ASSIGNMENT ON

SERVICES MARKETING

TOPIC: 1) BRAND LOYALTY CREATED BY SERVICE SECTOR

2) SERVICE QUALITY OF FIVE SERVICE ORGANISATIONS

SUBMITTED BY:

SHALINI CHATTERJEE (pgdma1156)

DAYANANDA SAGAR BUSINESS SCHOOL

BATCH-(2011-2013)

ASSIGNED BY:

PROF: Dr Sai Ganesh

BRAND LOYALTY CREATED IN SERVICE SECTOR

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4.1 The Components of Customer Loyalty

Customer loyalty is a key objective for organisations pursuing a relationship approach with

their customers. However similar to the variety of definitions for Relationship Marketing,

there is no agreed definition for customer loyalty. This section presents the different

definitions of customer loyalty from the literature. Where attempts have been made to

conceptualise loyalty it has typically been divided into 2 typologies–behaviour and attitude.

(Jacoby & Chestnut, 1978; Kahn & Meyer, 1991; Dick & Basu, 1994). Within these

typologies various components of loyalty are described.

The behavioural typology to customer loyalty is primarily concerned with measures of repeat

purchase, proportion of purchases etc. Although, this is considered to be a relevant measure,

the main criticism of this typology is that it does not include the customer’s motives for their

behaviour. Therefore attitudinal approaches to loyalty have been developed. While a

behavioural approach to loyalty is still valid as a component of loyalty, it is argued that

attitudinal approaches to loyalty should supplement the behavioural approach (Samuelson &

Sandvik, 1997). The attitudinal typology includes, for example, measures of commitment and

trust. The following describes the various researches that have attempted to define loyalty.

The next two sections (4.1.1 and 4.1.2) present behavioural measures of loyalty (repurchase

and satisfaction) and illustrates the shortcomings of adopting such narrow approaches.

Section 4.1.3 identifies attitudinal measures of loyalty i.e. commitment and trust.

Section 4.1.4. presents findings from the literature where loyalty had been defined with a

number of different components. Section 4.1.5 summarises these four sections by identifying

the components of loyalty.

4.1.1 Behavioural Typology - Customer Retention/Repurchase and

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Loyalty

Discussions on customer loyalty tend to use the term loyalty and retention synonymously.

However it is evident from the literature that there is criticism of organisations that have

chosen to define customer loyalty as simply customer retention and thus simply achieving

repurchase. As Stewart (1996) states: ‘Customer loyalty and customer retention are not

synonymous’ (Stewart, 1996 p.8)

Customer retention does not accurately capture this level of bonding. Christopher, Payne and

Ballantyne (1991) in their ‘Relationship Marketing ladder of Customer Loyalty’ further

support this.

PROSPECT

Here the customer progresses up the ladder from customers who regularly purchase

(customer retention), to customers who are strong supporters of the company and finally to

being active and vocal advocates for the company and thus referring others to the

organisation. Thus as stated in 4.1 when defining customer loyalty there is a need to consider

attitudinal approaches rather than just repurchase. Furthermore while customer loyalty has

been defined by some as a set of behaviours that loyal customers display, it is apparent that

the behaviours are reflecting attitudes. These behaviours are typically the ones that Reichheld

and Sasser (1990) have identified as generating the financial benefits from loyalty. Thus a

loyal customer buys more, will pay a premium and becomes an advocate and recommends

the company. For example: ‘Loyal customers repeatedly purchase products or services. They

recommend a company to others. And they stick with a business over time’ lifetime value)’

Thus, customer loyalty is a more complex phenomenon that includes other properties rather

than just the behavioural construct of repeat purchasing (Samuelson & Sandvik, 1997)

4.1.2 Behavioural Typology - Satisfaction and Loyalty

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In the late 80’s and early 90’s a number of organisations pursued TQM and similar

methodologies to deliver customer satisfaction. These were pursued as it was felt that this

would impact on their bottom line profitability by increasing loyalty as it is apparent that

when customers’ progress through the phases they are strengthening their bonds with the

organisation.

It had been thought and research has found (Waterhouse & Morgan, 1994; and Eriksson &

Vaghult, 2000) that it was sufficient to merely satisfy customers and that they would remain

loyal; however research by Jones and Sasser (1995) has found that satisfaction and loyalty are

not directly correlated, particularly in competitive environments organisations need to

‘completely satisfy’ their customers

This has identified that while a high level of satisfaction is an important component of loyalty

it is not the only component. Thus as Jones and Sasser (1995) p.91 commented“merely

satisfying customers that have the freedom to make choices is not enough to keep them

loyal”. This has been supported further by Oliver (1999), Fredericks (2001) and Coyles and

Gokey (2002). Oliver (1999) has concluded that while satisfaction is a necessary step in

loyalty formation, ultimate loyalty is a combination of perceived product superiority,

personal fortitude, social bonding, and their synergistic effects’ Fredericks (2001) also points

out that there is a big difference between satisfaction, which is a passive customer condition,

and loyalty, which is an active or proactive relationship with the supplier.

