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1 INTRODUCTION

International trade has increased economic independence of nations.


Modern industries are dependent upon a variety of raw materials all of
which cannot be conveniently and economically produced in anyone
country. No country has within its own boundaries to get resources for
economical production of all its requirements. Through international
trade its possible for a country to obtain goods produced as cheaply as
other countries. Foreign trade or exports, which are part of international
trade, make a significant and necessary contribution to the economy and
the countrys development. A developing country like India with a large
and growing industrial infrastructure needs imports of capital equipments
and article raw materials. To sustain industrial development and also
hasten the growth of industry with a view to increase the employment
potential exports become necessary.
Third party logistics is an important and growing development within the
transport industry. It can be viewed from two perspectives viz.
operational point and strategic point. From an operational view, third-
party logistics may include all logistics activities that are outsourced to a
logistics service provider. Third party logistics is defined as the use of
external companies to perform logistics functions, which have
traditionally been performed within an organization. The functions
performed by the third-party firm can encompass the entire logistics
process or selective activities within that process. However, third-party
logistics has a strategic dimension, which gains increased importance.
The scope of third party logistics is enlarging both in activities and
mutual responsibilities. The third-party logistics as a strategic concept can
be defined as a long-term relationship between two parties, which see
each other as partners and where logistics solution is worked out in co-

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operation specifically for each shipper. Because of increasing potential of
logistics, a study was conducted on customer perception towards
international freight forwarding with reference to cargomar. The project
deals with the perception of the people towards logistics sector. The
report tries to find the reason for opening up of logistics sector and
discuss factors which completely change the picture of the logistics
industry in India. The researcher is trying to understand the perception of
people when there are so many national and international companies that
have now entered in the Indian market. So it is necessary to conduct a
survey about what the customer perceives about the organization and to
know the level of satisfaction of the customers.

1.2 STATEMENT OF PROBLEM


The recent opening up of logistic sector to private players has increase the
competition significantly; the problem faced by CARGOMAR PVT LTD

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is to fine-tune the services, as per the specific needs of the different
segments of the target market, by studying the profile of the existing
customers. This study is an attempt to ascertain the factors which have
influenced the customers, their behavior and their perception towards
CARGOMAR PVT LTD. In this scenario, this study becomes relevant.

1.3 OBJECTIVE OF THE STUDY

To have an idea about the marketing of Cargomar Pvt Ltd. And its
effect on customer perception.

To figure out the attitudes of customers of Cargomar Pvt Ltd.

To identify customers perception about the services of Cargomar


pvt Ltd.

To know how far the company is meeting the expectation of the


customers.

To identify the loyalty of customer towards CARGOMAR Pvt. Ltd.


To identify the customer level of satisfaction in towards Cargomar
Pvt Ltd.

1.4 SAMPLE DESIGN

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The Customers, to whom Cargomar provides service is taken into
consideration. A sample of 50 respondents has been selected on a random
basis for the study.

1.5 METHODOLOGY AND DATA COLLECTION

`Primary Data Primary data was collected through structured

questionnaire.

Secondary data was collected through company websites and records,


journals, brochures.

1.6 TOOLS OF DATA COLLECTION

For the presentation of data, tables, graphs, and charts have been used.
Data was analyzed using percentage method and chi-square test.

1.7 CHAPTER SCHEME


The project report has been presented in following format.

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The first chapter deals with introduction and design of the study, which
include introduction statement of the problem, objective of the study,
methodology and data collection, tools for analysis and chapter scheme.
The second chapter gives a review of literature on topic.
The third chapter gives a profile logistics industry in general and profile
of CARGOMAR PVT LTD, in particular.
The fourth chapter states the customer perception on CARGOMAR - an
analysis
The fifth chapter gives findings, suggestions and conclusion.

REVIEW OF LITERATURE

The concept of customer value is becoming increasingly used in strategy


and marketing literature in recent years. Customer value is considered
central to competitive advantage and long-term success of business
organizations. Consequently, a great importance attached to this concept.

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This paper attempts to build an integrative configuration of the concept of
customer value that reflects its richness and complexity. It reviews,
synthesizes and extends the literature on the subject. The configuration
includes three complementary models, namely: customer value in
exchange, customer value buildup, and customer value dynamics.
Thinking about customer value in this way is helpful in the designing of
and studying service offerings.1

Delivering superior value to customers is an ongoing concern of


management in many business markets of today. Knowing where value
resides from the standpoint of the customer has become critical for
suppliers. In this article, the construct of customer-perceived value is first
assessed through a literature review. Then a multiple-item measure of
customer value is developed, and our approach is illustrated by the
marketing strategy development project of a major chemical
manufacturer in international markets. The article finally discusses how
the customer value audit can be linked to marketing strategy development
and provides guidelines for managerial actions.2

Title: Customer value: a review of recent literature and an integrative configuration, Author:
Azaddin Salem Khalifa, Journal: management decision, Year: 2004, Volume: 42, page: 645-666,
publisher: Emerald Group Publishing Limited. 1 Measuring Customer-Perceived Value in Business
Markets: A Prerequisite for Marketing Strategy Development and Implementation, Author:
Wolfgang Ulaga and Samir Chacour. 2
The management of buyers perceptions of waiting time by service
businesses may be critical to customer satisfaction. Although reducing
actual waiting time is important, what managers view as a short time to
wait may feel too long to customers. Relevant literature from architecture,
environmental psychology, psychology, physiology, operations
management, sociology, and marketing is integrated to build a conceptual
model of how the service environment may influence affect and, in turn,
waiting time perception. Based on this model, propositions about how

