behavior, the other component of antecedent factors which have been frequently included in many customer-orientation behavior studies is individual factors. According to Brown and Peterson (1993), individual-related factors include both demographic and dispositional variables related to individual salespeople. As customerorientation behaviour involves individual salespeople, there are a substantial number of studies that examined the influence of demographic factors such as gender (Siguaw & Honeycutt 1995; William 1998), job tenure (Levy & Sharma 1994; OHara et al. 1991; Shoemaker & Johlke 2002), level of education (Boles, Brashear, Ballenger & Barksdale 2000; Lamber, Marmorstein & Sharma 1990; Levy & Sharma 1994), job satisfaction (Pettijohn & Pettijohn 2002; Stock &

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Hover 2002), motivational levels (Hoffman & Ingram 1992; Kelly 1992; Pullins, Haugtvedt, Dickson, Fine & Lewicki 2000) and various types of personal dispositional factors (Brown, Mowen, Donovan & Licata 2002; Giacobbe 1991; Hurley 1998; Widmier 2002) as antecedents of customer-orientation behaviour. However, this study focuses on individual factors such as organizational commitment, self-monitoring and intrinsic motivation as potential antecedents of customer-orientation behaviour. Justifications for the selection of these factors are discussed in detail in sub-sections that follow. Organizational commitment is defined as an individual belief in and acceptance of the organizations goals and values and his or her willingness to exert considerable effort on behalf of the organization (Porter, Steers, Mowday & Boulin 1974). It is a global and stable in nature (Hartenian, Hadaway & Badovick 1994) and is regarded as individual attitudinal component. Considerable work has shown that commitment to ones organization is usually accompanied by greater work motivation (Lee, 1971) and a desire to make the firm more effective and prosperous (Lawless 1979), as well as to exert visible effort beyond what is traditionally expected in their jobs (Mowday, Porter & Steers 1982). In particular, highly committed members of the organization work harder to achieve goals (Angle & Perry 1981; DeCotiis & Summers 1987). Consistent with company practices that actively encourage salespeople to focus on customer service (Dubinsky & Staples 1981; Dunlap, Dotson & Chambers 1988), studies undertaken have found that salespeople who identify with the organization provide greater effort to satisfy their customers. For example, in a study among business-to-business salespeople, Siguaw, Brown and Widing (1994) demonstrated that the degree of organizational commitment salespeople exhibit, influence his/her orientation toward the customer. Similarly, OHara et al. (1991) found increased level of organizational commitment among the salespeople working in industrial and advertising setting led them to embrace customer orientation in their day-to-day dealings with customers. They argued that salespeople who are committed to their employers would be more likely to support the organizations goals regarding the development of customer satisfaction. Kelly (1992) also demonstrated that committed employees in banking institutions are more likely to support the organization as it attempts to build long-term customer relationship which is reflected in the salespeoples willingness to engage in activities that may sacrifice a short-term reward. This is similar to the finding of Pettijohn and Pettijohn (2002), who found that

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salespeople in retail setting who were committed with the company undertake greater efforts required to provide customers with greater level of satisfaction. In general, the above studies suggest that in retail setting, business-to business organization and banking institution, greater efforts to engage in customer-orientation behavior are shown by salespeople who are committed to the organization. One plausible reason is because those who value organizational membership are willing to exert considerable effort, which in turn translates into high level of focus more on meeting customers needs. Hence, based on the literature above, this study investigates further the impact of organizational commitment as one of the predictor variables for salespeoples customer-orientation behaviour by looking into the insurance industry environment, where the salespeople are working on an autonomous or semi-autonomous basis. This is in response to OHara et al. (1991) argument that the influence of antecedents of customer-orientation vary across different selling environment. Apart from organizational commitment, another personal-factor chosen as a variable in the present study is the personality trait of self-monitoring. Despite a number of personality traits found associated with customer orientation behavior, self-monitoring has been chosen as a personality variable to be examined in the present study. One main reason is because self monitoring has been found as a relevant personality trait in Indian insurance environment (Nik Kamariah 1995). In Indian insurance industry, self-monitoring was found to be an appropriate personality characteristic of insurance agents, where they need to make adjustment according to different situations and customers needs (Nik Kamariah 1995). Working in a multicultural society requires Indian insurance agents to adapt to different and distinct groups of customers. Besides, working independently without overseers or peers requires the agent to monitor oneself if he/she wants to be successful. Therefore, sales agents with self-monitoring trait are better at dealing with various types of customers. The appropriateness of self-monitoring is further supported by theory of self-monitoring which suggests that those with high self-monitoring are sensitive and responsive to social and interpersonal cues of situational appropriateness (Snyder & Gangestad 1986). High self-monitors are attuned to role expectations, but the low self-monitors insist on being themselves despite social expectations. Hence, people who are high in self-monitoring will demonstrate more cross-

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situational variability in behaviour than people who are low in self-monitoring (Spiro & Weitz 1990).

Furthermore, compared to other personality types, self-monitoring isself-managed behaviours which could be enhanced in a person by training and self-control programs (Howell, Bellenger & Wilcox 1987; Nik Kamariah 1995) and easy to measure through an established instrument (Snyder & Gangestad 1986). Applying to customer-orientation behaviour, it seems that high selfmonitors have greater tendency to practice customer-orientation behavior than low self-monitors. High self-monitors, with more sensitivity and responsiveness to social and interpersonal cues are expected to display higher customer-orientation behaviour in their selling activity to satisfy customers needs than those with low self-monitors. This is consistent with the proposition made by Spiro and Weitz (1990) and Verbeke (1994) that sales people with high self-monitoring trait have higher tendency to develop relationship with customers than those with low on the trait. They discovered that salespeople who scored high in self-monitoring measures seem to be able to tailor their personality to any particular situation. This allows selfmonitors to provide appropriate information to which the listeners respond and encouraging a positive feedback in the conversation. Similarly, Eppler, Honeycutt, Ford and Markowski (1998) have shown that salespeople with self-monitoring personality trait appear to alter their behaviour because of a desire to be accepted by others. They further noted that this acceptance by others creates a positive environment between the salespeople and the buyer; thus increasing the likelihood of sales success.

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However, despite the positive relationship, the study by Widmier (2002) discovered no significant impact of self-monitoring personality type on customer-orientation behaviour among sales personnel working in industrial firms. He relates this with the level in which selfmonitoring operates. Although one dimension of self-monitoring which is the ability to perceive social situation is conceptually similar to perspective-taking (the ability to understand and predict anothers thought, feelings and actions) which he found to have significant impact on customerorientation behavior, self monitoring measures salespeoples ability to interact with multiple people in a social situation while perspectivetaking is at one-on-one or individual level. This seems contrary to previous studies (Eppler et al. 1998; Spiro & Weitz 1990; Verbeke 1994) who generally found a positive linkage. Based on the findings about self-monitoring and customerorientation behavior relationship, most of the studies have shown that certain characteristics in people with self-monitoring have a positive impact on customer-orientation behavior. However, the impact of this personality trait on insurance agents is not empirically investigated although it is found as a relevant personality trait in Indian insurance environment. Therefore, the potential impact of this factor on Indian insurance agents merits further investigation. Another individual factor which is the focus of this study is motivational orientation. Various components of motivational orientation found to be predictive of human behavior. In the context of customer-orientation behavior in particular, various dimensions of motivational orientation such as arousal of effort, direction, as well as intrinsic and extrinsic motivation have been examined with respect to customer-orientation behavior (Boles et al. 2000; Hoffman & Ingram 1992; Katerberg & Blau 1983; Kelly 1992; Weitz et al. 1986). Previous researchers found that the arousal of direction and effort of employees are important facets of motivation (Weitz, Sujan & Sujan 1986). Correspondingly, Kelly (1992) examined the impact of these dimensions on customer-orientation behaviour of bank employees. Arousal of effort considers the amount of effort an individual exerts during the performance of a task (Weitz et al. 1986) while motivational direction focuses on the appropriateness of the particular activities into which effort is directed and maintained (Katerberg & Blau 1983). Kelly (1992) found that amongst bank employees, only motivational direction was positively related to customer orientation, whereas arousal of effort was not significant. Motivational direction of employees may have a greater influence on behaviour in situations where a great deal of latitude is provided to employees

