Contents

OUR APPROACH ........................................................................................................................................ 2 MycityDiscount Cards .................................................................................................................................. 4 Canopy/stalls ................................................................................................................................................. 7 Telecalling..................................................................................................................................................... 7 Pamphlet distribution .................................................................................................................................... 7 Mailer through post ....................................................................................................................................... 7 Corporate Presentation .................................................................................................................................. 7 INTRODUCTION TO THE STUDY ........................................................................................................... 9 Customer Loyalty.......................................................................................................................................... 9 Building Customer Value ........................................................................................................................... 10 Loyalty Programs ........................................................................................................................................ 11 Demographics ........................................................................................ Error! Bookmark not defined. Customer Satisfaction ................................................................................................................................. 11 Relationship Marketing ............................................................................................................................... 13 Customer Retention .................................................................................................................................... 15 Major competitors ....................................................................................................................................... 17 Local Competitors....................................................................................................................................... 18 Analysis of major Competitors ................................................................................................................... 19 Research Methodology ............................................................................................................................... 19 Demographics ..................................................................................................................................... 20 Household ........................................................................................................................................... 21 Profession............................................................................................................................................ 21 Transport ............................................................................................................................................. 21 Other ................................................................................................................................................... 21 Questionaire result ..................................................................................................................................... 22 Statically review.......................................................................................................................................... 23 Conclusion .................................................................................................................................................. 23 References ................................................................................................................................................... 24

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Companys Profile
Maven Solutions is in the business of helping clients get the right professionals on time. Our consultants specialize in search and selection of human capital within specific industries, which include Banking, Insurance & Finance, Pharmaceuticals /Health Sciences, Engineering, Manufacturing, Oil & Gas, Marine, IT & Telecommunications, Hospitality, and Fast Moving Consumer Goods. We not only partner with our Clients on recruitment needs but also work closely with Candidates who are seeking an opportunity. We are in the business of manpower recruitment & staffing and we continuously keep adding value to our line of services with an increasing productivity at every stage of employment lifecycle.

OUR APPROACH
Maven Solutions is in the business of helping clients get the right professionals on time. Our consultants specialize in search and selection of human capital within specific industries, which include Banking, Insurance & Finance, Pharmaceuticals / Health Sciences, Engineering, Manufacturing, Oil & Gas, Marine, IT and Telecommunications, Hospitality, and Fast Moving Consumer Goods. We not only partner with our Clients on recruitment needs but also work closely with Candidates who are seeking an opportunity. We are in the business of manpower recruitment & staffing and we continuously keep adding value to our line of services with an increasing productivity at every stage of employment lifecycle. SEARCH & SELECTION METHODOLOGY based on the job brief (job description) and relevant details such as industry / company preference, salary package, etc given to us by the Client, we will conduct the research. Maven Consultants will utilize a combination of search / selection approaches best suited for the position/s. Our business is based on the foundation of integrity and professional relationships. Maven Resourcing Solutions believes that the interests of our clients and candidates are of the utmost importance. We specialize in the placement of Sales & Marketing, Consulting, Project Delivery, and IT Technical professionals of all levels across all industry verticals, providing both Permanent and Contract recruitment solutions. Page 2