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specific service environment elements (e.g., lighting, color, temperature)
may influence affect and time perception are presented. Finally, a
research agenda and implications for service facility design are proposed.
She received her Ph.D. from Texas A&M University. Her areas of interest
include the retail/service environment, internal marketing, and service
quality. She has published articles in the Journal of the Academy of
Marketing Science, Journal of Retailing, and International Journal of
Research in Marketing, among others.
She received her Ph.D. from the University of Texas at Arlington. She
formerly was in sales and marketing planning at IBM, where she was
involved in bringing numerous products to market.3

________________________________________________________________________________________________

Julie Baker and Michaelle Cameron, the University of Texas at Arlington, Year: 2002, Volume:
40, page: 432-443, USA.St. Edwards University in Austin, Texas Year: 2002, page: 470-477. 3

INDUSTRY PROFILE

A multitude of companies today has already identified the need to create a

loyal customer base and acknowledges that maintaining existing

customers and extending business with them is significantly less

expensive than acquiring new customers. Empirical proof of the

proliferation of such customer loyalty efforts in the business world is e.g.

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provided in the form of loyalty programs, which many companies have

installed during the past years. By engaging in efforts aimed at creating

customer loyalty, which in turn fosters financial success in monetary

terms firms react to increasing competitive challenges.

Within research, the investigation of customer loyalty gained

importance when the classic marketing paradigm with its instrumental

and transactional orientation proved unsuitable in the context of longer-

term business relationships. Instead, the relationship marketing approach,

which is specifically concerned with the study of relational ex-changes,

gained importance within research, serving as a conceptual foundation for

the majority of customer loyalty researchers. The question of how loyalty

develops has been subject to an abundance of research, leading to an

expansive body of literature on loyalty determinants. The extant literature

exploring different factors and their constituent effects on loyalty,

however, reveals a strong focus on consumer goods and industrial

equipment settings, while industrial services have received relatively little

attention so far.

In addition, the majority of articles incorporates merely a few potential

determinants and thus fails to draw a comprehensive picture of the

mechanisms of customer loyalty formation. Just like other businesses,

logistics service providers (LSPs) are faced with increasing competitive

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pressure that urges them to concentrate not only on operational business

processes, but also on an efficient and effective customer management. In

the US alone, LSPs revenues grew from US-$ 31 billion in 1995 to US-$

85 billion in 2004 and logistics outsourcing expenditures as a fraction of

total logistics expenditures are at over 40% and expected to rise even

further. One way to meet this challenge of rapid growth and expansion,

according to Langley et al. is to focus on establishing, maintaining, and

developing relationships with customers.

An often proposed driver of logistics outsourcing is the need to develop

and maintain competitive advantage, which customers of LSPs intend to

achieve through concentrating on core competencies and re-engineering.

Another important driver is the ongoing globalization, which several

authors regard as the most important challenge that companies are facing.

In this context, LSPs can play an important role as facilitators of global

trade. Along with globalization, however, companies that outsource

logistics activities increasingly try to consolidate the number of LSPs

they use globally. Therefore, LSPs do not only have to devise sustain-able

growth strategies, but also have to develop intercultural management

competencies, a challenge hardly ad-dressed in LSP management

literature.

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While intercultural management deals with the influence of culture on

management styles in different countries, it is also arguable whether a one

best way management paradigm is applicable even within national

confines. LSPs customers are extremely diverse and similarly,

relationships between LSPs and their customers can be expected to

exhibit momentous differences. As such, it is a crucial management issue

for LSPs to de-sign their customer loyalty efforts in a manner that

accounts for both cultural context and different relationship

characteristics.

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COMPANY PROFILE

The group was established in 1993 by five professionals from the


industry who share common vision and thinking. The registered office of
the group is in Kochi, Kerala. A network of 19 own offices and about 300
employees in India. Overseas own offices in New York and Dubai. The
companies possess a large pool of experienced professionals. It has a very
high level of customer retention. It has an excellent agency network
allover the world. The company represents evergreen logistics (Group
Company of evergreen and EVA air) in India.

The companys mission is to provide the best logistic solutions to their


customers and to provide them the missing link in the supply chain and
add value to our customers business as their preferred logistics partner.
Cargomar is an International Freight Forwarder specialized in
international trade by sea and air. Cargomar is born from the experience
and professionalism of professionals form this sector and has rapidly
acquired international reputation for the company through its
commitment towards their customers and the quality of its services. With
its highly committed and professional staff Cargomar is able to support its
customer with numerous services combined with advanced IT capacity
which enables their costumers to always keep in touch with the company
their business. Cargomar is perfectly integrated in a worldwide network
of over 200 agents worldwide.

