53613050 copy of neha final report

A

Project Study Report

On

Training Undertaken

“Bhatia & Company (Maruti Suzuki India Ltd.)”

Titled

“A Study on Performance Measurement”

Submitted in partial fulfilfilment for the Award of degree of

Master of Business Administration

Submitted By: - Submitted To:-

Neha Jain Mr. Hitesh Sharma

MBA 2nd year Asstt. Prof.

2010-2012

SIKKIM MANIPAL UNIVERSITY

Project Report Evaluation

It is to certify that Mr. Mahendra Pratap Singh of MBA 4th SEM has undergone summer

training at BHATIA & COMPANY KOTA. Her title for the project was” A STUDY ON

CUSTOMER SATISFACTION AT BHATIA & COMPANY KOTA. We have evaluated the

project report and her Project work is satisfactory.

Signature of external examiner Signature of internal examiner

Date.

1

PREFACE

Mana Management of modern business requires an appreciation of multidisciplinary

concept and in depth knowledge of specific analytical tools, geared to the solution of real

life problems. No doubt every real situation is unique but a set of theoretical tools of

knowledge, itself based on empirical foundation, can help in developing the mechanism for

handling such situation. So the MBA curriculum has been desired to provide to the future

managers ample practical exposure to the business world.

Summer Internship Program is essential for the fulfillment of MBA curriculum; it

provides an opportunity to the student to understand the industry with special emphasis on

the development of skills in analyzing, interpreting practical problems through application of

management.

The project study “A STUDY ON CUSTOMER SATISFACTION AT BHATIA &

COMPANY KOTA” will be helpful in analysis of the Performance Measurement of the staff

of Bhatia & Company with 360-degree approach.

2

ACKNOWLEDGEMENT

I would like to acknowledge and extend my gratitude to the following Persons who

have made the completion of this project possible:

First of all I would like to thank our Project Coordinator Miss Swati Gupta for her

great help. As she is being my Project Coordinator she provided me very necessary and

important guidance and support until the submission of my project.

Secondly, I would like thank Mr. Ram J. Bhatia Sir, Chairman of Bhatia &,

Company and Mr. Manmohan Bhatia & Mr.Prakash Gupta General Manager of the

company, to provide us such a very exiting opportunity and for their good help to provide a

better coordination and control among all the activities related to completion of the project.

Again I would like to thank all the members of our Placement Cell to help me and

other students to get placed in good and reputed company for the Summer Project.

I also thank to Mr.Sanjay Sharma, Assistant Sales Manager –

to provide me right kind of training and information helpful to my project. I also thank all my

Seniors and Friends to give me proper guidance and support for preparing the Project.

Lastly, I would like to be very thankful to the whole Family of Bhatia & company for

their continuous effort in making the whole Project Activity very much learning and

Interesting.

3

EXECUTIVE SUMMARY

With the advent of globalization age, geography has become part of history. The

world is shrinking technology transfer has taken place from developed countries to the

developing countries; one has mad possible for the people in every part of world to enjoy

the latest trend with minimal time difference. This led to emergence of a transparent and

efficient market, the mutual fund market has no exception to this new mutual fund market is

up growing market of India which was rigid and traditional market.

The success of industry in other part of world has promoted Indian giants to make

foray in this segment. The major players who have captured the Indian market are Maruti

Suzuki, Tata Motors, Ford, M&M, & others. Couple of MNC’s has joined these giant after

seeing potential market of India.

Out of these, Maruti Suzuki is one of the largest market players in India’s

Automobile Industry’s. Right from its launch it has made an impression in market and

become successful only in more than 20 Years.

The research objective state that what information is needed to solve the problem.

Here the objective of the research is “Awareness and Knowledge of performance

measurement for the staff to measure their performance to achieve the organization goals

with the help of 360º approach and balance scorecard”.

The current business environment is very different from what it was five or even ten

years ago. Technology and customer requirements have evolved, changing the

competitive landscape and continuing the focus on operational efficiencies. Performance

measures, implemented properly will drive greater accountability, visibility, and

transparency. Not only do measures provide managers and executives with a tool to gauge

organizational progress, but when well crafted and implemented, they can also inspire and

motivate all employees, set direction for the organization, and encourage alignment from

top to bottom.

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From the analysis of the responses received from the employers a majority of

employees are found to be conscious and enlightened regarding their better performance

for the progress of the company.

The actual performance of the marketing staff should meet the standard or desired

performance, which has to be inclined towards the objectives.

So my findings are that should make little more efforts to trap the potential investors,

like building a good relationship with potential business, moreover friendly guidance.

Employees of marketing staff must use marketing tools like point of purchase,

advertisement through Mass Media like loading Newspapers, Magazines, Television,

Exhibition, Fairs, SMS on Mobiles, advertisement on the internet.

Hence, Performance Measurement plays a vital role for the development of the

employees as well as company.

TABLE OF CONTENTS

CHAPTER I Industry& Organization profile 7-19

Industry profile 9-11

Organization or Company profile 12-14

Organization Structure 15-19

CHAPTER II SWOT Analysis 20-22

CHAPTER III CUSTOMER SATISFACTION 23-32

CHAPTER IV Research Methodology 33-385

Objective 34

Methodology 35-37

Limitation 38

CHAPTER V Analysis and interpretation of

Performance Measurement 39-69

CHAPTER VI Findings 70-72

CHAPTER VII Conclusion 73-74

CHAPTER VIII Recommendation 75-76

CHAPTER IX Questionnaire 77-82

CHAPTER X Bibliography 83-84

CHAPTER- IINDUSTRY &

ORGANIZATIONPROFILE INTRODUCTION:-Maruti Udyog Limited (MUL) was established in Feb 1981

through an Act of Parliament, to meet the growing demand of a personal mode of

transport caused by the lack of an efficient public transport system. It was established

with the objectives of - modernizing the Indian automobile industry, producing fuel

efficient vehicles to conserve scarce resources and producing indigenous utility cars for

the growing needs of the Indian population. A license and a Joint Venture agreement

were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki

acquired 26% of the equity and agreed to provide the latest technology as well as

Japanese management practices. Suzuki was preferred for the joint venture because of

its track record in manufacturing and selling small cars all over the world. Maruti

created history by going into production in a record 13 months. Maruti is the highest

volume car manufacturer in Asia, outside Japan and Korea, having produced over 5

million vehicles by May 2005. Maruti is one of the most successful automobile joint

ventures, and has made profits every year since inception till 2000-01. In 2000-

01.EVOLUTION :-Maruti’s history of evolution can be examined in four phases:

two phases during pre-liberalization period (1983-86, 1986-1992) and two phases

during post-liberalization period (1992-97, 1997-2002), followed by the full privatization

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of Maruti in June 2003 with the launch of an initial public offering (IPO).The first phase

started when Maruti rolled out its first car in December 1983. During the initial years

Maruti had 883 employees, a capital of Rs. 607 mn and profit of Rs. 17 mn without any

tax obligation. From such a modest start the company in just about a decade (beginning

of second phase in 1992) had turned itself into an automobile giant capturing about

80% of the market share in India. Employees grew to 2000 (end of first phase 1986),

3900 (end of second phase 1992) and 5700 in 1999. The profit after tax increased from

Rs 18.67 mn in 1984 to Rs. 6854.54 mn in 1998 but started declining during 1997-

2001.During the pre-liberalization period (1983-1992) a major source of Maruti’s

strength was the wholehearted willingness of the Government of India to subscribe to

Suzuki’s technology and the principles and practices of Japanese management. Large

number of Indian managers, supervisors and workers were regularly sent to the Suzuki

plants in Japan for training. Batches of Japanese personnel came over to Maruti to

train, supervise and manage. Maruti’s style of management was essentially to follow

Japanese management practices. HISTORY OF MARUTI :-Maruti Suzuki

Established in feb.1981

It is inaugurated by Indira Gandhi 14 dec. 1983

The first car Maruti 800 is delivered to Mr. Harpal Singh.

