Professional Documents
Culture Documents
>>>CERTIFICATE…………………………………………………...I
>>>PREFACE ……………………………………………………….II
>>>ACKNOWLEDGEMENT………………………………………III
1.3)CUSTOMER LOYALTY………………………………………...10
1.5)COMPANY OVERVIEW………………………………………..14
1.6)SOWT ANALYSIS……………………………………………….15
3.3) POPULATION…………………………………..……………….34
3.4) SAMPLE…………………………………………..……………...35
>>>APPENDIX
>>>BIBLIOGRAPHY
1
Introduction
2
INTRODUCTION
COMPANY PROFILE
1.1 Overview
With India's gross domestic profit (GDP) growing at over 9% per year and the
manufacturing sector enjoying double digit growth rates, the Indian logistics industry
is at an inflection point, and is expected to reach a market size of over $125 billion in
year 2010.
Strong growth enablers exist in India today in the form of over $300 billion
retail, and telecom will lead to increased market opportunities for providers of 3PL in
India."
3
However, as a result of the under-developed trade and logistics infrastructure,
the logistics cost of the Indian economy is over 13% of GDP, compared to less than
10% of GDP in almost the entire Western Europe and North America.
locations, India will have to work on such systemic inefficiencies, in order to attract
to a specialized firm, which provides multiple tactical logistics services for use by
Some Facts:
• International gateways:
o Mumbai
o Delhi,
o Chennai
• Domestic gateways
o Mumbai,
o Delhi,
o Kolkata,
o Chennai,
4
o Bangalore,
o Hyderabad,
o Pune,
o Salem,
o Ambala,
o Gauwhati,
o Ahmedabad,
o Nagpur.
• 126 airport
5
• 2nd fastest growing major economy
About DHL
The trio initially provided a courier service between the Continental United
States and Hawaii then expanded the business from there. In 1998, Deutsche Post
World Net began to acquire shares in DHL, finally reached majority ownership in
2001, and completed the purchase in 2002.
DHL's global headquarters are located in Bonn and London (its Exel
subsidiary). Headquarters for the Americas are located in Plantation, Florida, while its
Asia Pacific & EEMEA headquarters are located respectively in Singapore &
Bahrain/Brussels.
DHL owns its own cargo airlines, European Air Transport, originally based in
Brussels, and DHL Air, based at the East Midlands Airport in the United Kingdom.
EAT moved from Brussels Airport in Belgium to Leipzig/Halle Airport in Germany
in Spring 2008 with its fleet of Boeing 757SF freighters and Airbus A300 B4
freighters. Leipzig is now DHL major European Airline hub with dedicated brand
new facilities.
• FedEx.
• UPS.
• TNT.
• United States Postal Service and,
6
• Royal Mail.
As on 2006 DHL employees around 2,85,000 people across the various locations.
scope of logistics goes well beyond transportation. Logistics forms the system that
ensures the delivery of the product in the entire supply pipeline. This includes
transportation, packaging, storage and handling methods, and information flow. The
overstated. All other efforts at modernization within a company would not bear fruit
until the logistics system is carefully designed to facilitate the smooth and efficient
The topic of logistics is relatively new in India. There have been some
companies that have done work in this area, but a large number of companies are only
now beginning to realize the benefits of designing and managing the entire supply
chain. With India joining the global marketplace, the role of logistics assumes greater
importance.
remote, backward areas due to inexpensive land and tax benefits. This poses some
serious logistical problems. Apart from a poor road and transportation network, the
7
existing communications system in India leaves a lot to be desired by any
This is the most daunting and downright scary part of interacting with a
customer. If you're not used to this sort of thing it can be a pretty nerve-wracking
experience. Rest assured, though, it does get easier over time. It's important to meet
your customers face to face at least once or even twice during the course of a project.
This goes without saying really. We all know how annoying it is to wait days
for a response to an email or phone call. It might not always be practical to deal with
all customers' queries within the space of a few hours, but at least email or call them
back and let them know you've received their message and you'll contact them about it
as soon as possible. Even if you're not able to solve a problem right away, let the
8
3. Be Friendly and Approachable
A fellow Site Pointer once told me that you can hear a smile through the
phone. This is very true. It's very important to be friendly, courteous and to make your
clients feel like you're their friend and you're there to help them out. There will be
times when you want to beat your clients over the head repeatedly with a blunt object
- it happens to all of us. It's vital that you keep a clear head, respond to your clients'
wishes as best you can, and at all times remain polite and courteous.