Maven has grown to become one of World's premier recruitment partners of choice for many of the region's leading organizations, both large and small. When it comes to sourcing top quality staff in an expedient and cost effective manner, Maven has earned a reputation as being in the 'upper Maven' of recruitment agencies. With dedicated teams servicing each industry sector, Maven understands your industry and your unique needs. Whether you are an employer seeking new staff or a candidate seeking new employment, we are poised to provide you with the best possible service! Maven is recognized by the region's most talented candidates as being a recruitment partner they can trust, and one that will competently represent them in a confidential and ethical manner. Whether passively 'keeping an eye on' the market or actively seeking new employment, Maven has helped thousands of candidates secure their ideal positions. At Maven Solutions we understand the fascination of companies towards the Just in Time, Just in Skills Human Resource Solution model and the effectiveness of this model in enhancing productivity and gaining a competitive edge. Our ability to precisely understand the client requirements and the speed at which we deliver committed results along with our high ethical standards of work have contributed to the building of our reputation as among the most trusted HR Services Companies in North today. Our services include: Selection & placement our clients Manpower Requirements are fulfilled through our exhaustive in house database and through web mining. The profiles are put through a thorough screening process, after which they are evaluated under different norms and then finally processed as per the clients requirements. Turnkey Recruitment The entire Recruitment Process is taken up as a Turnkey Assignment, whereby we manage the entire logistics i.e. Written Tests, Organizing Group Discussions, Conducting Technical Tests, and Preliminary Interviews etc. The entire activity from A to Z is taken up as a turnkey project. Staffing Solutions .Maven Solutions has an ability to deal with diverse Industry Verticals and address staffing needs across all Management Functions and at different levels. Our experience in the staffing industry enables us to fully evaluate their business situation, determine their specific needs and provide the best staffing results. Our innovative staffing solutions are tailor-made to enable, organizations meet the challenges of todays fast changing business Page 3

environment. We work closely with clients to identify, engage, train and retain successful people that organizations need to create success stories. Our consultants are highly skilled and are well versed in the industry sectors and job categories enabling them to have a profound understanding of the assignments.

MycityDiscount Cards
We as a company mycitydiscount.in are planning to provide discount cards to the respected people of the city. Regarding this a pilot project is launched in Dehradun. We are setting some target in this city and at rapid rate it will be beneficial for you to take discounts all over the country.

Benefits to Vendors

Since number of customers of discount card for maven Are more than 8,000 therefore
Sales volume increases New Customers added to their shop Customer Loyalty increases List of vendors categories Bakery & Confectionery Beauty, Spa & Salon Books, Magazines & Stationery Clothing & Garments Computer & Accessories Doctors and Clinics Education & Career Electronics & Mobiles Fish Aquarium & Pet Shop Fitness & Sports Flower Shop Footwear, Bags & Accessories Page 4

Gifts & Toys Home, Furnishing & Interiors Hotels & Resorts Jeweler Movies & Entertainment Optical & Watches Others Pathology & Pharmacy Photo Studio

Terms and conditions For Vendors: The vendor will abide by the offers they have agreed at the time the discount card is presented. The vendor will ensure that their employees are aware of the current agreed offers. Only provide the offers on production of the discount card. Only accept discount cards that are part of our MycityDiscount Network . Only accept discount cards that are not defaced or damaged. Check expire dates before giving the discount. Inform us of any changes in the business i.e.: Contact numbers/address, emails, website changes etc MycityDiscount will use the name and the logo of the vendor in all the printed material including the brochure & website. It is expected that the vendor would intimate changes (if any) including removal of any offer at least 15 days in advance, so that the member could be informed accordingly. For Card Holders: This is not a Credit Card and is not transferable. Please present this card to avail the benefits. Page 5

This Card is the property of MMI Ltd and can be withdrawn anytime. It has no legal binding. The benefit/s offered by the merchant cannot be used in conjunction with any other offer or scheme that is in force. Please announce your intent to avail the benefit/s, before the bill is prepared. MycityDiscount merchants have the right to ask for student ID to ensure that the person using the card is a student. This request is made to protect the cardholder from anybody falsely using his or her card. If you cannot provide a valid student ID, your discount may be refused MycityDiscount (unit of MMI Ltd.) reserves all rights to make amendments to these terms and conditions without giving any prior notice to any cardholder. It shall be the sole responsibility of the cardholders to check on the web-site (www.mycitydiscount.in) for updates on the promotional offer and for updated term and conditions. MycityDiscount (unit of MMI Ltd.) reserves the right to withdraw any promotional offer, at its sole discretion, at any time without giving any prior notice thereof to the cardholders. Availing of any offer by the cardholder shall mean that the cardholder has read, understood, accepted and agreed to abide with all the terms and conditions of the offer along with all its amendments, if any. This offer is brought to you by the participating merchant. MycityDiscount (unit of MMI Ltd.)Is not responsible for goods/services offered by the participating outlets nor are they liable for any defect or shortcoming of facilitating process of the goods/services so obtained/availed or redeemed by the Card holder. Card sharing is strictly prohibited and constitutes fraud. Any cardholder who shares their card will have their membership revoked. The member agrees to accept SMS/Email related to vendor updates, changes in T&C, and promotional activities of the company and its associate vendors. The Insurance will be activated within one month from the date of purchase of the Card. Page 6