Maruti Suzuki got top rank in 2000 to 2006 and no.1 in-

a) Sales satisfaction

b) Product quality

c) Product appeal

d) Total customer satisfaction

Maruti Suzuki has been awarded in Ruler Marketing in the Paris.

Maruti Suzuki has been awarded for highest growth.

Maruti Suzuki got 11th rank in all over world.

Models of Maruti Suzuki:-

1. Maruti -800

2. Omni

3. Alto7

4. Estillo

5. Wagon-R

6. Swift

7. Versa

8. Grand Vitara

9. Gypsy

10.A-Star

11.Ritz

12.SX4

13.Eeco

Value added services of Maruti Suzuki:-

Maruti insurance

Maruti finance

Extended warranty

Maruti genuine accessories

Maruti genuine part

True value

Overview:-

Maruti Udyog’s (Maruti) corporate history has witnessed many changes in

management system and process. Our dealerships have kept pace with the changing times

and Market conditions.

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The combined efforts of Maruti and its dealerships have resulted in sustained high

market share. Maruti is selling almost five lake cars per year and servicing in excess of six

lake cars per month.

The competition and customer expectations are rising in the automobile industry.

While the technology, product and sales schemes are almost at par, the only differentiating

factor between competitors is the quality of interface through the dealership employees are

responsible for creating the positive image of the company and our products in the

company and our products in the mind of our customers. All this demands a customer

focused work force that is highly committed and motive towards our business goals.

In view of the above, Maruti recommends a basic HR frame to be implemented at the

dealerships. The framework was will help to attract develop and maintain a team of

motivated and talented employees who will ensure that the dealership targets are met.

ORGANIZATION: - BHATIA & COMPANY

History:-

9

Bhatia and company started 25 years back on the auspicious occasion of maker

sakranti 14th january in the year 1979 by obtaining the dealership of ‘KIRLOSKAR

TRACTOR’.

The founder of Bhatia and company. Late Mr. J.C. Bhatia, a retired Supdt. Engineer,

Irrigation Deptt. Govt of Rajasthan had grounded the seed in the automobile field with his

elder son Mr. Ram J.Bhatia, a graduate electrical engineer.

Simultaneously, were also awarded the dealership of “ENFILED MOTOR CYCLE”

which was known as the best motorcycle at that time.

Looking to tremendous performance and vast experience in the automobile field

“MARUTI UDYOG LTD.” a renowned car manufacturing co. awarded their dealership to

Bhatia and co. in the year 1986. Since then Bhatia and Company is the leaders in selling

Maruti cars in Kota region.

Facility available in Bhatia and company

Separate quarters for staff of sales & workshop are available.

We are celebrating employee’s birthday and anniversary.

P.F. & E.S.I. facility available for secure staff future.

Celebrating company anniversary.

Recall outsider for employee motivation outsider for employee motivation activity.

For motive sales Staff Company organize different abroad trip like “Singapore –

Malaysia Trip” “Hit the cock, go Bangkok & South India Trip” etc.

Annual picnic are also organize for staff.

Suppliers of Bhatia & Company: - Maruti Suzuki

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Major Customer :

Corporate Areas

DCM fertilizer and Rayon’s

Instrumentation Limited

Life Insurance Corporation

Banks

Businessman

Quality Policy :

The organization is committed to provide the sales & service for the Maruti Udyog

Limited cars for the complete satisfaction of its customer with continuous improvement in

quality of service including provision for eco friendly performance of maintaince. To achieve

these targets following are the quality objective of the organization.

Quality Objective:

1. To provide time frame service.

2. To increase customer satisfaction level.

3. To minimize problem repetition job.

4. To reduce customer complaints.

Core Values and beliefs:-

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Bhatia’s core values and beliefs are reflection of its commitment to build a world

class, learning organization. Striving for excellence in all its endeavors.

Customer Focus: Be sensitive to the needs of the customer: develop superior customer

insight.Commitment to surplus expectations and deliver superior value.

Innovation and Excellence: Strive to think differently and promote creativity.Make

continuous improvement a way of life: drive excellence

Development People: Continuously improve and upgrade the skills and competencies of

our people.Support people to realize their potential.

Team work: Work closely as a cohesive, well – knit team. Inculcate a spirit of openness

and collaboration, Relationship and Human Dignity, Value people and partnerships. Nurture

understanding, compassion, trust and respect in all relationships.

Social Responsibility and Ethics: Be a socially responsible corporate, addressing the

needs of the community and environment. Conduct business ethically. Maintain highest

standards of personal integrity.

ORGANIZATION STRUCTURE

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Organizational structure defines the critical roles & responsibilities the dealership.

It gives an overview of functional and reporting dealership.

T.V- True value

Fin. - Finance

HR- Human resources

The above diagram shows the top management of a regular dealership in the

organization chart.

STRUCTURE OF SALES DEPARTMENT

CEO

GMT.V.

Adm.Head

HR.Mgr.

DGMSales

DGM Service

Fin.Head

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GM- General manager

DSA- Dealers of sales associates

CCM- customer care manager

TL- team leader

STRUCTURE OF SERVICE DEPARTMENT

CEO

DGMSales

CCMgr.

AccessoyMgr.

SalesMgr.

DeliveryMgr

Corp.Sales Mgr.

DSAMgr.

DirectorYash P. BhatiaPers.sec

DSAExec.

CC Exec.

Procc.Associates

T.L. 1 T.L.2

Support staff service advisor

T.L.1 T.L2

Mgr. insurance & call center

DSEs

DSEs

DGMMktg.

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PDI- pre delivery inspection

FI - finance inspection

CC - customer care

F/V - finance verification

STRUCTURE OF MGA DEPARTMENT

CEO

GM Serviceee

Pers.sec.

Director

Spares Mgr.

PDI in charge

Works Mgr.

CC Mgr.

Body shop Mgr.

Spares Exec.

Pickers

PDIExec.

Group F.I.

CC Exec.