This may not be too important when you're just starting out, but a clearly
defined customer service policy is going to save you a lot of time and effort in the
long run. If a customer has a problem, what should they do? If the first option doesn't
work, then what? Should they contact different people for billing and technical
enquiries? If they're not satisfied with any aspect of your customer service, who
should they tell? There's nothing more annoying for a client than being passed from
person to person, or not knowing who to turn to. Making sure they know exactly what
your customer service policy is present on your site -- and anywhere else it may be
useful.
9
5. Attention to Detail (also known as 'The Little Niceties')
Have you ever received a Happy Birthday email or card from a company you
were a client of? Have you ever had a personalized sign-up confirmation email for a
service that you could tell was typed from scratch? These little niceties can be time
Even if it's as small as sending a Happy Holidays email to all your customers,
it's something. It shows you care; it shows there are real people on the other end of
that screen or telephone; and most importantly, it makes the customer feel welcomed,
6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme
level of understanding with your clients will do wonders for your working
relationship.
It's possible this is the most important point in this article. The simple
message: when you promise something, deliver. Clients don't like to be disappointed.
10
Sometimes, something may not get done, or you might miss a deadline through no
fault of your own. Projects can be late, technology can fail and sub-contractors don't
always deliver on time. In this case a quick apology and assurance it'll be ready ASAP
wouldn't go a miss.
the execution of the research at hand. For that, the development of customer loyalty
research within the framework of relationship marketing will be presented first, before
definition of customer loyalty for use in this study will be derived, before both
Since the beginning of the 1990s, customer loyalty has gained importance both
find themselves confronted with new challenges. In a first phase, firms tried to face
second phase of external focus followed, where firms directed attention to their
customers, trying to retain existing ones and to win over new ones (churning). Since
11
“acquiring new customers is much more expensive than keeping them”. And “loyal
customers are the bedrock of any business”. A loyal customer base represents a
brand volume, is highly correlated to market share, and can be used as the basis of
While individual transactions initially were in the center of marketing research, the
focus shifted towards analyzing relationships states that the ‘traditional’ marketing
concept of the marketing mix with its ‘4 Ps’, developed in the middle of the last
century, had been the established approach until the 1990s. This approach, how-ever,
approach. At the core of it is the study of relationships between buyers and sellers of
12
While the development of relationship marketing began in the early 1970s, it
was not until the late 1980s that works from the ‘Nordic School of Services’. Initiated
a paradigm shift that geared marketing towards the creation, conservation, and
widely accepted among marketing researchers, its promoters do not postulate the
replacement of the transactional approach, but rather juxtapose the two approaches.
Before determining which stream the present study can be associated with,
however, it is important to create a clear understanding of different customer loyalty
concepts prevalent in research. This will be accomplished in the following section.
blurred. At its core, customer loyalty deals with relationships between suppliers and
their customers and can be distinguished from other loyalty aspects, such as brand
loyalty, which refer to a more abstract attachment, such as that towards a brand.
Within German customer loyalty literature, the notion of customer loyalty is even
13
distinguishes an active, supplier-focused component and a passive, customer focused
measures that aim at improving relationships with customers. The supplier is in the
center of attention and the customer is only regarded as the factor at which success of
customer loyalty becomes manifest. Here it becomes clear that this approach contains
management.
approached as customers’ directly observable actions and/or take into account their
attitudes and intentions. Since customers’ actions are directly influenced by their
and manage loyalty. A third perspective is a synthesis of the former two approaches.
suppliers and customers. Accordingly, the objects of study in this perspective usually
are buying behavior in retail contexts and long-term relationships marked by frequent
14
1.4 COMPANY OVERVIEW
worldwide,
continents.