Marketing and Sales Strategies for Discount Card

Canopy/stalls Telecalling Pamphlet Distribution Mailer through post Building Retailers Corporate Presentation

Canopy/stalls
To market our discount card we put our stall in front of colleges and restaurants where our target customers are. Our motive is to aware the people about our product .As the same time if sales happen through it will be a bonus for us. In front of kfc and silvercity we put our stalls and ask the people to buy our product. We also take the contact number and address of them to keep contact with them.

Telecalling
Our best and most affordable part of sales is telecalling. By it we introduce ourselves, and take a note of potential customer who will buy our product in future or at the same moment. Through it our main aim is to get the appointments for our product.

Pamphlet distribution
Our main for pamphlet distribution is too aware the people. We do it through newspaper hawkers. We distribute in buildings like Tulas garden. We distribute by giving them some money.

Mailer through post

We distribute by posting at the potential client Or office address so that he is aware of the product.

Corporate Presentation
We present our product in school colleges by taking appointments. Like we do it in Maya Institute Selaqui and Ambitions Institute in Karanpur Page 7

As a result of that without direct advertisement in newspaper or television we have created the huge market for our product.

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INTRODUCTION TO THE STUDY

Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business. 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. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and service to service. The state of satisfaction depends on a number of both psychological and physical variables.

Customers Profile for Discount Cards

1) Income level of more than 2 lakh p.a 2) Expenditure on monthly basis of more than 1,000 3) Student of age group between 15-30 4) Urban area of Dehradun capital of Uttrakhand

Customer Loyalty
Customer loyalty programs collect massive amounts of data that the company should process and analyze. The large number of consumer details the opportunity to the companies to create a solid knowledge about their customers in individually and in aggregate basis. ( Byrom, 2001). Customer loyalty is one of those elusive qualities that every company strives to achieve. Customer loyalty scheme is a good case where the front lines between marketing and mainstream marketing, customer database and communication have been broken (OMalley, 1998). A generic discount or points reward system is not necessarily the best way to achieve marketing objectives because it doesn't reward the customer for taking the desired action. According to Uncles et al, (2003) there are two basic Page 9

objectives for any loyalty scheme; firstly to increase the volume of sales by increasing the usage and purchase level and secondly to built strong relationship between customer and brand. Therefore, any brand has to built a strong relationship with the customer, this is the fundamental purpose of any loyalty program. (Shoemaker et al, 1999). The key in creating effective store loyalty programs is to discover the most persuasive loyalty drivers for each customer. Loyalty drivers generally fall into two categories: product attributes (e.g., performance, quality, reliability) or price/promotion sensitivity. Customers whose brand repurchase is driven by intrinsic product attributes are generally high-value customers because they exhibit a high predisposition to stay with the brand and have low price elasticity (e.g., their sales volume is relatively unaffected by an increase in price). Conversely, customers whose brand repurchase is driven primarily by price/promotion sensitivity are generally low-value consumers because they exhibit low predisposition to stay with the brand through price fluctuations (e.g., high price elasticity).(Uncles et al, 1994). To obtain a clear picture of the drivers behind brand loyalty, the company needs to build a consumer-centric analytic framework that attempts to understand the consumer values and thought processes preceding a purchase decision by drawing from divergent sources of data.

