Summer Internship Project On

A Study On Marketing And Subscriber

Interaction Towards Woxen Digital Limited
submitted for the partial fulfillment of the requirement of
the degree
of

POST GRADUATE DIPLOMA IN

MANAGEMENT (PGDM)
Approved by
All India Council of Technical Education
(AICTE)
Submitted by
(Siddharth Prasanna Dhare)
Roll No:12
Specialization: Finance
Submitted To
Pashmeen Kaur Anand

SASMIRA’S BUSINESS SCHOOL (SBS)

SARSMIRA MARG, WORLI, MUMBAI.

JULY, 2022

i
Certificate by the company

ii
 CERTIFICATE

This is to certify that Mr. Siddharth Prasanna Dhare

is a bonafide student of the two-year full-time Post Graduate Diploma in
Management (PGDM), (Finance / Marketing / Human Resource), Roll No. 12
of the institute.

As a part of the All-India Council of Technology (AICTE) guidelines, the

student has carried out the Summer Internship Project A Study On Marketing
And Subscriber Interaction Towards Woxen Digital Limited
Woxen digital limited during the period from May to June under my
guidance in partial fulfillment of requirement for the completion PGDM as
prescribed by the All-India Council of Technical Education (AICTE).
This Summer Internship Project Report is the record of authentic work carried
out by him / her during the period from May 2022 to July 2022.

Name and Signature Name and Signature Name and Signature

of Guide of Placement of Dean
Coordinator

Prof. Amol jadhav

Dr. Pashmeen Kaur Dr. Sanskruti Kadam,
Anand Dean

Place:

Date:

iii
 DECLARATION BY THE CANDIDATE

I Siddharth Dhare (name of the student) hereby certify that the work which is
being presented in this Summer Internship Project Report entitled- “A Study
On Marketing And Subscriber Interaction Towards Woxen Digital Limited” in
partial fulfillment of the requirement for the award of the Degree of Post
Graduate Diploma In Management and submitted to the Sasmira’s Business
School, Sasmira Marg, Worli, Mumbai, is an authentic record of my own
work carried out during a period from 5th
May, 2022 till 4th July, 2022 at
Woxen Digital under the guidance of Dr. Pashmeen Kaur Anand

The matter presented in this project report has not been submitted by me for
the award of any other degree of this or any other Institute.

Wherever references have been made to intellectual properties of any

individual / Institution / Government / Private / Public Bodies / Universities,
research paper, text books, reference books, research monographs, archives of
newspapers, corporate, individuals, business / Government and any other
source of intellectual properties viz., speeches, quotations, conference
proceedings, extracts from the website, working paper, seminal work et al,
they have been clearly indicated, duly acknowledged and included in the
Bibliography.

Name of the Student:

Signature of the Student:

This is to certify that the above statement made by the candidate is correct to the best
of our knowledge.

Signature of Supervisor:
___________________________

Name of Supervisor:
___________________________

iv
 Acknowledgement

The authors wish to place their

deep sense of gratitude to the
anonymous referees and
reviewers, whose suggestions
have definitely enhanced the
quality of this article, besides
helping to fill up the gaps.
I've learned a lot from working on this project. I'd want to take this chance to
express my gratitude to Dr. Pashmeen Kaur Anand, my internal project
manager, whose invaluable advice and suggestions made this project feasible.
He has been a huge help, and I appreciate her so much. He has inspired me
and used my zeal to good purpose.

I would like to thank my parents, Mr. Prasanna Dhare and Mrs. Varsha
Dhare, my siblings, and all of my friends for their willing assistance and
unwavering devotion during the course of my project work.

I would also want to extend my sincere gratitude to Dr. Kamal Tandon,

Director of Sasmira's Institute of Management Studies & Research, for
allowing me to participate in the projects and so enhance my knowledge and
expertise.

I want to express my appreciation to the faculty and personnel of Sasmira

Institute, especially the library staff, who were very helpful in getting me the
books and articles I needed for my project. Last but not least, I want to express
my gratitude to everyone who helped me in any way, whether directly or
indirectly

v
 CONTENTS
Chapter Details Page No.
No.

Title Page i

Candidate’s Declaration ii

Certificate by the Company iii

Certificate by the Institute iv

Acknowledgement v

Abstract / Executive Summary vi

List of Abbreviations xii

List of Figures/ Illustrations xv

List of Tables xvi

List of Charts xviii

1 INTRODUCTION 1-5

1.1 Background 6

1.2 Need and Significance of the Study 7

vi
1.3 Nature and Scope for the Study 8-9

1.4 Research Problem 10

1.5 Research Question 10

1.6 Aims and Objectives of Study 11

1.7 About the Company 11

2 LITERATURE REVIEW 12-26

2.1 Industry profile 14

2.2 Company profile 15-16

2.2.1 Milestone 17-18

2.2.2 Board and missions 19

2.3 SWOT ANALYSIS` 19

2.4 Review opportunity and challenges in industry 20-22

2.5 Literature review related to your topic 23-26

3 RESEARCH METHODOLOGY 27-28

3.1 Problem Identification 27

3.2 Methodology Adopted 27

3.3 Research Design 28

3.3 Data Collection Methods 28

4 DATA DESCRIPTION & ANALYSIS 29-46

5 SUMMARY & CONCLUSION 47-51

5.1 Findings & Conclusions 47

5.2 Recommendations from the study 48

5.3 Learning Outcomes 49

5.4 Strength and Limitations of Study 50

5.5 Future Scope of Research 51

BIBLIOGRAPHY & REFERENCES

vii
Annexure

viii
 ABSTRACT

This research investigates the impact of sales and marketing collaboration on

the customer’s propensity to purchase and customer value, thereby extending
the current research into the sales and marketing interface. Prior research has
established that sales departments may fail to support marketing initiatives and
that marketing been known to fail to communicate marketing objectives
effectively and to exclude sales from decision-making. This lack of
coordination may become visible to the customer and consequently influence
their relationship with the supplier. We suggest that internal sales and
marketing relationships can impact on relationship quality and consequently
the customers’ propensity to purchase. The all are main motive is to study on
your subscriber interaction towards your product.

ix
Chapter 1

1. INTRODUCTION

Although over recent years the volume of customer interactions has greatly
accelerated, a conceptual social contract still connects companies to their
customers in the desire to provide quality products and impeccable customer
service that binds both together throughout the customer’s lifetime. In reaction
to the accelerated speed and frequency, and consequently the
“depersonalization” of the customer interaction, there have been numerous
industry initiatives over the past few years that have promoted concepts
centering on business strategies and approaches to maintain acceptable, if not
exceptionable, levels of customer satisfaction.