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(Sujan 1986; Weitz et al. 1986). In many cases, the financial services setting from which the sample for his study was drawn provides this latitude to employees regarding the level of customer-orientation they can display in the performance of their duties. Another dimension of motivational orientation which sparked interest in the study of customerorientation behavior is the intrinsic and extrinsic motivation. Intrinsic motivation is defined as the motivation to seek rewards derived directly from content of the task or job itself whereas extrinsic motivation is the motivation to seek rewards derived from the environment surrounding the task or work-associated with the context of the task or job (Spiro & Weitz 1990). In relation to that, Deci and Ryan (1985) and Hodgins, Koestner and Duncan (1996) found that salespeople with intrinsic motivational orientation promote open, non-defensive interaction and are satisfied from being able to help others satisfy their needs. They also initiate and regulate job-related activities autonomously (Keaveney 1995). Therefore, people with intrinsic motivational orientation tends to select job tasks and strategies that are consistent with their own, personal conceptions of how to do a job well rather than being controlled by outside forces (Condry & Chambers 1978). Goolsby, Lagace and Boorom (1992) and Sujan (1986) found that industrial salespeople with higher intrinsic motivational orientations toward their jobs tend to possess greater technical knowledge and have highly developed knowledge about various selling strategies. They also appear to be able to handle work situations that require interpreting conflicting or ambiguous demands as challenging and stimulating aspects of their job responsibilities (Grant, Cravens, Low & Moncrief 2001). Similarly, Weitz et al. (1986) reported that retail salespeople with intrinsic motivation were more likely to alter their sales behavior to match with the selling environment because they are driven to be creative and to gain mastery over their job. Further, Spiro and Weitz (1990) demonstrated that salespeople with intrinsic motivation are likely to engage in adaptive selling behavior and provide informational feedback to their companies and in behaviors that control their selling expenses. Additionally, Hoffman and Ingram (1992) found that intrinsic motivation are positively correlated with customer-orientation of service providers, and that intrinsic motivation plays a more significant role than do extrinsic motivation in developing customer orientation behavior. Boles et al. (2000) discovered that intrinsically motivated insurance agents are more

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likely to express cooperative intention behavior to their customers. The positive association is perhaps because they are more motivated in doing what they think the job requires. The above discussions show that intrinsic motivation plays a significant role in enhancing salespeoples customer-orientation behaviour. Apart from studies undertaken in business relationships, studies relating to other types of relationships also reported the importance of intrinsic motivation. For example, in student-parent relationships students higher in autonomy orientation (intrinsically motivated personality) had more pleasant and more honest interactions with their parents (Hodgins, Koestner & Duncan 1996). Similarly, Blais, Sabourin, Boucher and Vallerand (1990) found high autonomy orientation relationship partners saw problems more as challenges and handled them better. These partners are also more open, adaptive and happier with the relationship. Hence, salespeople who are intrinsically motivated see selling as inherently rewarding. Sujan (1986) further supports that intrinsic motivation is related to working smarter, making better choices about the approach to use and be creative at work. Similarly, Keaveney (1995) in her study among retail buyers found higher levels of intrinsic motivation toward jobs influenced them to gather information for decision making from a greater number of different sources. Furthermore, she found intrinsically motivated retail buyers maintained significantly more positive boundary spanning relationships with vendors than did extrinsically motivated buyers. From the discussion above, it appears that intrinsic motivation has generally produced supportive evidence for the relationship with customer orientation behavior. However, since most of these studies have been conducted in Western countries, the consistency of prior findings in another country such as India is a relevant extension of knowledge (Grant et al. 2001). Thus, motivational orientation is included as a potential antecedent of customer-orientation behavior in this study. Given these findings, greater levels of intrinsic motivation can be expected to lead to sales techniques emphasizing a greater customer orientation.

INTRODUCTION TO INTERNAL MARKETING Internal marketing was first proposed within the services literature in the 1970s as a solution to the problem of delivering high quality service (Vary and Lewis, 1998). Internal marketing is a concept aimed at developing customer conscious employees that will consistently deliver

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superior quality service to the external marketplace (Papasolomou-Doukais, 2003). Internal marketing depends on a variety of individual activities throughout the organisations and it attempts to inform and educate the employee regarding the organisations mission the benefits of the product or service being sold, and the expectations of the organisations customers (Vary and Lewis, 1998). Such a programme aimed at generating employee commitment is not new as it is inherent in total quality management literature. According to Ahmed and Rafiq (2002, p.1) internal marketing requires: The acceptance of marketing techniques and philosophy within an organisation Customer orientation and a market orientation A participative approach to management A strategic approach to human resources management The coordination of all management activity to achieve customer or market orientation or customer focused management.

Definition of internal marketing Internal marketing is an ambiguous concept (Flipo, 2000). The term internal marketing is used widely as a means of highlighting commitment to improving the effectiveness of the services offered by an organisations resources (Gilmore, 2000). Internal marketing is not a departmental function rather an organisational activity as the entire resources within the organisation must be coordinated (Hogg and Carter, 2000). The definitions reviewed within the literature highlight the ability possessed by internal marketing to improve service quality through an organisational effort. The definitions encountered within the literature can be categorised according to three perspectives, the internal customer, the development of a customer orientation and the theory of internal marketing as an implementation mechanism. For the purpose of this paper the group will focus on the customer orientation perspective as it is relevant in the context of high contact service employees.

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Customer Orientation Internal marketing has been defined as the approach employed by the organisation to advocate the philosophies of customer and service orientation throughout the organisation through the motivation of employees (Varey, 1994). In this context the organisation attempts to instil a set of values related to achieving a superior service climate within the employees belief systems (Varey, 1994). Barnes (1998) approaches internal marketing in a similar manner by defining it as actions taken by the organisation to ensure that customers receive the highest standard of service due to the employees commitment to service quality. The organisation cultivates employee commitment by encouraging the use of customer focused quality techniques (Ballantyne, 1991). In the context of customer orientation internal marketing considers the attraction, retention and motivation of service-minded employees. The motivation of employees is not enough in itself, as the customer orientation, must be communicated into the external marketplace through employee action (Rafiq and Ahmed, 2000). George (1990) illustrated that relational exchanges between employees within an organisation should be considered a prerequisite for successful exchanges with external markets. The satisfaction of the internal customer is of critical importance as; satisfaction will ultimately effect the satisfaction of the external market (Ballantyne, 1997). Internal marketing is a technique implemented by the organisation in an attempt to ensure the provision of excellent service. The Models of Internal Marketing

Gronroos (****) believes Internal marketing is concerned with ensuring employees are consistently conscious of delivering service quality (Appendix 1). The model highlights how internal marketing should be supported by management with information exchange, recruitment and training and employee decision making (Rafiq and Ahmed, 2002). Employees realise the importance of their position within the organisation and develop into satisfied individuals. The model stresses the importance of interactive marketing in conjunction with internal marketing. Interactive marketing is aproposed with how customer contact employees take care of customers

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during service encounters (Bitner and Evans, 1993). By improving the service encounter through internal marketing customer satisfaction and employee motivation can be increased. However, Gronroos (****) does not encapsulate all the elements of internal marketing (Rafiq and Ahmed 2000). The elements of internal marketing identified by Rafiq and Ahmed (2000) include: Employee motivation and satisfaction Customer orientation and customer satisfaction Interventional co-ordination and integration Marketing like approach to the above Implementation of specific corporate and functional strategies

Rafiq and Ahmed developed a comprehensive model of internal marketing based on these elements (Appendix 2). According to the model the use of a marketing like approach is fundamental in internal marketing, as it incites the employee to become customer orientated through motivation and coordination of functional departments (Rafiq and Ahmed, 2002). Job satisfaction is incorporated due to the belief that if the internal customer is satisfied in the service position this satisfaction will be transferred to the external customer (Rafiq and Ahmed 2000). Empowerment is integrated into the model to highlight the importance of allowing the employee flexibility in terms of decision-making during the service encounter (Rafiq and Ahmed, 2000). This model focuses on the area of service quality so it is largely applicable in the service industry. The objectives of internal marketing Internal marketing aims to improve customer consciousness by changing the beliefs of the front line employees (Ahmed, Rafiq and Saad, 2003). Helman and Payne (1992) believe the objectives of marketing depend on the reason it is being implemented. Internal marketing may be concerned with improving employee routines through internal motivation. Internal marketing may be

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concerned with ensuring the entire organisation understands each departments function within the organisation. The internal marketing function may be aimed at marketing the organisations product or services to customers. Internal marketing aims to improve the overall business process within an organisation to ensure that resources to progress the organisations aspiration are made available to the internal customer (Joesph, 1996). MOTIVATING SERVICE EMPLOYEES: As previously discussed, the service encounter and internal marketing include the use of motivation, as a perquisite for their success in the marketing of services. Management need to be aware of motivations exact connotation to comprehend its use to their business. Motivation can be defined as the development of a desire within an employee to perform a task to his/her greatest ability based on that individuals own initiative (Rudolf and Kleiner, 1989, p. 1). By analysing the definition, one can ascertain, motivation to be the level at which an employee will perform a specified activity for the company, an imperative function for success. Motivation can also mean employees strive to reach peak performance every day, enjoy the continual challenge of improving results, genuinely care about their peers and their company, and will maintain positive results (Evenson, 2003, p.21), or as the willingness to exert high levels of effort toward organisational goals, conditioned by the persons ability to satisfy some individual need (Robbins, 1993 as cited in Lu, 1999, p. 63). The definitions of motivation, lead an organisation to believe their employees will perform their specified tasks better than the norm and will genuinely wish to do so, while this is important for the business, motivation can also have other benefits. Carlsen (2003) believes a motivated workforce is essential, as the complete participation of employees will inevitably drive the profitability of the organisation. Another paramount concern for management is, motivating their employees relates directly to the perceived increase in performance the employees with deliver from managements participation in the exercising of motivation techniques, therefore, there is a direct result between the levels of motivation and managements participation. (Tyagi, 1982).