Building Value

Customer

Creating loyal customers is at the heart of every Business. The only value your company will ever create is the value that comes from customers-the ones you will ever create is the value that comes from the customers-Businesses succeeds by getting keeping, and growing customers. Therefore, to have loyal customers a new paradigm is designed as Customer oriented Organisation chart

customers frontline people management

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Loyalty Programs
A generic discount or points reward system is not necessarily the best way to achieve marketing objectives because it doesn't reward the customer for taking the desired action. According to Uncles et al, (2003) there are two basic objectives for any loyalty scheme; firstly to increase the volume of sales by increasing the usage and purchase level and secondly to built strong relationship between customer and brand. Therefore, any brand has to build a strong relationship with the customer; this is the fundamental purpose of any loyalty program. (Shoemaker et al, 1999). The key in creating effective store loyalty programs is to discover the most persuasive loyalty drivers for each customer. Loyalty drivers generally fall into two categories: product attributes (e.g., performance, quality, reliability) or price/promotion sensitivity. Customers whose brand repurchase is driven by intrinsic product attributes are generally high-value customers because they exhibit a high predisposition to stay with the brand and have low price elasticity (e.g., their sales volume is relatively unaffected by an increase in price). Conversely, customers whose brand repurchase is driven primarily by price/promotion sensitivity are generally low-value consumers because they exhibit low predisposition to stay with the brand through price fluctuations (e.g., high price elasticity).(Uncles et al, 1994). To obtain a clear picture of the drivers behind brand loyalty, the company needs to build a consumer-centric analytic framework that attempts to understand the consumer values and thought processes preceding a purchase decision by drawing from divergent sources of data.

Customer Satisfaction
Consumer satisfaction as a result of a purchase decision is the ideal, but due to the complexity of the construct and the unpredictability of consumer behavior this is a difficult ideal to realize. According to Jobber (2004) Once a product has been bought, customer satisfaction depends upon its perceived performance compared to the buyers expectations. Customer satisfaction occurs when perceived performance matches or exceeds expectations. After purchasing the product, the consumer will experience some level of satisfaction or dissatisfaction. If the product matches Page 11

expectations, the consumer is satisfied; if it exceeds them, the consumer is highly satisfied; if it falls short, the consumer is dissatisfied. (Kotler, 1987). Satisfaction is not solely a conscious, rational, and meaningdeficient phenomenon, as it typically is measured in oneshot, post purchase surveys designed under the customer satisfaction umbrella. Managers must recognize that satisfaction may have important no conscious, affective, and meaningful aspects as well.(Ranaweera et al, 2003). Satisfaction is construed not in terms of a mental matching of features and benefits against a priori comparison standards, but as a result of consumers' ongoing attempts to manage the opposing qualities of technological products in post-modern life. Managers must be conscious that multiple satisfaction models and paradigms may coexist and that these may evolve over time. (White et al, 2005). Customer satisfaction is being used as the major criterion to judge the success or failure of all aspects of the hearing-aid dispensing process. The critical issue is to find out the relationship between the customer satisfaction and the behavioural responses. In which extent the customer satisfaction can lead or increase loyalty and store loyalty. (Bowen, et al, 2001). According to Taher et al (1996) being comfortable with a store, satisfaction is not enough to ensure repeat patronage. As Miranda et al (2005) summarize several factors influence store satisfaction while shopping such as: Location of store, nature and quality of assortment stocked, pricing strategy, instore promotions, sales personnel, physical attributes, atmospherics, and loyalty cards. Reynolds et al (1995) proved that loyal customers have a more elaborate and stronger network of means-end chain linkages compared to loyal users of a competing product. However, Mitchell et al (1998) did not find strong relationship to support that loyal customers have better knowledge of their store attribute than the customers that are not loyal . According to Bloemer et al (1998) there are two types of store satisfaction: manifest satisfaction and latent satisfaction as antecedents to store loyalty. It was shown that the relationship between store satisfaction and store loyalty does indeed depend on the type of satisfaction. The positive impact of manifest satisfaction on store loyalty is stronger than the positive impact of latent satisfaction on store loyalty. Manifest satisfaction is based on a positive evaluation of a store which is well elaborated on. Page 12

