[CIM-CE-DEC15-38456903]

Table of Contents

1.0 Introduction ........................................................................................................................................... 2

2.1 Role of Marketing for understanding Customer Expectation. ....................................................... 3
2.2 Importance of fulfilling customer expectation .................................................................................. 3
2.3 Interaction between quality and customer satisfaction .................................................................. 4
3.0 Tangible and intangible aspects of Keells Super............................................................................ 5
3.1 People and process elements of the Extended Marketing Mix .................................................... 6
3.2 Recommendations for a Promotional Mix at Keells Super ............................................................ 8
4.0 Customer experience measures used by Keells Super............................................................... 10
4.1 Market research methods to measure the effectiveness of customer experience. ................. 11
4.2 Key performance indicator for customer service and customer satisfaction. ........................... 12
4.3 Improvements to the customer experience at Keells Super. ...................................................... 13
2.0 Organization Summary ..................................................................................................................... 14
References ................................................................................................................................................ 15
Appendix 01 .............................................................................................................................................. 16
Appendix 02 .............................................................................................................................................. 18
Appendix 03 .............................................................................................................................................. 19
Appendix 04 .............................................................................................................................................. 21

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To - Senior Management

From - Marketing Executive

Subject – Understand and enhance the Customer Satisfaction & Customer Experience through
the Customer-Journey Map for Keells Super.

Date - 22.11.2015

1.0 Introduction

This report is prepared in order to assess a customer journey map is merely an illustration of all
the touch-points when customers come into contact with Keells Super online or offline platforms.
And using the surveys to gather voice of customer insights about the Keells Super experience is
a great way to understand how our customers and the company are performing in the eyes of
consumers.
[CIM-CE-DEC15-38456903]

2.1 Role of Marketing for understanding Customer Expectation.

In today‘s competitive retail business Keells Super has try to use customer experience as a
competitive edge over their competitors. In this context marketers play an important role to
understand the customer expectations. They concern on the customer insights which interpret
the past performance and endeavors activities. They would require the accurate actionable
information on consumer behaviors to engage with the customers. Below are some approaches
used by the Keells Super to indentify the customer expectation in the context of retail.

The customer-journey mapping

A customer journey map is merely an illustration or diagram of all the touch-points when
customers come into contact with Keells Super online or offline platforms. Customer experience
of Keells Super is an abstract concept. Measuring it requires breaking it down into concrete,
tangible elements. One such element is the moment of truth (MOT)

2.2 Importance of fulfilling customer expectation

As a first step, Keells Super has understood customer needs and wants and the marketplace in
which they operate. Consumers usually face a broad array of products and services that might
satisfy a given need. How do they choose among these many market offerings? Customers
form expectations about the value and satisfaction that various market offerings will deliver and
buy accordingly. Satisfied customers buy again and tell others about their good experiences.
Dissatisfied customers often switch to competitors and disparage the product to others.
Marketers must be careful to set the right level of expectations. If they set expectations too low,
they may satisfy those who buy but fail to attract enough buyers. If they set expectations too
high, buyers will be disappointed. Customer value and customer satisfaction are key building
blocks for developing and managing customer relationships. We will revisit these core concepts
later in the chapter They believe customers are the key to success in today‘s complex
consumers battle ground in order to provide good customer experience organization must have
a very good understanding if their customer. In this context marketers play an important role in
understanding customer expectations. To have accurate and actionable information about the
consumers Keells Super have focused on following approaches to under the customers better;
collect and analyses data, customer feedback systems, studying past customer complaints and
engage in consumer research. Primarily, Keells Super concerns on the approach of consumer
research as a Customer Relationship Management unit to understand & enhance the customer
expectation.

Common Expectations to Consider

Some of the most common and basic expectations customers have for Keells Super included:

• Fast, efficient and accurate service

• High quality products at a competitive price
• Friendly, helpful service staff to provide information and answer questions
• Prompt responses to their inquiries, whether online, by phone or in person
• Sufficient stock to meet their needs without long waits
• A trained staff that can handle their questions without referring them on
• A clean facility or easy to navigate website

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All of these expectations comprise the minimum of what top-notch service should look like.
Additional expectations may arise from the customer research, which may address on an
individual basis.