Service Advisor

Supervisor Claim F/V

Painters Deters

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Group structure under works manager should have 3 service advisor, 1 supervisor, 1

technical advisor and 7 technicians. In a dealership if the body shop handles 250 or more

vehicles per month then it should have a G.M. (Body shop)

There will be a separate PDI department if the number of sales is greater than or

equal to 500 per month.

BOARD OF DIRECTOR

CEO - Mr. Ram J. Bhatia

Director of sales department -Mr. Yash j. Bhatia

Director of service department - Mr. Prem J. Bhatia

Director of MGA /MGP department - Mr.Harish J. Bhatia

Director (MGA/MGP)

Asst. Manager (MGA)

Asst. Manager (MGP)

Supervisor

Pickers Mechanics

Supervisor MarketingExecutive

Pickers

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WORK CULTURE IN BHATIA & COMPANY

Work culture is defined the way of life in the dealership. This is the strongly

influenced by the leadership style and top management believes.

The system and processes can be copied but culture is always unique to every

dealership. The environment of the dealership must safe and conducive to work.

1. Dealership should provide to his employees.

System related

Behavior related

2. Dealership should expect from the employees.

Discipline related

Safety related

Behavioral related

Managing Work related

Phone Etiquettes related

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CHAPTER- II

“SWOT ANALYSIS”

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STRENGTHS

1. Brand Name: The biggest strength is the tag of Maruti is going to be the largest

group of industries.

2. Compatible Price: Prices of different products of Maruti Suzuki are much more

compatible than others.

3. Easy Approach: We have open-ended approach so avalibility of desired product.

WEAKNESS

1. Tough Competitions: There is a very tough competition because of large number of

Automobile dealers are available in market.

OPPORTUNITIES

1. Hoarding: Most of the Indians have black money that too in huge amount i.e. they do

not have money in banks so approaching them is beneficial.

2. Indian Capital Market is Growing: So more & more new investors are interested in

investments.

3. Branch Expansion: Large no. Of branches are opening day by day and even we are

trapping the countries having almost same type of socio-economic condition & even same

culture etc.

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THREATS

1. Tough Competition: As there are so many mutual fund companies having almost same

kind of schemes, so it’s tough to compete with.

2. Changing Scenario: Our market scenario is changing day-by-day i.e. our market is

fluctuating, so this makes investor hard to invest

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CHAPTER-IV

Chapter 2

Project profile

Customer satisfaction

2.1 Introduction

Customer satisfaction, a term frequently used in marketing, is a measure of how products

and services supplied by a company meet or surpass customer expectation. Customer

satisfaction is defined as "the number of customers, or percentage of total customers,

whose reported experience with a firm, its products, or its services (ratings) exceeds

specified satisfaction goals."

It is seen as a key performance indicator within business and is often part of a Balanced

Scorecard. In a competitive marketplace where businesses compete for customers,

customer satisfaction is seen as a key differentiator and increasingly has become a key

element of business strategy.

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Within organizations, customer satisfaction ratings can have powerful effects. They focus

employees on the importance of fulfilling customers’ expectations. Furthermore, when these

ratings dip, they warn of problems that can affect sales and profitability. These metrics

quantify an important dynamic. When a brand has loyal customers, it gains positive word-

of-mouth marketing, which is both free and highly effective.

Therefore, it is essential for businesses to effectively manage customer satisfaction. To be

able do this, firms need reliable and representative measures of satisfaction.

In researching satisfaction, firms generally ask customers whether their product or service

has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction.

When customers have high expectations and the reality falls short, they will be disappointed

and will likely rate their experience as less than satisfying. For this reason, a luxury resort,

for example, might receive a lower satisfaction rating than a budget motel—even though its

facilities and service would be deemed superior in “absolute” terms.

The importance of customer satisfaction diminishes when a firm has increased bargaining

power. For example, cell phone plan providers, such as AT&T and Verizon, participate in an

industry that is an oligopoly, where only a few suppliers of a certain product or service exist.

As such, many cell phone plan contracts have a lot of fine print with provisions that they

would never get away if there were, say, a hundred cell phone plan providers, because

customer satisfaction would be way too low, and customers would easily have the option of

leaving for a better contract offer.

There is a substantial body of empirical literature that establishes the benefits of customer

satisfaction for firms.

2.2 Purpose

A business ideally is continually seeking feedback to improve customer satisfaction.

22

http://en.wikipedia.org/wiki/File:Business_Feedback_Loop_PNG_version.png

Customer satisfaction provides a leading indicator of consumer purchase intentions and

loyalty. Customer satisfaction data are among the most frequently collected indicators of

market perceptions. Their principal use is twofold:

1. Within organizations, the collection, analysis and dissemination of these data send a

message about the importance of tending to customers and ensuring that they have

a positive experience with the company’s goods and services.

2. Although sales or market share can indicate how well a firm is performing currently,

satisfaction is an indicator of how likely it is that the firm’s customers will make

further purchases in the future. Much research has focused on the relationship

between customer satisfaction and retention. Studies indicate that the ramifications

of satisfaction are most strongly realized at the extremes. On a five-point scale,

individuals who rate their satisfaction level as “5” are likely to become return

customers and might even evangelize for the firm. (A second important metric

related to satisfaction is willingness to recommend. This metric is defined as "The

percentage of surveyed customers who indicate that they would recommend a

brand to friends." When a customer is satisfied with a product, he or she might

recommend it to friends, relatives and colleagues. This can be a powerful marketing

advantage.) Individuals who rate their satisfaction level as “1,” by contrast, are

unlikely to return. Further, they can hurt the firm by making negative comments

about it to prospective customers. Willingness to recommend is a key metric relating

to customer satisfaction.

2.3 Measuring and Tracking Customer Satisfaction

How satisfied are your customers? Are they more or less pleased with your company than

they were last year? How does your customer satisfaction level compare with that of your

competitors? What impact does it have on your company’s profits?

How do you know?

Guesswork and hunches won’t cut it. You need hard data. You need to measure and

monitor customer satisfaction—consistently and regularly. You need a customer

satisfaction research strategy and program.

You can do it yourself, but there are a few things you need to consider. This paper gives

you the benefit of the experience and lessons learned by industry experts to help you

23

http://en.wikipedia.org/wiki/Willingness_to_recommend

design, distribute, and analyze your customer satisfaction research. We want you to act on

insight, not instinct.

Why Measure Customer Satisfaction?

Customer satisfaction is tied directly to profitability. If your customers are happy, they tend

to be loyal. And if they’re loyal they not only buy more, they refer other customers. Well-

established research by Bain & Company found that, for many companies, an increase of

5% in customer retention can increase profits by 25% to 95%. The same study found that it

costs six to seven times more to gain a new customer than to keep an existing one.

"It's six to seven times more expensive to gain a new customer than it is to retain an

existing customer."

"A 5% increase in customer retention can increase profits by 25% to 95%."

Moreover, one bad experience can outweigh a whole lot of good experiences. Because of

e-mail and instant messaging, that bad experience can quickly be broadcast to dozens,

hundreds, or thousands of other customers, magnifying its impact. So if your business is

doing something that frustrates customers, you need to know right away.