In addition we found that the amount of satisfaction has a positive effect on store loyalty, whereas both involvement and deliberation have a negative effect on store loyalty. It should be noticed that the direct negative effect of deliberation is even more pronounced than the direct negative effect of involvement. Miranda et al (2005) estimated two models, one predicting store satisfaction and the other store loyalty when shoppers are presented with a special purchase opportunity by a retailer that is not their normal preferred choice. The store attributes and shopping behavior patterns that influence store satisfaction in their primary store were different from those that influence them to stay loyal to their current store, except for sales assistance. (Oliver, 1980) argues that customer loyalty (e.g. repurchase intentions, willingness to provide positive word-of-mouth) is a function of customer satisfaction, which again is a function of a cognitive comparison of expectations prior to consumption and actual experience. Customer satisfaction/dissatisfaction requires experience with the service, and is influenced by the perceived quality and the value of the service (Anderson et al., 1993). In addition as Andreessen et al (1998) conclude that customers may be loyal due to high switching barriers or lack of real alternatives. In addition there is now evidence suggesting that companies reap far greater economic rewards from highly satisfied customers than they do from the merely satisfied (Carr 1999).

Relationship Marketing
The basis of relationship marketing is customer loyalty because retaining customers over their life will contribute to enhanced profitability. This implies that companies have to learn continuously about their customers' needs and expectations which are ever changing and often unpredictable. McElroy et al (2000). The origins of modern relationship marketing can be traced back to a passage by Schneider (1980) in which he observes: "What is surprising is that researchers and businessmen have concentrated far more on how to attract customers to products and services than on how to retain customers". According to Morris et al (1999) customer relationships can then be increased by offering added value that company is able to derive from its experience and learning. In contrast with the past the well organized companies work hard to retain existing customers Page 13

and increase the budget that existing customers spend with them rather to attract new customers. The costs of attracting new customers include advertising and promotion, but loyal customers also act as word of mouth advertisers and will generally spend more. On average it costs a firm five to six times as much to attract a new customer as it does to implement retention strategies to hold an existing one (Lovelock and Wright, 1999). In practice, relationship marketing originated in industrial and B2B markets where long-term contracts have been quite common for many years. According to Len Berry (1983), relationship marketing can be applied: when there are alternatives to choose from; when the customer makes the selection decision; and when there is an ongoing and periodic desire for the product or service. Fornell et al (1987) used the term "defensive marketing" to describe attempts to reduce customer turnover and increase customer loyalty. This customer-retention approach was contrasted with "offensive marketing" which involved obtaining new customers and increasing customers' purchase frequency. Defensive marketing focused on reducing or managing the dissatisfaction of your customers, while offensive marketing focused on "liberating" dissatisfied customers from your competition and generating new customers. There are two components to defensive marketing: increasing customer satisfaction and increasing switching barriers. Over the decades, attempts have been made to broaden the scope of marketing, relationship marketing being one of these attempts. Marketing has been greatly enriched by these contributions. (Noordhoff et al, 2004). At the core of relationship marketing is the notion of customer retention. According to Gordon (1999), relationship marketing involves the creation of new and mutual value between a supplier and individual customer. Novelty and mutuality deepen, extend and prolong relationships, creating yet more opportunities for customer and supplier to benefit one another. It is claimed by Reichheld et al (1990) that a 5% improvement in customer retention can cause an increase in profitability of between 25 and 85 percent (in terms of net present value) depending on the industry. However, Carrol et al (1992) disputes these calculations, claiming they result from faulty cross-sectional analysis.