Furthermore, Coyles and Gokey (2002) found from their research that satisfaction alone does

not make a customer loyal and that merely measuring satisfaction does not tell a company

how susceptible its’ customers are to changing their spending patterns. They identify three

basic customer attitudes, emotive, inertial and deliberative that underlies loyalty profiles.

They have found that the emotive customers are the most loyal. Thus it would seem that

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while satisfaction is an important component of loyalty the loyalty definition needs to

incorporate more attitudinal and emotive components.

4.1.3 Attitudinal components and loyalty

The critique of the research surrounding repurchase and loyalty and satisfaction and loyalty

has suggested that loyalty includes attitudinal components. The following section presents

research that supports the role of individual’s attitudes in defining loyalty.

4.1.3.1 Commitment and Trust

Jacoby and Kyner (1973) argue that it is commitment that distinguishes between loyalty and

repeat purchase behaviour. Thus a person who is committed towards a product/service has an

attitude which is durable and impactful. In terms of commitment there would appear to be

two types of commitment – affective and calculative commitment.

Affective commitment is defined as the extent to which a customer likes to maintain their

relationship with the organisation (Buchanan, 1974). Whereas calculative commitment is

where the customer is loyal because they have to be rather than that they desire to be (Meyer

& Allen, 1984). Thus it follows that the calculative committed customer is less reliable as he

could get an offer that enables him to switch suppliers. Samuelson and Sandvik (1997)

suggest that either or both types of commitment could be used in loyalty research and is

dependent upon the purpose of the research. For example, to predict future loyal behaviour

affective commitment would be the most effective.

Hart and Johnson (1999) have stated that while loyalty has been traditionally defined in terms

of its consequences:

_ Repurchase intent

_ Referral intent

_ Share of purchase

_ Actual repurchase

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They suggest that for organisations to achieve true loyalty that they must go beyond customer

delight to ‘total trust’ Agee (2002) p.42 supported this and stated that ‘True loyalty is based

on trust, a high degree of satisfaction and a strong value proposition’. Buttle and Burton

(2001) suggest from their review of the research that loyalty is an attitudinal state which

reflects value, trust and commitment within supplier-customer relationships.

Research by Garbarino and Johnson (1999) identified that trust and commitment were the

mediators between attitudes and future intentions for customers with a strong relationship

with an organisation (theatre in their research). Thus it would seem that commitment and

trust are key components when defining loyalty.

4.1.4 Combining the components of loyalty

Although some researchers have chosen a behavioural definition of loyalty and others an

attitudinal definition of loyalty, there is various research to suggest that a variety of

components to define loyalty have been considered which include both the behavioural and

attitudinal components. Prus and Brandt (1995) have described a ‘Secure customer

Satisfaction Index’ where they have taken three major components to measure loyalty:

overall customer satisfaction, likelihood of repeat business, and likelihood to recommend the

company to others. They describe these three components as the core of a meaningful

customer loyalty index.

Pugh (1991) identified four desirable characteristics that make up the loyal cu stomer – repeat

purchasing, cross product/service purchasing, and referral/word of mouth active and immune

to competition. Jones and Sasser (1995) p.94 define loyalty as ‘the feeling of attachment to or

affection for a company’s people, products or services these feelings manifest themselves in

many forms of customer behaviour. The ultimate measure of loyalty, of course, is share of

purchases in the category’.

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Zeithaml, Berry and Parasuramen (1996) have integrated research findings and anecdotal

evidence and identify the following manifestations of loyalty:

_ Expressing a preference for a company over others

_ Continuing to purchase from it

_ Increasing business with it in the future.

Oliver (1999) identified that while loyalty tends to be defined as repeat purchasing frequency

or relative volume of same brand purchasing which basically record what the customer does,

none tap into the psychological meaning of loyalty.