Benefits of Meeting Expectations

Accurately identify and adequately meet the customers' expectations, customer service. Some
of the benefits of meeting your customers' expectations include:

• Customers that transform from first-time visitors to loyal clients

• Increased sales as customers feel more comfortable doing business with
• More referrals from satisfied customers who bring in additional business by word of mouth

2.3 Interaction between quality and customer satisfaction

The interaction between quality and customer satisfaction is on the retail service quality
dimension and the product quality dimension on customer loyalty. It focuses on the store and
staff levels of retail relationships, in particular. The model proposed in the report consists of four
major constructs: Customer service, service quality, customer satisfaction and retention and
loyalty.

Handle customer service queries, attempting at first to handle

them through e-mail instead of offering dedicated customer-
Customer service service support. By using CRM to understand customers better,
Keells Super can provide higher levels of
customer service and develop deeper customer relationships

Focused drive to enhance quality and service consistency by

addressing the challenges of high turnover in the youthful cadre
base is also yielding results. Internal service quality: superior
employee selection and training, a quality work environment,
Service quality
and strong support for those dealing with customers, which
results in. Service quality of Keells Super can differentiate itself
by delivering consistently
higher quality than its competitors provide.

Our performance in terms of customer and experience are

benchmarked and satisfaction, perception measured against key
Customer satisfaction
competitors. Customer satisfaction leads to greater customer
loyalty, which in turn results in better company performance.

Good customer relationship management creates customer

Retention and loyalty
delight is the slogan of Keells Super.
[CIM-CE-DEC15-38456903]

3.0 Tangible and intangible aspects of Keells Super

Retail marketing is driven by service levels to its customers and as such it is imperative that KS
understand what exactly its customer needs are and how better it can service the key customer
segments identified. Service, in a marketing context, is regarded principally in two ways. The
term is first used to describe those businesses
where the greater part of the company‘s
central offering is intangible. These ―service
industries‖ are generally seen to have a
number of characteristics that appear to
differentiate them from physical goods
industries. In addition to intangibility, these are
inseparability, variability, perishability (Source:
adapted from Palmer, 1998, p.11)

Characteristics of Service Marketing

 Intangibility
Services are activities performed by the provider; hence the service cannot be assessed in the
physical sense. However the customer can make some assessment based on past experience,
word of mouth, reliability, personal care, attentiveness, or even the location and décor. KS is
currently making maximum effort to enhance the customer experience; customer notices have
increased which enable the customer to know what is happening and not get them
inconvenienced in any way. Discount vouchers are also given by the managers of the outlets to
any inconvenienced customers. The management of KS have also tried to make the customer
experience at the outlet as comfortable and pleasing as possible by changing the overall layout
of the outlets; some of the layout changes that have taken place are the introduction of shorter
shelves for the customer to get a better view of the entire outlet and also wide open spaces and
wider aisles. These can only be verified once a service has been purchased and ‗consumed‘.
The tangibility is low at KS as the service is combined with the products (tangible objective).

 Inseparability
Services are typically produced and consumed simultaneously; the service provider and service
consumer cannot be separated. At KS, the cashiers, supervisors and the outlet managers
provide customer service attending to the needs and also solving queries, complaints hence the
service they provide cannot be separated from the person offering the service. Inseparability of
production and consumption increases the importance of the quality in services. Therefore, it‘s
important for KS not only to develop task-related, technical competence of service staff, but
also, require a great input of skilled staff to improve their marketing and inter personal skills.

 Perishability
Services are deeds, performance or act whose consumption take place simultaneously; hence,
services cannot be stored. The services go to waste if they are not consumed simultaneously
i.e. value of service exists at the point when it is required. Stock availability at KS plays a very
important role as the customers are expecting to get their full shopping list when they visit the
outlets. If the customer doesn‘t get the full list they will require switching to competitor. The
inability of KS to regulate supplies with the changes in demand; poses many quality
management problems. Hence, service quality level deteriorates during peak hours at the
supermarket. This is a challenge. Therefore, KS should effectively utilize the capacity without
deteriorating the quality to meet the demand.

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  Variability
Services are highly variable, as they depend on the service provider, and where and when they
are provided. KS customers are aware of this variability. KS is known for its high quality service
which is a step above its other competitors in the market. Hence, it‘s important to make an effort
to deliver high and consistent, standardized quality in the service across all KS outlets; and this
is attained by selecting and training good and qualified personnel for rendering the service.