These concepts are often broadly bundled using the term “customer
centricity.” Customer centricity incorporates ideas, approaches, strategies, and
tactics which have evolved over time in alignment with different industries’
customer-oriented initiatives. All of these initiatives share one key notion:
focusing operations around the company’s customers as a way to increase
customer loyalty, reduce churn and attrition, and increase revenues, resulting
in the delivery of superior product and service to the customer community.

While customer centricity is an evolving set of practices, this introduction will

set the stage for understanding how customer-facing initiatives center on
improved treatment of the customer. This provides a perspective that
highlights how, despite certain differences in approach, most of the concepts
are directed at improving the customer experience. In turn, this book will look
at the relationship between improved customer experience and the creation
and maintenance of corporate value.

Next, we examine the fundamental concept of the customer—who is a

customer and how many ways that customer can be engaged. Forming a
relationship with the customer goes beyond the simple sales transaction, and
in some cases that relationship not only occupies a significant time period but
may also survive across different parts of an individual’s life or even span

1
multiple generations within a family or a community. We look at how
customer-centric strategies and processes are to be leveraged at the different
touch points to maximize value and consider how customer data can be
organized and then used for customer profiling and customer analytics. We
then discuss the critical dependence on pervasive institutionalization of
customer centricity directly into company processes and procedures. To
optimize for the creation of corporate value, you can assess your business in
relation to the strategies presented, determine how customer relationships are
intertwined with the success of your business, and then consider the
approaches that are best suited for your business.

A customer interaction is a communication between a business and a

customer. This includes customers calling you when they need help or sending
you messages on social media when they have a question. Customer
interactions can also take the form of self-service articles your support team
writes for customers, the proactive emails you send to customers, and even
customers interacting with your chatbot. Every customer service interaction
and engagement matters. In fact, roughly half of customers say they’d switch
to a competitor after just one bad experience, according to Zendesk’s Trend
Report.

High performing customer experience teams interact with customers across

the channels of their choice. Beyond email and the phone, today's customers
expect organizations to interact with them where they are, including text, chat,
and social engagement. In fact, leading customer service teams provide their
customers with an average of two more channels of engagement than
underperforming teams, according to research by Zendesk’s and ESG. The
report found that while the use of phone and email are nearly ubiquitous, high
performing teams are more likely to interact with customers on emerging
channels, such as:

 Self-service resources
 Messaging apps
 Social engagement
 Live chat

2
  Chatbots
 SMS

The key to every relationship is showing appreciation. Especially in business,

you have to make your customers feel special. Many businesses train their
security guards and staff. For instance; to greet the customers nicely when
they enter their stores and thank them when they leave. Not necessarily every
customer will buy something from you. However, greeting them will make
them remember the experience. A useful trick for memorable experiences is to
create a brand association. By using clever slogans.

By using this tactic, you’re using situational advantage. Not only will the
customers be pleased with the gesture, but they are also more likely to
remember your brand. The customer experience will definitely last longer.

Show your customers that they are valuable to you. Then watch the magic
happen! Most companies adopt this strategy when addressing customer
complaints and issues. The best way to address these concerns is by being
apologetic and reiterating. Basically, to show that their complaints are being
taken seriously. Another way to do this is to request a customer satisfaction
review. Therefore, after each interaction with your customers, the customer is
able to leave a review. This option makes them feel heard and satisfied with
the fact that their concerns are being taken into consideration.

Customers these days have countless options of where to spend their money.
The quality of interactions can set a business apart from its competitors. Even
with similar products or services, it’s possible to differentiate by positively
connecting with customers. It’s often been said that keeping a customer is
much more cost effective than acquiring a new customer: loyalty is extremely
impactful to the bottom line.

A channel is where an interaction takes place. It might be via mail (if you send
out a flyer or letter), it might be in the media (advertising), online (on your site
or indeed on someone else’s site), physically (at a bricks and mortar location),
etc.

3
Well, though there are other definitions of touchpoint (whilst the definition of
channel is generally agreed upon now) most of these definitions are narrower
in scope. They fail to acknowledge that, as with an online review, some
touchpoints with our products, services, etc. are outside of our direct control.

A product is a bundle of attributes (features, functions, benefits, and uses) that

a person receives in an exchange. In essence, the term “product” refers to
anything offered by a firm to provide customer satisfaction, tangible or
intangible. Thus, a product may be an idea (recycling), a physical good (a pair
of sneakers), a service (banking), or any combination of the three.

Customers often interact and communicate with businesses for various reasons
related to marketing, sales, and service support issues. Such interactions
happen throughout the customer journey and give brands an opportunity to
connect with customers, understand the needs, and enhance the experience.
Managing customer interactions efficiently is always also the key to increase
retention and advocacy. 60% of consumers say that a good customer
experience is important to feel loyalty toward a brand. But good customer
experience is not possible unless your company knows how to interact with
customers. There will be different types of interactions across customer
journey and channels, so having the right strategy is

Essential to run a successful business, consider the “4 P’s”. The product, price,
placement, and promotion. Focus on customer interactions. Train your staff to
utilize their capabilities to the maximum. And make sure you understand the
demands of your customers. Once, you have built a strong connection with
your customer, their lifetime value will increase significantly for customer
interaction management.

4
Another outcome of positive interactions is that customers will recommend
the business to others. Recommendations mean growth of the customer base
without the use of traditional marketing tactics. Time and again, referrals have
been proven to be a very efficient way to acquire new customers. When a
customer is impressed by their interaction with a business, it’s easy and
natural for them to tell everyone about it.

Interactions are also an invaluable way for learning about your customers and
what they want. Companies often pay for market research, but it’s available
for free when interacting with customers on a day-to-day basis.