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Although Cargomar has its own offices in several countries, they also
operate with over 200 agents around the globe. This has enabled them to
offer a more concise and efficient service to all their customers. They
have always believed that Global Logistics is not just about LCL, FCL,
Conventional/Projects etc; it is about a total Management Package. Real-
time visibility to orders, inventory and shipments enables companies to
be more responsive to customer delivery requirements while cutting
inventory levels. Create good relationships between suppliers, customers
and even competitors to share information and physical networks to help
lower inventory requirements, lower costs and provide a better customer
service. Global Networks help aid companies who need to manage
multiple partners. As companies outsource everything from purchasing, to
inventory management to logistics, management of multiple partners
requires more expertise. As part of Cargomar's "core values" they have
always ensured that all their staffs are fully experienced in the markets
they offer. They have always prided themselves on being able to call on a
vast array of intelligent and friendly staff in all their offices. Cargomar
offers traditional services such as consolidation, LCL cargo, FCL and
conventional transport. But that's not all Cargomar is the perfect partner
for particular shipments such as: Break Bulk Cargo, Heavy Lift Cargo,
Project cargo. The experience with which they handle these shipments
makes Cargomar one of the most reliable and professional transporters
for these cargo's that's why numerous multinational company rely on us
for their shipments. They are established and leaders in a number of
markets such as Mexico and Canada were their experience and
knowledge of local market enables them to give to their costumers high
quality services. Moreover their partnership with the most important

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shipping company's enables them to offer their customers a highly
efficient and integrated network. By having their own offices in key
locations they have built an extensive knowledge of the local market
conditions, whether it may be for LCL, FCL, Conventional, Projects or
Logistics.

PRIME COMMODITIES
Auto parts
Telecom equipments
Textile machinery
Transformers
Garments
Fashion accessories
Industrial machinery
Food products
Cotton yarn
Fabrics

THE PRODUCTS AND SERVICES OFFERED BY THE COMPANY

INTERNATIONAL FREIGHT FORWARDING

CUSTOMS BROKER

AIR & SEA CARGO CONSOLIDATION

BUYERS CONSOLIDATION

WAREHOUSING

IMPORT CONSOLIDATION

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INTERNATIONAL FREIGHT FORWARDING

International freight forwarding is a service provided by the company that


organizes shipments for individuals or other companies and may also act
as a carrier. The company is often not active as a carrier and acts only as
an agent, in other words as a third-party (non-asset-
based) logistics provider that dispatches shipments via asset-based
carriers and that books or otherwise arranges space for these shipments.
Carrier types include ships, airplanes, trucks, and railroads.

Freight forwarding typically arrange cargo movement to an international


destination. Also referred to as international freight forwarding, they have
the expertise that allows them to prepare and process the documentation
and perform related activities pertaining to international shipments. Some
of the typical information reviewed by a freight forwarder is
the commercial invoice, shipper's export declaration, bill of lading and
other documents required by the carrier or country of export, import,
or transshipment. Much of this information is now processed in a
paperless environment.

CUSTOMS BROKER

The company provides the service of Customs brokerage is a profession


that involves the 'clearing' of goods through customs barriers
for importers and exporters. This involves the preparation of documents
and/or electronic submissions, the calculation (and usually the payment)

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on behalf of the client of taxes, duties and excises, and facilitating
communication between the importer/exporter and governmental
authorities. Customs brokers in USA will often prepare and submit
documentation to notify or obtain the clearance from other government
agencies such as the food and drug administration (FDA), the United
States Department of Agriculture (USDA), the fish and wildlife service,
and many others. Customs brokers need to be familiar with the tariff
schedule, a listing of duty rates for imported items, and the regulations
governing importations found in the code of federal regulations Title 19,
known as 19 CFR. For example, a customs broker may need to advise an
importer regarding country of origin marking requirements or the precise
paperwork requirements for a clothing shipment subject to quota/visa
requirements. Knowing the requirements of each type of import can avoid
costly delays or seizure of the merchandise. Many customs brokers
specialize in certain types of transactions, such as wearing apparel,
perishables, or clearing the crew and manifest of large cargo vessels.
Customs brokers can be located at inland "ports" to clear merchandise
sent "in bond" but most are located at major airports and harbors

with international traffic. Customs brokers normally arrange the


transshipment or local delivery of cleared merchandise through
relationships with trucking companies and others. Customs brokers must
pass an examination and background check to become licensed. Customs
brokers are not government employees and should not be confused with
Customs agents, although in some countries the term customs agent may
mean customs broker.

Custom brokers may be employed by or affiliated with freight


forwarders, but may be independent businesses or may be employed

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by shipping lines, importers, exporters, trade authorities and customs
brokerage firms.

In the United States, customs brokers are licensed by the U.S.Customs


and Border Protection. In Canada customs brokers are licensed
by Canada Border Service Agency (Canada Customs).The majority of
licensed Customs Brokers are members of the Canadian Society of
Customs Brokers.

In Australia Customs Brokers are licensed by the Australian Customs


Service and the majority are members of the Customs Brokers and
Forwarders Council of Australia, the peak industry body representing
these service providers. For customs brokers and clearing agents
operating within the European Union, there is no licensing system. The
onus is firmly on the importer or exporter to ensure that any party acting
on their behalf is in possession of the facts to do so. Article 5 of the
current customs code (Council Regulation 2913/1992) deals with the very
important area of representation. This provision allows an importer or
exporter to appoint a third party to act on their behalf. The importer or
exporter can appoint the third party to act in two capacities, i.e. as a direct
representative or as an indirect representative. A direct representative will
act on behalf of the importer/exporter but will have no responsibility for
the customs debt arising from their actions, whereas an indirect
representative will have a joint and several liability for the customs debt.
In almost all cases, the third party will elect to provide brokerage services
on a direct representation basis. As a result the importer or exporter is
fully exposed to the risk or error and omission by the customs broker.