3.1 People and process elements of the Extended Marketing Mix

Marketing Mix is the set of controllable, tactical marketing tools that the firm blends to produce
the response it wants in the target market. The marketing mix consists of everything the firm can
do to influence the demand for its product. (Philip Kotler – 12th edition)

Extended Marketing Mix used to meet the needs of each of these customer groups.

Extended Deal Seekers High Rollers Corporate

Mix
Product Stock availability on items on
discounts and promotions
Place 45 outlets & expanding
Price Lowest price in comparison to
competitors on certain produce
range
Promotion Advertising- Television, Radio
& Hoarding
Sales promotions- Discounts &
rewards such as Super Saver,
Best Deals, Nexus-discounts
on essential items etc.
A2 boards/leaflets displaying
the relevant offers/Point of sale
material/Tabloid
People Cashier incentive programs to
keep the staff motivated at the
counters making less errors
Well trained Cashiers
Process Focus on the mechanism by
which the service is delivered
including business policies for
service provision
Systems to be updated on the
relevant discount percentages
Physical KS logo is a unique to identify
Evidence the Super market
Uniforms of the KS staff
Gondola displaying all items on
discount
Product range of high end brands
High quality on freshness for
vegetables, fruits, meats and seafood
Convenience of parking
Online purchasing with door step
delivery
Willing to pay for quality, choice and
exclusivity
Price skimming method is used
Print Media- Weekend newspapers
both in Sinhala & English medium,
Magazines
Sales promotions- Card for birthday
along with a fruit basket
Points and benefits for Nexus Loyalty
card
Attracting, developing, motivating and
retaining well trained Supervisors to
handle this customer segment
Paying reasonable wage, and roster
adequate days off without taxing staff
with over time
Standardization
Complaint monitoring system
Customization
Cleanliness of KS
(Vegetables, Fish & Meat counters
display)
Web site for online shopping and
delivery
Overall quality of items/product range
Efficiency of delivery of vouchers/
Hampers to office premises
Require value for money. Price is not
the key focus
Discounts on the minimum of
LKR500,000/- worth vouchers
purchased
Special discount for Nexus Loyalty &
corporate cards
Training outlet Managers to
understand the importance of building
relationships with this segment of
customers and constantly visiting and
keeping informed of any special
discounts
Key-account-management
First-time-right service
Corporate customer surveys.
Vouchers with clear expiry date and
conditions
[CIM-CE-DEC15-38456903]
How KS uses the extended Marketing mix to meet the needs of these three customer
groups

Customer groups People Process

Currently KS has a retail academy
constantly training staff especially
manager and supervisors on
High Rollers interpersonal skills, aptitude and
service knowledge to provide the
service that this segment is paying
for
To service this segment of
customers KS uses young and
Deal Seekers efficient customer focused
employees.
Key account management is
important in managing this segment.
Currently the outlet managers are
Corporate
the account managers servicing this
group of customer with weekly visits
to their officers.
Currently KS has made a significant
investment in taking control of stock
management process to ensure there
is minimal stock-out as the High
rollers would come to KS with their
full list and wouldn‘t tolerate
disappointment.
The ease with which special
promotional offers are updated and
current on the billing/discount system
and staff awareness levels play a
major role.
Having an ‗on-time, in-full‘ delivery &
hassle-free credit mechanism is
important

Evaluation of the current Marketing Mix in meeting the needs of each of the three
customer groups

Customer People Process

groups
This segment makes judgments and delivers
perceptions of the service based on the
employees they interact with. Staff should
have the appropriate interpersonal skills,
aptitude, and service knowledge to provide the
service that consumers are paying for. As
High Rollers
John Eagan states it has been increasingly
acknowledged that in order to sustain a
competitive position in the market place
organizations must develop and maintain a
customer service culture that both allows and
encourages employees to give good service.
Key account management is important in
managing this segment. Currently the outlet
managers are the account managers servicing
Deal Seekers this group of customer with weekly visits to
their officers.
Key account management is important in
managing this segment. Currently the outlet
managers are the account managers servicing
Corporate
this group of customer with weekly visits to
their officers.
The ease within which High Rollers
could enter and exit a KS outlet
having a satisfying shopping
experience. Also the stock
management process to ensure
there are minimal stock-outs would
have a significant influence on this
segment.
The processes at KS would have a
significant impact on the Deal
Seekers‘ shopping experience. The
ease with which special promotional
offers are updated and current on
the billing system and staff
awareness levels play a major role.
Having the product in stock and
delivered on time is key for this
segment. Maintenance of a credible
accounting system (as most of
these customers would purchase on
credit) is also important.