It can be difficult, but sometimes it’s possible to bring customers back to your
business after they’ve left. If an interaction is handled with care, what went
wrong has been fixed, and the customer is left feeling heard, then they may
just change their minds about buying from the business again. This
opportunity to turn a customer around wouldn’t be possible without an
interaction.

Customer interactions are also a great way to find out how to make your
business better. Each interaction is a learning opportunity. In aggregate, many
interactions can illuminate trends, showing what needs to be fixed to optimize
a company’s product and service for all its customers.

When a team is dedicated to providing positive interactions, then they’ll have

a happier workforce than one that only deals with complaints all day or
doesn’t feel like they’re adding value in their roles. And happier employees
mean happier customers. It’s a positive cycle that only gets stronger once it’s
set in motion.

Based on the evolution of the multiple definitions of customer relationship

marketing and its conceptual overlap with several marketing concepts over
time, we propose the following working definition of customer relationship
marketing in the context of B2C marketing: Relationship marketing is the
process of identifying, developing, maintaining, and if necessary terminating
relational exchanges, including purchase and non-purchase-related exchanges,
with customers as resource integrators in a networked environment, with the
purpose of mutual value cocreation and enhancing firm performance.

5
1.1BACKGROUND

The world of business has altered a great deal in the last few decades or so,
globalization and information technology has produced a young breed of well-
informed customers. And the marketing theory has also undergone changes.
Service based industry is now at the forefront in the economic evolution.
Therefore, to sustain a loyal customer base relationship marketing along with
other marketing mix forms base of the new marketing world. Today’s
companies want to use relationship marketing to improve customer loyalty,
and generate profits.

6
1.2Need and Significance of the Study

Customer interaction software enables businesses to manage customer

interactions across multiple channels, at scale by:

1. Arming teams with customer context Customer interaction software

connects every customer interaction under a single layer of tissue. That
way, customers don't have to be transferred between departments or
repeat basic context like their contact information, previous
interaction, or account type each time they interact with the business
on a new channel.

2. Providing customer interaction data Customer interactions are a

valuable source of data. They can help teams discover customer pain
points, how to increase customer satisfaction, and what steps they need
to take to create an overall better customer experience. Customer
interaction software should provide real-time and historical data and
analytics to enable teams to learn from interactions.

3. Enhancing the customer experience with AI and automations Chatbots

enable support teams to scale customer interactions and respond to
customers faster. AI enables agents to predict customer satisfaction
during an interaction. Automations enable support teams to
automatically route every customer interaction to the right agent for
the task, such as by skills, language, or product type.

7
1.3Nature and Scope for the Study

Nature Of Marketing

• Managerial Function: Marketing is all about successfully managing the

product, place, price and promotion of business to generate revenue.

• Human Activity: It satisfies the never-ending needs and desires of human

beings.

• Economic Function: The crucial second marketing objective is to earn a

profit.

•Both Art and Science: Creating demand of the product among consumers is
an art and understanding human behaviour, and psychology is a science.

• Customer Centric: Marketing strategies are framed with the motive of

customer acquisition.

• Consumer Oriented: It practices market research and surveys to know about

consumer's taste and expectations.

Goal Oriented: It aims at accomplishing the seller's profitability goals and

buyer's purchasing goals.

• Interactive Activity: Marketing is all about exchanging ideas and information

among buyers and sellers.

• Dynamic Process: Marketing practice keeps on changing from time to time

to improve its effectiveness.

8
• Creates Utility: It establishes utility to the consumer through four different
means; form (kind of product or service), time (whenever needed), place
(availability) and possession (ownership).

Scope Of Marketing

1. Study of Consumer Wants and Needs

Goods are produced to satisfy consumer wants. Therefore study is
done to identify consumer needs and wants. These needs and wants
motivates consumer to purchase.

1. Study of Consumer behaviour

Marketers performs study of consumer behaviour. Analysis of buyer
behaviour helps marketer in market segmentation and targeting.

2. Production planning and development

Product planning and development starts with the generation of
product idea and ends with the product development and
commercialization. Product planning includes everything from
branding and packaging to product line expansion and contraction.

3. Pricing Policies
Marketer has to determine pricing policies for their products. Pricing
policies differs form of product to product. It depends on the level of
competition, product life cycle, marketing goals and objectives, etc.

4. Distribution
Study of distribution channel is important in marketing. For maximum
sales and profit goods are required to be distributed to the maximum
consumers at minimum cost.

5. Promotion includes personal selling, sales promotion, and advertising.

Right promotion mix is crucial in accomplishment of marketing goals.

9
1.4 Research Problems

Marketing research is "the process or set of processes that links the

consumers, customers, and end users to the marketer through information
information used to identify and define marketing opportunities and problems;
generate, refine, and evaluate marketing actions; monitor marketing
performance; and improve understanding of marketing as a process.
Marketing research specifies the information required to address these issues,
designs the method for collecting information, manages and implements the
data collection process, analyzes the results, and communicates the findings
and their implications."

1.5 Research Questions

1. How are these people buying from us?

2. Are we charging the right price, and what would the sale impact be by
lowering/raising the price?
3. What new offerings could we introduce to our existing customers?
4. What are the best ways and methods to reach our target audience?
5. What are the right messages to convey to our target audience?

10
1.6 Aims And Objectives Of study

1. To study the subscriber satisfaction towards digital marveled

products.
2. To increase the brand presence of digital marveled to our
subscriber.
3. To understand and manage your subscriber problem facing digital
marveled

1.7About Company

Woxen Digital pvt ltd Woxen Digital Private Limited incorporated with MCA
on 26 October 2021. The Woxen Digital Private Limited is listed in the class
of company and classified as Non Govt Company. This company is registered
at Registrar of Companies (ROC), Uttar Pradesh with an Authorized Share
Capital of Rs. 5 LAC and its paid-up capital is 50 K.

The company has 2 directors/key management personal Abhay Kumar and

Amrita Sinha Woxen Digital Private Limited company registration number is
154613 and its Corporate Identification Number (CIN) provided from MCA is
U72900UP2021PTC154613.