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Certain academics have linked motivation as being a key determinant of job performance and how a poorly motivated force will be costly in terms of excessive staff turnover, higher expenses, negative morale and increased use of managements time (Jobber, 1994). and dissatisfaction develops among employees (Jobber, 1994). with the educating of employees. Therefore, management need to know what exactly motivates their staff so resources are not misallocated While motivation is a key determinant of performance, management must not neglect how motivation is the also concerned Darmon (1974) believe motivation is the educating of employees to channel their efforts towards organisational activities and thus increasing the performance of the said boundary spanning roles. If management neglect to educate and motivate their employees, they will inevitable become dissatisfied or disenchanted with their job. Disenchantment in the workplace leads to absenteeism, turnover, sick leave, strikes, grievances and even accidents. Denton (1991) believes a motivated workforce would alleviate disenchantment felt by employees and improve these factors. Denton (1991) also believes a motivated workforce will lead to greater understanding, acceptance, commitment to implementation, understanding of objectives and decision making between management and employees. Finally, motivation can also be used as a tool to develop further, the high performers and ensure they are satisfied with their work activities. Green (2000) envisages motivation to be proactive in the sense of; in dealing with employees who are high performers, motivation is essential, otherwise their performance will decline or they will simply leave the job. In the area of dealing with low performers, motivation is a prerequisite, otherwise these employees will drag results down, lower productivity and certainly wont leave the organisation, as they will have nowhere else to go. Gap Model:The Gaps Model provides an integrated framework for managing service quality and customerdriven service innovation. In the years since the models introduction, service quality, service innovation, and customer focus have all become increasing important as competitive strategies for organizationsthus foundational, integrative frameworks have more relevance across more industries than ever.

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Theory of the Gap Model:Perceived service quality can be defined as, according to the model, the difference between consumers expectation and perceptions which eventually depends on the size and the direction of the four gaps concerning the delivery of service quality on the companys side. Customer gap = f (Gap 1, Gap 2, Gap 3, Gap 4). The magnitude and the direction of the each gap will affect the service quality. For instance gap 3 will be favourable if the delivery of a service exceeds the standards of service required by the organization, and it will be unfavorable when the specifications of the service delivered are not met. The centerpiece of the model is the Customer Gap the gap between customer expectations and perceptions of the service as it is actually delivered. The ultimate goal is to close this gap by

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meeting or exceeding customer expectations. The other four gaps in the model are known as the provider gaps and each represents a potential cause behind a firms failure to meet customer expectations: not listening to customers (Gap 1); failing to design services that meet expectations (Gap 2); performance and service delivery failures (Gap 3); and not communicating service promises accurately (Gap 4). At its most basic level, the logic of the model suggests that the Customer Gap is a function of any one or all of four provider gaps.

Strategies to increase the market share in Pension Policies:To stay competitive and to increase market share insurance companies must practice the modern marketing concept. This is even more important for a compulsory pension product like Max New York, as the only way to increase market share is to have superior service quality, leading to a superior product thus causing potential customers to switch companies. Successful companies

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today practice the modern marketing concept (this can be reviewed in any standard marketing text) which views the customer as the focal point of all marketing activities. There are four premises to the marketing concept: (1) there is a customer orientation that argues that a firm can be more successful if it first considers the customers needs and wants. This sounds simple in theory but in actual practice is difficult to implement as the company often is driven by its own needs and wants, which can differ vastly from those of the customer. (2) To correctly identify the customers needs and wants requires a continuous program of market research. It is important to ask the customers what they need and want too often companies and management merely assumes they know what the customers need and want. Why a continuous market research program? Customers, competitors and companies micro and macro environments change. (3) All activities within the firm need to be integrated so that all departments function like a team working towards the same goals and objectives. Each department must see themselves as an integral part of the team that is in the business of delivering a service to a set of customers. Departments within a company often have their own goals and objectives, and if they are not well integrated can leave individual departments functioning at odds with the goal of delivering the service so that it best fulfills the needs and wants of the customer, thus losing customers to the competition. (4) If a firm operates as if it were a team, carries out continuous market research, has the customer as its focal point and delivers the service to best fulfill the customers needs and wants--this provides a quality service, which leads to customer satisfaction, which in turn will lead to loyal customers, repeat business, growing market share and greater revenue. The marketing mix is the elements, an organization can control to communicate with customers and to satisfy customers needs and wants. Traditionally the marketing mix has four elements: Product, Place, Price and Promotion. The traditional theory for these four elements was developed for goods and cannot be directly applied to service products; they must be applied using a services marketing perspective (Zeithaml & Bitner, 1996 for a good review of services marketing principles). In services marketing there are three more elements that must be considered: People this includes customers as well as employees, Physical Evidence this includes the environment in which the service is delivered and includes all the tangible parts that facilitate the delivery of the service or communicate to the customer about the service, and

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Process this includes all the procedures, mechanisms, and operating systems by which the service is delivered. These seven elements or 7 Ps are central to a companys marketing decision making and marketing strategy, especially the last three Ps for services marketing. The 7 Ps have an impact on the customers decision making process to purchase as well as influencing their levels of customer satisfaction and repurchase decisions. The services marketing triangle (see below, Kotler, 1994, p. 470) illustrates that there is not just one type of marketing but three types of marketing that must be carried out for an insurance company to succeed. Our central premise is to the customer, it is making a promise about how the service will be delivered and the type of quality that can be expected.

On the left side of the triangle, we have internal marketing. This involves the marketing efforts a company must perform with its employees. This includes how the company attracts the right employees, their hiring practices, the training procedures, and motivation and employee rewards. The employees must be able and willing to deliver the promise as made by the company to the customer. The primary assumption underlying internal marketing is that employee satisfaction

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and customer satisfaction is inextricably linked. Thus, creating employee satisfaction is as important as creating customer satisfaction. On the right side of the triangle, we have external marketing. This includes all the activities and marketing mix elements a company uses to communicate to the customer before the service is actually delivered. This is how the company tells their customers what they are promising to deliver. External marketing plays a vital role in the formation of customer expectations of the service they hope to receive.

These three types of marketing are inextricably linked, without one a total marketing effort cannot be supported. Each side of the triangle represents significant challenges for the insurance marketing manager. Insurance marketing managers need to consider the 7 Ps of the services marketing mix, the unique challenges and questions facing services marketing managers, and they need to address the issues highlighted by the services marketing triangle.

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Chapter 4:- Research Methodology

How organizational commitment can be a forecaster variable for salespeoples customer orientation behavior for selling pension schemes, that what the study looks in to basing on the discussion above. Basing on the argument, it can be theorized that 1: There is an optimistic relation between organizational commitment and customer orientation behavior. 2: one can be pretty much optimistic about self-monitoring when customer orientation behavior is the topic of consideration. 3: when it is all about customer orientation behavior then intrinsic motivation can be an optimistic relation. Before plunging in to deciding the different tools to be used for the study, a pilot study was conducted. The sample of the pilot study consists of 30 part time and full time agents doing insurance from companies which do not participate. The study was conducted with researchers and respondents. Researchers did questionnaire to sort out difficulties in wording and to answer respondents questions. The smoothness with which the questionnaire completes that was the main aim of the researchers. The pilot study data was used in the reliability test of each tool or instrument. The study population consisted of full-time insurance agents working in Max New York Life Company in different branches in Mumbai. An important characteristic of the sample was to

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select the sales agents who work on full-time basis and have worked with the organization for more than a year. Only full-time life insurance agents were included in this study to eliminate differences between full-time and part-time agents (Leong, Randall & Cote, 1994). The requirement to select only those with more than a year experience was necessary to ensure that all respondents have some knowledge and experience in sales jobs, so that they were able to answer the questionnaire accurately. Furthermore, with more than a year experience, they were able to determine their performance, in terms of annual income and target achievement. Therefore, in the present study these two characteristics were controlled. Demographic Profile of Respondents: Consistent with a male-dominated industry under investigation, majority (71.9%) of the respondents are males. This is common in the insurance industry as reported in Update (2003), male agents continue to dominate the profession of life insurance selling. As the profession of life insurance agents demands hectic travel schedules, it is more suitable to the young and as expected, 76 percent of them are considered young (below the age of 40 years old). This is consistent with the industry standard where Update (2003) reported that the majority of agents in the industry are less than 40 years old. In terms of academic qualifications, the minimum education requirement to be an agent is the completion of SPM/MCE or 11 years of formal education. It is not surprising that majority (60.7%) of the respondents in the present study had indicated SPM/STPM as their highest academic qualifications. This is consistent with the industry trend whereby agents with SPM/STPM qualifications continue to form the majority group (Update, 2003). Since Million Dollar Round Table (MDRT) membership includes only the extremely successful agents in the life insurance industry, it was found that only 4.7% of the respondents are MDRT members. This generally reflects the industry hierarchy where about 10 percent are at the highest level of the profession (Update 2003). In general, the working experience in the present company and in the life insurance industry among respondents is short. Majority (75.1%) of the respondents have less than five years working experience in the present company and 60.2% in the insurance industry. This is in line with the age structure where most of the respondents are young (below 40 years) and consistent with industry trend, where the majority of the agency forces comprised of agents who have less

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than two years of experience in the industry (Update 2003). To conclude, the above discussions indicate that the sample of this study does not deviate significantly from the general population of insurance agents and the sample is therefore deemed representative of the population of interest. Internal consistency of scales with Cronbachs alpha reliability coefficient was one criterion for choosing past tools. Table 1 shows the consequences on measure for pilot study. For research purpose the range used is 0.62 to 0.78 for reliability estimates. The range used for research purpose is called Nunnally 1978. The scale used for research purpose can be a regarded as the reliable range. The pilot test finds many problems like questionnaire content, understanding of items and time taken. Many false sentences were traced and rectified accordingly. The hypothesis was derived on the basis of data collected during the survey. Multi stage probability sampling was used as a procedure of sampling. Many insurance industries like Howe, Hoffman & Hardigree 1994, Nik kamariah 1995 in which similar studies were conducted.