To encompass these psychological elements Oliver (1999) has described loyalty as: “a deeply

held commitment to rebuy or repatronize a preferred product/service consistently in the

future, thereby causing repetitive same-brand or same brandset purchasing, despite

situational influences and marketing efforts having the potential to cause switching

behavior.” And“fervently desires to rebuy a product or service and will have no other –

pursuing this quest against all odds and at all costs” (Oliver, 1999 p.36)

However he does conclude that there needs to be further research into what is the

fundamental meaning of loyalty. More recently Jaishankar, Arnold and Kristy (2000) based

their conceptualisation of customer loyalty as both commitment to the relationship and other

overt loyalty behaviours. They described loyalty as a multidimensional construct that

included repeat patronage; self stated retention, price insensitivity, resistance to counter

persuasion, and the likelihood of spreading positive word of mouth.

4.1.5 Summarising the components of customer loyalty

Thus within the literature while there is no common definition of customer loyalty, there tend

to be agreement that loyal customers demonstrate the following behaviours and attitudes:-

_ repeatedly purchase from the organisation (preferring and choosing it to others)

_ Have a high level of satisfaction with the company

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_ will recommend the company to others

_ will trust the company

_ will be committed to the company

Reichheld (1996) has identified a further measure of loyalty which as an outcome

incorporates some of the above. He has described a measure of loyalty as ‘share of the

wallet’ (p.60) i.e. what percentage of the customer’s purchases is in the product categories

that the organisations serve. This definition is also of interest because it would seem to

support the most frequently used definition in the brand loyalty literature. Within the brand

loyalty literature there has been considerably more debate about what is an appropriate

definition of brand loyalty. However, before these are reviewed the differences between

customer loyalty and brand loyalty are considered.

4.2 Brand Loyalty compared to Customer loyalty

As an area of interest brand loyalty would appear to have a longer history in Marketing than

Customer loyalty. Discussion on Brand loyalty began in the literature as early as 1923 with

an article in the Harvard Business review by Copeland. A review of the evolution in brand

loyalty research by Schultz (2000) however identifies that the majority of the basics of brand

loyalty stems from research conducted by the Chicago Tribune in the late 40’s and early 50’s

which recorded consumer household purchases. By the 60’s the research into brand loyalty

tended to focus on the economics of information i.e. the cost and ability of consumers to

search for information about alternatives and to understand brand choices (Farley, 1964). By

the 70’s the impact of psychological factors were being raised to explain why loyalty

occurred (Jacoby & Kyner, 1973). In the 80’s, research focus shifted to consumer choice and

behaviour modelling by using supermarket scanner data and thus observable consumer

purchase behaviour. Furthermore, in this period marketers were starting to use more

sophisticated regression techniques to segment behaviours. However, similar to the findings

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from the customer loyalty research Schultz (2000) p. 43 has identified that “less work

appears to have been done on the consumer side, asking why consumers become and remain

loyal to brands”. Whereas customer loyalty has been relevant to a number of sectors, brands

have tended to be associated with fast moving consumer goods, where consumers often buy

more than one brand in a category (East, 1997). East (1997) has made the distinction of brand

loyalty as a proportion of expenditure for FMCG whereas he sees customer loyalty as

allegiance which is assessed by repeat purchase; these are typically for durables, industrial

purchases and services. The link between customer loyalty and brands is also demonstrated

by recent research (Brand Strategy, 2001), which has identified that a strong brand has a

positive relationship with customer loyalty.

East’s definition above appears to have been restricted by his choice of definition from brand

loyalty however if we consider the debate on defining brand loyalty we can see that the

differences between brand loyalty and customer loyalty start to become more blurred,

particularly when considering the behavioural measures of customer loyalty.

4.2.1. Definitions of Brand Loyalty

Cunningham (1956) identified three possible definitions of brand loyalty as:

1) Customers lost and gained over specific time periods,

2) Time sequences of individual purchases and

3) Share of the market.

Cunningham felt that the most appropriate of the three were share of the market since with

the first definition he felt that an arbitrary time period may distort the findings e.g. if a

consumer was out of the market in the time under review. The second definition could also

lead to a biased result since the researchers would need to make a subjective judgement on

the buying patterns of the consumer e.g. buy brand A once and then brand B five times. He

felt that the market share definition gave an objective measure of brand loyalty. This

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definition has been criticised, as too simplistic and further definitions have been proposed

(Day, 1969; Burford, Enis & Paul, 1971; and Olson & Jacoby, 1971) Day (1969) finds that

the true brand loyal buyer is; conscious of a need to economise when buying, confident of her

brand judgements, heavy buyer, and older housewife with smaller average household and is

less influenced by day to day price fluctuations. Burford, Enis and Paul (1971) developed an

operational measure for defining loyalty. They have identified three components to loyalty.