Woxen Digital is a premier creative digital marketing company providing top

of the line digital experiences using creative and innovative solutions of any
complexity to a globally diverse clientele. We cater to all types of businesses
worldwide. Our goal is simple to provide online visibility, increasing reach &
engagement with your target audience, and eventually driving sales and build
brand reputation.

11
2.LITERATURE REVIEW

Relationship marketing is an age-old concept and is especially not new to

India (Jain et al., 2009). An entire array of researchers, such as Jackson
(1985), O'Neal (1989), Paul (1988), Doyle and Roth (1992), Nevin (1995),
Gronoos (1990), Gummesson (1996), Levitt (1981) and Berry (1993), have
discussed the concept of relationship marketing in several business and
marketing contexts internationally.

It has been widely acknowledged that one of the key elements of a CRM
process is the interaction between customer and company, which Peppers and
Rogers (1993 and 1997) characterize and subsequently Dorf et al. (1999)
popularize as "one-to-one marketing'. Every one-to-one marketing process has
to be interactive and according to Zeithaml et al. (1985, 1996) high-quality
interactions enhance the value proposition to customers thereby influencing
loyalty. Rafaeli et al. (2008) also proposed that customer loyalty can be
significantly influenced on account of individual differences and behaviour of
service providers and customers in an interaction.

According to Sheth and Parvatiyar (2001), CRM relates to one-to-one

relationships which cannot be pursued in the aggregate; they must be handled
at the individual-entity level. As Meltzer (2004) puts it, the reality (of CRM)
is that no matter how much money a company spends on technology, unless
the organization adapts to customer's needs and The effectiveness of a CRM
strategy can be measured by the satisfaction levels of customers with respect
to its components. According to Durkin (2004), exceptional customer service
is the key to building customer loyalty and, thus, ensuring long-term

12
profitability. And effective communication is an important aspect of
exceptional customer service. Recently, Reimann et al. (2008) have
highlighted the direct and unconditional performance effect of CRM strategies
by investigating the role of critical factors underlying the CRM process, and
one of them is interaction with customers. And almost as a rule, most modem
CRM strategies explicitly fine-tune their communication to benefit customers
(Steyn et al., 2010).

Researchers have developed several models to explain what makes a customer

loyal, satisfied or even simply happy. These models range from being simple
to complex mathematical formulations and have had their successes in their
own testing environments. Customer experience is shaped by a series of
interactions with an organization, apart from the several loyalty programmers
that the company offers. (Ho and Tang, 2009). With customers facing an array
of choices, service providers have begun paying more attention to the overall
experience (Mao, 2010). Satisfaction and loyalty should be the ideal outcomes
of these series of experiences, which can be created and shaped by the
organization through various customer touch points (CTP). These interfaces
between an organization and its customers are either managed by the service
providing organization itself or by a business partner. However, even while
outsourcing these touch points, it is important to keep in mind the customer's
perspective and develop relevant customer experiences for the success of the
initiative (Stein and Michael, 2007). Understanding how experiences are
created depends upon cultural moorings of customer segments, which changes
across cultures (de Mooij, 2006).

13
2.1Industry profile

Web-based learning is meant by e-learning which commonly referred to as

electronic learning or Virtual learning. Today people first search for their
queries on the internet rather than looking for books or asking someone.

The concept of e-learning is not new to any of the sectors. However, the
outbreak of COVID-19 has fuelled schools’ need to leverage the technology
platforms to drive learning initiatives. There is heightened demand for schools
to provide learning solutions to students using online platforms as the
advantages far outweigh the demerits. In simple terms, e-learning is the act of
learning or educating via digital resources such as software programmers,
mobile devices and the internet.

The use of digital platforms for learning is vividly changing our education

system. Traditional classroom training days are slowly coming to an end due
to high-speed internet and technology advancement. The pandemic has grown
the importance of e-learning globally.

Any crisis makes room for experimentation, and it is time to realise the full
potential of technology for learning. In the wake of the medical emergency,
school stakeholders are endorsing online learning for student’s safety and
enhancing the quality of education.

14
2.2 Company profile

The global e-learning market is currently on an upswing and is witnessing a

boom in revenue growth owing to its great market potential as the next
generation education system. The global education sector is experiencing a
shift in e-learning models fueled by the exploding demand for connected
devices and digital education across the world.

The global e-learning market stood at a market valuation of US$ 166.5 Billion
in 2016 and is estimated to grow to US$ 255 Billion by the end of 2017.
Digital advancements in the education sector – more specifically pertaining to
e-learning – is expected to alter the personal learning experience of students
and other end users and is anticipated to provide lucrative business
opportunities for e-book reader manufacturers.

Currently, the North America region accounts for a comparatively higher

revenue share in the global e-book reader market. However, by the end of the
forecast period in 2020, Asia Pacific is expected to oust North America from
the first position in the global e-book reader market in terms of value share.
The North America e-book reader market is estimated to hold just under 32%
value share by the end of 2017 – this is however projected to decrease to just
under 26% by the end of 2020 – depicting a loss of 60 basis points in 2020
over 2017.

The Asia Pacific e-book reader market – estimated to account for a market
value share of about 27% by the end of 2017 – will experience an increase in
market share to the tune of a whopping 310 basis points to hold a market share

15
of about 30% by the end of the forecast period in 2020. North America is
expected to register negative Y-o-Y growth rates throughout the period of
forecast. The Asia Pacific e-book reader market is expected to witness steady
growth in terms of revenue throughout the period of assessment.

Of the regional markets, APEJ and North America were the dominant markets
in 2016 in terms of revenue sales in the global e-book reader market. In the
coming years, countries in the MEA region are expected to be the key markets
to watch out for in the global e-book reader market. Significant revenue
growth potential exists in emerging markets and developing countries.

Partnerships with other service providing companies and expanding the

current product portfolio are expected to remain as key strategies of
manufacturers operating in the global e-book reader market to facilitate their
sales growth. Long-term technology partnerships with business partners will
help increase business revenue and new innovation strategy, thereby enabling
e-book reader vendors to reach new potential markets.