Branch managers were not agreeing to detail about the exact number of agents in the beginning of the survey. The main reason behind this was that the banks were maintaining secrecy over the fact. The reason at times was that the bank managers were unsure about the number of active and inactive agents in the company. For making a good survey proportionate sampling is needed. The proportionate sampling can be done with the proportionate data. Since, the data availability was a big impediment so; equal numbers of agents were divided in to two groups of twenty five each. The number of agents required for survey was very small, so all the companies were agreed to this.

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NON-RESPONSE BIAS Non respondents were treated at par with the late respondents according to Armstrong and Overton (1977). This procedure is all about making partition in the responses which are early responses and late responses and then comes the t-test basing on the key variables of the study. Early response is a response which is received within a month of distribution and that to before any follow-ups and late response is the response which returns after a month of distribution and after follow-ups. The number of early respondents was 133 and the number of late respondents was 312. The result of non response test is displayed in the table 2. P less than 0.05 are considered as the significant level. The p value analyses did not show any difference between the two groups. Non response bias did not have any crucial influence on the generalizations of the results of the study, which can pretty well be concluded. The analysis was done with 445 responses. MEASURES Using multiple item measures the constructs were measured. The scale used was a 5 point one. The 5 point indicated strongly agree and the point 1 indicated strongly disagree. One can refer to the appendix for the viewing sample of measurement items. A small version of Saxe and Weitz (1982) SOCO scale modified by Thomas, soutar and Ryan (2001) was used to measure customer orientation behavior which consists of 10 items.

Owing to avoid response tiredness the smaller version was used. The study should be made a big one with the use of multiple item scales which was why the smaller version was used. Respondents were asked about their selling intension in relation to the customers needs and

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satisfaction. The biggest question was that whether they were concerned about the customers needs and satisfaction or not. For the purpose of matching the domain with the local agents the wording of the scale was modified for the purpose of present day study. In the year 2001 Thomas et al. found the range between 0.7 and 0.91 as the reliability of the measurement. This range was found to be the perfect range for the researchers. Cronbachs alpha was found in the present day study to be 0.86 as from the table 3. This indicated its reliability for the study of organizational commitment using nine item measures from porter et al. (1974). Agreeing with the possible feelings with which an individual works with a company or organization is required by the respondents to be indicated. It is rife in the sales and insurance setting. The famous sales and insurance setting are Johnston, Parasuraman, Futrell & black 1990; Low et al. 2001; siguaw et al. 1994. The reliability scale was 0.80 to 0.90 in general. 0.90 was reported by Low et al. (2001) as internal consistency. The reliability coefficient for this was 0.77. Now comes self monitoring and its relation with customer behavior. The measurement of self monitoring was done with a tool made by Snyder in the year 1979 and the tool underwent rectifications in the year of 1986 by Snyder and Gangestad. The items in the tool were made with 18 statements. Modifying self presentation and the sensitivity to aver characters to others through ones potential and wish was what the self monitoring tool lingered around. Alpha which is the reliability coefficient lies in the range of 0.70 to 0.81 in the past studies done by Browne & Kaldenberg in the year 1997 and Verbeke in the year 1994 and 0.87 in the present day study. Intrinsic motivation was measured using a four item scale which was developed by Anderson and Oliver in the year 1987. This scale was used by Craven, Ingram, Laforge, and young in the year 1993, low et al. in the year 200 and Oliver and Anderson in the year 1994. The motivation of salespeople towards job is measured by the above four item scale. The motivation is all about personal satisfaction which one feels towards the job. Awards are given to encourage people or employees in order to work well and which work as a motivation towards work. The four item scale measures the degree of motivation of the people towards job when they get rewards for their work. Low et al. in the year 2001 showed that the reliability coefficient can be 0.77 of this instrument. But the alpha from the present day study is found to be 0.87. In the year of 1978 stated 0.70 as the cut off range. Since the values of alpha were in between 0.77 and 0.86 and well above the cut off level of 0.70, the constructs were termed as reliable. Table 3 depicts the

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standard deviation and reliabilities of the scale. To form composite scores the items for each measure were averaged for further analysis.

Mixed Method Approach Mixed method research is the only way to reach at the destination, in this particular research. The aim of the mixed method approach is to give the freedom to the research conduction fellow at the time of giving answers to the various research questions, rather than confiding him or her. Rather than a limiting form of research, the mixed methods research is a creative and expansive form of research. Neither the qualitative nor the quantitative method is fully capable alone to capture the details and trend of a particular situation; that is why mixing is inevitable. But as both the qualitative and quantitative method is complimentary to each other, so they produce great result, when employed along with each other. When employed simultaneously, they help the researcher to delve more into the topic and that to without facing much trouble. A word of caution, though these two methods produce great results, when employed together but there are some constraints are there, to employ these two methods together. However, a research conducting person can get the better understanding of the phenomenon by applying these two methods at one go. Going for the two methods simultaneously also helps the researcher to draw samples easily from a population to conduct the research. Many steps are required to chalk out a mixed methods research but most of the steps are more or less similar to that of the traditional research methods. Some of the steps are research questions,

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to decide the aim and purpose of the work or study, and which types of data should be collected. This also includes making a decision, whether to use explicit theoretical lens at the time of integration procedures, data analysis identification, and data collection procedures or not. The below mentioned methods are getting used combining, in order to achieve meet the objective of this particular study. Field-based research Desk-based research Case study research Field Based Research In this way of doing research, the primary data will be collected by conduction semi-structured or structured interviews of the top management level executives of various retail firms. Thereafter, this primary data will be processed to find out answers for the question related to strategies of sales promotion online. This method of research mostly takes the help of close ended questions to muster defined answers. However, this method also employs both close ended and open ended questions to address some complex issues. The process of interviews is more or less flexible and the only aim of the interviews is to understand and explain the patterns, events, and forms of behavior. Desk-based Research Desk-based research technique is used to obtain a clear idea about the subject under study. Secondary data collected and processed with the help of desk based research. The secondary data can be survey based data, documentary data, or multiple sources data. It is easy for the researchers to find secondary data as that can be easily found in libraries and even in the web space. The easy availability of secondary data makes the desk based research comparatively easier than the other research methods. While looking out for a sampling method I was perplexed given the fact that there were innumerable methods, which deteriorated my case rather than helped me. I had to go through

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each method intensively and then finally try making out which one is better for me. However, I was happy to have acquired plethora of information on this front. Following are sampling methods Different I went Types through and of their description: Sampling

A sample can be made in various styles. However, samples can be broadly grouped divided into two categories; those are probability and non-probability samples ( Okechukwu Ukaga & Chris Maser, 2004) Probability Samples This particular type of samples is created by random selection. Each of the samples comes from a population of interest. Let us discuss the four most important categories of probability samples. . ( Earl R. Babbie, 2006) Simple Random Sampling Simple random sample is the most common and widely known type of the random sample. In case of the simple random sample or SRS the probability of the selection remains exactly same for each and every case in the population. In SRS n numbers of sample is collected from a population of size N; so that there is a chance of each and every sample size getting drawn. . (Sergey Dorofeev, Peter Grant, 2010) Only an example could explain the above mentioned fact properly. There are 100 eligible voters are there in a place and you have to carry out a survey by including 10 voters. Then, just do one thing; write down the name of the all voters in a plain paper. Then, cut the name piece of the whole paper into 100 pieces with name of one voter in every piece of paper. Then, put all those papers in a box, shake that well, and pick one of them. Then, again shake the box and choose any one of them. Repeat this procedure for 10 times, you will end up with selecting 10 names of the voters. In this procedure, there is chance of every name getting selected. The probability of every name getting selected is equal. This method is a good method to choose samples, as the probability of getting selected is equal for all but it is not possible to implement this method, in real life. It is a cumbersome job to write