BUYER CONSOLIDATION

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Buyer's Consolidation is a distribution and logistics service that allows
retailers to bundle products purchased from various manufacturers in
China and other Asian countries into a single container at the port of
lading for ocean shipment. Known as Procurement Distribution in Japan,
KWE by combining the infrastructure created through its comprehensive
network of locally registered companies with its ocean and airfreight
transport services is able to provide its clients with a Superior Buyer's
Consolidation Service. At the port of lading product is collected for
shipment after which KWE's staff monitors the shipment based on the
order forms received from its clients. KWE is able to provide a seamless
and One-Stop service from its own warehouses (Within China including
specified distribution area) that includes everything from consigned cargo
export, processing through customs at the port of destination and delivery
to the consignee's ultimate destination. Further, as a part of an operations
tie-up program entered into with Mitsui O.S.K. Lines last year, KWE
continues to expand its services on a global scale.

Air and sea cargo consolidation

We help our customers by arranging for cargo consolidation (by air/sea).


Our cargo consolidation services include transportation of cargo to the
stuffing point, stuffing of cargo in the container, customs processing of
shipping documents and use of premium air/shipping lines. We have
specialised experts to ensure that your prized cargos are handled
properly. We make sure that the cargo reaches the respective destination
well before the specified time. As with all our solutions, the Cargo
Consolidation System is built around a central database. This means that
once POs are loaded, any origin office may book them and the shipment
process does not rely on transferring data between servers. All updates are

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immediate and EDI messages are produced and sent immediately, giving
better, more accurate reporting and a powerful query base.

The Vendor Compliance module allows exceptions to be recorded and


reported. The system performs the following tasks :
Accept EDI entry of Purchase Orders and distribution information.
Record and update information on vendor compliance, with
delivery schedules.
Record, shipping, routing and booking information.
Record receipt of merchandise and commercial documents.
Record assignment of cargo to containers and bills of lading.
Display up-to-date shipment status information.
Produce status reports, management reports and transportation
documents.

IMPORT CONSOLIDATION

In addition to our LCL & FCL inbound services, we at Shine Cargo also
provide an import consolidation program for those consignees with
multiple suppliers. Rather than small shipments, LCL shipments, we can
consolidate your vendors cargo into a full container for maximum
container utilizations. This also allows for pre-sorting, according to
destination and possible distribution options through our de-consolidation
program.

We endeavor to offer value added Consolidation Services to our clients &

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are the major force to reckon within the industry. We have expertise in
handling in hazardous, dangerous and odd dimensional cargo with very
competitive rates. We also offer volume shipment discounts, charter and
part charter rates for air movement of your cargo. Also provides for
logistics consultations. We keep Track of constantly changing rules &
regulations of the Customs, Bank & Other Government department for
our customers benefit. Our consolidation service offers the advantages of
competitive freight rates, competitive insurance premiums, reduced risk
of pilferage and reduced packing costs. We make all arrangements for
combining of goods at origin, and separation of cargo at destination. This
means that you can enjoy the economic benefits of consolidated
shipment, without the concerns of separating your goods at destination.

We can save your time and money while systematizing your


transportation and logistics program in the process. We consolidate
multiple pieces of freight destined for the same locations at our cross-
dock facility, and then load the freight on trucks to be sent to destinations
in the India and abroad. In coordination with our vendor management
efforts, we will work closely with both you and your shipper to ensure
that we maximize the container utilization, as per the defined and agreed
upon shipping guidelines. This will help to effectively minimize your
transportation costs.

WAREHOUSING

Shine is India's first freight forwarding agency, which is able to offer


warehousing facilities for its clients at all major cities & other airports /
seaports. Many of our customers choose to have our warehouse, which
allows easy access to process orders and distribute products quickly and

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cost effectively. Well maintained fleet of trucks with cargo carrying
capacities between three to thirteen tones maintained to ensure timely
pick-ups and deliveries. Our network of warehouses located in the close
proximity to the International Airports, are well laid out, staffed by
experienced personnel, and supported by the latest inventory
management, security, and specialized storage systems. They are
specially designed for handling a large volume of international freight
and are open round-the-clock.

We are one of the leading companies providing reliable distribution


services to our clients that cover almost all destinations. For bulk
manufacturers, buyers, exporters and traders, we offer competent
warehousing facility. Our warehouse is having the latest inventory
management and security system, while there is battery of trained staff to
look after the client's needs.

ASSOCIATES

SREEGAYATRI

Started off, by clearing some of the very first textile goods from the
country, today SREEGAYATRI is handling wide range of products like
Machinery, Acrylic Fibers, Auto parts, Hand tools, Cycle parts, Diesel
engine and its Spare parts, Ceramics, Chemicals, Cotton Made-Ups,
Glass, Oil, Dyes & Dyes intermediates, Sports goods, Surgical goods,
Rubber Transmission Belting, Iron & Steel items, Walnuts, Spices,
Commodities and many more. Due to increasing demands and for closer
interaction with our customers, we have spreaded our wings to

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Ahmedabad, Chennai, Karur, Kochi, Kolkatta,Tirupur & Tuticorin.
SREEGAYATRI, is known as a renowned name in the export / import
handling industry at both Mumbai as well as JNPT/Nhava Sheva ports.

TRANSWARE LOGISTICS

Transware Logistics, the transport wing of CARGOMAR Group, owns a


fleet of trailers which ply betweenthe ICDs and the gateway ports
contributing Value Added Services to our customers.