Budget ratio (fraction of total budget for the product class allocated to the loyalty object),

switching ratio (number of opportunities to switch plus one minus number of switches

divided by number of intervals in the survey period) and patronage ratio – (total number of

stores or brands available plus one minus number of stores patronised or brands purchased

divided by number of stores or brands in market).

Olson and Jacoby (1971) have further supported the need for a multidimensional

conceptualisation of brand loyalty. Using Factor Analysis they found that the following are

linked to Brand loyalty: proportion of purchases devoted to the most often purchased brand,

number of different brands purchased over the past two years, number of times the favourite

brand was purchased out of the last five purchases, three consecutive purchases out of the last

five purchases, actual number of consecutive purchases of favourite brand out of the last five

purchases.

The research into brand loyalty has also considered the impact of brand loyalty on store

loyalty where brand loyalty has been weakly associated with store loyalty (Cunningham,

1956 & 1961; Carman, 1970; Keng & Ehrenberg, 1984; and East, Harris, Wilson &

Hammond, 1995). These definitions of brand loyalty would suggest that the definitions have

focussed on the nature and frequency of purchase. Where there appears to be similarity with

customer loyalty is the behaviour identified as ‘Repeatedly purchase from the organisation

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(preferring and choosing it to others)’. The other components identified in defining customer

loyalty i.e.

_ Have a high level of satisfaction with the company

_ will recommend the company to others

_ will trust the company

_ will be committed to the company

may be less relevant for FMCG where there is less involvement in the purchase. AsMitchell

(1994) has described in his article based on work by Jan Hofmeyr who has looked at

consumers of products to religion. The extent to which customers are loyal is determined by

four factors – the degree to which it fits the individual’s needs and values, the degree to

which it involves the individual; the availability of an alternative; and the individual’s

attraction to the alternative. Where there is low involvement then there will be more

switching e.g. cat litter Vs financial services. Thus one could argue that the more emotive

bonds are less likely in FMCG goods where there is less involvement etc.

4.2.2 Identification of individual differences with brand loyal

Since there appears to be similarities between customer loyalty and brand loyalty, the brand

loyalty literature has been reviewed to establish whether there are individual differences

within the customer base and that there are brand loyal types. A review of the brand loyalty

literature shows that there has been considerably more research in this area. There are a

number of studies that have sought to test whether those with high brand loyalty have socio-

economic characteristics, which differ significantly from those buyers with low brand loyalty.

With the exception of Snyder (1991) these studies have mainly been for food and grocery

purchases. Cunningham (1956) found no difference between brand loyal and non-brand loyal

but commented that his findings could have been different if he had considered loyalty for a

particular product group. Frank (1967) also concluded that socio–economic characteristics

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contributed little to brand loyalty. However Carman (1970) established a definite link

between personal characteristics, the shopping processes and brand loyalty. He tested and

found his hypothesis to be true that personal characteristics of consumers will explain

differences in store loyalty e.g. found loyal are housewives, who work, lower income, busy

mothers with children at home, do less entertaining, less interested in homemaking. Uncles

and Ehrenberg (1990) found that older consumers do not buy less i.e. are more brand loyal;

any differences are not significant East, Harris, Wilson and Hammond (1995) sought to

establish the profile of a brand loyal buyer for supermarkets. Using a mail survey they found

that brand loyalty is related to household income (high loyals had incomes of £20,000+),

brand loyals spend more, are more quality conscious (not price sensitive). They are less loyal

when aged below 25 and over 65. Snyder (1991) has considered loyalty for frequently

purchased consumer services, and he found only weak (and negative) correlation between

generalised service loyalty and educational level and family size, thus the more educated and

the bigger family the less likely they are to be loyal. He suggests that the more educated are

more confident and less reliant on loyalty, as a means of reducing the risk perceived in

purchasing services. His findings suggest that demographic correlates to generalised loyalty

do exist but exhibit weak measures of association. However, demographic correlates were

identified with loyalty to individual services e.g. gender with inexpensive motel and hair

stylist, age and fast food restaurants etc, educational level negatively correlated to gas

stations and fast food restaurants, family size negatively correlated with choice of hairstylist.

East, Harris, Wilson and Lomax (1995) found that store loyal people are 25-44 years old and

prefer large out of town supermarkets. They quote Enis and Paul as finding that high loyalty

was associated with low income and fewer years of education. They did not agree with other

findings that store loyalty is a phenomenon of the underprivileged. They perceive that high

loyal have more commitments. They suggest that loyal are from the 25-44 age group, and

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perhaps have greater family commitments but this hasn’t been substantiated. Thus it would

seem that within the brand loyalty literature there has been some consideration of individual

differences and the characteristics of a brand loyal customer.

