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  : match of price & value.
If mismatch occurs than switch over of brand
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   technological
advancements results- new brands of new
company offers better performance as compared
to existing brand
 
  service can be given
at three diff. levels- pre-sales, during sales &
after sales. Any dissatisfaction regards to
service result in brand switch over
 

  various augmented
benefits offered by competitors
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  technological
advancements, attractive offers, value added
services etc offered by competitors
6.
    a customer can become a
brand defector due to:
Πpe moved away from market area where brand is
sold
ΠRole changes in life cycle

ΠAnger, disgust, distress developed within the

process of delivery
ΠSentimental reasons

ΠInfluence of other members of family

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 ?eople within the org. have basic role in

developing & maintaining relationship with the
customer. Everyone·s work in the org. is towards,
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 Involves logical sequence of activities from

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. This requires manufacture of
products with desired attributes.
?rocess has to be derived from customer·s viewpoint
 

?roduct must provide value addition.
A customer with a given product may become
dissatisfied customer due to change in this
expectation.
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: An Org. should be aware of
technological advancements & provide quality
service with customer expectation. ´
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  mustomer develops expectation.
So in that case org. must ensures quality &
availability of product at right time .

[  mustomer experiences the

sales process. So org. must provide customer an
opportunity to inspect, reply promptly.

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  Org. must provide supporting
services such as speedy replacement, simplified
complaint procedure, efficient maintenance &
repair service.
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: moncentration
must be on competitors performance, their strategy &
style of operations & comparisons with their own.
mustomer always make this comparison & decide
their future purchase pattern
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mustomer
?rospective mustomer (mompetitors)
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  must be done.
Org. may use external agencies & customer &
competitors analysis can be done.
Îm$#  ,$$: Attention must also be on cost of
product.
Sincere efforts towards cost reduction without
compromising quality.
Org. must do value analysis.
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Before fixing price, the paying ability of customer
must be viewed
?rices are to adjusted within the paying ability of
customer
Org. may have to sacrifice small portion of profits
There exist benefit of long term relationship &
future opportunities
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Outcome of purchase decision:
1. ?urchase

2. Rejection

3. ?ostponement

4. Search for substitute

Org. must have an idea about what % of customer

arrive at what decision
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Org. may provide variety of brands with price
variations
To meet a particular need, 3 or 4 brands of varied
quality & at differing price level must be available
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must be pro-active to a situation where customer
becomes dissatisfied & need remedial actions
mause of dissatisfaction has to be identified & solved well
If complaints are well attended then:
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ΠVrowth Strategies International (VSI) performed

a statistical analysis of customer satisfaction
data
ΠEncompassing the findings of over 20,000
customer surveys conducted in 40 countries
Πmonclusion of the study:

1. Totally satisfied customer contributes 2.6 times

as much revenue to a company as a somewhat
satisfied customer
2. Totally satisfied customer contributes 17 times
as much revenue as a somewhat dissatisfied
customer
3. Totally dissatisfied customer decreases revenue
at a rate equal to 1.8 times what a totally
satisfied customer contributes to a business


 
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ΠA large international hotel chain wanted to
attract more business travelers. They decide to
conduct a customer satisfaction survey to find out
what they need to improve their services for this
type of guest.
ΠA written survey was placed in each room and
guest were asked to fill it out. powever, when the
survey period was complete, the hotel found that
the only people who had filled in the surveys
were children and their grandparents

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ΠA large manufacturing company conducted the
first year of what was designed to be an annual
customer satisfaction survey. The first year, the
satisfaction score was 94%. The second year, with
the same basic survey topics, but using another
survey vendor, the satisfaction score dropped to
64%. Ironically, at the same time, their overall
revenues doubled!

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Π[ifferent survey designs, methodologies and
population characteristics dramatically alter the
results of the survey
1. The questions were simpler & phrased
differently
2. The order of the question was different
3. The targeted respondents were at a different
management level
4. The overall satisfaction question was placed at
the end of the survey
 3 

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ΠSurvey questions can be categorized into three
types:
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´pow satisfied
are you with XYZ company?µ
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&
 satisfaction with key areas of
business e.g., sales, marketing and operation
etc.
 ['satisfaction with issues that are
unique to each attribute and upon which the
actions may be taken to directly remedy that
key attribute·s issues.
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1. The survey must keep to a reasonable length.
Over 60 question in a written survey will be
tiring. Anything over 8-12 questions begins
taxing the patience, of participants in a phone
survey.
2. The question should utilize simple sentences
with short words
3. Questions should ask for an opinion on only one
topic at a time. E.g., how satisfied are you with
our products and services?
4. Superlatives such as ´excellentµ or ´veryµ should
not be very used in questions. Such words tend
to lead a respondent toward an opinion
. ´Feel goodµ question yield subjective answers on
which little specific action can be taken. E.g.,
´how do you feel about XYZ company·s industry
position?µ
It will produce responses that are of no practical
value in terms of improving an operation.
  

) 
ΠFill in the dots format was one of the most
common types of survey.
ΠBut there were flaws in it

Π# all prior answers were visible

which leads to comparison with current questions
ΠRespondent subconsciously tend to look for
symmetry in their responses become guided by
the pattern of their responses, not their true
feelings
§# In a survey conducted by Xerox
corporation, over 1/3rd of the respondent were
discarded
  
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ΠYield more accurate response than a paper
survey
ΠBut it too has flaws

1. When a respondent·s identity is clearly known,

possibility of being challenged or negative
response at a later date produces a strong
positive bias in their replies. This is called as
´massandra ?henomenonµ
2. ?eople becomes friendlier as a conversation
grows longer, thus influencing question
responses
3. puman nature says that people like to be liked.
Therefore gender biases, accent, perceived
intelligence, or comparison ² all influence
responses
4. Telephone surveys are intrusive on a senior
manager·s time.
An unannounced phone call may create an initial
negative impression of the survey.
Many respondent may be partially focused on
clocks instead of questions
Optimum responses are dependent upon a
respondent·s clear mind and free time, two things
that senior manager often lacks
 2 ) 
 

  
ΠYegative people tend to answer a survey more
often than positive because human nature
encourages ´ventingµ negative emotions.
ΠA low response rate generally produces negative
results
ΠSmaller percentage of a population is less
representative of the whole
  mm  m& ) 

Œ ´totally satisfiedµ customer is between 3 and 10
times more likely to initiate a repurchase, and
measuring this ´top-boxµ category is significantly
more precise than any other means
Œ Survey which measures % of ´totally satisfiedµ
yields more accurate results
Œ Many survey·s offer a ´Yeutralµ choice on a five-
point scale for those who might not want to
answer the question, or those who are unable to
make decisions
ΠThis bail out option decreases the quantity of
information that is we get ¶Insufficient
Information·
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