15
STRENGTHS
Globalism
Corporate symbiosis
Smart-truck Project
OPPORTUNITIES
Epansion Globally
Joint-Ventures
Expansion Of E-commerce
WEAKNESSES
High Prices
Market-Share Estimate
Weak Visibility
THREATS
16
Relations With Foreign Countries
Restrictions
Economic Slow-down
COMPANY STRENGTHS
Strong Brand Image: In 1997, DHL became the global express transportation
company to obtain simultaneous system-wide ISO 9001 certification in
international quality standards. DHL has also developed their own quality
Globalism: DHL operates on a global scale. They operate in more than 220
countries. They provide services that appeal to most of the world. They have
such a large market in which to operate, and thus realize tremendous revenues.
eServices and Technology: DHL uses and continues to search for new
technology. They spend nearly 10% of total revenues, for information
technology. DHL also has excellent eServices that provide access to systems
that ensure customers have control and visibility of their supply chains at all
17
Corporate symbiosis:DHL has developed its own organizational structure to
serve the global market, which it has called “corporate symbiosis.” This
level, at the same time recognizing the interdependence of the parts of DHL as
a corporate whole.
which recalculates the routes, depending on the current order situation and
volume of traffic.
COMPANY WEAKNESSES
High Prices: DHL’s prices are above their competitors. This can be a
weakness if their customers do not perceive a difference between DHL and its
competitors’ services.
stagnant and contains few competitors, and all market-share estimates should
Weak Visibility: It has weak visibility in the community compared with its
potential
18
COMPANY OPPORTUNITIES
their products. Since the growth of e-commerce is rapid now, DHL could
enjoy both profits and brand name recognition from this kind of expansion.
COMPANY THREATS
19
DHL goes, they are at risk for regulations that hinder their operations or
efficiency.
global company, they are subject to much more risk than domestic companies.
Restrictions: Some restriction like ‘To prevent import from China’ are big
problems in the logistic sector
Price of fuel can go up: Even if the price of fuel goes up, DHL can pass that
along to the customer but fuel is always a concern both in price and
availability
20
21
Conceptual
discussion
REVIEW OF LITERATURE
Logistics
preceding section, this section will elaborate on the reference point of the research
project, i.e. logistics. For that, the first section will present different views on logistics
and lay the notional basis for the understanding of logistics embraced in this study. As
22
Nature of Logistics
latest definition (CSCMP 2005), logistics management is seen as “that part of Supply
Chain Management that plans, implements, and controls the efficient, effective
forward and reverses flow and storage of goods, services and related information
between the point of origin and the point of consumption in order to meet customers'
effectiveness and efficiency and regards logistics as part of supply chain management.
Other definitions e.g. that of Weber and Kummer are broader and refer to
understanding is the empirically backed assumption that there are different stages of
maturity in logistics. While there are several researchers that also argue for stage
model has. The model that will be briefly examined in this section stems from Weber,
who identifies four maturity stages. These stages are determined by the level of
provides transportation, handling, and storage services that are necessary for an
23
efficient flow of materials and goods. Weber states that this stage of logistics maturity
was first observable in the 1950s, when markets changed from suppliers’ to buyers’
environment. This is in line with Bowersox and Daugherty, who confirm that
advanced logistical organizations barely existed at that time. Effects of this paradigm-
change were two-fold. On the one hand, logistics optimization was achieved through
service function that was separated from other functions such as procurement or
manufacturing.
result, firms realized that efficiency could be increased by improving the coordination
of materials flows from inbound streams in procurement through the value creation
the integration of different functions, cost and performance benefits were achieved.
changes of the market environment. Simon points out that the intensity of competition
24
increased, an effect attributable to over-capacities, and a world-wide convergence of
demands. The required simultaneous focus on differentiation and cost leadership was
not feasible under the prevalent functional structures and rigid organizational systems.
needed to succeed in the changing market environment. Hence, logistics evolved from
strategic orientation.
The fourth and, for the time being, last maturity stage of logistics development
potentials within the organization had been largely exploited, the focus of attention
was furthered to include upstream and downstream partners in the supply chain. In
this sense, the view of logistics as a management concept from the third maturity
stage is ex-tended over company boundaries and can be labeled supply chain
management (SCM).
which many companies presently try to accomplish this, is by outsourcing parts or all
25
Logistics Service Providers
logistics activities, this outside provider is termed a logistics service provider. These
LSPs were originally only offering a very narrow spectrum of services, mainly
demands from their customers, as pointed out in the preceding sections, LSPs have
services. According to, five types of LSPs can currently be distinguished: carriers,
couriers & express & parcel/postal (CEP), freight forwarders, third-party LSPs
(3PLs), and fourth-party LSPs (4PLs), which will be briefly described below.