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How the Extended Marketing Mix could be used to improve the current relationship with
one of the customer groups

Customer groups People Process

Good food- good ingredients similarly
the future of the company depends
on recruiting good staff hence it
should be a win-win situation both for
the employer and the staff. It is
High Rollers important to educate the staff on
importance of the customer.
Retention is critical and equal
opportunity for both males and
females.
High Rollers are interested on the
―food miles‖ and how it is produced.
Employees will grow confidence in
the organization once ethical
practices are conducted. KS has a
recycling project they carry out as
CSR. Paperless office, multiple bin
and e-marketing has been looked at
options. Another key factor to this
segment of customer is the Nexus
Loyalty card.

3.2 Recommendations for a Promotional Mix at Keells Super

A company‘s total Promotion mix—also called its Marketing communications mix—

consists of the specific blend of advertising, public relations, personal selling, sales promotion,
and direct-marketing tools that the company uses to persuasively communicate customer value
and build customer relationships.

Keells super is expecting to see an increase in inquiries, leads, customer engagement through
telephone, email and social media, number of lately acquired and reactive customers, increased
sales volumes for low performing customers. In order to achieve the above objectives while
enhancing the corporate reputation Keells Super has identified a few communication tools.

Social Media is one of the major important tools that will be used to achieve the above
objectives and increase the brand reputation as it‘s one of the imminent tools as well as it will
bring high ROI to the company. Keells Super enables two-way conversation on social media
and its customers which helps to build customer satisfaction, brand trust, perceived reliability of
Keells Super, loyalty of the customers as well as helping to increase brand conviction and
conversion.

Advertising - Keells advertising in the past has been arbitrary. However KS still employs this
method. The reason this method is being used is because in the past, Keells Super has not
really had a plan about its future marketing campaigns. These campaigns have always been ad
hoc based on what other promotions its competitors use. The effectiveness is measured in two
ways, by measuring the difference of sales when compared to the previous month‘s promotion,
or by measuring the sales versus the previous years. KS is now trying to come out of this
method of work since ad hoc promotions just portray a weak company that can only copy its
competitors and not come up with anything original. More planning is currently taking place for 6
– 12 months in advance so that mistakes of previous campaigns can be studied along with the
mistakes of its competitors and develop a more streamlined and effective campaign.

In the case of Keells Super, industry magazine advertising, business directory advertising,
online PPC advertising, hoardings, street sign advertising, digital display advertising, POS, and
newspaper advertising can be identifies as feasible.
[CIM-CE-DEC15-38456903]
PR is an important part of the marketing mix for consumer brands as it serves to educate the
customers on new products and new services as well as establishing a level if trust in a
brand.PR strategies used by Keells Super is Newsletter publication, online blog publications,
exhibition, special events and sponsorships.

Direct marketing is yet another tool which can be used in the forms of email marketing, direct
mailing, SMS marketing, corporate website and landing pages, etc. By using a marketing
automation solution either separate or integrated within the CRM is important in order to ensure
the audience received the one message throughout all the communication channels which in
return adds value to the Keells Super brand and its corporate reputation

 Promotional Strategies (3Ps)

Push strategy - The main aim of the Push strategy is to get the product into the hands of
buyers with little advertising. This strategy involves personal selling to acquire a customer.
Useful for manufacturers seeking distributor for product promotion. Creates product exposure in
potentially large retail environments. Push strategy is not suitable for an insurance company.

Pull strategy - With Pull strategies, marketing efforts are ultimately directed at the consumer or
end user and are loaded with a lot of promotional offers to support the campaign. If companies
add on advertising into this strategy then the cost of marketing associated with this approach
can usually be quite high.

Profile strategy - In profile strategy, it is important that the awareness, perception and attitudes
held by stakeholders towards the organization need to be understood, shaped and acted upon.
This can be accomplished through continual dialogue, which will lead to the development of
trust, commitment and a strong relationship. This is necessary in order that stakeholders act
favorably towards the organization and enable strategies to flourish and achieve the business
objectives.