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names of a millions of voters and then make slips and then choose thousand from them. There are many other reasons for which you should not choose simple random sampling. Let us discuss those reasons. Example 1 Suppose, you have a task in your hand to compare the incomes of Hindus and Muslims in a population, where both of them are present in almost equal number. Let the size of the population is 1000 and you have to pick only 100 of them and out of 100, 50 should be Hindus and rest Muslims, so you can make a fair comparison. In this case, if you choose the random sampling method to draw 100 samples out of 1000, then there is no guarantee that out of 100 samples, you will find 50 Muslims and 50 Hindus. So, it is better to take any alternative way than the simple random sampling. It is better to divide the population into Hindus and Muslims first and then adopt the simple random sampling method. Example 2 Let us think that your frame of sampling is the telephone directory of a particular city, which has more 2 millions of entries. In this case SRS would not be very effective and would be very time taking. First of all, here you have to assign every name with a phone number and that is beyond the scope of SRS and the size of the sampling is also huge; so better is to go for systematic sampling. Example 3 For instance, the task in your hand is to pick 100 samples of the employees of bars of London. However, you dont have any list of bars of employees. Then, there is no data available in front of you to carry out the SRS. Even if, you collect the name of all bars of London for the sampling, that is not also enough, as you have to take employees of the bars as samples. If you go ahead and find out the names of the employees of each bar and carry out a SRS, then there is a chance that employees of some bars will not be drawn at all, and that is against the requirement. In all the above discussed examples, we finds out that SRS could not be effective in most of the cases. You have to take any alternative way than SRS. No one can deny that SRS is the easiest

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and most secular way to select samples; however, one can adopt that method only in very limited occasions. In other situations, you have to follow any different way to draw the samples of your requirement. Stratified Random Sampling In case of this method of sampling, the whole population is first of all divided into minimum two or more exclusive groups, by factoring in any criteria of interest. After dividing the whole population into smaller exclusive groups, then the simple random sampling method is applied to obtain the samples for final requirement. (Frederick J. Gravetter, Lori-Ann B. Forzano, 2004) This method could be applied in the example 1. The best way to take samples in example 1 is to divide the mixed population into Hindus and Muslims and carry out the simple random sampling. There are many benefits of this method and there are some cases, where sampling could be done, by adopting this method only. The first benefit of this method is, this divides a large pool into small exclusive pools; so it makes the condition favorable for the simple random sampling. Simple random sampling is easier to carry out in smaller pools than larger pools. The second reason is, it helps the sample takers to achieve at their objective. In case of the example one, one could not achieve at the objective of getting 50 Hindus and 50 Muslims as the end samples, if he or she carries out the simple random sampling. Simple random sampling applied on the mixed population never resulted in 100 samples, out of which 50 are Hindus and 50 are Muslims. In case of taking samples of a population, where there is a mix of people from different races, stratified random sampling is the one and only way to go to get the result. Stratification is a widely used technique, as far as sampling is concerned. This technique finds utility in most of the cases for below mentioned reasons. It is required to divide a large population into smaller sub-populations at the time of taking samples. After dividing into sub-population, each and every sub-population is considered as a population and studied, accordingly.

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In some cases, stratification technique is used for administrative convenience. For

example, if the company, which is taking the survey has branches at different locations, then each branch studies a particular population and the parent company stitch the data comes from different branches to arrive at the final conclusion. In case of some sub-population, the sampling problem could be inherent like people

residing in institutions like hospitals, hotels or prisons. In case of heterogeneous population, the stratification is the only way to carry out the

sampling. Stratification makes the heterogeneous population into many homogeneous populations. Sampling done in every homogeneous population and finally stitched together for the ultimate report. and Systematic Sampling This method of taking samples varies greatly from the simple random sampling. However, it can be called as a variant of simple random sampling. In this method, the whole population is listed down first and every nth element of list is taken as the sample. . Look at the example 2 mentioned above. One has to pick 2000 entries from a list of 20,00,000 people, who have telephone connection; if the person applies the systematic sampling method, then he or she would consider the name of the people appearing at n=1000, n=2000, n= 3000 so on. ( Earl R. Babbie, 2006) Stratification method of sampling also has some statistical advantages. Almost in all cases others.

the stratified random sample varies only a bit from the statistical parameters like estimated mean

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Chapter 5:- Presentation of data

MEASURES Using multiple item measures the constructs were measured. The scale used was a 5 point one. The 5 point indicated strongly agree and the point 1 indicated strongly disagree. One can refer to the appendix for the viewing sample of measurement items. A small version of Saxe and Weitz (1982) SOCO scale modified by Thomas, soutar and Ryan (2001) was used to measure customer orientation behavior which consists of 10 items.

Owing to avoid response tiredness the smaller version was used. The study should be made a big one with the use of multiple item scales which was why the smaller version was used. Respondents were asked about their selling intension in relation to the customers needs and satisfaction. The biggest question was that whether they were concerned about the customers needs and satisfaction or not. For the purpose of matching the domain with the local agents the wording of the scale was modified for the purpose of present day study. In the year 2001 Thomas et al. found the range between 0.7 and 0.91 as the reliability of the measurement. This range was found to be the perfect range for the researchers. Cronbachs alpha was found in the present day study to be 0.86 as from the table 3. This indicated its reliability for the study of organizational commitment using nine item measures from porter et al. (1974). Agreeing with the possible feelings with which an individual works with a company or organization is required by the respondents to be indicated. It is rife in the sales and insurance setting. The famous sales and insurance setting are Johnston, Parasuraman, Futrell & black 1990; Low et al. 2001; siguaw et al. 1994. The reliability scale was 0.80 to 0.90 in general. 0.90 was reported by Low et al. (2001) as internal consistency. The reliability coefficient for this was 0.77.

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Now comes self monitoring and its relation with customer behavior. The measurement of self monitoring was done with a tool made by Snyder in the year 1979 and the tool underwent rectifications in the year of 1986 by Snyder and Gangestad. The items in the tool were made with 18 statements. Modifying self presentation and the sensitivity to aver characters to others through ones potential and wish was what the self monitoring tool lingered around. Alpha which is the reliability coefficient lies in the range of 0.70 to 0.81 in the past studies done by Browne & Kaldenberg in the year 1997 and Verbeke in the year 1994 and 0.87 in the present day study. Intrinsic motivation was measured using a four item scale which was developed by Anderson and Oliver in the year 1987. This scale was used by Craven, Ingram, Laforge, and young in the year 1993, low et al. in the year 200 and Oliver and Anderson in the year 1994. The motivation of salespeople towards job is measured by the above four item scale. The motivation is all about personal satisfaction which one feels towards the job. Awards are given to encourage people or employees in order to work well and which work as a motivation towards work. The four item scale measures the degree of motivation of the people towards job when they get rewards for their work. Low et al. in the year 2001 showed that the reliability coefficient can be 0.77 of this instrument. But the alpha from the present day study is found to be 0.87. In the year of 1978 stated 0.70 as the cut off range. Since the values of alpha were in between 0.77 and 0.86 and well above the cut off level of 0.70, the constructs were termed as reliable. Table 3 depicts the standard deviation and reliabilities of the scale. To form composite scores the items for each measure were averaged for further analysis.

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Chapter 6:- Analysis of Data TEST OF HYPOTHESIS Multiple regression, guidelines established by Hair, Anderson, Tatham and black in the year 1998were used to test the customer orientation behavior following the influence of the crucial factors which are mentioned in the hypothesis. While collecting data before doing experiments, the data were pretty much taken care not to be under any serious violations from basic assumption made for regression analysis, namely linearity, normality and homoscedasticity. Homosedasticity was done by Hair et al. in the year 1998. In the year 2001 Pallant suggested a way to check the assumptions. The way suggested by Pallant was all about looking for the residuals or scatterpots and normal possibility plot of the regression standardized residuals. All the suggested ways were performed during the regression analysis. The inspection procedure proved the data to be abided by all the basic assumptions. No violation was found in the data collected. The regression was found to be appropriate for the use of various processes.

Table 4 depicts the important correlation between the customer orientation behavior and organizational commitment. The correlation is 0.24 with a p value less than 0.01. The same table also depicts the correlation between customer orientation behavior and intrinsic motivation. The correlation is 0.37 with p less than 0.01. The above two correlations go in sync with the two hypothesis mentioned in the beginning of the topic. Table 4 did not find any significant correlation between customer orientation behavior and self monitoring. That correlation is 0.47 with a p value less than that of 0.01.