16
2.1Milestone

Marketing flourished in U.S. business schools in the prosperous years

following World War II. Students preparing for assistant- product-manager
positions at the likes of Procter & Gamble, Lever, and General Foods enrolled
in courses in marketing management, management of promotion, marketing
research, sales management, distribution, and cost accounting. A business-
practice perspective, which views mar- keting as a means for achieving an
individual firm's objectives, came to dominate textbooks and curricula. Allied
to this perspective was marketing's role in managing the buyer, or demand,
side of market exchanges. For example, Jerome McCarthy, in the first edition
of his influential text- book, stated: "marketing is the performance of business
activities that direct the flow of goods and services from producer to consumer
or user in order to best satisfy consumers and accomplish the firm's
objectives."1 As the marketing field matured in the 1950s and 1960s, it
articulated a set of foundational concepts. Increasingly, in theory and practice,
marketers embraced the idea that they were not simply selling core product
functionality but were also offering an augmented set of bene- fits. They were
not selling just goods and services but were also offering solutions to customer
problems.2 With this shift in focus, the nature of the buying decision by
consumers and business customers came under closer scrutiny. Marketing
researchers paid closer attention to JOHN A. QUELCH is senior associate

17
dean and Lincoln Filene Professor of Business Ad- ministration at Harvard
Business School. KATHERINE E. JOCZ is a research associate, also at
Harvard Business School. *E. Jerome McCarthy, Basic Marketing: A
Managerial Approach (Homewood, 111., i960). 2 For instance, Theodore
Levitt said, in a widely quoted article, "Selling is preoccupied with the seller's
need to convert his product into cash; marketing with the idea of satisfying the
needs of the customer by means of the product and the whole cluster of things
associated with creating, delivering, and finally consuming it," Theodore
Levitt, "Marketing Myopia," Harvard Business Review 61 (July- Aug. i960):
50.

the psychological and emotional- as opposed to strictly functional- types of

"utility" consumers gain from using products and services. In the 1950s,
marketing theorists also began to claim a greater role for marketing in the
management of firms. Management expert Peter Drucker stated, in 1954,
"Fifty years ago the typical attitude of the American businessman towards
marketing was that the sales department will sell whatever the plant produces.
Today [their view] ... is increasingly: ... It is our job to produce what the
market needs."3 Following Drucker's lead, the "marketing concept" asserted
that, above all, firms must create value for customers and see the business
from the customer's point of view. This "customer orientation" vied with
alternatives such as manufacturing, research and development, sales, or
finance. proponents tended to view the acceptance and implementation of the
marketing concept as the final, and highest, stage in a firm's evolutionary
progress.4 Although the concept was rarely fully adopted, it helped to elevate
the topic of customers' interests within management thinking. In addition to
these core concepts, leading marketing educators and practitioners forged a
robust set of theories, tools, and empirical knowledge. Borrowing freely from
other disciplines, they tackled a wide array of business issues. The scope of
the field both deepened and broadened. To illustrate this evolution of
marketing thinking, and practice, we have selected five seminal contributions
to the literature, authored by Wendell R. Smith, Neil Borden, Philip Kotier,
Paul E. Green, and Theodore Levitt. Some common threads run through these
selections. All five authors received doctorates in economics but were initially

18
attracted to the issues facing practicing marketers. The ideas they advocated in
these articles were not "breakthroughs," in the sense of being new to the
world. Rather, the authors' forcefulness and clarity of expression enabled these
ideas to break through the prevailing mindset and point the way to fruitful new
directions. In some cases, what they had to say was controversial, but in each
case, the impact of their work in advancing the field was recognized soon after
publication. Their ideas shape the practice of marketing today.

2.2.2Board and missions

At Woxen Digital, our vision is to bring the clients the right value for money
so that their expectations are all fulfilled. We visualize to become the most
successful provider of sustainable practices anticipating what client's business
look for demand!

2.2.3Swot analysis

A) Strengths

E-books’ strength lies in innovative features that offer new ways to interact
and engage with content, including:

 Increased accessibility and portability of collections

 Semi-permanency, physical resiliency, and durability

 Interactivity and availability of keyword searching, annotation, and

hyperlinked navigable text features

 Support for interactive and contextual learning

 Catalog synchronization.

B) Weaknesses

19
E-book technology is not without drawbacks that directly affect its use and
acquisition in libraries. Some of these include

 Limited content accessibility related to a) e-book/e-reader functionality and

b) licensing and copyright issues

 Costs associated with e-book pricing, licensing, and processing.

2.4 Review of Opportunities and Challenges in the Industry

For a company's CRM initiatives to be successful, it must find common

ground between the value its customers seek and the value it offers customers
(De Bruyn and Lilien, 2008). These values are driven by attitudes that are
shaped overtime by beliefs. Sheth and Parvatiyar (1995) argue that costumers
are motivated to engage in relational behaviour with service providers because
of the psychological and sociological benefits that accrue from these
relationships. In fact, the main objective of CRM is to create mutual value
between the two parties involved in a relationship (Sheth and Sisodia, 1995).

This mutual value, argue Morais et al. (2006), stems from the fact that
customers who develop strong interpersonal relationships with the service
providers develop psychological attachment and remain loyal'. From a
marketing point of view, loyalty has always been equated with repeat
purchases and positive feedback about products and services, resulting in
higher profitability to the company. In fact, unsatisfied customers are also
loyal to a service provider often, though such loyalty is always directly
proportional to the high switching costs, and not so much to the emotional
attachment with the brand (Afsar et al., 2010).

20
Early viewpoints on loyalty (Copeland, 1923; Selin, 1988) merely equated
repeat purchases with loyalty in a narrow marketing context, but subsequent
interpretations (Petrick, 2004) have shown that loyalty transcends mere buying
and extends to include belief, attitude, behaviour and interpersonal
relationships, emphasises that service quality, behavioural responses, and
customer orientation of contact centres warrant attention in a CRM process.
Studies previously undertaken by Donavan and Hocutt (2001) and Jones et al.
(2003) have also pointed to the importance of the quality of interaction
through call centres as a necessary ingredient to developing better customer
relationship. Dorsch and Carlson (1996) and Muniz and O'Guinn (2001) have
suggested that loyalty involves give and take by customer and company, and
relationship is built on the notion that both parties must invest in the
relationship. Culture is viewed as a construct, describing the total body of
belief, behaviour. knowledge, sanctions, values and goals that make up the
way of life of a people. As Ramaseshan et al. (2006) conclude heterogeneity
among customers on various dimensions, including product preferences,
shopping habits and media exposure, is substantial not only among customers
of different countries but also among customers within the same country.
According to Sivakumar and Hemalatha (2009), specific local cultures play a
defining role in brand preference, even when customers are not really brand
loyal. This opens new horizons of research and analysis, namely, impact of
local cultures within a market on CRM efforts, and that no two customers are
the same.