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4.0 Customer experience measures used by Keells Super
Customer experience metrics used to benchmark and improve the experience of Keells Super
customers. And channel customer experience strategy and create more contented, more than
the customer loyalty. The three customer experience metrics used by Keells Super to help the
benchmark and improve customer experience as below;

 Response Time

Keells Super customers have difference expectations for each of our customers support
channels.

 Phone – (Refer Appendix 01)

 Email – response the customer within one business day
 Website / Chat / social media - response the customer within one business day

Using these metrics as a benchmark to work towards better response times which in return,
improve the customer experience of Keells Super customers.

 Measure customer satisfaction after interaction

Customer Expectations + Service Performance = Customer Satisfaction

The quality of our Customer service is almost wholly determined by our ability to meet our
Customer expectations.

 Measure overall customer satisfaction.

Specialty Keells Super Benchmark to measure customer satisfaction. Keells Super research
customer opinion about critical elements of the shopping experience, including;

1. Store layout & cleanliness

2. Checkout speed
3. Store locations & hours in operation
4. Sales & promotion frequency
5. Ability to provide brand name
6. Stock / merchandise availability
7. Website

 Mapping all points of contacts

Customer experience of Keells Super is an abstract concept. Measuring it requires breaking

it down into concrete, tangible elements. One such element is the moment of truth (MOT)
(Discussed in [2.1], refer Appendix 02)

 Net Promoter Score (NPS)

Keells Super‘s NPS acts as a leading indicator

growth to measure the customer loyalty, it
measures the likeliness differentiating from the
competitors.
[CIM-CE-DEC15-38456903]
4.1 Market research methods to measure the effectiveness of customer experience.
Primary research must also be evaluated for these features. Each primary data collection
method - observational, survey, and experimental—has its own advantages and disadvantages.
Similarly, each of the various research contact methods—mail, telephone, personal interview,
and online - also has its own advantages and drawbacks. (Refer Appendix 04)

 Observation
 Monitoring traffic flow
 Studying a retail outlet (display methods, prices, customer flows)
 Viewing competitor‘s products at an exhibition
 Viewing product usage of a particular target audience

 Surveys
We try our very best, with our limited resources, to offer a truly superior Customer Service
experience to all and wish to raise the bar in our effort to establish ourselves as the benchmark
for Retail function for diversified conglomerates.

We are very conscious that we do fall short in certain aspects in our aspiration to ―Delight
Customers" and we are constantly striving to enhance the overall quality and excellence of our
services to you, our valued customers on continual basis. With this in mind, we have been
focusing on a group-wide initiative in enriching and making your shopping experience, with a
"WOW!" factor. We would like to solicit your candid and constructive feedback as to how we
have done and how best we could improve our services and experience.

 Interviews

Keells Super carry out such interviews which involve interaction between one moderator and
one respondent and several types of modes and methods used to conduct then.

 Mystery Customer Survey

Keells Super obtains important feedback on various aspects of their service and
product offerings through customer surveys on a regular basis as well as by ―mystery‖ customer
surveys. It is heartening to note that in most of the customer related KPI‘s we have seen
consistent improvement and in many areas Keells Super was rated above our competition. This
is to identify problems or opportunities that might encounter. And also to identify their strengths
and weaknesses, and certain trends that are forming in their market.

 Focus Group Discussions

A focus group is a form of qualitative research in which a group of people are asked about their
perceptions, opinions, beliefs, and attitudes towards a product, service, concept, advertisement,
idea, or packaging.

 Product Surveys

The purpose of this survey is to find out if Customers there are two different markets that exist
for both disinfectants and table top cleaners or whether they use it for the same purpose in their
households.

 Support Function Survey

The objective of this confidential survey was to evaluate the success and effectiveness of Keells
Super support functions provided to the outlets.
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4.2 Key performance indicator for customer service and customer satisfaction.

The retail metrics and KPI examples sharpen the Keells Super‘s competitive edge with the right
data. (Refer Appendix 04)

Performance Indicators (KPIs) to Measure Customer Service & Customer Satisfaction.