Carriers are firms that own assets for transportation purposes. These as-sets
are usually confined to road, sea, air, or rail transportation. In some cases, however,
capacity and load-factor optimization are at the core of the carrier business. CEP
vehicles and incorporating handling at hubs. In this way, they can virtually supply
door-to-door services anywhere in the world, without having to rely on any third
parties. Core competencies of CEP providers are the operation and management of
26
Freight forwarders are intermediaries between suppliers and buyers of
transportation services. In most cases, brokers carry out additional ser-vices, such as
information systems. In some cases, brokers also dispose of their own transportation
assets. Bundling and coordination of demand for transportation services are the core
competencies of brokers.
list of types of LSPs comes in the form of 4PLs. While there is no universal
agreement on the definition of the 4PL, the cur-rent state of the debate establishes
4PLs as suppliers of complete logistics systems, without carrying out the services
themselves. Instead, 4PLs sub-contract all operations from other LSPs and confine
themselves to the management of logistics systems. Thus, they do not dispose of any
logistical assets and are a neutral intermediary between businesses and asset-based
LSPs.
27
As 3PLs form the point of reference for logistics outsourcing as dealt with in
this study, the existing notional ambiguities in research have to be examined. Author
to identify different types of 3PLs. To him, there are four distinct classes of 3PLs:
(1) asset-based 3PLs use their own assets (e.g. trucks and warehouses) to offer
(3) Integrated 3PLs use their own assets to provide logistics services, but also
Freight payment).
28
Figure 1: Factors that influence customer loyalty
Research Motivation
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. 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
the classic marketing paradigm with its instrumental and transactional orientation
29
proved unsuitable in the context of longer-term business relationships. Instead, 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
Place: Chennai
Just like other businesses, logistics service providers (LSPs) are faced with
increasing competitive pressure that urges them to concentrate not only on operational
the US alone, LSPs’ revenues grew from US-$ 31 billion in 1995 to US-$ 85 billion
expenditures are at over 40% and expected to rise even further. One way to meet this
30
An often proposed driver of logistics outsourcing is the need to develop and maintain
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
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
management styles in different countries, it is also arguable whether a one best way
are extremely diverse and similarly, relationships between LSPs and their customers
management issue for LSPs to de-sign their customer loyalty efforts in a manner that
Research goals
31
customer diversity. The aim of the present study therefore is to identify determinants
sense, the present research is positioned at the interface of marketing and logistics and
For this reason, the starting point of the present research will be the study of
Wallenburg, who studied customer loyalty within relationships between LSPs and
their customers. On this basis, factors that can be surmised to determine customer
loyalty will not only provide insights into the constitution of customer loyalty, but
necessary. The present study will therefore provide a starting point for such analyses
outsourcing, the USA and Germany. Particular differences between Germany and the
32
USA will be identified and applied to the previously devised customer loyalty model.
As a result, differences between the two countries with respect to the formation of
Finally, this study will investigate in how far different relationship conditions
customer loyalty model will be examined. This will provide information on the
robustness of the customer loyalty model versus relational contingencies and will
33
Research
methodology
34
RESEARCH METHODOLOGY
Pvt. Ltd.
35
3.2 Scope of the study
customer satisfaction.
36
3.3 Limitations of the study
topic of research
communicate properly.
37
3.4 Research design
The objective of the study has been achieved by using both Primary and
Secondary Data’s. The data’s obtained for the study was primarily from field
investigation carried out among the customers of DHL.
Sampling
Samples are studied for the population who are the customers of DHL Express
I Pvt. Ltd. Research design is needed because it facilitates the smooth railing of the
various research operations thereby making research as effective as possible yielding
maximal information with minimal expenditure of effort, time and money.
Sample Size
Primary Data
http://dhl-customerloyalty.surveyconsole.com/
Survey Research:
38
Survey research as name suggests, is distinguished by the facts that the data
are collected from the people who are thought to have the desired information,
through questionnaire.
Questionnaire was posted over the internet and sent to the respective
customers in order to collect information related to the topic. The questionnaires so
designed for this purpose were structured.