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Multiple regression prediction models were developed by Hair et al. in the year 1998. This model considered the customer orientation behavior as the dependent variable. This model was used for all the hypotheses in testing purpose. The results obtained by using this model was tabled in the table no 5. There were three hypotheses which were predicted by the argument. Table no 5 proved that only two of the three hypotheses were significant where another one is not. There are three hypotheses such as 1, 2, 3. Table number 5 supports the hypotheses no 1 and 3 significantly. The relationship between organizational commitment and intrinsic motivation can well be predicted with the value of beta as 0.14 along with the p value less than 0.01. In the similar fashion the relationship between the organizational commitment and the customer orientation behavior can well be established with the beta value 0.25 along with p value being less than 0.01. The hypothesis 2 was rejected. The insignificant relationship is the main reason for this. The insignificant relationship can be well proven from the beta value 0.02 along with a p value greater than 0.01. The hypothesis number 2 was supposed to describe a positive relationship between self monitoring and customer orientation behavior. Self monitoring is not positively related to the customer orientation behavior which is being proved from this experiment. Organizational commitment and intrinsic motivation are positively related to customer orientation behavior which is being proved from this experiment. Out of three hypotheses two are being proved to be true which are 1 and 3 and the second one is rejected which is proved from this experiment. These inventions have developed many significant results. Previously, it has been seen that customer management behavior are different according to their character. But the present study says that the value of customer based policy by insurance agents is affected by the standard of managerial commitment and general influence. The enhancement of managerial commitment is entirely connected to a way of selling based on customer orientation. It basically endorses previous studies by Darby and Daniel (1999) and another one by OHara et al (1991). The studies show that those managers who want to develop a customer based policy for their marketing executives need to work hard to enhance the standard of managerial commitment within all of their employees. According to Darby and Daniel (1999), if an organization does not pay enough attention to their employees in order to make promises,

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the steps raise up for the enhancement of customer based behavior, would not work. A significant connection within a managerial commitment and a customer based practice indicates that high authorities think to enhance a customer orientation of their marketing executive should try hard to generate a comprehension for their marketing persons expectation from organization and maximize marketing person probation and engagement with the concern company by being socialize. The assumption of correct values and required behaviors can be shown by being social, and its output should come in more customer-valued sales executives. Additionally, few proofs of the results of general inspiration has seen among marketing books (Pullins et al. 2000), the initial study has said that general inspiration policy of the marketing executives completely affect their customer based policy. It shows that agents of insurance sector using general inspirational policy (for example, the person works on their task performance besides the compensation they receive by their task performance) are more bent towards their customer based policy for completing their task of selling policies. The best effect of general inspiration on customer based policy is likely because of wanting incentives achieved by performing their job task. The main aim is to get incentives like interest, target and being efficient for employer instead of any prize considering money. For this purpose, they try to become creative to be master in their job field. They are much lured for sharing their information, issue sorting out orientation and more compatible with other partners. Internally inspired people the best to smoothen work environments needful explained irrelevant or blurry needs as aggressive and challenging sides of their job tasks (Low et al. 2001). Excitingly, this study discovers general inspiration like a driver for two other personal factor, managerial commitment and self analyzing, which affect customer based policy. It can be experienced by the exact match of general inspiration with managerial commitment and self analyzing forms and top inter value of general inspiration. There is one arguable cause why general inspiration affects the influence of managerial commitment, is due to as such inspired persons wish to finish their task smartly as therefore they would try all effort to complete their task. This can be observed as wishing to utilize attempt for the organization and in return they get appreciation of organization which offers them an opportunity to grab the tasks and they get payment in return.

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Additionally, general inspiration develops the influence of self analyzing due to implicit quality of as such inspired people is that they seek fun in their performance and fulfilling their tasks. Then it makes them capable to accommodate to the requirement of the performance and take all the changing need a dispute so that they would be accepted by their colleagues as well as their customers. In this way, general inspired person would check self. To describe, when people have these policies, they receive fun while doing their job and thus, they can smoothly balance their acts to justify the requirements of their customers. For the insurance people, it is quite applicable as their job is not come under any supervision, but according to autonomy it needs self inspiration and control as well (Matteson, Ivancevich & Smith 1984). The observing description in the current study which is based on Weitz (1986) has found that individuals with general inspiration accounted greater interest to know about selling by differentiating their way from customer to customer in order to accommodate perfectly to the requirements of their clients. The innovation is also in flow with Boles et al. (2000) that has discovered that marketing people with general inspiration policy are basically value their clients. At last this studys hypothesis which says that self analyzing is associated to customer policy behavior loses to develop any connection within self analyzing with customer based policy. Though this studys respondents have discovered a high self-monitoring standard, as it does not provide any effect on their standard of customer based policy. Repeatedly, it is expected that the influence of self analyzing is included under the effect of general influence. The outcome is not astonishing showing fact that a try to connect with individual traits to marketing behavior is just reasonably booming (According to Dubinsky & Hartley 1986). An unimportant connection also resumes as a less effective affect of traits in describing customer based policy (OHara et al. 1991). Additionally, some study particularly worked on the effect of self analyzing on customer based, the discovery of current study is regular with Widmier (2002) inversely with Eppler et al. (1998) who has discovered that self analyzing is according to accommodative marketing policy which is a component of relational marketing.

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May be self analyzing figure locates into the big category of variables which are not suited to any regular and important method of marketing policy. Though, no one can find any previous study basically worked to affect self analyzing on customer based policy, and the discovery in current study has contrasted to Eppler et al. (1998) who has discovered that self analyzing is completely consisted to accommodative marketing activity which is a main component in relational marketing. The unimportant relationship also resumes with a pattern of less impressive influence of personal facts in describing customer based policy (OHara et al. 1991).

Chapter 7:- Discussion and Interpretation of Findings The below pie chart shows why the customers didnt buy pension schemes from our survey:

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45% people didnt knew about the pension schemes. 30% had lower savings rate to invest in pension shemes 15% says that other investment avenues are better than pension schemes. 10% had some other personal reasons. The below pie chart shows why the Agents didnt sell pension schemes from our survey:

The above pie chart shows that 60% of the agents says that low commission is the demotivating factor in selling pension schemes.

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25% of them says that they dont have sufficient knowledge about the schemes apart from general schemes. 10% of them wants to concentrate in other general insurance schemes like Life cover, Medical etc. 5% had other personal reasons. These inventions have developed many significant results. Previously, it has been seen that customer management behavior are different according to their character. But the present study says that the value of customer based policy by insurance agents is affected by the standard of managerial commitment and general influence. The enhancement of managerial commitment is entirely connected to a way of selling based on customer orientation. It basically endorses previous studies by Darby and Daniel (1999) and another one by OHara et al (1991). The studies show that those managers who want to develop a customer based policy for their marketing executives need to work hard to enhance the standard of managerial commitment within all of their employees. According to Darby and Daniel (1999), if an organization does not pay enough attention to their employees in order to make promises, the steps raise up for the enhancement of customer based behavior, would not work. A significant connection within a managerial commitment and a customer based practice indicates that high authorities think to enhance a customer orientation of their marketing executive should try hard to generate a comprehension for their marketing persons expectation from organization and maximize marketing person probation and engagement with the concern company by being socialize. The assumption of correct values and required behaviors can be shown by being social, and its output should come in more customer-valued sales executives. Additionally, few proofs of the results of general inspiration has seen among marketing books (Pullins et al. 2000), the initial study has said that general inspiration policy of the marketing executives completely affect their customer based policy. It shows that agents of insurance sector using general inspirational policy (for example, the person works on their task performance besides the compensation they receive by their task performance) are more bent towards their customer based policy for completing their task of selling policies. The best effect of general

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inspiration on customer based policy is likely because of wanting incentives achieved by performing their job task. The main aim is to get incentives like interest, target and being efficient for employer instead of any prize considering money. For this purpose, they try to become creative to be master in their job field. They are much lured for sharing their information, issue sorting out orientation and more compatible with other partners. Internally inspired people the best to smoothen work environments needful explained irrelevant or blurry needs as aggressive and challenging sides of their job tasks (Low et al. 2001). Excitingly, this study discovers general inspiration like a driver for two other personal factor, managerial commitment and self analyzing, which affect customer based policy. It can be experienced by the exact match of general inspiration with managerial commitment and self analyzing forms and top inter value of general inspiration. There is one arguable cause why general inspiration affects the influence of managerial commitment, is due to as such inspired persons wish to finish their task smartly as therefore they would try all effort to complete their task. This can be observed as wishing to utilize attempt for the organization and in return they get appreciation of organization which offers them an opportunity to grab the tasks and they get payment in return. Additionally, general inspiration develops the influence of self analyzing due to implicit quality of as such inspired people is that they seek fun in their performance and fulfilling their tasks. Then it makes them capable to accommodate to the requirement of the performance and take all the changing need a dispute so that they would be accepted by their colleagues as well as their customers. In this way, general inspired person would check self. To describe, when people have these policies, they receive fun while doing their job and thus, they can smoothly balance their acts to justify the requirements of their customers. For the insurance people, it is quite applicable as their job is not come under any supervision, but according to autonomy it needs self inspiration and control as well (Matteson, Ivancevich & Smith 1984). The observing description in the current study which is based on Weitz (1986) has found that individuals with general inspiration accounted greater interest to know about selling by

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differentiating their way from customer to customer in order to accommodate perfectly to the requirements of their clients. The innovation is also in flow with Boles et al. (2000) that has discovered that marketing people with general inspiration policy are basically value their clients. At last this studys hypothesis which says that self analyzing is associated to customer policy behavior loses to develop any connection within self analyzing with customer based policy. Though this studys respondents have discovered a high self-monitoring standard, as it does not provide any effect on their standard of customer based policy. Repeatedly, it is expected that the influence of self analyzing is included under the effect of general influence. The outcome is not astonishing showing fact that a try to connect with individual traits to marketing behavior is just reasonably booming (According to Dubinsky & Hartley 1986). An unimportant connection also resumes as a less effective affect of traits in describing customer based policy (OHara et al. 1991). Additionally, some study particularly worked on the effect of self analyzing on customer based, the discovery of current study is regular with Widmier (2002) inversely with Eppler et al. (1998) who has discovered that self analyzing is according to accommodative marketing policy which is a component of relational marketing. May be self analyzing figure locates into the big category of variables which are not suited to any regular and important method of marketing policy. Though, no one can find any previous study basically worked to affect self analyzing on customer based policy, and the discovery in current study has contrasted to Eppler et al. (1998) who has discovered that self analyzing is completely consisted to accommodative marketing activity which is a main component in relational marketing. The unimportant relationship also resumes with a pattern of less impressive influence of personal facts in describing customer based policy (OHara et al. 1991).