By performing regular customer satisfaction surveys, can gauge how many of our customers
Overall
would rate the level of satisfaction as very or extremely satisfied. The more customers who rate
Satisfaction
their experiences highly, the better our customer service.
One way to measure customer service is to track changes in customer satisfaction over time. If,
Satisfaction for example, satisfaction has gone down over the last couple of years, then we know a change is
Improvement likely in order. But if it‘s improving, or if KS already achieved high levels of customer satisfaction
and they‘re staying constant, then to know we on the right track.
Customers who are happy with the service which KS provides are likely to stick around and do
Customer
more business with us. So if we're bringing back a fair amount of customers regularly, that‘s a
Retention
pretty good indication that we are providing good customer service.
And customers who are very happy with our customer service are likely to even go a step further
Net Promoter and recommend our company to others. So our company‘s Net Promoter Score, or rate of
Score people who would recommend our business to others, can be a good indication of where our
customer service stands and another way to measure customer service.
After someone from our customer service team interacts with a customer, how likely are they to
Conversion
make a purchase or take some other kind of action? If our customer service is good, this number
Rate
should be fairly high.
Even customers who like our brand might not choose us over our competitors for every single
Compared to
interaction or purchase. So while general satisfaction and customer retention are good metrics to
Competitors
measure service, it‘s still important to see how our company stacks up against competitors.
Part of providing great customer service is resolving issues in a timely manner. If we can
Average respond to customers and get them answers quickly, they‘re more likely to be pleased with the
Resolution Time experience. So, if we‘re able to keep that resolution time relatively low, that could be an
indication of good customer service and yet another way to measure customer service.
If we are able to resolve most issues fairly quickly, then KS shouldn‘t have too many issues to
Active Issues deal with at any one time. And if we do, then it could indicate that our customers have a higher--
than-usual volume of complaints.
Keells Super can also look at all of the issues that our customer service team has resolved to get
an idea of our customer service. No matter how great our company, there are bound to be
Resolved Issues
issues and complaints. But if we‘re able to solve them quickly and in a way that makes our
customers happy, that‘s an indication of good service.
Different types of businesses use different methods to measure employee productivity. But it‘s
Employee
an important factor when it comes to customer service. If we want customer issues to be
Productivity
resolved in a timely manner, employees need to do their jobs effectively.
Employee When our employees are happy, they tend to stick around. And when KS's are able to keep
Retention/ employees around for long periods of time, they‘re more likely to feel comfortable and
Employee empowered in their jobs. This means they‘re also likely to provide service that lives up to the
Turnover Keells Super standards.
How do customers view our company overall? What words would they use to describe our
brand? And how do their opinions line up with your expectations? By obtaining this sort of
Brand Attributes feedback from customers, We can measure customer service and get a pretty good indication of
where we stand in our customers‘ eyes. And we‘ll know what qualities we might need to work on
to get customers to see our brand in that particular light.
No matter how great our service is, we‘re going to get complaints at some point. But if we reach
a point where we‘re receiving an unusually large number of complaints, or our complaints have
Complaint
been steadily increasing without overall customer growth, there could be a problem. Keep an
Escalation Rate
eye on how those numbers change over time. This could also tie in to the number of resolved
issues, if you‘re tracking that, as well.
Cash flow can be a great performance indicator for many different business factors. Customer
service is such an important factor that it can have a really big impact on our bottom line. If our
Cash Flow service is bad, it could drive customers away, decrease referrals and cause potential customers
not to complete purchases. But if it‘s good, customers are likely to come back, tell their friends
and have a big impact on our company‘s overall profits.
[CIM-CE-DEC15-38456903]
4.3 Improvements to the customer experience at Keells Super.
Using the surveys to gather voice of customer insights about the Keells Super experience is a
great way to understand how our customers and the company are performing in the eyes of
consumers.

 Measure impact of tactical behaviors

To customer experience measurements measures satisfaction with individual elements of an in-

store experience and then qualifies their impact on future customer behaviors,

 Tie Customer Satisfaction to the bottom line

Transaction Data Spending

Cart value Those who are greeted
Discount amount Those who are recommended related items
Number of items in the cart Those who is a loyalty card
Loyalty card used

 Build Customer loyalty to increase customer satisfaction

The improvements to the customer experience of Keells Super under the KPI of Customer
Retention are perhaps the best measure of quality; a service firm‘s ability to hang onto its
customers depends on how consistently it delivers value to them. The new system works with
the customers‘ mobile number as the primary method of identification. However, a token card is
also issued to members in case their preference is for such a mean of identification. Along with
this change the entire network infrastructure was upgraded to ensure data security, speed of
transactions and better communications for our loyalty program members.