CARGOMAR EDUCATIONAL SOCIETY

CARGOMAR EDUCATIONAL SOCIETY has a vision to impart


industry based quality education specialized in Logistics, Shipping &
Supply Chain Management. The thrust has always been on empowering
educated minds to become employable. This society presently offers job
oriented courses as MBA (Logistics and Shipping) and Diploma
(Logistics and Shipping).

CARGOMAR EDUCATIONAL SOCIETY is committed to extend


quality management education and mould students into dynamic
Logistics, Shipping & SCM Managers of the future.

Emphasis is laid to balance classroom and outdoor activities. Port visits,


warehouse visits and on the job training are part of the curriculum.
Participation and organizing of seminars at various institutions give the
students a peep into the corporate world. `Eco Friends an extension of

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CES, emphasizes on the need of a green environment for our existence on
this planet. Students are made to compulsorily participate in all the
activities of `Eco Friends.

The faculty is a fine blend of academic as well as industry experience


from the shipping arena. Keeping in mind the corporate requirements,
soft skills are honed to the students parallel to academics. And this
enables us to source the best placements for our students.

The uniqueness of the Diploma and MBA courses at CES is its strong
industry connections. The air conditioned classrooms with the state-of-
the-art arrangement sets the tone to the right atmosphere for the students.
An exclusive library is earmarked so that the students can explore the vast
ocean of the growing logistics industry.

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Table No: 4.1

TYPE OF CUSTOMERS

PARTICULARS NO: OF PERCENTAGE


RESPONDENTS
Exporter 32 64

Importer 11 22

Both 7 14

TOTAL 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be seen that out of the 50 respondents 64% of
the respondents are exporters, 22% of the respondents are importers and
remaining 14% are both exporters and importers.
Hence it can be inferred that majority of the respondents are exporters.

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Chart No: 4.1

TYPE OF CUSTOMERS

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TABLE NO: 4.2

MODE OF TRANSPORTATION USED FOR MOVING CARGO

PARTICULARS NO OF PERCENTAGE
RESPONDENTS
AIR 12 24

SEA 24 48

Both 14 28

TOTAL 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be seen that out of the 50 respondents 48% of
the respondents move their cargo through sea, 24% of the respondents are
their cargo through air and remaining 28% move their cargo through both
air and sea.
Hence it can be inferred that majority of the respondents move their cargo
through sea.

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CHART NO: 4.2

MODE OF TRANSPORTATION

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TABLE NO: 4.3

DURATION OF CUSTOMERS RELATION WITH CARGOMAR PVT LTD

PARTICULARS NO OF PERCENTAGE
RESPONDENTS
LESS THAN 6 6 12
MONTHS
LESS THAN 1 YEAR 12 24

1 TO 3 YEARS 28 56

3 TO 5 YEARS 4 8

5 YEARS AND ABOVE 0 0

TOTAL 50 100

SOURCE: Primary data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents 56%
of the customers has 1 to 3 years of business relation with cargomar pvt ltd,
24% of the customers has less than 1 years of business relation with
cargomar, the next 12%of the respondents has been a customer of cargomar
of less than 6 months, and the remaining 8% of the respondents has been a
customer of cargomar for 3 to 5 year.
Hence it can be inferred that majority of the respondents have been a
customer of cargomar for more than 1 years.

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CHART NO: 4.3

DURATION OF CUSTOMERS RELATION WITH CARGOMAR PVT LTD

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TABLE NO: 4.4

CUSTOMERS OVERALL EXPERIENCE WITH CARGOMARS


SHIPPMENT DELIVERY AT DOOR STEP

PARTICULARS NO OF PERCENTAGE
RESPONDENTS
EXCELLENT 7 14
VERY GOOD 10 20
GOOD 21 42
FAIR 10 20
POOR 2 4
TOTAL 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be observed that out of the 50 respondents

42% of the customers responded that their overall experience with

Cargomars shipment delivery at door step is good. Very good being

awarded by 20 % of the customer. Next 20 % is somewhat satisfied so

they said that the service is fair. 14 % says that Cargomars shipment

delivery at door step is excellent and the remaining 4% says that

Cargomars shipment delivery at door step is poor.

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Hence it can be inferred that majority of the customers responded that
their overall experience with Cargomars shipment delivery at door step

is good.

CHART NO: 4.4

CUSTOMERS OVERALL EXPERIENCE WITH CARGOMARS


SHIPPMENT DELIVERY AT DOOR STEP

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TABLE NO: 4.5

CUSTOMERS RESPONSE ABOUT CARGOMARS REPRESENTATIVES


THROUGH PHONE AND E-MAIL

Particulars Respondents Percentage


Excellent 4 8

Very Good 8 16

Good 26 52

Fair 10 20

Poor 2 4
Total 50 100

SOURCE: Primary Data

INFERENCE:
From the above table it is clear that out of 50 respondents 52 % of the

customers responded that their overall experience to accessibility and

responses through Telephone is good. Next 20 % says it is fair. Very good

being awarded by 16 % of the customer.8% of the customers responded

that their overall experience to accessibility and responses through

Telephone is excellent and the remaining 4% says it is poor.

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Hence it can be inferred that majority of the customers responded that

their overall experience to accessibility and responses through Telephone

is good.

CHART NO: 4.5

CUSTOMER RESPONES OF CARGOMAR REPRESENTATIVES


THROUGH PHONE AND E-MAIL

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TABLE NO: 4.6

CARGOMAR VALUES PEOPLE AND RELATIONSHIP AHED OF SHORT

TERM GOALS

No: of
Particulars Percentage
Respondents
Yes 37 74

No 13 26

Total 50 100

SOURCE: Primary Data

INFERANCE:

From the above table it can be inferred that out of the 50 respondents
74% of the customers perceive that cargomar values people and
relationship ahead of short term goals and the remaining 20% of the
customers perceive that cargomar does not values people and relationship
ahead of short term goals.