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Chapter 8:- Study Limitations Several important conclusions emerge from these findings. First, it can be concluded that antecedents of customer-orientation behaviour are diverse in their nature. In the present study, level of customer-orientation behavior among insurance agents is influenced by the level of organizational commitment and intrinsic motivation. This supports earlier studies by Darby and Daniel (1999) and OHara et al. (1991). This indicates that managers hoping to increase the customer-orientation behaviour of their sales agents should strive to increase the level of organizational commitment among their employees. As noted by Darby and Daniel (1999), without attention given to develop commitment to the organization among employees, programs related to developing customer-orientation behaviour, may fail. The positive relationship between organizational commitment and customer-orientation behaviour implies that managers hoping to increase the customer-orientation of their salespeople should strive to develop an understanding among their salespeople of what is expected of them and increase salespeople identification and involvement with the organization through the process of socialization. Assuming appropriate values and expected behaviours are conveyed through socialization, the result should be more customer-oriented salespeople.

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Despite the limited evidence on the outcomes of intrinsic motivation found in the sales literature (Pullins et al. 2000), the present study found that intrinsic motivation orientation of the sales agents significantly influence their customer-orientation behaviour. This indicates that insurance agents with intrinsic motivation orientation (i.e. those driven by the performance of the tasks rather than the rewards from performing the task) have higher tendency to perform customerorientation behaviour in their selling activities. The significant influence of intrinsic motivation on customer-orientation behaviour is probably due to the nature of intrinsically motivated person. According to methodological point of view, entire data has been taken in this study from full time marketing insurance executives in various companies. So it is useful to get a wide agents sample and in it is possible to have a study of part time executives in future. It will help to reduce favoritism in the collected data receiving from the standard of informants. Moreover, the study does not restrain the features of the marketing jobs. OHara et al. (1991) tells that customer based marketing policy is different according to other qualities of marketing job. However, since entire dimensions are self made, general variance system is another prospective problem (Sohi 1996). To reduce this problem with the use of well made scales a program has prepared to build and examine the questionnaire to make sure that there is no comprehend clashes within various variables. In this study, marketing persons sample has taken from one sector and it has seen that work attitude and marketing policy can be according to various marketing environments (Siguaw & Honeycutt 1995). These study results cannot be applied in all the companies. The current study offers insight that forecasts the shortcomings of a marketing person to involve in customer based marketing policy. The discoveries offer insight about marketing managers for the way to promote their executives to have customer based approach for marketing activities. When people are intrinsically motivated, they are driven to seek rewards derived directly from the task or job, rather than tangible rewards derived from the performance of the task or job. The focus is on intrinsic rewards such as interest, challenge and employers well-being rather than financial rewards. In doing so, they tend to be creative to gain mastery over their jobs. They are

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more open for information sharing, more problem-solving oriented and more adaptable to other relationship partners. Intrinsically motivated individuals are better at coping with work situations requiring interpreting conflicting or ambiguous demands as challenging and stimulating aspects of their job responsibilities (Low et al. 2001). Interestingly, this study found intrinsic motivation as the driver for the other two personal related factors (i.e. organizational commitment and selfmonitoring) influenced customer-orientation behaviour. This can be seen from the significant correlation of intrinsic motivation with organizational commitment and self-monitoring dimensions and the highest coefficient value of intrinsic motivation. One plausible reason why intrinsic motivation drives the impact of organizational commitment is because intrinsically motivated individual are interested in completing the task well as therefore they will do everything necessary to get the task done. This may be seen as willingness to exert effort for the organization and being appreciated of the organization which provides them the chance to undertake the tasks and getting paid for. On the other hand, intrinsic motivation drives the impact of self-monitoring because the underlying feature of intrinsically motivated individuals is that they gain pleasure from performing and completing the task. This then makes them able to adapt to the demand of the task and treat each changing need as a challenge so that they can be accepted not just by their customers but also by their peers. Thus, intrinsically motivated individual will monitor him/herself. To summarize, when individuals have these orientations, they are driven by the pleasure of performing the task and therefore they can easily adapt their activities to suit the needs of their clients. This is relevant among insurance agents whose practice is lack of close supervision, but with high degree of autonomy which requires self-motivation and control (Matteson, Ivancevich & Smith 1984).

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Chapter 9:- CONCLUSION Due to antecedent effects, the R squared received here is at some extent low to forecast customer based policy. The small R square received presents that the antecedent fact present to be less affective to explain customer based policy within insurance marketing executives. It reversely shows that other antecedents should consider in studies for customer based policy.
Why Motivate Employees:

As previously discussed, the service encounter and internal marketing include the use of motivation, as a perquisite for their success in the marketing of services. Management need to be aware of motivations exact connotation to comprehend its use to their business. Motivation can be defined as the development of a desire within an employee to perform a task to his/her greatest ability based on that individuals own initiative (Rudolf and Kleiner, 1989, p. 1). By analysing the definition, one can ascertain, motivation to be the level at which an employee will perform a specified activity for the company, an imperative function for success. Motivation can also mean employees strive to reach peak performance every day, enjoy the continual challenge of improving results, genuinely care about their peers and their company, and will maintain positive results (Evenson, 2003, p.21), or as the willingness to exert high

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levels of effort toward organisational goals, conditioned by the persons ability to satisfy some individual need (Robbins, 1993 as cited in Lu, 1999, p. 63). The definitions of motivation, lead an organisation to believe their employees will perform their specified tasks better than the norm and will genuinely wish to do so, while this is important for the business, motivation can also have other benefits. Carlsen (2003) believes a motivated workforce is essential, as the complete participation of employees will inevitably drive the profitability of the organisation. Another paramount concern for management is, motivating their employees relates directly to the perceived increase in performance the employees with deliver from managements participation in the exercising of motivation techniques, therefore, there is a direct result between the levels of motivation and managements participation. (Tyagi, 1982). Certain academics have linked motivation as being a key determinant of job performance and how a poorly motivated force will be costly in terms of excessive staff turnover, higher expenses, negative morale and increased use of managements time (Jobber, 1994). and dissatisfaction develops among employees (Jobber, 1994). with the educating of employees. Therefore, management need to know what exactly motivates their staff so resources are not misallocated While motivation is a key determinant of performance, management must not neglect how motivation is the also concerned Darmon (1974) believe motivation is the educating of employees to channel their efforts towards organisational activities and thus increasing the performance of the said boundary spanning roles. If management neglect to educate and motivate their employees, they will inevitable become dissatisfied or disenchanted with their job. Disenchantment in the workplace leads to absenteeism, turnover, sick leave, strikes, grievances and even accidents. Denton (1991) believes a motivated workforce would alleviate disenchantment felt by employees and improve these factors. Denton (1991) also believes a motivated workforce will lead to greater understanding, acceptance, commitment to implementation, understanding of objectives and decision making between management and employees.

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Finally, motivation can also be used as a tool to develop further, the high performers and ensure they are satisfied with their work activities. Green (2000) envisages motivation to be proactive in the sense of; in dealing with employees who are high performers, motivation is essential, otherwise their performance will decline or they will simply leave the job. In the area of dealing with low performers, motivation is a prerequisite, otherwise these employees will drag results down, lower productivity and certainly wont leave the organisation, as they will have nowhere else to go. How management can motivate their employees? Rewards: Good manager helps sub-ordinates feel strong and responsible, who rewards them properly for good performance and who sees that things are organised in such a way that subordinates feel they know what they should be doing (McClelland and Burnham, 1997, p.30). As McClelland and Burnham (1997) outline, management should reward their employees for their performance and loyalty. Rewards can take two forms; extrinsic rewards or intrinsic rewards. Extrinsic Rewards: Extrinsic rewards as outlined by Rudolph and Kleiner (1989) and Sujan (1986) as those basic material requirements which management must meet for the employee. Examples include; salary, fringe benefits, promotions and so on. The extrinsic rewards are usually viewed by employees as a given and a must. Extrinsic rewards are usually thought of in terms of money. Darmon (1974) believes money or financial incentives are motivators of employees behaviour and they can be used to influence their behaviour; this can be used in a variety of circumstances, which may arise within the organisation. Dauten (1998) outlines how employees are best motivated, by having them bet on their own success. Therefore, management should tie their performance in with their bonuses; this will act as a motivator, as a challenge has been presented to them. Employees will want to achieve managements goals as the greater their performance the greater the financial reward received.