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According to Buchanan and Gilles (1990), the increased profitability associated with customer retention efforts occurs because: The cost of acquisition occur only at the beginning of a relationship, so the longer the relationship, the lower the amortized cost. Regular customers tend to be less expensive to service because they are familiar with the process, require less education, and are consistent in their order placement. ( Ranaweera et al, 2003). Buying decisions are based on more than product specifications and price. Perceived brand relationships now play a major role in the buying process. This brand relationship holds especially true in the impersonal world of interactive marketing. (Beerli et al, 2004). The paradigm for successful interactive marketing is changing rapidly. The past sales philosophy was to sell one product to as many people as possible. The paradigm shift is evolving towards a long-term one-to-one brand relationship; selling as many products as possible to one customer. Marketers can now focus on the life-time value of a customer instead of an individual transaction.

Customer Retention
Businesses today readily share their experience in improving customer retention. Most solutions point to business culture, staff training, and sales methodology, along with tracking and responding to customer demographics. In simple terms, customer retention is all about the customer - and the customer's experience.(Jamienson, 1994) Loyalty is about identifying and profiling customers, enhancing profits from them and then retaining them, not about rewarding gross spends.(Ranaweera et al, 2003). The priority is to recognize both customers' value and potential value as the basis for allocating resources to them. (Bowen et al, 2001). One frequent flyer program, for example, targeted its members that fly regularly. Even though customer retention was treated as important most of the time it was been viewed as an result of marketing approach. Customer retention can easily help the marketers to increase the power and the profitability of the company. Page 15

The increases of companys market shares could be evidence to the above mentioned relationship. However, the increase of market shares can cover up the level of customer defection. (Gronroos, 1994). In fact, many companies minimize investment on those customers who spend least when, in fact, segments of this group might provide the greatest opportunity for future profits. According to O Malley (1998) the companys aim is to reduce marketing scrap heap (customers who defect) and thus, enhance profitability. This renewed focus on customer retention is generally referred to as loyalty marketing. One of the most powerful advantages has to be gained from customer insight, using both dynamic and static information to recognize customers' current and potential value as the basis for allocating resources to them. Such insight can be gathered from product marketing, which is mainly behavioral data and relationship marketing, which can also provide attitudinal insight. And this is where reward schemes can play such a pivotal role. (White et al, 2005). The only way one can sustain a successful retention strategy is through the use of effective measurement and then promoting the resultant information as the key driver in achieving and sustaining customer-oriented quality (Jamieson, 1994). Committed customers, who are loyal to the brand, do not respond to the lure of competitors (McIlroy, et al, 2000). Finally, as Lawrence et al (2006) conclude, retained customers may pay higher prices than newly acquired customers, and are less likely to receive discounted offers that are often made to acquire new customers. All of these conditions combine to increase the net present value of retained customers. Lindgreen et al, (2000), for example, compute that it can be (up to) ten times more expensive to win a customer than to retain a customer and the cost of bringing a new customer to the same level of profitability as the lost one is up to 16 times more.