4.2.3 Summary of identified loyalty components and relevant individual differences

The previous literature on customer and brand loyalty has identified the component variables

of loyalty as people who:

• Repeatedly purchase from the organisation (preferring and choosing it to others)

• Have a high level of satisfaction with the company

• Will recommend the company to others

• Will trust the company

• Will be committed to the company

• Spend proportionally more with that provider than others i.e. Share of the wallet

The literature in brand loyalty has identified that there may be some relationship between

loyalty and age, income, educational level and family commitments.

4.3 Summary

Although there has not been one agreed definition of loyalty, the customer loyalty and brand

loyalty literature has identified the various components of loyalty as people who:

• Repeatedly purchase from the organisation (preferring and choosing it to others)

• Have a high level of satisfaction with the company

• Will recommend the company to others

• Will trust the company

• Will be committed to the company

• Spend proportionally more with that provider than others i.e. Share of the wallet

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FIVE SERVICE ORGANISATIONS AND THE QUALITY OF SERVICE

Disney’s A pproach to Brand Loyalty

That’s the bottom line of the Disney Difference. More than any other company, we are able to successfully and

consistently create multiple experiences and products out of our creative properties in ways that generate consumer

enthusiasm and real shareholder value.

– Bob Iger

Disney’s Approach to Brand Loyalty

For over 85 years, The Walt Disney Company has maintained a comfortable and lasting

position in the marketplace. At Disney Destinations around the world, Cast Members

(employees) explore the link between Guest (customer) satisfaction and brand reputation.

This integration sets the Disney brand apart. Brand loyalty is a reciprocal relationship that

begins with the business. A business must be loyal to its customers in order to receive loyalty

in return. At Disney, long-lasting relationships evolve: Guests become friends and friends

become family.

PROGRAM BENEFITS

For decades, Disney has been creating and sustaining lifelong relationships with its customers

while producing strong business results. This course identifies how the powerful relationship

between experiences and a brand generates superior bottom-line results through greater

customer and employee loyalty. Throughout the course, you explore Disney techniques used

to retain customers for life and identify reliable strategies to deliver more effectively on your

organization’s brand.

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You will learn how to:

Discover Disney time-tested practices and principles that build and fortify brand

loyalty.

Identify the impact brand loyalty has on financial performance and reputation.

Build lasting relationships with your customers to solidify brand loyalty.

Expand your products and services to foster repeat business.

Apply quality standards to support your brand promise and maintain consistent

service delivery.

Sustain a competitive advantage for your organization.

WHOSHOULD ATTEND

Anyone interested in creating lasting customer relationships and a competitive advantage by

applying Disney brand loyalty principles and practices.

Brand Loyalty Model

A loyalty relationship begins with organization-wide commitment. Everyone must exemplify

internal service quality, a key component to the “loyalty profit chain,” used to demonstrate

the strategy for long-term financial results. By building a bridge of trust, relationships are

built, thus repeat business grows and the advance towards a sustainable future begins. When

an organization’s brand aligns with individual identity; when experiences deliver superior

value; when contacts build relationships—the link to creating loyalty is established.

Learning Objectives

Define brand loyalty.

Identify “loyalty profit chain.”

Explore the impact brand loyalty has on financial performance and reputation.

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Building Relationships

Many customers will discontinue their relationship with an organization because they gained

a perception that the business didn’t care. The relationships and personal contacts that

consumers encounter can either hurt or harm a business, even if the brand parallels individual

identity and the experience illustrates quality. A natural extension of a mutually beneficial

relationship between customers and an organization’s employees is the positive reaction that

results in increased loyalty.

Learning Objectives

Demonstrate how building relationships with your customers can create both loyalty

to your brand and lead to repeat business.

Empower your staff to spontaneously create relationship moments with your

customers.

Building Repeat Business

At Disney, we believe that it is both an art and a science to keep Guests coming back. It costs

a lot less to retain a Guest than it does to obtain a new one; therefore, it is essential to attain

repeat business by delivering superior value and developing relationships that last. When you

surpass the experience offered by your competition, and when you add to that by exceeding

expectations at each and every point of contact, you hold the key that will keep bringing

customers back.

Learning Objectives

Explain how expanding product and service offerings can build repeat business and

increase brand loyalty.

Provide tools to assist you in optimizing repeat business.

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Increase knowledge of how quality standards can be applied to employee roles to

support your brand promise and the consistent delivery of quality service.