It is critical to give customers the opportunity to provide feedback about their overall

satisfaction level and specific likes and dislikes. It is equally important to consistently

measure and monitor that input. Without an effective customer satisfaction research

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program in place, your company will be losing business, missing opportunities, and putting

itself at a competitive disadvantage.

2.4 CUSTOMER SATISFACTION SURVEYS: TIPS AND PRACTICAL ADVICE

The first steps in establishing a customer satisfaction program are determining when to

distribute your survey, how many customers will be invited to respond, and how to deliver

the survey to them. We’ll take a closer look at how to formulate your survey questions in the

next section.

1. When to Conduct Customer Satisfaction Research

Many managers wonder how frequently they should conduct customer satisfaction surveys.

The answer depends on the size of the customer base and the purpose of the research.

There are two key types of surveys, and they serve very different purposes:

Transactional surveys solicit feedback directly from the product or service user

about that particular encounter. They are conducted immediately after each

customer transaction. For example, a survey may be administered after a call center

experience.

Relationship surveys collect input from people who have an ongoing relationship

with the company and have had multiple transactions. They are regularly scheduled

surveys often quarterly. The respondents typically are responsible for deciding

whether to continue the working relationship.

Transactional surveys are sent out at the discretion of whoever has contact with customers

—but the data should be collected immediately after the interaction while the experience is

still fresh in the customer’s mind.

Relationship surveys should be spread out over the course of a year. Here are a couple of

points to keep in mind:

If there is only one data point for each year, a single event could have a large impact

on results.

Research in the hotel industry reveals that satisfaction ratings are consistently higher

in the spring than in the fall.

For companies with a sufficiently large customer base—at least 10,000—relationship

surveys can be conducted on a continuous basis but reported on a monthly basis to

address the effects of seasonality or single events.

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In many cases conducting both transactional and relationship surveys may be appropriate.

For example, a company may conduct transactional research for customer service

purposes and relationship research for routine checkups on the health of the business.

2. How Many Customers to Survey

For companies with a small customer base—for example, 2,000 or fewer—interview as

many customers as possible. If your budget allows it, offer an incentive such as company

merchandise or a small gift certificate to compensate respondents for their time.

If your company has more than 2,000 customers and it is not economically feasible to

survey all of them, you can survey a subset. In this case you’ll need to consider the

following concepts relating to sample selection and accuracy of results:

Random selection. First, it is essential that a random selection of customers be

contacted to avoid introducing bias into how the customers were selected—and to

help ensure that the sample of customers is representative of the entire customer

base. For example, if a company surveyed only customers who contacted customer

service, those individuals may be very different from customers who have not

contacted customer service.

Margin of error. Next you need to establish the level of precision you want to have

in the accuracy of the results. The margin of error (also known as a confidence

interval) is an indicator of sample accuracy for random samples. It is the plus-or-

minus figure that is commonly reported with news polls, such as “plus or minus four

points.” In a customer satisfaction example, if the reported result is 80% satisfaction

with a 4-point margin of error, that means the true answer is somewhere between

76% (80 – 4) and 84% (80 + 4) assuming the whole population of customers had

been asked. The larger the sample size, the more accurate the results (or the

smaller the confidence interval).

Confidence level. Then you need to determine how certain you want to be that the

survey results are within the margin of error. The confidence level indicates the level

of certainty that the survey results are within the confidence interval for random

samples. Typically, researchers use the 95% confidence level.

Together, the confidence level and margin of error together describe the certainty you have

in the precision of the data. For example, for a reported result of 80% satisfaction at the

95% confidence level with a 4-point margin of error, you can say that you are 95% certain

that percentage of satisfied customers is between 76% and 84%.

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Another important consideration in determining the sample size is how much analysis will

need to be done on groups of customers. To analyze customers in particular industries or

regions, the sample size should be adjusted to at least 75 people in each group.

A number of online sample-size calculators are available that will provide the sample size

necessary for a particular confidence interval, or the margin of error for a particular sample

size. Just search “sample size calculator” with your search engine of choice on the Internet.

3. How to Distribute Your Survey

The best means of distributing a survey depends on whether it is a transactional or

relationship survey. A transactional survey is conducted at the point of customer contact.

Depending on the nature of the customer contact, an in-person, telephone, or online survey

may be appropriate. Relationship surveys, on the other hand, are most cost-effectively

conducted online.

Online data collection offers significant advantages over other modes of interviewing

customers, and you should use it whenever possible. The advantages include:

Speed. The Internet offers instantaneous distribution of survey and real-time

accumulation and tabulation of results. This allows for immediate data analysis, even

while the survey is still in progress. Because customer satisfaction results are used

to identify problems and fix them, the faster responses arrive, the faster they can be

addressed. In contrast, mail surveys suffer from long lag times and low response

rates, as low as 5%. Telephone surveys take longer because of declining response

rates. Refusal rates for phone interviews have reached 60% (AC Nielsen, 2004).

With the ease of answering online surveys, they can be completed faster and a

broader segment of the customer base can be reached. Depending on a number of

variables—the relationship with the survey recipients, the length of the survey,

whether a reminder is sent, and whether an incentive is offered—response rates for

online surveys can be upward of 35%. Even for online surveys in which there is no

prior relationship with recipients, response rates can be 23% to 31% (Quirk’s

Marketing Research Review, 2005).

Candor. People are more honest when their answers are not filtered through

someone on the phone. This is essential for research on sensitive subject matter

where studies indicate people are more likely to answer questions on the Web than

they are on the phone or in personal interviews. (Quirk’s Marketing Research

Review, 2003). The removal of interviewer bias and the elimination of the wait time

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for an interviewer to record results also yields more candid and complete responses

to open-ended questions. This is particularly important when customers volunteer

additional information to explain their satisfaction ratings. Such responses provide

insight into what a company is doing well and frequently provide warning signs about

the health of the business relationship.

Cost. The Internet eliminates many of the costs associated with traditional marketing

research. Online surveys avoid postage and telephone costs as well as basic

materials like paper, staples, envelopes, and printing. Because it is self-directed,

there is no interviewer cost. Finally, it’s more convenient so the cost of offering

incentives can be reduced.

Online and offline methods of data collection can also be combined. If offline methods are

necessary for part of the customer base, the data for customers who can be reached only

via mail, in person, or by telephone can be input to an online survey tool. That way all

survey results can be captured, reviewed, and analyzed together.

2.5 HOW TO DESIGN AN EFFECTIVE CUSTOMER SATISFACTION SURVEY

Most businesses and organizations embrace a philosophy of continuous improvement. A

well designed customer satisfaction survey will help measure your progress toward that

goal. A quick way to get started and ensure a successful survey design is to use

Zoomerang’s Customer Satisfaction Survey templates. If the survey will be designed from

scratch, follow Zoomerang’s recommended design principles. For an example survey

demonstrating these principles,

1. Ask Overall Satisfaction Early in the Survey

Ask the general satisfaction question at the start of the survey to avoid bias. This will allow

measurement of customers’ overall impressions of a company or an organization prior to

prompting them to think of specific aspects of the relationship.