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Hence it can be inferred that majority of the customers perceive that
cargomar values people and relationship ahead of short term goals.

CHART NO: 4.6

CARGOMAR VALUES PEOPLE AND RELATIONSHIP AHED OF SHORT

TERM GOALS

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TABLE NO: 4.7

CUSTOMERS RESPONSE ABOUT REPRESENTATIVE ABILITY TO HELP

CUSTOMER ISSUE/NEED

Particulars No: of respondents Percentage


Excellent 8 16
Very Good 12 24
Good 11 22
Fair 13 26
Poor 6 12
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table 26 % of the customers responded that their overall

experience about representatives ability to help resolve issue or need is

fair. Next 24 % says it is very good. Good being awarded by 22 % of the

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customer. 16 % of them respond that it is excellent and the remaining 12

% of the customers responded that their overall experience to ability to

help resolve issue or need is poor.

Hence it can be inferred that majority of the customers overall experience

about representatives ability to help resolve issue or need is fair.

CHART NO: 4.7

CUSTOMERS RESPONSE ABOUT REPRESENTATIVE ABILITY TO HELP

CUSTOMER ISSUE/NEED

36
TABLE NO: 4.8

CUSTOMERS RESPONSE REGARDING TRANSIT TIME REQUIREMENTS

Particulars No: of respondents Percentage


Never 0 0
Rarely 2 4
Sometimes 8 16
Almost always 27 54
Always 13 26
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
54% of the customers are almost always satisfied with the transit time,
26% respond that cargomar always meets their transit time requirements.
Next 16% of them respond that cargomar meets their transit time

37
sometimes and the remaining 4% say that the company meets their time
rarely.
Hence it can be inferred that majority of the customers are almost always
satisfied with the transit time requirements which is met by cargomar pvt
ltd.

CHART NO: 4.8

CUSTOMERS PERCEPTION REGARDING TRANSIT TIME


REQUIREMENTS

38
TABLE NO: 4.9

TRANSPORTATION SERVICE REQUIREMENTS MET BY CARGOMAR

Particulars No: of respondents Percentage


Never 0 0
Rarely 3 6
Sometimes 4 8
Almost always 25 50
Always 18 36
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
50% of the customers are almost always satisfied with the transportation
services provided by cargomar, 36% respond that cargomar always meets
their transportation services requirements. Next 8% of them respond that
cargomar meets their transportation services requirements sometimes and

39
the remaining 6% say that the company rarely meets their transportation
services requirements.
Hence it can be inferred that majority of the customers are almost always
satisfied with the transportation services requirements which is met by
cargomar pvt ltd.

CHART NO: 4.9

TRANSPORTATION SERVICE REQUIREMENTS MET BY CARGOMAR

40
TABLE NO: 4.10

RATING OF CARGOMAR COMPARED TO OTHERS

Particulars No: of respondents Percentage

Worst 0 0

Same 12 24

Better 25 50

Much better 13 26

Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
50% of the customers rate cargomar is better as compared to other
players, 26% respond that cargomar is much better as compared with

41
others and the remaining 24% of them respond that cargomar is same
when compared to others.
Hence it can be inferred that majority of the customers rate cargomar
better as compared to others.

CHART NO: 4.10

RATING OF CARGOMAR COMPARED TO OTHERS

42
TABLE NO: 4.11

CUSTOMER RESPONSE REGARDING CONDITION OF CARGOMARS


EQUIPMENTS

Particulars No: of respondents Percentage


Never 0 0
Rarely 3 6
Sometimes 4 8
Almost always 29 58
Always 14 28
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
58% of the customers respond that cargomars equipments almost always

43
meets their requirements, 28% respond that cargomars equipments
always meets customers requirements. Next 8% of them respond that
cargomars equipments sometimes meets customers requirements
sometimes and the remaining 6% say that cargomars equipments rarely
meets customers requirements.
Hence it can be inferred that majority of the customers are almost always
satisfied with the condition of equipments provided by cargomar pvt ltd.

CHART NO: 4.11

CUSTOMER RESPONSE REGARDING CONDITION OF CARGOMARS


EQUIPMENTS

44
TABLE NO: 4.12

SPECIAL HANDLING INSTRUCTIONS FOLLOWED BY CARGOMAR


REGARDING CARGO/PRODUCTS

Particulars No: of respondents Percentage


Never 0 0
Rarely 2 4
Sometimes 4 8
Almost always 18 36
Always 26 52
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
52% of the customers respond that cargomar always follows the special

45
handling instruction given by the customers, 36% of them respond that
cargomar almost always follows the special handling instruction. Next
8% of them respond that only sometimes cargomar meets special
handling instruction and the remaining 4% say that cargomar meets the
special handling instruction rarely.
Hence it can be inferred that majority of the customers say that cargomar
always meets the special handling instruction given by the customers.