Greater understanding for the positioning of your brand

Sustainable Competitive Advantage

When someone believes in a brand—when he or she feels a sense of ownership over it and

can use it as a form of self-expression—that is when a brand has an advantage over its

competitor. The lasting power of a brand can sustain an organization through any economic

storm. More importantly, a brand that garners loyalty through the building of relationships

and repeat business should also have the flexibility to change appropriately, generating

customer loyalty for future generations.

Learning Objectives

Maximize brand loyalty across all audiences.

Organize your company for a sustainable future.

APOLLO HOSPITALS CREATING BRAND LOYALTY

APOLLO HOSPITALS AN INTRODUCTION Dr. Prathap C Reddy, Chairman, Apollo

Hospitals Apollo Hospitals Group is the acknowledged leader in bringing super specialty

world-class healthcare to India. It is presently the largest integrated healthcare company in

Asia.

Mission Statement “Our mission is to bring Healthcare of International standards

within the reach of every individual. We are committed to the achievement and

maintenance of excellence in education, research and healthcare for the benefit of

humanity”.

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Third Party Administration Franchise Primary Care Clinics Health Education & e-

Learning Technology Services & Solutions Clinical Research & Site Management

Retail Pharmacies Project Consulting & Architectural Design Owned & Managed

Hospitals The Apollo Hospitals Group – Product line

Single-largest healthcare employer in the private sector Network of 5,000 doctors

across more than 50 specialties: Proven strength to attract clinical talent across

continents 70% of consultants qualified / trained / worked in UK / USA Our nurses

qualify for international placements (UK / USA) with a fair degree of ease Today,

Human Capital is a Significant Strength

Achievements: It has been the: first to establish health insurance company first group

to introduce preventive health care first to perform liver, multi-organ, cord blood

transplants first to introduce new techniques of coronary angioplasty first to perform

stereo-tactic radiotherapy and Radio-surgery (for brain tumors) in the country first

health care facility in India to be awarded ISO 9002.

APOLLO: THE SUPERBRAND APOLLO Hospitals, the country’s largest healthcare

services provider, has announced that it was recognized as a `Super brand of India

' in the healthcare sector for the year 2003 By Super Brands Council. The

criteria adopted by the Super brands Council were not of market share but more to do

with the brand image and perception. Apollo is a SUPER BRAND due to its mind

dominance, goodwill, consumer loyalty and emotional bonding.

Super Brand …..Continued…. Constant exposure to dynamic hospital situations in a

broad range of healthcare models. Access to latest developments in healthcare and

association with leading hospitals around the world. Access to a pool of trained

medical, nursing, paramedical and healthcare professionals.

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APOLLO’s UPCOMING PLANS-GROWTH STRATEGIES MOBILE HEALTH

Collaboration b/w the Apollo and Ericsson has initiated the concept of Tele

medicines. Telemedicine delivered using mobile technology will enable the provision

of affordable and accessible healthcare to millions of people in Remote and rural

areas. Apollo Hospital signs MoU with austrian institute Apollo Specialty Hospitals

has signed an MoU with the Ludwig Boltzmann Institute for Applied Radiation

Research at Donauspital, Vienna, under which the two organisations will exchange

knowledge and experience.

Apollo Hospitals Scouting for Partners in West Asia & Africa Apollo Hospitals

Group is scouting for partnering with hospitals in West Asia and Africa to leverage its

brand equity in these highly potential medical tourism markets. Specialized programs

are being devised, which enroll customers who are high risk for a disease the hospital

endeavors to be in constant touch with this group of people.

Taj Hotels

Taj Hotels Resorts and Palaces comprises of 93 hotels in 55 locations across India

with an additional 16 international hotels in the Maldives, Malaysia, Australia, UK, USA,

Bhutan, Sri Lanka, Africa and the Middle East. The Taj Group of Hotels is one of the most

leading hotel chains of the world, famous for quality, luxury and service.

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Project Objective

Create a social media footprint for 26 luxury hotels across the globe which starts from

building their social presences including engagement, response management and listening, to

the creation of an influencer outreach program.

Our Approach

Targeting new consumer segments focus on incremental revenue and driving loyalty were the

key goals. And a seamless integration of online and offline consumer behaviour would ensure

better consumer understanding and offering plans/offers accordingly.

End-to-end Solution

Customer Centrica developed a Social CRM, a global first for any hotel chain. The

purpose was to map guest profiles with their social media footprint, and building

communication plans around the same.

Differentiated engagement strategies were built across Facebook, YouTube, Flickr,

Tripadvisor, Blogs etc. covering various campaigns like food and beverage, weddings,

watersports, etc. across hotels. Innovative engagement vehicles like photo apps and

QR code campaigns were integrated.