Consider the example of a bank’s customer satisfaction survey. The first question should be

“Overall, how satisfied are you with Bank X?” Then ask for specifics: their teller

experiences, the availability of ATMs, etc. Otherwise, the customers’ answers to the overall

satisfaction question will be influenced by their satisfaction with specific attributes of that

relationship that they may not have thought about until they were asked.

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2. Use a 5-point Satisfaction Scale

Question scales should have descriptive labels associated with the numbers, and the top

end of the scale should mean that customers are truly “wowed.” If the ends of the scale are

simply “satisfied” and “dissatisfied,” it will not provide a sense of the intensity of customers’

happiness with a product or service. A customer who is simply “satisfied” just hasn’t found a

better deal yet.

The 5-point Satisfaction Scale

29

An insightful alternative to the 5-point satisfaction scale for customer service is a 5-point

expectations scale. It provides clear direction and allows customers a polite way to suggest

that a company has not done a great job.

3. Be Consistent in Your Questions

Consistency is critical in customer satisfaction research. Question scales should be

consistent within a particular questionnaire as well as over time. The key measures of

customer satisfaction, including the overall satisfaction question and those asking about

specific aspects of the relationship, should all use the same scale. That way an apples-to-

apples comparison can be made and it is readily apparent where a particular part of the

business may need improvement. For example, if a 5-point satisfaction scale is used for the

overall satisfaction question and 7-point scales are used for other questions about

timeliness of service or product quality, it will be challenging to quickly uncover weaknesses

in the business. If the survey reveals that 80% give a top rating in overall satisfaction on a

5-point scale but only 62% do so for a particular attribute on a 7-point scale, how much of

that difference is a result of the difficulty of meeting a higher threshold on a larger scale?

Similarly, question content and scales should remain consistent over time. Customer

satisfaction scores are typically evaluated on a quarterly basis or at regular intervals; and if

the questions and the scales change, evaluating performance over time is compromised.

Note: Scales can have a dramatic effect on satisfaction ratings, so be wary of writing

questions to drive up the numbers—especially if results are being used for compensation

purposes. Be cautious about interpreting competitors’ claims of satisfaction scores. Know

how the question was asked before jumping to any conclusions about the health of the

business.

4. Keep the Survey Short and Focused

Focus on getting a read on your customers’ relationship with you. Avoid the temptation to

ask everything you’ve ever wanted to know. The more ground you try to cover, the more

likely it is that respondents will abandon the survey. This can also result in inflated

satisfaction scores because those customers willing to spend that much time answering

your survey are probably the ones with positive feelings toward you.

An expedient way to develop a short, focused survey instrument is to rely on Zoomerang’s

Customer Satisfaction Survey templates.

If you build your own survey be sure to include all the key questions:

30

Overall satisfaction

An open-ended probing into the reason for the satisfaction rating

Likelihood of recommendation

An open-ended probing into the reason for the likelihood of recommendation

Likelihood of repeat purchase

Satisfaction with specific attributes of the product or service

An opportunity to provide additional feedback

For an example survey demonstrating these questions, Think of the customer satisfaction

survey as part of an ongoing conversation with your customers. Rather than cramming

every question you have into a single survey, do multiple surveys throughout the year on

different topics.

5. Ask Demographic or “Firmographic” Questions

Inquiring about demographics or firmographics (company or industry type and size) enables

you to analyze the data by different subgroups—such as new customers or regional

customers. Consider hypotheses about customer profiles that may affect satisfaction and

include questions that capture that data.

2.6 INTERPRETING SURVEY RESULTS

When you’re analyzing customer satisfaction survey results, the most important goals are

minimizing the low scores and improving the top scores. It is important to monitor the “top

two-box” satisfaction number, which is the combined percentage of those saying they are

very or somewhat satisfied. It is essential, however, to call out to management the

proportion of customers who are dissatisfied and to reduce those percentages. Insights into

how to do that are found by learning what those who provide high ratings have to say and

reviewing the results of those who are dissatisfied with performance.

1. Trends in Satisfaction Score

Observing the top-two box percentage over time will reveal where a company is improving

and provide warning signs of what needs improvement. Percentages are a useful means of

communicating results in customer satisfaction research because they are readily

understood by most people. Moreover, they are more aligned with business objectives

(increasing the percentage of people who are satisfied and minimizing those who are

dissatisfied).

31

2.7 Example of Trend Report in Overall Satisfaction

A succinct way to measure how well a company is succeeding in minimizing low scores and

improving top scores is to calculate the satisfaction differential by subtracting the bottom

two-box score—the combined percentage of those saying they are very or somewhat

dissatisfied—from the top two-box score. A company that is successful on this metric will

see this number increasing over time. The table below illustrates that score for the example

trend report.

Competitive benchmarks for customer satisfaction can be difficult to come by because this

is typically proprietary information. Moreover, competitors’ results cannot be accurately

interpreted without knowing the specifics of question wording and the scales used. The

satisfaction ratings for the recipients of the Malcolm Baldrige Quality Award given by the

U.S. Department of Commerce, however, provide some insight into those companies that

have been recognized for achievements in quality and performance.

2.8 Malcolm Baldrige Quality Award Recipients’ Satisfaction

Ratings

32

2. Find Sources of Dissatisfaction

To increase the top two-box score next quarter, it is critical to understand what is driving the

bottom two-box scores. There are two easy ways to do that:

Review the open-ended comments. Reading the volunteered comments following

up on the rationale for the satisfaction rating is essential. The remarks among the

most satisfied customers will shed light on what a company is doing well. They may

also provide early warning signs if satisfied customers voice concerns with a service,

product, or customer support experience. Dissatisfied customers will be vocal about

the rationale for their satisfaction rating and will provide actionable suggestions for

how to improve.

Cross-tabulate by satisfaction rating. A key analysis includes looking at the

people who are really happy and those who are not happy. Cross-tabulation features

make comparisons between satisfied and unsatisfied customers fast and easy. The

tendency in analyzing customer satisfaction results is to focus on those company,

product, or service attributes that elicit the greatest dissatisfaction overall—price, for

example. Most customers will want a lower price regardless of their satisfaction level.

It is more revealing to compare how satisfied and dissatisfied customers feel about

various aspects of the product or service relationship. The gap in satisfaction ratings

for each attribute will help prioritize areas for improvement—the areas with the

greatest difference should have the highest priority. In the example cross-tabulation

table below, price has the lowest top two-box satisfaction score among all

customers. The gap between satisfied and dissatisfied customers, however, is

biggest for customer service, so that is the area with the most impact on overall

satisfaction.