This forces us to believe that cultural differences not only between countries
but also within a country may pose challenges at every level in a CRM
process. For instance, Berhad and Tyler (2002) realize that Chinese customers
used a local dialect for informal communication but preferred Mandarin in
formal communication. so communication is just one aspect of culture that has
an influence on CRM corroborates this point when she argues that the unique
demographics of a market are directly reflective of the customers' cultures.
Gross (2002) made an attempt to explore relationship building with respect to
communication strategies using intercultural dimensions. Xin and Guo (2010)

21
state that customer loyalty has a deeply emotional color, which is culture-
centric. Kim et al. (2003) have suggested that emerging channels, such as call
centers, Web sites, virtual internet communities and mobiles, have become
important to establish and maintain customer relationships in this context.

Most consumer behaviour theories were developed in the West and most other
countries have adopted them, with little research to adapt them to local
cultures (de Mooij, 2004). Successful CRM models have always worked on
homogenous consumer segments. Though there is a tendency to stereotype
cultures, countries fall on a continuum of cultural traits. While Western
cultures are low-context, India figures as a high-context culture (Hofstede,
2001). Comprehensive research by Hofstede (2001) has suggested that cultural
dimensions are part of the external influences that impact a customer, while de
Mooij (2006) has suggested that culture is intrinsic to a customer, and not
outside. These conflicting views are in fact given credence much earlier by
Assael (2003), who said that it was important to understand the unique aspects
of cultures because cultural values are an integral part of a consumer, and not
an environmental factor.

To corroborate this viewpoint, Sun et al. (2009) emphasis that the

psychological response of Indian consumers is always in accordance with the
socioeconomic, cultural and demographic group a consumer belongs to and
thus can be understood as a part of the group behaviour rather than as an
independent consumer. According to Srivastava (2009), India's pot of cultures
offers a diversified market, making it difficult to evolve unified customer
strategies. This is an important observation insofar as designing a
communication strategy in a cultural context, which has been highlighted by
Misra (2010).

David Berlo's classic communication model is considered to be the simplest

and most influential message-centred model to explain human interactions and
to highlight the importance of cultural dimension in customer-service provider
interactions. Victor and Limaye (1991) have argued that the five personality
characteristics of the sender and receiver in Berlo's model have a high degree

22
of impact on the effectiveness of the interaction, which is with respect to the
set objectives of the interaction itself.

2.5Literature review related to your topic

Companies generally do not consider intrinsic a customers' cultural

background, which has an impact on the quality of interaction (Roos, 1999).
According to Chordia and Ongwatana (2008), culture is a responsible
understanding. Mahapatra and Mahapatra (2010) have proved that customer
communication is effective only when the service provider is able to connect
with the customers at an emotional plane.

Customer relationship management has been defined as “a business approach

that integrates people, processes, and technology to maximize relationships
with customers” Goldenberg (2008, p.3). Moreover, it has been stated that
customer relationship management “characterize a management philosophy
that is a complete orientation of the company toward existing and potential
customer relationships” (Raab et al, 2008, p.6)

Mueller (2010) characterize customer relationship management aspect of

business as a highly dynamic, and convincingly argues that businesses have to

23
adopt a proactive approach in devising relevant programs and initiatives in
order to remain competitive in their industries.

Sinkovics and Ghauri (2009) relate the necessity for engaging in customer
relationship management to high cost of direct sales, highly intensifying level
of competition in the global level, and need for information about various
aspects of the business in general, and consumer behaviour in particular, that
can be used to increase the levels of sales.

According to Peppers and Rogers (2011), there is global tendency in customer

relationship management that relates to the shift from transactional model
towards the relationship model. In other words, Peppers and Rogers (2011)
argue that satisfying customer needs as a result of on-time transaction is not
sufficient today in order to ensure the long-term growth of the businesses.

Instead, businesses have to strive to maintain long-term relationships with

their customers in order to maintain flexibility to adopt their increasing
expectations and thus achieving their life-long loyalty. Peppers and Rogers
(2011) further stress that, businesses that refuses to acknowledge this tendency
in the global marketplace would be risking their market share and growth
prospects in the future.

One of the most critical sources for the research is the book “Relationship
Marketing and Customer Relationship Management” authored by Brink and
Berndt (2009). The book offers an in-depth discussion of the concept of
Customer Touch Map and discusses the role of information technology in
facilitating customer relationship management.

The work of Mathur (2010) represents another significant contribution to the

research area to be used in the study. Namely, the author provides a wide
range of specific customer relationship management techniques and principles
that are used by multinational businesses. The findings of Mathur (2010) can
be compared to the primary data findings in the proposed research, thus
enhancing the scope of the study.

Khurana (2010), on the other hand, discusses the concept of customer

relationship management in a great detail, and also addresses advantages and

24
disadvantages associated with a range of relevant software applications. The
third edition of Pradan’s (2009) “Retailing Management” is another
noteworthy source that is going to be used in the study. Specifically, Pradan
(2009) identifies customer relationship management as an emerging aspect of
marketing in retail and discusses its importance for ensuring long-term growth
for retail businesses.

A global approach towards the issues of customer relationship management is

adopted by Raab et al (2008) in “Customer relationship management: a global
perspective”. The value of this specific work to the proposed research can be
explained in a way that it will allow the comparison of customer relationship
management principles to the similar principles exercised by other
multinational retailers in a global marketplace.

Bhatia’s (2008) work, “Retail Management” is also going to be used in the

proposed study due to the significance of the contribution of the work to the
research area. Bhatia (2008) offers in-depth discussions related to the use of
loyalty cards by retailers, and this represents a comprehensive analysis of the
issue in the secondary data.