A special application was conceived and created, allowing users to engage with 26

hotels in one place, either individually or collectively.

Customized 'listening posts' were put in place for each of the 26 hotels to create buzz

around that hotel, with built-in response management module. The social presence of

the hotels was made as interactive and dynamic as possible, creating consumer

experiences.

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Business Value

Brand moved from an inward facing to customer centric approach to digital

Social presence of Taj online ensured access to new user segments, thus improving

the business

Social CRM helped achieve a clear picture of user profiles, hence creating marketing

campaigns around specific scenarios

Prompt response management and higher engagement levels led to larger number and

better quality leads

Taj became the world’s first hotel chain to use social CRM

ICICI Lombard General Insurance

ICICI Lombard General Insurance, the country’s largest private sector General Insurance

company has been presented with the Customer and Brand Loyalty award in the

¿Insurance Sector ; General¿ at the Loyalty Summit 2010, for the second consecutive year.

Loyalty Summit is a forum that focuses on the latest issues, developments and solutions that

concern customers. These awards recognise the efforts of companies in each sector who

understand the importance of customer loyalty and channel their efforts throughout the year

in achieving the same. ICICI Lombard received the award for its unremitting and

outstanding customer service delivery in the insurance sector.

The Loyalty Awards are an outcome of a combination of consumer research aided by

nominations received from organisations across sectors. The other award categories included

consumer durables, mutual funds, information technology, oil and gas etc. The consumer

research was conducted by KPMG from a sample size of 50,000 consumers across six cities

namely Mumbai, Delhi, Bangalore, Hyderabad, Chennai and Calcutta.

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BRAND LOYALTY CREATED BY ICICI LOMBARD

ICICI Lombard, a deeply customer-centric organization, has taken initiatives such as Red

Carpet, free Health check up camps and training of drivers for its customers. Red

Carpet is a unique and exclusive claims service initiative in the motor insurance which gives

ease in terms of documentation and reduction in claim processes. It also entails relaxation in

spot survey in case of a claim by allowing shifting of the vehicle from the loss location in

case the ICICI Lombard surveyor does not turn up within 6 hours and offer full claim without

any deduction, subject to policy terms and conditions. ICICI Lombard would make advance

payment for claims over Rs. one lakh, by paying 50% of assessed liability upfront, with dues

settled immediately after final invoice is raised.

The other customer service initiatives include free Health and Eye check-up camps, Driver

Trainings on Am I a safe driver?, exclusive access to national highway cashless network

and scheduled visits to customers to collect and assess feedback. The numbers of cashless

garages are also continuously increased, especially on the national highways. ICICI Lombard

has also set up its own Health Claims processing set up to manage customer claims with

better quality and faster response times.

As the general insurance industry evolves in India we believe that superior service quality

will be a key differentiator among insurers. We are humbled by this recognition and it

encourages us to further enhance our service commitment to our customers, said Mr. Kartik

Jain, Head Marketing &; Direct, ICICI Lombard General Insurance Company Ltd.

About ICICI Lombard General Insurance

ICICI Lombard is a 74:26 joint venture between ICICI Bank Limited, India’s second largest

bank with USD 75 billion in assets and Fairfax Financial Holdings Limited, a Canada based

USD 27 billion diversified financial services company engaged in general insurance,

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reinsurance, insurance claims management and investment management.

ICICI Lombard is the largest private sector general insurance company in India with a Gross

Written Premium (GWP) of Rs. 37,492 million for the year ended March 31, 2009. As on

December 31, 2009, the company has 4,707 employees and 360 branches. In the financial

year ended March 31, 2009, the company issued over 4 million policies and serviced over 33

lakh claims. The company has a claim disposal ratio of 97% (percentage of claims) settled

against claims reported) as on March 31, 2009

The company has been assigned a domestic rating of iAAA¿ by ICRA (an associate of

Moody¿s Investors Service) for highest claim paying ability and a fundamentally strong

position, for the fourth consecutive year. ICICI Lombard Auto Insurance has been rated

highest in customer satisfaction by J.D. Power Asia Pacific in India among 11 auto

insurance providers. The company has been conferred the Golden Peacock- Eco Innovation

Award of 2009 for weather insurance and the Customer and Brand Loyalty award in the

Insurance Sector - Non-Life¿ at the 3rd Loyalty awards, 2010. It was awarded the

General Insurance Company of the Year¿ at the 11th Asia Insurance Industry Awards. The

company also won the NDTV Profit Business Leadership Award 2007 and was adjudged as

the most Customer Responsive Company in the Insurance category at the Economic Times

Avaya GlobalConnect Customer Responsiveness Award 2006. It has the Gold Shield for

Excellence in Financial Reporting¿ by the ICAI (Institute of Chartered Accountants of India)

for the year ended March 31, 2006.