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Major competitors
Payback India Payback India has 10 million members now. But that number is now expected to go up sharply with the German firm tying up with the Kishore Biyani-led Future Group, the country's largest retailer.Payback says it will double its presence in India from 1,500 outlets to 3,000 outlets following the Future group tie-up. For the Rs 12,000 crore Future group, the tie-up makes sense as Payback, which has 25 million cardholders in Germany and Poland, has seen at least 10 per cent increase among its loyalty card holders in those two countries because of frequent visits. Future Group will introduce Payback as its new loyalty programmed from September this year. But what does Payback bring to the table in a market which already has several loyalty card providers? A lot, says Vibha Rishi, ED, customer strategy, Future Group. Unlike competitors, a customer can redeem their points at any of the 1,500 Future group store and will not be tied to the point of purchase. In this programme, the ability to collect and redeem points is vastly enhanced. Customers who want to redeem their points can do so at Ezone stores to buy a colour television or at Pantaloons to buy a T-shirt, says Rishi. In another first, Payback will inform customers before the deadline for redemptions expire. The whole strategy rests on a simple principle. Payback's multi-partner programme will allow customers to collect more points faster even from low margin sectors like grocery and service centres. The vouchers can also be redeemed from a wider network of channel partners. The technological backbone that Payback will bring will also help everyone to share costs. The next challenge will be to integrate payment functions, supplementing programmers by adding online and mobile connection options and usher a new couponing system that is already popular in Europe and the US but currently has a limited play in India. Loyalty Partners Payback's holding company was also bought out by American Express this year and once the operations get aligned globally, both Paypal and Payback can have a ride piggyback on each other's network. The Future-Payback alliance comes at a time when almost all Indian retailers have loyalty programmes, which contribute Page 17

to a significant share of their total sales. For instance, Shoppers Stop's loyalty programme First Citizen, has over two million members and 73 per cent of Shoppers' total sales comes through it. Both Payback and Future are betting on the 220 million customers who walk into Future's stores every year. The loyalty card programme of Pantaloons called Pantaloons Green Card will be merged with Payback. Though Payback India has an exclusive arrangement with Future, it also wants to tie up with local retailers to widen its reach. For example, a telecom company is in its radar. Already tie ups with ICICI Bank, HPCL, Air India, Megamart, MakemyTrip.com are in place. Local business partners are very important. Once we have 'lighthouse' partners such as Future Group and the telecom company we are talking about, we will go to local partners. We will do it along with Future Group as they have a lot of local relationships, says Alexander Rittweger, chief executive Loyalty Partner Group, the parent of Payback. Payback also wants to replicate its success in the German market in India. For instance, one in every two households in that country hold a Payback card and it accounts for 10 per cent of total German retail sales. About 95 per cent of cardholders redeem their points.

Local Competitors
Jaguar Vip Vanquisher Buzz Kamal Jewllars Silvercity yuva Dainik Jagran

Jaguar Vip
We provide our membership have Best Deals, Big Saving on Everything, Ordinary Purchase, Extraordinary Deals & Discount up 10% to 30% OFF. When member go shopping by store and never miss coupons, discounts or cash back on your purchases. Shopping for something specific? JAGUAR VIP is a fast growing services provider group. Jaguar VIP is always there to provide any help and valuable Page 18

advice our customer may need. We treat our customers as possessing partners, so they decide how extensive our services should be. Go shopping by store and never miss coupons, discount or cash back on your purchase.

Analysis of major Competitors

Major competitors in the market for maven solutions discount card are payback India and Jaguar Vip. Although the various banks, shops also provide that kind of privilege cards. But all of them is of limited use, because there actual work is something else. They are just using those card for their customer satisfaction. They have also not have personal tie up with the vendors. Small vendors are not in their range ,although in the local market we have some competition with the discount cards of vanquisher buzz , and Jaguar Vip. These competitions are not tough now, as the amount of vendors we have created is very large. And we are capturing the market very fast. Jaguar Vip card cost is about 1000 rs and our card is of 500 and 250 Rs Our major aim is to keep the trust on our customers. Major Threat Therefore, Customers are attracted to online shopping not only because of the high level of convenience, but also because of the broader selection, competitive pricing, and greater access to information. Business organizations seek to offer online shopping because it is much lower cost compared to bricks and mortar stores, offers access to a worldwide market, increases customer value and builds, Customer Loyalty.

Research Methodology
The research approach based on deductive approach that gives the confidence that the truth of the conclusions will be based on completely guaranteed and tried not to just make Page 19

probable by the truth of premises. This survey used nonprobability samples due to the weakness to calculate the total population of loyalty card holders and the lack of information about the demographic segmentation of the interest population. In this study the data from the collected questionnaires catalogued and analyzed using SPSS. The analysis of the results came from Descriptive analysis, Factor analysis and Gross tabulation analysis.