13
2.0 Organization Summary

Jaykay Marketing Services (Pvt) Ltd (JMSL) is wholly owned subsidiary, under which the Keells
Super (KS) supermarket chains in the country which has been in operation for the last 20 years
and has focused on offering the best in range, quality products and services to their customers
reaching out to a cross section of Sri Lankan consumers. KS supermarket chain is fully owned
by the John Keells Holdings group, a highly diversified public quoted conglomerate with a rich
history and heritage in Sri Lanka. KS‘s culture of the organization is build upon the organization
norms, believes, the corporate vision & mission etc as below;

The only Multi-Merchant loyalty Program in the country which focuses on key lifestyle of KS
consumers touch points of the Sri Lankan customer is Nexus Networks. This acquired 100%
ownership for a consideration of Rs.48 million

The retail industry is combination of B2B and B2C behaviors. B2B comes in when the suppliers
sells goods to the supermarkets. However, the primary nature of the business at the KS is
selling and serving the end customers. This B2C is not only selling of products but components
such as service, freshness, quality also a part of such customers. This market can be identified
as direct selling or direct marketing, whereas the product is taken for final consumption by the
customer.

Currently the market share is dominated by Cargils due to the

high number of outlets opened island wide. There is a close
competition between Keells & Arpico. Arpicos‘s key focus is on
developing a unique niche in hyper market, attracting the high
basket value customers in the main cities of Sri Lanka. When
comparing the prices of general FMCG‘s across it should be noted
that prices are largely similar and the differentiation comes through
the product-promotions and other special promotions run by each
supermarket. As such, the convenience factor of Arpico offering a
much wider range of goods under one roof and ample parking facility
provides a distinct advantage from its competition.
[CIM-CE-DEC15-38456903]

References
1. Egan, J: Relationship marketing- third edition, exploring relational strategies in marketing
(Chapter 2 – Relationships in marketing)
2. Egan, J: Marketing Communications
3. Colley, RH, (1961) Defining Advertising Goals. New York, Associate of National
Advertisers
4. Kaplan AM., Heinlein M (2010) Users of the World, unite! The challenges and
opportunities of social media. Business Horizons Vol53 (1), [online];
http://dx.doi.org/10.1016/j.bushor.2009.09.003 (Accessed on 19 November 2015)
5. Kotler, P and Armstrong, G (2011) Principles of Marketing. 13th edition. New Jearsey,
Prentice Hall.