CHART NO: 4.12

SPECIAL HANDLING INSTRUCTIONS FOLLOWED BY CARGOMAR


REGARDING CARGO/PRODUCTS

46
TABLE NO: 4.13

TIME PERIOD CARGOMAR PROVIDES WITH RATE QUOTES

Particulars No: of respondents Percentage

1 hour or less 6 12

1-2hours 9 18

3-4hours 8 16

5-8hours 10 20

Same day 15 30

Next business day 2 4

Total 50 100

SOURCE: Primary Data

INFERENCE:

47
From the above table it can be inferred that out of the 50 respondents
30% of the customers respond that cargomar provides the rate quotes on
the same day, 20% of them respond that cargomar provides the rate
quotes with in 5 to 8 hours. Next 18% of them respond that cargomar
provides the rate quotes with in 1 to 2 hours. 16% respond that cargomar
provides the rate quotes with in 3 to 4 hours.12% respond that cargomar
provides the rate quotes with in 1 hour or less and the remaining 4% say
that cargomar provides the rate quotes on the next business day.
Hence it can be inferred that majority of the customers say that cargomar
provides the rate quotes on the same day.

CHART NO: 4.13

TIME PERIOD CARGOMAR PROVIDES WITH RATE QUOTES

48
TABLE NO: 4.14

CUSTOMERS OPENION ABOUT THE VESSEL SHEDULE INFORMATION


GIVEN BY THE COMPANY

Particulars No: of respondents Percentage


E-Mail 21 42
Phone 24 48
Fax 5 10
Post 0 0
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
48% prefer email for getting the vessel schedule information, 42% of
them prefer phone for getting the vessel schedule information and the

49
remaining 10% of them prefer fax for getting the vessel schedule
information.
Hence it can be inferred that majority of the customers prefer email for
getting the vessel schedule information.

CHART NO: 4.14

CUSTOMERS PERCEPTION ABOUT THE VESSEL SHEDULE


INFORMATION GIVEN BY THE COMPANY

50
TABLE NO: 4.15

CUSTOMERS RESPONSE REGARDING DELIVERY ON TIME

Particulars No: of respondents Percentage


Never 0 0
Rarely 3 6
Sometimes 5 10
Almost always 23 46
Always 19 38
Total 50 100

SOURCE: Primary Data

INFERENCE:

51
From the above table it can be inferred that out of the 50 respondents
46% of the customers respond that cargomar almost always delivers
invoice on time, 38% of them respond that cargomar always delivers
invoice on time. Next 10% of them respond that only sometimes
cargomar makes timely delivery of invoice and the remaining 6% say that
cargomar rarely makes timely delivery of invoice.
Hence it can be inferred that majority of the customers say that cargomar
almost always makes timely delivery of invoice.

CHART NO: 4.15

CUSTOMERS RESPONSE REGARDING DELIVERY ON TIME

52
TABLE NO: 4.16

LEVEL OF CUSTOMER SATISFACTION

Particulars No: of respondents Percentage

Extremely dissatisfied 0 0

Dissatisfied 2 4

Neutral 11 22

Satisfied 22 44

Extremely satisfied 15 30
Total 50 100

SOURCE: Primary Data

INFERENCE:

From the above table it can be inferred that out of the 50 respondents
44% of the customers are satisfied with cargomar, 30% of them are

53
extremely satisfied with cargomar, 22% of the are neither satisfied nor
dissatisfied and the remaining 4% are dissatisfied with cargomar.
Hence it can be inferred that majority of the customers are satisfied with
cargomar.

CHART NO: 4.16

LEVEL OF CUSTOMER SATISFACTION

54
TABLE NO: 4.17

CUSTOMERS RECOMMEND CARGOMAR TO OTHERS

Particulars No: of Respondents Percentage

Yes 40 80

No 10 20

Total 50 100

SOURCE: Primary Data

INFERANCE:

55
From the above table it can be inferred that out of the 50 respondents
80% of the customers will recommend the services of cargomar to others
and the remaining 20% of the customers will not recommend the services
of cargomar to others.
Hence it can be inferred that majority of the customers are satisfied and
would recommend the services of cargomar to others.

CHART NO: 4.17

CUSTOMERS RECOMMEND CARGOMAR TO OTHERS

56
TABLE NO: 4.18

CARGOMAR DESERVES CUSTOMER LOYALTY

Particulars No: of Respondents Percentage

Yes 34 68

No 16 32

Total 50 100

SOURCE: Primary Data

INFERANCE:

57
From the above table it can be inferred that out of the 50 respondents
68% of the customers feels that cargomar deserves loyalty and the
remaining 20% of the customers feels that cargomar doesnt deserves
loyalty.
Hence it can be inferred that majority of the customers are loyal towards
cargomar.

CHART NO: 4.18

CARGOMAR DESERVES CUSTOMER LOYALTY

58
TABLE NO: 4.19

OVER THE PAST YEARS CUSTOMER LOYALTY TOWARDS CARGOMAR


HAS GROWN STRONGER

59
Particulars No: of Respondents Percentage

Yes 36 72

No 14 28

Total 50 100

SOURCE: Primary Data

INFERANCE:

From the above table it can be inferred that out of the 50 respondents
72% of the customers feels that their loyalty towards cargomar has grown
stronger over the past years and the remaining 28% of the customers feels
that their loyalty towards cargomar has not grown stronger over the past
years.
Hence it can be inferred that majority of the customers are loyalty
towards cargomar has grown stronger.