Moreover, Cox’s (2011) “Retail Analytics: The Secret Weapon” deserves also
to be mentioned in here thanks to the most modern and fresh perspective the
author adopts in order to approach the research issues. The most valuable part
of this specific article is that it provides highly practical recommendations to
retailers of various sizes in terms of increasing the levels of revenues through
adopting a range of customer relationship management principles.

A range of academic models and writings relate to this research in direct and
indirect ways and some of the most relevant models are going to be explored
in the study. One of the most models to be used in the study is The Gap Model
of Service Quality. “A model of service quality called the gap model identifies
five gaps that can cause problems in service delivery and influence customer
evaluations of service quality” (Lamb et al, 2011, p.189).

These five gaps are a) the gap between customer wants and the management
perceptions about customer wants; b) the gap between the management

25
perceptions about customer wants and the specifications of service developed;
c) the gap between the service specifications and the actual service provided;
d) the gap between the quality of service promised and the quality of service
provided, and e) the gap between expected service and perceived service on
behalf of customer.

Another relevant model to be tested during the study constitutes Relationship

Model of customer relationship management proposed by Peppers and Rogers
(2011). Specifically, the model advocates adopting a pro-active approach in
sustaining customer relationships and proposes a set of specific principles that
would assist to accomplish this task.

A systematic review of the literature was undertaken using the following

method. The research team comprised three academics and one practitioner, a
mix favoured by systematic review methodologists (Tranfield et al. 2003). A
review question was identified: ‘What is the nature of OCE in business-to-
consumer (B2C) environments?’ and search terms were drawn up by the team,
which included: customer experience; OCE; perfect online experience; ideal
online experience; online behaviour; Internet behaviour; online purchase; and
online shopping. The focus of the search was exclusively within peer-
reviewed journal articles from a range of international sources, using
databases including: Abi Proquest; EBSCO; Web of Science – Social
Citations Index; and Business Source Premier.

The articles were analyses according to inclusion criteria involving exploring

the theme of the paper as expressed in both the title and the abstract of the
paper. The research team met to agree the final selection of papers. The
content analysis was done manually, and a data extraction form was used (see
Appendix 2, for example) to summarize critical data such as key findings
and methodological features. This enabled the researchers to identify quickly
the overall nature of existing research, its epistemological assumptions and
methodological features. An independent practitioner evaluated the extraction
form and created a list of key factors by identifying major and sub constructs
explored in the article. This list was then collated into a system of
classification that created a framework through which to analysis literature.

26
A total of 120 papers were identified as relevant to the study's review
question. This number reflects the emergent nature of the subject. Of these, 69
were from North America, 16 from Asian/Australasia, 28 from Europe, and 7
from other locations. The dates of the studies range across a 20-year period
from 1985 to 2009 (with a peak of work between 2000 and 2005), covering a
variety of online consumer purchase situations and service sectors including:
e-banking, apparel retailing, travel/holiday reservations, the airline industry,
text-book purchases and e-government sites.

3.RESEARCH METHODOLGY

While there are many ways to perform market research, most businesses use
one or more of five basic methods: surveys, focus groups, personal interviews,
observation, and field trials. The type of data you need and how much money
you’re willing to spend will determine which techniques you choose for your
business

3.1Problem Identification

These duel market research categories constitute a “what” and “how”

approach to determining the best strategies to handle business problems. As
the name implies, problem-identification research helps you pinpoint what
types of problems you potentially have. Problem-solving research helps
identify ways to solve those problems through marketing mix and
segmentation. Using research for problem identification and problem solving
is essential when you want to make your company the best in its market.

27
Classifying your problem should always come before attempting to solve
them. Otherwise, you might be spending money to solve the wrong problem.

Ultimately, market research offers many problems identification and solving

methods depending on what would most benefit your company. To better
illustrate the impact of problem-identification and problem-solving research,
Packaged Facts offers some examples below.

3.2Methodology Adopted

Although over recent years the volume of customer interactions has greatly
accelerated, a conceptual social contract still connects companies to their
customers in the desire to provide quality products and impeccable customer
service that binds both together throughout the customer’s lifetime. In reaction
to the accelerated speed and frequency, and consequently the
“depersonalization” of the customer interaction, there have been numerous
industry initiatives over the past few years that have promoted concepts
centering on business strategies and approaches to maintain acceptable, if not
exceptionable, levels of customer satisfaction.

These problems having been formulated clear cut terms, the researcher will be
required to prepare research design i.e, he will have to state the conceptual
with in which and. The preparation of such design facilitates research to be an
efficient as possible information. But how all them can be achieved depends
mainly on the research purpose. Repurpose may be grouped into four
categories.

3.3 Research design

Sampling method

Conveniencing

Sampling unit

28
Sampling is based on your subscriber interaction and their views for the digital
marveled.

Sampling size

The sampling size has taken of 13 subscribers.

3.4Data Collection Methods

“Customer data can be collected in three ways: by directly asking customers,

by indirectly tracking customers, and by appending other sources of customer
data to your own,” said Hanham. “A robust business strategy needs all three.”

Businesses are adept at pulling in all types of data from nearly every nook and
cranny. The most obvious places are from consumer activity on their websites,
social media pages, through customer phone calls and live chats, but there are
some more interesting methods at work as well.

4.DATA DESCRIPTION & ANALYSIS

29
1. Age Group

30
Interpretation: We can see there are most of 20-30 age of group people are
there 92.3% and 41-50 7.1%

2.Gender

31
Interpretation: In survey we can see female have most subscribed as compared
to male.

3.Qualification

32
Interpretation: In find of survey we see there are most graduate people are
there.

4.Income

33
Interpretation: Most of income people are between 100000 of 92.3% and
300000 of 7.7%

5.Occupation

Interpretation: Students have more subscriber than the employee.

34
6.Which books you read most on online platform

35
Interpretation: 53.8% are like to read digital marveled than the all other
platform

7.Factors that influence you to purchase in digital marveled.

36
Interpretation: From survey the subscribers by their content

8.Do you like to read novels

Interpretation: 92.3% are like to read novels and 7.7% not like to read novels.