Web Sites

http://www.keellssuper.com

http://www.assignmenthelp.net/assignment_help/the-ladder-of-loyalty.php

http://www.wikipedia.org

http://www.keells.com/super-markets.html

www.facebook.com/Keells.Super

http://www.keells.com/loyalty.html

http://www.nexusmobile.lk/

http://www.keells.com/annual-reports.html

http://www.elephanthouse.lk/annualreport/CCS-Annual-Report-2014-15-Final.pdf

https://www.surveymonkey.com/r/?sm=tiyX4KmNo7wHd%2bzDVbAhtQ%3d%3d

15
Appendix 01
[CIM-CE-DEC15-38456903]
 Standard actions when handling inbound calls
Remarks
Suggestions
Compliments
Inquiry
Complaints regarding products /
services
Inquiry regarding supplying goods
Online Orders inquiry
Outlet number inquiry
Billing issues
K-choice related issues
Left/ Missing Items
Product availability inquiry
Utility Payments issues
Service issues
Spoilage / Expiry issues
Keells Super
Log into the system
Log into the system
Explanation given accordingly, if further information is necessary , call back and
give info
Log into system, and follow up with the relevant department (follow up process
to be decided)
Calls/ Emails will be forwarded to the relevant Category Manager
Explanation given accordingly, if further information is necessary , call back and
give info
Explanation given accordingly, if further information is necessary , call back and
give info
Verifying the invoice details through the system, log a complaint into the system
and inform to outlet or if customer request assistance give the outlet numbers
Log into system, and follow up with the relevant department (follow up process
to be decided)
Verifying the invoice details through the system, log a complaint into the system
and inform to outlet or if customer request assistance give the outlet numbers
Explanation given accordingly, if further information is necessary , call back and
give info
Verifying the invoice details through the system, log a complaint into the system
and inform to outlet / Finance or if customer request assistance give the outlet
numbers
Logged into the system , If it needs urgent attention call Head of Operations
Manager / Area Manager
Logged into the system , If it needs urgent attention call Head of Operations
Manager / Area Manager
17
Appendix 02
Customer-journey mapping
stages
Stage 1 : Define the
behavioral stages
Stage 2 : Align customer
goals
Stage 3 : Plot out the touch-
points
Stage 4 : Determine
whether the KS customers
are achieving the goals
Stage 5 : Recommendation
for change
Specifics
Keells Super is looking through customer personas to built on the
initial qualitative and quantitative research, to get a better idea the
process customers go through from first landing to purchase and
subsequent interactions
With the study of the behaviors of the customer's align the
customer's goals relatively match with the customer needs and wants
they expects from Keells Super.
Common touch-point would be a product description page, pricing
page to contact form of Keells Super
This can be measured through the Google Analytics whether the
customers have visited from landing page to purchasing unit
(conversion) and also whether they have met at each touch points
and during each phase
Identifying whether the customers were able to come to checkout
page without any problem, if so identify the analytics and twirling the
copy on relevant page to improve their hesitation makes sense
[CIM-CE-DEC15-38456903]
Appendix 03

19
Nature of Activity: “Great Place to Work” (GPTW) Survey

Date: 2015

Purpose: T o gauge employee attitudes regarding the CCS work Environment

Scope of Activities: Questionnaires, Focus Group sessions

Sample Size: Comprising of all Staff grades above the Executive level + Sales
Representatives

Response Rate: 81.2% (71.8% in 2010)

Results: T rust Index 56.3 (56.4 in 2010)

Strengths: P ride, Camaraderie Respect and Fairness

Weaknesses: Credibility, lack of fun activities

Proposed Changes: A detailed action plan was drafted based on the feedback was
implemented.
[CIM-CE-DEC15-38456903]
Appendix 04

Customer Satisfaction Survey Template

1. Overall, how satisfied or dissatisfied are you with Keells Super?

Very satisfied somewhat satisfied neither satisfied nor dissatisfied somewhat
dissatisfied Very dissatisfied
2. Which of the following words would you use to describe our products? Select all that apply.
Reliable High quality Useful Unique Good value for money Overpriced
Impractical Ineffective Poor quality Unreliable
3. How well do our products meet your needs?
Extremely well Very well somewhat well Not so well Not at all well
4. How would you rate the quality of the product?
Very high quality High quality neither high nor low quality Low quality Very
low quality
5. How would you rate the value for money of the product?
Excellent Above average Average Below average Poor
6. How responsive have we been to your questions or concerns about our products?
Extremely responsive Very responsive somewhat responsive Not so responsive
Not at all responsive Not applicable
7. How long have you been a customer of our company?
This is my first purchase Less than six months Six months to a year 1 - 2 years
3 or more years I haven't made a purchase yet
8. How likely are you to purchase any of our products again?
Extremely likely Very likely somewhat likely Not so likely Not at all likely

9. How likely is it that you would recommend Keells Super to a friend or colleague?

Not at all likely extremely likely

Not at all Extremely likely -

likely - 0 1 2 3 4 5 6 7 8 9 10

10. Do you have any other comments / questions or concerns?

21
Research Objectives Type of Research
Identify dissatisfies customers to attempt recovery; identify
Customer complain
most common categories of service failure for remedial
Solicitation
action

Assess company‘s service performance compared to

competitors identify service improvement priorities; track Relationship Surveys
service improvement overtime

Obtain customer feedback while service experience is still

Post-Transaction Surveys
fresh; act on feedback quickly if negative patterns develop

Use as input for quantitative surveys; provide a forum for

Customer Focus Group
customers to suggest service-improvement ideas

Measure individual employee service behaviour for use in

Mystery Shopping of
coaching, training, performance evaluation, recognition and
service providers
rewards
Measure internal service quality Employee Surveys
Determine the reasons why customers affect Lost Customer Research
To Forecast future expectations of customers to develop and Future Expectations
test new service ideas Research