33

Example Cross Tabulation by Satisfaction Rating

3. Present Findings and Action Items

Collecting customer satisfaction data is useful only if there is a process established to

deliver recommendations, implement action plans, assign plan owners, and monitor plan

execution. Once the results have been compiled and analyzed, they should be presented to

management with recommendations for resolving the identified weaknesses. The

recommendations should be actionable – reduce response times to four hours for example

– and the person responsible and the resources allocated to meet that goal should be

determined. There should be periodic meetings to evaluate progress on the action plan and

the next customer satisfaction survey should evaluate progress on that goal.

4. Contact Customers

If possible, dissatisfied customers should be personally contacted to see if there is

something that can be done to improve their perception of the business. This is important

not simply to increase the odds of keeping that customer but also to prevent negative word

of mouth. The personal contact itself may succeed in doing that. Additionally, a discount or

free product should be considered. If policies or products are changed based on customers’

feedback, those customers should be contacted to let them know about those changes and

that their feedback was taken seriously.

2.9 Customer Service and Satisfaction:

When we talk about customer service and/or satisfaction, we talk about creativity. Creativity

allows us to handle or diffuse problems at hand or later on rather in the process of

conducting the everyday business. We talk about how, or what, does the organization have

to do to gain not only the sale but also the loyalty of the customer. We want to know the

payoff of the transaction both in the short and long term. We want to know what our

customers Want? We want to know if our customers are satisfied. Satisfaction, Of course,

34

means that what we delivered to a customer met the customer’s Approval. We want to

know if customers are delighted and willing to come

Back, and so on. Fleiss 2 and Feldman 3 present examples of that delightfulness in their

writings. Fleiss has written about Ben and Jerry’s ice cream and Feldman has discussed

excellence in a cab ride. As important as delightfulness is, some of us minimize it, or even

totally disregard it. At this point, we fail. Some of the issues that will guarantee failure in

sales, satisfaction, and loyalty are:

Employees must adhere to a rigid chain of command

Employees are closely supervised

Conflict—in whatever form—is not allowed

Rewards are based on carrot-and-stick principles

Wrong objectives are measure.

We must understand customer expectation levels concerning quality. We must also

understand the strategy for customer service quality, and next we must understand the

measurement and feedback cycles of Customer satisfaction.

The customer is the person or unit receiving the output of a process on the system. In fact,

it is worth emphasizing that a customer can be the immediate, intermediate, or ultimate

customer Also, a customer may be a person or persons, or a process or processes.

Customer satisfaction, however, is when the customer is satisfied with a product/service

that meets the customer’s needs, wants, and expectations.

There are at least three levels of customer expectations about quality:

Level 1. Expectations are very simple and take the form of assumptions, must have, or take

it for granted. For example, I expect the airline to be able to take off, fly to my destination,

and land safely. I expect to get the correct blood for my blood transfusion and I expect the

bank to deposit my money to my account and to keep a correct tally for me.

Level 2. Expectations are a step higher than that of level 1 and they require some form of

satisfaction through meeting the requirements and/or specifications. For example, I expect

to be treated courteously by all airline personnel. I went to the hospital expecting to have

myhernia repaired, to be in some pain after it was done, to be out on the same day, and to

receive a correct bill. And I went to the bank expecting the bank teller to be friendly,

informative, and helpful with my transactions.

Level 3. Expectations are much higher than for levels 1 and 2. Level 3 requires some kind

of delightfulness or a service that is so good that it attracts me to it. For example, an airline

gives passengers traveling coach class the same superior food service that other airlines

35

provideonly for first-class passengers. In fact, I once took a flight where the flight attendants

actuallybaked cookies for us right there on the plane. When I went to the hospital, I

expected staff to treatme with respect and they carefully explained things to me. But I was

surprised when theycalled me at home the next day to find out how I was doing. And at my

house closing, thebank officer, representing the bank holding my mortgage, not only treated

me with respectand answered all my questions about my new mortgage, but just before we

shook hands toclose the deal, he gave me a housewarming gift.

Customer satisfaction surveys help to:

Improve customer, client, or employee loyalty.

React quickly to changes in the market.

Identify and capitalize on opportunities.

Beat the competition.

Retain or gain market share.

Increase revenue.

Reduce costs.

36

CHAPTER- II

“RESEARCH- METHODOLOGY”

37

RESEARCH - OBJECTIVES

Aim of the studies:

The study helps to know about the performance of Employees of Bhatia &

company Kota. To judge their performance and measuring, how much they are capable

to sell and promote the products to the costumers.

The main aim of undertaking this study is to accomplish the following

objective:

To understand the concept of performance measurement.

To study the implementation of the performance measurement in Bhatia & company.

Conducting a survey for marketing staff and understanding their performance in

Bhatia & Company.

Proper understanding the measurement techniques.

38

RESEARCH - METHODOLOGY

The objective of the present study can be accomplished by conducting a systematic

employee’s survey. Market Research is a systematic design, collection, analysis and

reporting of data and finding that are relevant to different market situation facing by the

company. The marketing research processes that will be adopted in the present study

consist of the following stages:

Defining the problem and research objective:

The research objective state that what information is needed to solve the problem.

Here the objective of other research is awareness and Knowledge of performance

measurement. To measure their performance to achieve the organization goals of Bhatia &

Company with the help of 360º approach and balance scorecard.

Developing research plan:

Once the problem is defined, the next step is to prepare a plan for getting the

information needed for the research. The present study will adopt exploratory approach

where in there is a need to gather a large amount of information before making a

conclusion if required. The descriptive and casual approaches may also be used.

Collection and Sources of Data:

To collect the data, relevant information is necessary as regards to the project; as a

result using two ways collected data:-

A. Primary Data

B. Secondary Data.

39

Primary Data:

In this the information is being possessed with first hand information, which is new

and fresh.

The tools used by us for the primary data are:

Questionnaire

Face-to-Face Interview

Observation

Secondary data:

The information that is received with the help of Journals, Magazines, Financial

reports or which is already present with the company.

References used from management books.

Gathered information through World Wide Web (www).

Support and knowledge provided by Faculty and Company guide.

Sampling Plan:

Sampling unit: I have done the study on 10 employees from marketing staff in the

company and I also considered 40 direct selling agents so it became 50 respondents for the

survey.

Sampling size: A survey has conducted for the employees. The size was 10

employees and 40 direct selling agents.

40

Analyze the collected information:

This involves converting raw material in to useful information. It involves tabulation of

data and using statically measures on them for developing frequency distribution and

calculating the averages and dispersions.

Report research findings:

This phase will mark the culmination of the marketing research efforts. The report

with the research finding is a formal written document.

41

LIMITATIONS OF RESEARCH

Though the present study aimed to achieve the above-mentioned objectives in full

earnest and accuracy, it was hampered due to certain limitations. Some of the limitations of

this study may be summarized as follows:

Getting accurate responses from the respondents due to their inherent problems was

difficult. They were partial, and refused to cooperate.

Very few people have knowledge about performance measurement in a proper

manner.

At the duration of my study company has launch New Variants of there of there

products like Alto flash. So all the employees were busy in that.

Locating the target respondents were very time consuming.

Sample size was limited due to the limited period of 45 days allocated for the survey.