ICICI Lombard allows instant policy issuance and renewal through its website

www.icicilombard.com for all retail insurance products including Car Insurance, Health

Insurance, Travel Insurance, Two Wheeler Insurance and Home Insurance. There are

multiple payment options available including internet banking, credit card, debit card and

cash card.

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Jet Airways

Quality Certification

Jet Airways has received an extensive range of awards and commendations for every kind of

service it provides. Our efficiency and quality of the highest standards in every sphere of

service has earned us a prestigious Super brand status.

Certification for the product and service ranges includes Design, Development and Delivery

of Customer Services that meet world-class standards.

Jet Airways (India) Ltd. has also earned the distinction of receiving the IATA Operational

Safety Audit (IOSA) Registration.

IATA Operational Safety Audit (IOSA)

Registration

Jet Airways (India) Ltd. has earned the distinction of receiving the IATA Operational Safety

Audit (IOSA) Registration. The airline has successfully completed the Operational Safety

Audit and has been listed in the IOSA Registry www.iata.org/registry

IOSA is a quality audit programme under the continuing stewardship of the IATA

(International Air Transport Association). It is a globally recognized and accepted

benchmarking and evaluation system for assessing the operational management and control

systems of an airline. IOSA uses internationally accepted quality audit principles that ensure

that the audits are conducted in a standardized and consistent manner. Airlines use IOSA

Registration for a variety of benefits, which include improving flight safety, code share

facilitation, and audit reduction.

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With the implementation and international acceptance of the IOSA, the industry has achieved

the benefits of cost-efficiency through a significant reduction in audits. The focus and scope

of the IOSA audit is on proper documentation and implementation of standard operating

procedures in various operational areas of the airline such as, Flight Operations, Aircraft

Engineering and Maintenance, Flight Dispatch, Cabin Operations, Security, Ground Handling

and Cargo.

The IOSA Programme is recognized by the member airlines of the IATA as a benchmark for

airline safety and quality. At present, 107 airlines worldwide have been listed in the IOSA

Registry.

Jet Airways Bags 'The Oscar of Branding' and becomes a SUPERBRAND

The prestigious Super brand status has been conferred on Jet Airways, recognizing it as one

of the leading Super brands in India.

This 'Oscar of Branding' has been awarded by the world's leading authority on branding, an

independent Super brands Council comprising of the most eminent professionals in

marketing and advertising.

This is the first time that the 'Super brand' concept has been brought to India for endorsing

leading consumer brands.

Jet Airways will be featured as one of the strongest Indian brands in the Superbrands volume

to be printed in Italy, which will be released at the special Superbrands Gala Event in

December this year.

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With this latest honour, Jet Airways joins an exclusive club of this year's winners from India.

The airline was selected out of a list of 711 leading Indian brands across 98 categories. The

selection criteria define a Super brand as one, "that has established the finest reputation in its

field, which offers consumers significant emotional and or physical advantages over its

competitors which (consciously or sub-consciously) consumers want, recognize, and are

willing to pay a premium for."

The selection process avoids any ranking by market share and instead focuses on the brand

image and perception of the product. The brands' dominance, goodwill, consumer loyalty,

trust and emotional bonding influence the selection.

Super brands are a concept that started ten years ago in the United Kingdom to chronicle case

studies of exceptional brands; to pay tribute to them and their brand guardians. Since then, it

has been replicated in 25 countries except India. Some of the leading countries that have

adopted the Super brand concept are Australia, France, Germany, Holland, Hong Kong, Italy,

Malaysia, Philippines, USA, Singapore, Spain, United Arab Emirates, Indonesia, Ireland,

Egypt, and Denmark.

The airline has won several coveted national and international awards. These include the

Boeing Company's honour for consistently maintaining the highest technical dispatch

reliability in excess of 99 per cent for 2002, the leading business weekly, Business World's

'India's Most Respected Company in the Travel and Hospitality Sector' for 2003, Travel

Trade Gazette's (TTG) 'Best Domestic Airline Award' for 2002 among 14 countries in the

Asia-Pacific region, Air Transport World (ATW) 'Market Development Award' for 2001 for

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the best domestic airline, the Qimpro Gold Standard for 2001 and the Hospitality & Food

Service (H&FS) 'Best Domestic Airline' award four times.

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