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Intrinsic Rewards: Rudolph and Kleiner (1989) outline intrinsic rewards as psychological incentives, for example, input, thanks, job rotation, job enlargement and so on. The importance of intrinsic rewards is how they build a climate and environment of trust and co-operation among employees. Or as Sujan (1986) outlines, employees who are motivated intrinsically enjoy performing job-related tasks, such as influencing customers and learning about the company (p.42). Nelson (2003) contends, while money is a motivator, it is not as powerful as the following: Feeling of contribution to the job, Having management tell us we are doing a good job, having the respect of our peers and colleagues, being involved and informed of developments and having meaningful and interesting work. While, Nelson (2003) finds these methods as good motivating tools, he outlines how the use of recognition is the ultimate motivator. The importance being, recognition is not just for the person who performed well it also sends a message to other employees as it communicates the standard of the company (Nelson, 2003, p.8). Nelson (2003) implores to management, recognition will improve the level of performance by employees, which inevitably improves the financial performance of the organisation. Nelson (2003) believes the use of monetary rewards are becoming viewed as a right as opposed to reward and therefore the ability for money to serve as incentive is diminished(p.8). Money also distracts team members as their concentration is now focused on individual cash gains. Therefore, Nelson (2003) has developed a number of ways in which an organisation can motivate their employees without incurring great financial costs. Ways in which an organisation can install recognition as low-cost (Nelson, 2003, p.9): Call employees into office and say thanks Acknowledge individual achievements Create employee hall of fame Photo collage of successful project and those who worked on it

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Place to display memos/posters as recognition of work of employees in their help in achieving goals

Behind the scenes awards for those out of limelight Certificate program Most importantly, be timely, sincere and specific.

Additionally, working on agents reflecting marketing environment policy must be improved the describing strength of the antecedents; because it has seen in the books that influence of antecedents over customer based policy different across various marketing values. In this way, problem of challenges in the marketing environment, environmental generosity (environmental power which allows institutional development and smoothness) and market smoothness may limit the relationship and helps for great describing strength. Moreover, if one has to add control variables, the entire R square can be enhanced properly. Basically the study wants to estimate the relation within three marketing peoples personal facts and the markets persons customer based policy to market the pension policy to Indian customers. The three self supporting variables were managerial commitment, self analysis and general inspiration. The main variable is the marketing peoples customer based policy. The outcome shows that managerial commitment and general inspiration are completely consisted to acceptation of customer based policy presented by the marketing person. Though the outcome shows that self analyzing is not really related to customer based policy. The main discoveries offer base for the concept that marketing persons customer based policy is consisted to that individuals mental predisposition to involve in customer based marketing. It concludes that organizations that demand their marketing person to involve in customer based marketing should certainly be that their marketing persons are determined to the company and should be generally inspired.

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The study also reflects the service quality which helps to get profits and definite aspects of quality of service takes to the customers retention and it provides more clients. The market knowledge assists the organization by observing their expenses for only those aspects of quality service. In order to offer regular service quality needs a regular strategic insurance marketing research program. Regular collection of data and expansion helps and teaches policy makers the changing patterns, like clients priorities for shifting service and falling or enhancing companys or competitors service performance. An influential quality based service information system (the research program) provides an organizations agents a bigger spectrum quality of service with a mixture of various small portraits. It helps decision makers about service qualities are necessary to clients and prospects, about the firms service system if it is going good or declining and service investments which are paying off. (Berry & Parasuraman, 1997, p.65) Project Reflection The project needed to commence from understanding why people are not buying pension plans. There may be multiple reasons for this question but it is interesting to know because given the fact that pension plans are so crucial post-retirement despite knowing this many individuals give them a miss and then repent throughout their lives. Once we know the basic reason why people are not buying the plans, then we need to start solving. For instance, if this is the case of ignorance of the product, then consumers need to be enlightened by personally visiting their house and explaining them the basic facts, which they are unaware or they tend to ignore them. Once this aspect is cleared, and then comes the insurance agents. Most of the agents are not motivated, so they do no give their best while selling insurance plans, which results in more people without pension cover. We need to find out how these agents will give their best and give extra efforts to sell those plans each and every day. Why the student selected a particular project

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To begin with why I chose this particular topic over a billions of topics. It is a hard written fact that old-age is considered as a punishment in case an individual is not having sufficient money to fulfill his/her needs. Most of the people want to live a peaceful life post retirement but are they able to live the same standard of life, when they were working. The answer in most of the cases is a blunt NO. There are innumerable reasons responsible for their state post-retirement. However, one of the prominent reasons is their mistake of not preserving some amount of money, which they can use, post-retirement. Most of the people are just careless to start an insurance plan on their loan. In my research I found that even youngsters do not bother to save for their retirement. It is only at the age of 30 or early 40s, they start thinking of the thing, which may have been a source of bread and butter for them in the future. Before commencing of the project I had a strong desire to know why it is so that elders of our families are not able to live a peaceful and idyllic life. I wished to know how is it that we can improve their way of living or at least keep it at par to the time when they were working/earning. I also had a pre-notion that most of the Indians are not concerned about the plans so they need to enlighten and also made aware how a pension plan can actually help them in the future. The task of convincing them is the responsibility of insurance agents. Insurance agents have to make their customers understand why they need to buy an insurance policy. There is a gap between the administration and these agents. This is possibly one of the reasons why they are not giving their best to the job and the result is lesser sales of insurance plans. With lesser sales of pension plans, more and more people are certain to be debarred from having post-retirement security. It is a well-known fact that approximately 87 percent of total workforce in India is not having any sort of formal pension plan or cover. The absence of any social security cover post retirement means that these people dont have any formal source of Income for livelihood. With each passing year, there has been rise in the inflation and a corresponding rise in the costs of healthcare. The result is that all those people who vie for spending an idyllic life post retirement would have to work in order to meet their ends. The sale of pension plans is on rise but there is much to be done in this field and with government not taking effective steps towards ensuring that every individual has a post-retirement security, things seem bleak rather bright. Ignorance is like a poison, which kills the individual slowly but steadily. With the selection of this project in

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the hand, I wanted to go deep into our economy and try finding out how this sector could impact the economy as a whole when those 87% working class came under a security cover. Another reason for choosing this subject was the economic factor. Pension funds constitute large part of the annual capital of most of the developed countries. In these countries, the pension funds make the largest money blocks, which make them a vital part of the economy. In certain countries the aggregate sum total of pension funds sometimes goes exceeds the Gross domestic product of the country. On a personal front I consider that face to face interview is the best form of data collection. Though it is expensive but if we remove the negative aspect, then we may find that this method of data collection can do wonders. I completely disagree on the results of random survey because we are not taking into account every individuals opinion and we know that every individual has distinct thoughts and ideologies. The major advantages of this method are that the interviewer can adapt to the style of communicating and asking question by understanding the mannerism of the responder. The interviewer can repeat and rephrase the questions in case the responder is facing any difficultly in understanding the question. The researcher can also get some non-verbal cues which is not possible with other forms of interaction. The interviewer can also detect which question stresses, hurts, and discomforts the interviewer. On the other hand, he/she can also know which question makes the responder happy. The interviewer can know the change the body language and facial expressions to different questions. While looking out for a sampling method I was perplexed given the fact that there were innumerable methods, which deteriorated my case rather than helped me. I had to go through each method intensively and then finally try making out which one is better for me. However, I was happy to have acquired plethora of information on this front. Following are sampling methods I went through and their description:

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Part -1 (General) QUESTIONNAIRE General 1 2 3 4 Name Gender Age Occupation Unit Text M/F Years (Tick) Main earner family 5 Income/ Month Rs. 6 City of residence 7 8 Contact phone Mail-id Numeric Alphanumeric 1 Mobile Fax 2 Total family income Text of Government Indian MNC Non Indian MNC - Entrepreneur Other -1? Other 2? Tick appropriate choice or fill in blank boxes

Specific 9

Unit

Tick appropriate choice or fill in blank boxes Yes No

Do you have a Y/N

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pension plan? 10 If yes, does it offer Tick these benefits? box clearly (DO NOT show MNYL literature) 11 Does it meet your Tick financial needs? appropriate box -clearly Completely Partly Sometimes No, someone at home forced me into it 12 If yes, how was it Tick acquired? box -clearly Were you a Was promoted by through your agent? 13 Did advertisement make you buy a policy? 14 What are your Text (give Idea-1 in brief idea, the using products keywords) Idea-2 an Y/N Television -1 Television -2 Word mouth Igenius program Idea-3 Idea-4 Idea-5 of purchased it Was acquired & over internet? it Was acquired compariso n on the net? the after it Guaranteed Periodic investment s Student idea Student idea Student idea NAV based

special appropriate returns

appropriate walk-in?

suggestions marketing pension better?

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15 How much are you Amount in ready to invest Rupees from your salary Lakhs or savings 16 What Life plans are of Show you product sheet Plan-1 Plan-2 Plan-3 Plan-4 Plan-5

Max New York MNYL willing to invest in highlight out of 16?

17 How much are you Amount in ready or Fund? 18 What Life plans are of Show you product sheet your Text (give Idea-1 in brief idea, the using products keywords) Idea-2 Idea-3 Idea-4 Idea-5 Plan-1 Plan-2 Plan-3 Plan-4 Plan-5 to invest Rupees from your salary Lakhs Provident

Max New York MNYL willing to invest in highlight out of 17? 19 What are

suggestions marketing pension better?

Bibliography Anderson, E. & Oliver, R.L. 1987. Perspective on behavior-based versus outcome based sales force control systems. Journal of Marketing 4: 76-88.

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