Secondary Data
Secondary data was collected through company websites and records. And
analysis on various aspects has been done using different statistical techniques.
The methods followed for the analysis and interpretation of data are:
NO OF RESPONDENTS
PERCENTAGE = x 100
TOTAL RESPONDENTS
39
Weighted Average Method:
This method is a used when the relative importance of the different items is
not the same. The term weighted stands for the relative importance of the different
items. It is assumed that inventory costs should be assigned on the basis of average
costs of identical units. An average cost unit is determined by dividing the total costs
of the units by the number of units.
The weighted average method is logical when assigning costs to units that become
mixed together, there by making separate identification difficult or impossible.
The formula is:
__ ∑ WX
X =
∑W
Where;
40
Findings and
Analysis
41
DATA ANALYSIS & INTERPRETATION
Very Good 16 20 %
Good 32 40 %
Fair 16 20 %
Poor 0 0%
Total 80 100 %
Table - 1
Interpretation:
42
Poor
Fair 0% Excellent
20% 20%
Excellent
Very Good
Good
Fair
Very Good
Poor
20%
Good
40%
Figure - 2
43
Customers overall experience to accessibility and responses of DHL
representative through E-mail.
Very Good 16 20 %
Good 32 40 %
Fair 16 20 %
Poor 0 0%
Total 80 100 %
Table - 2
Interpretation:
44
Poor
Fair 0% Excellent
20% 20%
Excellent
Very Good
Good
Fair
Very Good
Poor
20%
Good
40%
Figure - 3
45
Clearance representative ability to help customer issue/need
Table - 3
Interpretation:
to help resolve issue or need is Excellent. Next 21 % says it is very good. Good being
46
Poor
9% Excellent
19%
Fair
Excellent
24%
Very Good
Good
Fair
Very Good
21% Poor
Good
27%
Figure - 4
47
Customers Overall experience with DHL Clearance Department
Table - 4
Interpretation:
DHL clearance department is Excellent. Next 19 % says it is very good. Good being
awarded by 18 % of the customer. 38% is somewhat satisfied so they said that the
48
Poor
5%
Excellent
21%
Excellent
Fair Very Good
37% Good
Fair
Very Good Poor
19%
Good
18%
Figure - 5
49
Customers Overall experience with DHL Shipment Delivery at doorstep
Table - 5
Interpretation:
DHL clearance department is Excellent. Next 31 % says it is very good. Good being
50
Fair Poor Excellent
5% 3% 11%
Excellent
Very Good
Good
Very Good
31% Fair
Poor
Good
50%
Figure - 6
51
Customer Satisfaction level with DHL Express I Pvt Ltd
Table - 6
Interpretation:
somewhat satisfied so they said that the service is fair. 3 % is not satisfied with the
service.
52
Extrem ely
Dissatisfied
6% Extremely Satisfied
19%
Dissatisfied
23% Extremely Satisfied
Satis fied
Neutral
Dissatisfied
Satisfied
25% Extremely Dissatisfied
Neutral
27%
Figure - 7
(Chart showing Customer Satisfaction level with DHL Express I Pvt Ltd)
53
Customer Responses or Reasons for satisfaction with DHL Express I Pvt Ltd
• Clear tracking
• Timely clearance
Interpretation:
Various reasons are given by customers for satisfaction like less transit time,
54
Customer Responses or Reasons for Dissatisfaction with DHL Express I Pvt Ltd
• Original Bill of Entry getting only after 3 days after our follow up, this should
• Freight Bill received 30 days after delivery this should deliver within 24 hrs,
• The currency some times wrongly mention in the B/E before filing with
Customs, check the invoice or check with the customer - this will help
avoiding mistake.
• Since express service is preferred only when there are some urgency, though
the cargo reaches at airport. clearance team takes minimum 7-25days takes for
customs clearance
Interpretation:
Various reasons are given by customers for dissatisfaction. The company need
55
Recommend DHL Express to others
Table - 7
Interpretation:
others. On the other hand 36 % of the people say No to recommend DHL Express to
others.