CHART NO: 4.19

OVER THE PAST YEARS CUSTOMER LOYALTY TOWARDS CARGOMAR

HAS GROWN STRONGER

60
TABLE NO: 4.20

CUSTOMERS PERCEPTION ABOUT THE OVERALL SERVICES


OFFERED BY CARGOMAR

61
Particulars No: of respondents Percentage

Excellent 12 24

Very Good 7 14

Good 16 32

Fair 15 30

Poor 0 0

Total 50 100

SOURCE: Primary Data

INFERENCE:
From the above table it is clear that out of 50 respondents 32% of the

customers responded that the overall services offered by Cargomar is

good. Next 30 % says it is fair. Excellent being awarded by 24 % of the

customer and the remaining 14% says it is very good.

Hence it can be inferred that majority of the customers responded that

their overall experience to accessibility and responses through Telephone

is good.

CHART NO: 4.20

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CUSTOMERS PERCEPTION ABOUT THE OVERALL SERVICES
OFFERED BY CARGOMAR

TESTING OF HYPOTHESIS

63
1. Relationship between services offered by Cargomar and level of
customer satisfaction.
Ho: There is no significant relationship between services offered by
Cargomar and level of customer satisfaction.
H1: There is significant relationship between services offered by
Cargomar and level of customer satisfaction.

TABLE NO: 4.21


LEVELSATISFACTION

SERVICES

Excellent Good Poor TOTAL

Satisfied
8 16 5 29

Dissatisfied
7 6 8 21

15 22 13 50
TOTAL

SOURCE: Primary Data

TABLE 4.22

64
CHI-SQUARE CALCULATION

Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2/Ei

8 11.7 - 3.7 13.69 1.17008

7 17.16 - 10.16 103.225 6.0154

16 10.14 - 5.86 34.33 3.3856

6 6.3 - 0.3 0.09 0.01428

5 9.24 - 4.2 17.977 1.9455

8 5.46 - 2.54 6.45 1.1813

TOTAL 13.71216

SOURCE: Primary Data

Calculated value of (Oi-Ei)2 /Ei = 13.71216


Level of significance = 5%
Degree of freedom: (c-1) (r-1)
i.e., (3-1) (2-1) = 2
Table value at 5% level of significance = 5.99

INFERENCE:

65
Calculated value of chi-square is greater than the table value. Hence, the
Ho hypothesis is rejected. Therefore, it can be concluded that there is
significant relationship between services offered by Cargomar and level
of customer satisfaction.

FINDINGS

66
From the survey conducted the following findings and suggestions
have been identified:

The study reveals that most of the customers of cargomar are

exporters.

Majority of the respondents have been a customer of cargomar for

more than 3 years.

From the study it can be understood that majority of the

respondents move their cargo through air.

Most of the customers are satisfied with the transit time

requirements which are met by cargomar pvt ltd.

The study reveals that the customers overall experience about

representatives ability to help resolve issue or need is fair.

Most of the customers perceive that cargomar values people and

relationship ahead of short term goals.

From the study it can be understood that majority of the customers

responded that their overall experience about representatives to

accessibility and responses through Telephone is good.

67
The customers overall experience with
cargomars shipment
delivery at door step is good.

The study reveals that Most of the customers would recommend

the services of cargomar to others.

From the study the researcher found that almost all the customers

are satisfied with the overall services provided by cargomar.

Majority of the customers perceive that cargomar always meets the

special handling instruction given by the customers.

The study reveals that the customers are almost always satisfied

with the condition of equipments provided by cargomar pvt ltd.

Customer perception about cargomar when compared to others is

better.
Majority of the customers are almost always satisfied with the

transportation services requirements which are met by cargomar


pvt ltd.

From the study the researcher understood that most of the

customers are loyal towards cargomar.

68
Majority of the customers perceive that their loyalty towards

cargomar has grown stronger over the past years.

SUGGESTIONS

As the sales executives may be having limitations as far as business

knowledge is concerned, it is always better that the managers visits

the client once in a while to give suggestion regarding the process

that the clients follow.

As relationship is having key importance, a team comprising of

sales executives, managers and CHA could visit the client to make

him feel more important. That might bring new business.

Reach out to your steady customers through email newsletters,

monthly flier, a reminder card for a tune up, or a holiday greeting

card to keep in touch with them.

Go the extra distance and meet customer needs and Train the staff

to do the same as the customers remember being treated well.

69
Train employees in the manner that you want them to interact with

customers. Empower employees to make decisions that benefit the

customer.

If you say a purchase will arrive on Wednesday, deliver it on

Wednesday. Be reliable. If something goes wrong, let customers

know immediately and compensate them for their inconvenience.

Try to solve customer problems or complaints to the best of your

ability. Excuses such as "That's our policy" will lose more

customers.

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CONCLUSION

CARGOMAR PVT. LTD. is now one of the reputed companies


in shipping industry. In this competitive environment Cargomar
has been able to attain an outstanding platform with its quality
service. The company is aware of the obstacles that it faces but
what drives Cargomar to grow, to do the best is its resounding
optimism about the industrys long term potential.

Almost all the logistic service providers are equally


competitive as far as Rates, Relationships and Services are
concerned. Hence it is up to the service providers to find out
new differentiators to get more business from competitors.

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BIBLIOGRAPHY

Kotler, Philip Marketing Management Analysis, Planning,


Implementation and Control (9th ed. prentice hall India, 1998).
Naresh K Malhotra, Research Methodology Methods and
Techniquines ( 2nd ed. New age international publishers, 2001).
David J Bloomberg, Logistics (2nd ed. prentice hall India, 2005).

Internet sources:

www.cargomar.org
www.eximindia.com
www.thehindubusinessline.com

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