42

CHAPTER-V

“ANALYSIS FOR PERFORMANCE

MEASUREMENT”

43

Questionnaire for Front - line Marketing Staff

Q.1 Employees who comes under Income Group?

Less Than 10,000 :

10,000 - 20,000 :

20,000 - 30,000 :

More than 30,000 :

Income Group

Less than

10,000 10,000-20,000 20,000-30,000 More than 30,000

No. of

Employees 20 5 15 10

44

Interpretation-

Above bar graph depicts that employees who comes under income

group of less than 10,000 is 20%. Which is highest? It means they are not very much able

to achieve the targets given by their superiors. Their salary increase in proportion to their

achievements.

45

Q.2 How many employees are accountable for specific job- related matrices like

knowledge, skills and attitude?

Less than 2

2 – 5

5 – 8

More than 8

Year of

AccountabilityLess than 2 2-5 5-8

More than

8

No. of

Employees22 7 8 13

46

Interpretation: -

The no. of employees who are accountable for specific job- related matrices like

knowledge, skills and attitude is less than 2 years are 22% that those who have experience

more than 8 years. The figure shows that as they experience, skills and knowledge and

attitude towards job also developed. They can perform in better manner.

47

Q. 3 Do the employees satisfy their target customers or their clients?

Response

Strongly

Agree Agree Disagree Strongly Disagree

No. of Employees 15 18 10 7

48

Interpretation: -

The above graph depicts that 15% employees were strongly agreed and 18%

employees are moderately agree that they satisfy their target customers or clients. But

almost 10% employees were not able to satisfy their target customer because the area that

they assigned was household and most of the business class families reside there.

49

Q.4 Do the employees able to resolve the issue of costumers at a time?

a) Strongly Yes- 25 b) Moderately Yes- 20

c) Strongly No- 0 d) Moderately No- 5

Response Strongly Yes

Moderately

Yes Strongly No Moderately No

No. of Employees 22.00% 20.00% 3.00% 5.00%

50

Interpretation: -

The above graph depicts that the response of 22% employees were strongly said

yes that the employees were very much able to resolve the issue of customers at a time. It

shows that the employees have good knowledge about the product.20% employees were

moderately agree and rest 10% employees were partially disagreeing with the statement.

51

Q.5 Manager talk about performance measurement in a year?

a) Strongly agree c) Agree

b) Disagree d) Strongly Disagree

Response Strongly Agree Agree Disagree Strongly Disagree


52

Interpretation-

Above bar graph depicts that 25% employees are strongly agree that managers talk

about performance measurement at least once in a year. It is good to know that the staff is

performing well or not.

53

Q.6 Managers give performance feedback regularly.

a) Strongly Agree b) Agree

c) Disagree d) Strongly Disagree



54

Interpretation-

Above bar graph depicts that 24% employees were agree and 15% employees were

strongly agree that managers give their feedback on daily bases. It means the manager or

the superior give assessments of employees regularly and every employee has to report

manager everyday.

55

“Questionnaire for Middle Level Managers”

Q. 1 Do the managers provide employees performance based bonus program.



Response Strongly Yes Strongly No Moderately Yes Moderately No


56

Interpretation-

Above bar graph depicts that 20% employees were agree that they get bonus or

incentives out of their better performance. It means if they achieve the targets given by their

superiors they are rewarded. Employees salary increase in proportion to their

achievements.

57

Q. 2 What are the different modes to measure the performance of the employees,

rank them?

(a.) Competitive advantage [ ]

(b.) Quality of service [ ]

(c.) Flexibility [ ]

(d.) Resource utilization [ ]

(e.) Innovation [ ]

i) Only a – 10 ii) b and d – 12

iii) a and c- 8 iv) All 5 - 20

Response Only a b and d a and c All 5

No. of Employees 10.00% 12.00% 8.00% 20.00%

58

Interpretation: -

The above pie chart shows that 20% employers choose all the five modes to

measure the performance of the employees. Competitive advantage is the most common

response that I found in my research. They told me that there are so many mutual funds in

the market so they have to differentiate their products to competitors.

59

Q. 4 Average retention period of employees under your company?

Less than 1 :

1 – 2 :

2 – 3 :

More than 3 :

Response Less than 1 1-2 2-3 More than 3

No. of Managers 8 12 25 5

Interpretation: -

The above graph depicts that average retention period of employees 2-3 years. I

found the common response from the employees that the reason behind is so much work

pressure. They have to work hard to achieve the goals of the company. So they denied

sticking to one company.60

Q.5 How many employees promoted by performance measurement?

Less than 5 :

5 – 10 :

10 – 15 :

More than 15 :

61

Response Less than 5 5-10 10-15 More than 15


Interpretation: -

The above graph depicts that more than 15 employees promoted by performance

measurement every year. It is very good sign for the company and the employees also.

The measurement process of the company benefits the employees and motivates them to

increase sales per year.

62

Q. 6 Are the employees satisfied with measurement process of the company?



63

Response Strongly Yes Strongly No Moderately Yes Moderately No


Interpretation: -

The above graph depicts that 25% employees were strongly agree with the

statement that they were very much satisfied with the measurement process of the

64

company but some of the employees were not agree with the measurement process

because they think that managers are partial and process is biased to some employees.

Q. 7 Where performance has not meet the required standard action is take at an

early stage in order to seek improvements.

Strongly Agree b) Agree


65



Interpretation: -

The above graph depicts that 30% employers were strongly agree with the

statement. To improve the performance of the employees, managers check whether the

employees have met the required standard or not. If there is any variation between actual 66

and desired they take immediate action at very early stage. Some employees were not

satisfied with the statement.

Q.8 Systems are in place to monitor corporate service and individual performance

against plans and objectives and to take corrective action where required.



67



Interpretation: -

The above graph depicts that 22% employees were agreed and 12% employees

were strongly agree with the statement. There is regular assessment of employees in

Reliance Mutual Fund. Individual performance needs to check against the plans and the

68

objectives set by the company. If they have not achieved up to the mark there should be

taken corrective actions so that they can give better results further.

Q.10 Are the managers consider employees greatest accomplishment over the past

years?

69

Interpretation: -

This is an open-ended question and response that I got is positive. Some of the

employees performed very well at the launching of New Fund Offer of the company. They

covered the whole market to promote the NFO of the company.

Q.11Do the employees have any question about their job responsibilities, as

outlined in their position description?

Interpretation: -

I found the most common response from the employees that they are fully loaded

with their responsibilities, given by superiors. They are doing more than what they asked to

do. There is a lot of work pressure and they have to work over time.

Q.12 Any additional training, education or recourses do you need to improve your

performance?

a) Yes b) No

Interpretation: -

It is an open ended question so the response that the employees needed training

session to accept the innovation and technical training was required to sustain in the

particular job. They also needed resources to improve the performance.

70

CHAPTER VI

-

“FINDINGS”

Findings for Customer Satisfaction of

71

Front-Line Marketing Staff

1. Almost all the employees of Bhatia & company are agree that managers talk about

quaterly performance measurement.