56
No
36%
Yes
No
Yes
64%
Figure - 8
57
Over the past years loyalty towards DHL Express has grown stronger
Table - 8
Interpretation:
has grown stronger. On the other hand 31 % of the people say No that loyalty towards
58
No
31%
Yes
No
Yes
69%
Figure - 9
(Chart showing status of loyalty towards DHL Express has grown stronger)
59
DHL Express Values people & Relationships ahead of Short-term goals
Table - 9
Interpretation:
51 % of the customer responded in favour that DHL Express Values people &
Relationships ahead of Short-term goals. On the other hand 49 % of the people say No
that DHL Express do not Values people & Relationships ahead of Short-term goals.
60
No Yes Yes
49% 51% No
Figure – 10
(Chart showing DHL Express Values people & Relationships ahead of Short-
term goals)
61
FINDINGS
resolve issue or need is Excellent. Next 21 % says it is very good. Good being
62
awarded by 18 % of the customer. 38% is somewhat satisfied so they said that
somewhat satisfied so they said that the service is fair. 3 % is not satisfied with
the service.
Express to others.
63
• 69 % of the customer responded in favour that loyalty towards DHL Express
has grown stronger. On the other hand 31 % of the people say No that loyalty
• 51 % of the customer responded in favour that DHL Express Values people &
say No that DHL Express do not Values people & Relationships ahead of
Short-term goals.
64
Suggestions
65
SUGGESTIONS
card for a tune up, or a holiday greeting card, reach out to your steady
customers.
• Customer Service. Go the extra distance and meet customer needs. Train the
• Employee Loyalty. Loyalty works from the top down. If you are loyal to your
employees, they will feel positively about their jobs and pass that loyalty
• Employee Training. Train employees in the manner that you want them to
the customer.
shoe store might offer a card that makes the tenth pair of shoes half price.
Likewise, a dentist may give a free cleaning to anyone who has seen him
66
• Product Awareness. Know what your steady patrons purchase and keep these
compliment the products that your regular customers buy regularly. And make
sure that your staff understands everything they can about your products.
ability. Excuses — such as "That's our policy" — will lose more customers
being when he or she has a problem, the less likely it is that you will see that
customer again.
• Know Their Names. Remember the theme song to the television show Cheers?
Get to know the names of regular customers or at least recognize their faces.
67
Conclusions
68
CONCLUSIONS
In addition to suggestions and findings, this study also provides several scopes
for further research, which will be addressed in the following paragraphs:
(1) While the customer loyalty model validated in this study possesses good
power for explaining repurchase intentions and referral behavior, only partial
explanation of the construct of additional purchase intentions is achieved. As
stated before, factors not contained in the model such as strategic outsourcing
considerations can be assumed to affect the intention of customers to
outsource additional logistics activities to the currently most important LSP.
For this reason, future studies should explore additional determinants of this
loyalty dimension.
(3) Within this study, four relational characteristics were examined. In addition,
analyses were conducted for a multitude of other contingency factors that are
not included in the present study. Overall, however, no conclusive
moderations were identified. Nevertheless, it may be assumed that customer
diversity still has moderating effects on the formation of customer loyalty. The
determinants contained in this study, however, capture rather general
evaluations of relationships between LSPs and their customers, which may be
too broad to be subject to moderating effects. For this reason it would be
sensible to examine antecedents of the employed determinants, as moderating
effects could surface when this level of detail is added to the analyses.
69
70
71
DHL Customer Satisfaction & Loyalty Survey
Excellent
Very Good
Good
Fair
Poor
Excellent
Very Good
Good
Fair
Poor
Excellent
Very Good
Good
Fair
Poor
72
• Think specifically about the CLEARANCE Department, How
would you rate your overall experience:
Excellent
Very Good
Good
Fair
Poor
Excellent
Very Good
Good
Fair
Poor
1
2
3
4
73
What specifically are you SATISFIED with DHL Express, Chennai.
Enter your response below: { E.g., - Safety & security, Excellent
tracking, Less transit time }
Excellent
Very Good
Good
Fair
Poor
1 2 3 4 5
Over the past years, my loyalty to the company, DHL Express has
grown stronger:
1 2 3 4 5
1 2 3 4 5
75
*
••• Suggestions ••• ( if any)
76
BIBLIOGRAPHY
Books:
• Research Methodology – Kothari
• The Loyalty Guide report series - Peter Clark
• Marketing Management 12 e – Philip Kotler
Websites:
• www.google.com
• www.wikipedia.com
• www.dhl.com
• www.scribd.com
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