37
9.Do you enjoy reading our magazines and newspapers

Interpretation: 76.9% are enjoying reading magazines and newspapers and

23.1 have not like to read.

38
10.Based on your experience with digital marveled, would you buy it again?

Interpretation: 91.7% have like to buy it again and 8.3% have not like to buy
again.

39
11.Do you like to write poem?

Interpretation: 61.5% have not like to write poem and 38.5% have like to write
poem

40
12.Content do you prefer to read in digital marveled.

Interpretation: 53.8% people are interested reading in mystery books and

30.8% are prefer to read historical and7.7% are both equal horror and thriller.

41
13.How satisfied with your Digital marveled reading books, novels,
newspaper, poems.

Interpretation:46.2% have satisfied and 38.5 have neutral response.

42
14.How would you sate the quality of service

Interpretation: According to survey subscriber like the quality of service.

43
15. Are satisfied with your daily newspapers?

Interpretation: According to survey most people rate 4 out off 5

44
16.Do you prefer to subscribe for

Interpretation: According to survey people like to subscribe for 3months

45
17.Have you ever been purchase online books before

Interpretation: 54.5% have purchase before and 45.5% have not purchase
before

46
5 SUMMARY & CONCLUSION

5.1 Findings & Conclusion

The survey and subsequent analysis help CRM managers to understand that
customer satisfaction is directly related to the quality of interaction that they
have with service representatives. the study further highlights the positive
factors and negative factors that influence the outcomes of interactions and
also helps to identify gaps between expectation and fulfilment. these findings
will help managers to identify the areas that need focus and improve inputs to
their customer satisfaction strategy. the study also highlights that service
providers should not confuse CRM with promotion.

Another important implication is that customers prefer interacting with a

service representative than automated, lifeless, problem-solving systems,
necessitating investments in excellent human resources to create a lasting
positive impact during an interaction.

47
5.2 Recommendations From The study

Customer recommendations are a true sign of customer loyalty. Only loyal

customers would spend the time and energy to write a good recommendation
or speak well about a business openly. However, customer loyalty is not an
easy task. According to common industry benchmarks for NPS scores, most
businesses struggle with a good number of detractors than promoters or
passives. In fact, it is difficult to turn detractors into passives and ultimately
promoters. This is primarily because detractors are probably customers who
must have experienced poor customer service in the past. As a result, there is
a large chance that they will give negative customer recommendations.
Turning these detractors into promoters requires a huge deal. Here are some
ways that your business can win customer recommendations, even from
detractors.

48
 5.3 Learning From study

Customer onboarding is one of the most crucial customer service interactions.

It brings in new customers unaware of the product and teaches them how to
use it. These interactions require regular review and feedback mechanisms to
adapt to different types of customers. New relationships offer great potential
to reduce churn and negative reviews early on. Free trials and demos are also a
good way to increase product awareness and improve first-time interactions.

49
5.4 Strength and limitations of study
1. Further studies can be carried out in ascertaining the extent of
relationship between each
2. CRM dimension and customer loyalty. Research can also be done to
arrive at an
3. exclusive customer communication model that focuses on customer
aspirations and
4. expectations in a brand–customer relationship rather than fit all
customer communication
5. into a global communication model. Further studies can be carried out
on how specific
6. cultural factors affect customer responses to promotional and brand
communication
7. situations, especially in the Indian context. These are only indicative
leads and do not
8. necessarily mean to confine the scope of further research.

50
5.5 Future Scope of Research

Further studies can be carried out in ascertaining the extent of relationship

between each CRM dimension and customer loyalty. Research can also be
done to arrive at an exclusive customer communication model that focuses on
customer aspirations and expectations in a brand-customer relationship rather
than fit all customer communication into a global communication model.
Further studies can be carried out on how specific cultural factors affect
customer responses to promotional and brand communication situations,
especially in the Indian context. These are only indicative leads and do not
necessarily mean to confine the scope of further research.

51
BIBLIOGRAPHY & REFERENCES

https://irenelopatovska.files.wordpress.com/2014/08/lopatovska-ebook-
swot14.pdf

https://www.researchgate.net/publication/
264441052_An_empirical_study_on_customer_interaction_with_a_contact_c
entre_and_its_effect_on_CRM_a_multicultural_perspective_from_India.com

https://www.slidegeeks.com/business/product/customer-interaction-analysis-
diagram-powerpoint-slide-inspiration

https://www.van-haaften.nl/customer-satisfaction/customer-satisfaction-
models/59-conclusion-customer-satisfaction-research

https://www.sciencedirect.com/science/article/pii/S0019850113001569

https://learn.g2.com/customer-interaction

https://www.packagedfacts.com/Content/Blog/2018/03/08/2-Key-Types-of-
Market-Research-for-Addressing-Business-Problems#:~:text=As%20the
%20name%20implies%2C%20problem,through%20marketing%20mix
%20and%20segmentation.

52
https://www.sciencedirect.com/topics/computer-science/customer-interaction

https://www.questionpro.com/blog/what-is-market-research/#:~:text=Market
%20research%20is%20defined%20as,opinions%20and%20make
%20informed%20decisions.

https://www.questionpro.com/blog/what-is-market-research/#:~:text=Market
%20research%20is%20defined%20as,opinions%20and%20make
%20informed%20decisions.

Annexure

1. Education
2. Qualification
3. Occupation
4. Age group
5. Factors that influence you to purchase in digital marveled.
A) Price
B) Contents
C) Offers
D) Others
6. Do you enjoy reading your magazines and newspaper?
A) Yes
B) No
7. Do you like to read novels?
A) Yes
B) No
8. Do you like to write poem?
A) Yes
B) No

53
9. Content do you prefer to read in digital marveled.
A) Mystery
vi
B) Thriller
C) Adventure
D) Historical
10. Based on your experience with digital marveled would you buy it
again?
A) Yes
B) No
11. How would you rate the quality of service?
12. Any suggestion to improve management?
13. Do you prefer to subscribe for?
A) 3months
B) 6months
C) 1 year
14. How satisfied with your digital marveled reading books, novels,
newspaper, poems. vii

A) Satisfied
B) Very satisfied
C) Not satisfied
D) Neutral

54