Survey material

The questionnaire design and structure has been based on similar studies such as, Bellizzi et al (2004), Wright et al (1999), Garton (1995). Due to the lack of time in the process of interviewing, it didnt use the open-end questions in which the researcher does not limit the response choice. Therefore, it separates into five chapters with nineteen questions in total. In order to avoid problems in the process of filling the questionnaires it was designed to be quick and simply for the consumers due to their lack of time. The research approach based on deductive approach that gives the confidence that the truth of the conclusions will be based on completely guaranteed and tried not to just make probable by the truth of premises. This survey used nonprobability samples due to the weakness to calculate the total population of loyalty card holders and the lack of information about the demographic segmentation of the interest population. In this study the data from the collected questionnaires catalogued and analyzed. Demographics
o o o o o o

Country Region Gender Age Education level Occupation status Page 20

Ethnicity

Household
o o o o o

Marital status Household size Number of children Ages of children Personal income

Profession
o o o

Company size Field of expertise Professional position in company

Transport
o o o

Car access Access to motorcycle Purpose of travelling by plane

Other
o o o o o o o o o o o o o

Glasses/contact lenses Smoking habits Use of mobile phone features

Respondent Number Name Address Sex Occupation Q1 Which income group you belong? 10,000-20,000 20,000-30,000 more than 30,000 Student Q2When you would like to purchase from our outlets? Festivals Family Functions Daily Monthly not at all Q3 When do you buy the product from the market? Sales on shops basis of requirement seasonal frequently Page 21

o o o o o o o o o o o o o o o o o o o o o

Q4What is your best destination to have a food? Kfc pizza hut Nearby restaurant Other then name Q5 which category of shops you visit more? Rest/bars/coffee garments/footwear salon/beauty parlors Bookshop/mobile/accessories/gift shop/ jewellary Q6 Do you want insurance in this card? Agree Disagree Fully agree Fully Dissatisfied Q7Do you get every time the listed discount Agree Disagree Fully agree Fully Dissatisfied Q8You pay money for your children enjoyment? Agree Disagree Fully agree Fully disagree Q9How many times you watch movie in a multiplex Yearly Monthly weekly Never Q10How much you agree that discount card is giving us more choices than any discount card in the market? Fully agree agree disagree fully disagree Q11 Do you want to carry this card at each vendor we have listed Fully agree agree disagree fully disagree Q12Do you visit new shops after knowing that these shops avail discount Fully agree agree disagree fully disagree Q13Do you want to take this card for your family members and friends? agree agree disagree fully disagree

Questionnaires result
13 questions were asked by the respondent. Each respondent give the accurate answer as possible. As there are only seven questions and respondents are 100 therefore the analysis of result shown that. Out of 100 respondents 80 are satisfied with the company product. Key points Almost 50% of them visit to the shops, and the sales of companys vendor are increasing, accordingly by which they are increasing their profit margin. 20% of customers are from those shops that sometimes do not get the discount they want. Thats why they are not satisfied. Page 22

Statically review

customer satisfaction level

satisfied

dissatisfied

Conclusion
Since there is not any tough competitor , customer is happy with the service, and to avail this card for future purpose also. Number of choices given by this card is not given by other card even the small shops are attached to this list. Its card holder is increasing day by day. As a result customer is feeling graceful to have this card. Nearly 100-150 card holder are visiting kfc, About 50 are visiting daily in pizza hut. Therefore customer is paying loyalty towards card. Our research is successful.

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References
www.mavensolutions.com www.wikipidea.org www.mycitydiscount.in www.google.co.in

Books
Statistics Krishna Publication by o.k. Sharma Philip Kotler Dart Book of maven

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