2. Almost all the employees are agree that managers or relation ship manager give

feedback to employees regularly as the employees report to manager everyday at

evening.

3. Most of the employees of Bhatia & company were agree that they get bonus or

incentives out of their target achievements and better performance.

4. All most all the employees of marketing staff consider all the five modes that are

competitive advantage, quality of service, flexibility, resource utilization, and

innovation to measure the performance. But competitive advantage and quality of

service is the most common response. Hence it is a good sign for the growth of the

company.

5. 360-degree appraisal and balance scorecard is very well known criteria to measure

the performance of the employees of Bhatia & company. Most of the employees

agree that not only top level and middle level employees measure the performance

but peers also take part in measuring process.

6. In Bhatia & company average retention period of employees are 2-3 years. The

reason behind is so much work pressure of heart- core selling. They have to work

hard to achieve the goals of the company. So they denied sticking to one company.

7. More than 15 employees promoted by performance measurement every year. It is

very good sign for the company and the employees also. The measurement process

of the company benefits the employees and motivates them to increase sales per

year.

72

8. Some of the employees were very much satisfied with the measurement process of

the company but some of the employees were not agree with the measurement

process because they think that managers are partial and process is biased to some

employees.

9. To improve the performance of the employees, managers check whether the

employees have met the required standard or not. If there is any variation between

actual and desired they take immediate action at very early stage.

10. There is regular assessment of employees in Bhatia & company Individual

performance need to check against the plans and the objectives set by the company.

If they have not achieved up to the mark there should be taken corrective actions so

that they can give better results further.

11. Most of the employees were strongly agreed that the managers are responsible of

the performance of the employees.

12. Managers consider employees greatest accomplishments over the past

years. Some of the employees performed very well at the launching of New Alto

Flesh of the company. They covered the whole market to promote the new car of the

company.

13. Employees of Bhatia & company are fully loaded with their responsibilities, given by

superiors. They do more than what they asked to do. There is a lot of work pressure

and they have to work over time.

14. The employees needed training session to accept the innovation and technical

training was required to sustain in the particular job. They also needed resources to

improve the performance.

15. Most of the employees have some qualities like sound knowledge of market; making

strong relationship with the customers, decision making power etc.

73

CHAPTER VII

-

“CONCLUSION”

74

CONCLUSION

From the analysis of the responses received from the employers and front-line

marketing staff of Bhatia & company kota, a majority of employees are found to be

conscious and enlightened regarding their better performance for the progress of the

company.

Some of the employees have faced some problem regarding the frequent change in

their work profile, and other implementations of new technology. Most of the employees

have different competencies in them for the better performance of job.

We have very good market in Kota which comprises potential Customers, but due to

lack of proper guidance, these employees are not that much capable to achieve the targets

assigned to them. There should be continuous flow of information to their potential investors

and they should also keep in contact with the marketing head of the company.

The actual performance of the marketing staff should meet the standard or desired

performance, which has to be inclined towards the objectives.

So my findings are that marketing staff of Company should make little more efforts to

trap the potential investors, like building a good relationship with potential business,

moreover friendly guidance.

Hence, Performance Measurement plays a vital role for the development of the

employees as well as company.

75

CHAPTER VIII

-

“RECOMMENDATIONS”

76

RECOMMENDATIONS

There are some recommendations or suggestions for Bhatia & company after

the above findings of the analysis-

1. Company should set up some benchmarks or performance standards to analyze the

actual performance of the marketing staff.

2. Company should recruit the candidates according to their past performances.

3. Bhatia & company must lay down some sound strategies to retain efficient employees by

giving them more incentives and rewards for their better performances in comparison to

other companies.

4. Employees of marketing staff in Bhatia & company must use marketing tools like point of

purchase, advertisement through Mass Media like loading Newspapers, Magazines,

Television, Exhibition, Fairs, SMS on Mobiles, advertisement on the internet.

5. The organization is lacking on the parameters of motivation. It is recommended that the

organization must adopt the concept of motivation.

6. Bhatia & company should organize programs for employees’ awareness in developing

areas and establish a confidence and belief for the future growth of the company.

7. There should not be frequently change in the work profile of the employees. This

hampers the quality of the work.

77

CHAPTER IX

-

“QUESTIONNAIRE”

78

QUESTIONNAIRE

(For front-line marketing staff )

Name :

Age :

Designation :

Income Group

Less Than 10,000 :

10,000 - 20,000 :

20,000 - 30,000 :

More than 30,000 :

Q.1 Managers talk about performance measurement once a year.

a) Strongly Agree (b) Agree

c) Disagree (d) Strongly Disagree

Q.2 Managers give performance feedback regularly.



79

Q. 3 Do the managers provide employees performance based bonus program.

a) Strongly Yes- b) Moderately Yes-

c) Strongly No- d) Moderately No-

Q. 4 Are the employees satisfied with measurement process of the company?



Q.5 Systems are in place to monitor corporate service and individual performance

against plans and objectives and to take corrective action where required.



Q.6 There is clear and unequal commitment from the top and middle level managers

and senior managers on the performance measurement of the employee.



80

Q.7 Do the employees have any question about their job responsibilities, as

outlined in their position description? (OPEN ENDED)

Q.8 Any additional training, education or recourses do you need to improve your

performance?

a) Yes b) No

81

Questionnaire (FOR MANAGERS)

Name :

Age :

Designation :

Q.1 How many employees are accountable for specific job- related matrices like

knowledge, skills and attitude?

Less than 2

2 – 5

5 – 8

More than 8

Q. 2 Do the employees satisfy their target customers or their clients?



Q.3 Do the employees able to resolve the issue of costumers at a time?



Q. 4 What are the different modes to measure the performance of the employees,

rank them?

(a.) Competitive advantage [ ]

(b.) Quality of service [ ]

(c.) Flexibility [ ]

(d.) Resource utilization [ ]

(e.) Innovation [ ]

82

Q. 5 What criteria do you adopt to measure the performance of the marketing staff

specifically?

a. Behaviorally anchored rating scale

b. 360º appraisal

c. Balance score card

d. Work standard approach

Q. 6 Average retention period of employees under your company?

Less than 1 :

1 – 2 :

2 – 3 :

More than 3 :

Q.7 How many employees promoted by performance measurement?

Less than 5 :

5 – 10 :

10 – 15 :

More than 15:

Q.8 Where performance has not met the required standard action is taking at an

early stage in order to seek improvements.



Q.9 Are the managers consider employees greatest accomplishment over the past

years? (OPEN ENDED)

83

CHAPTER X

-

“BIBLIOGRAPHY”

BIBLIOGRAPHY84

Book of Business research methodology of Govt Eng. College Jhalawar.

Book of Quantitative Methods of Govt. Eng. College Jhalawar.

Book of Performance Measurement and Reward Systems of Govt. Eng.College

Jhalawar

Michael Armstrong, “Human Resource Management Practices” Pg no. 785-789

Websites: -www.marutisuzuki.com

www.bhatia&company.com

www.economicstimes.com

www.google.com

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